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HART
HILLSBOROUGH TRANSIT AUTHORITY
2024 BUDGET BOOK
BOARD CHAIR – BOARD OF DIRECTORS
LUIS VIERRA
CHIEF EXECUTIVE OFFICER
SCOTT DRAINVILLE
Hillsborough Transit Authority FY24 Budget Book 1
Hillsborough Transit Authority FY24 Budget Book 2
EXECUTIVE LEADERSHIP
SCOTT DRAINVILLE CHIEF EXECUTIVE OFFICER
LORETTA KIRK CHIEF FINANCIAL OFFICER
SCOTT DRAINVILLE CHIEF OPERATING OFFICER
VACANT CHIEF ADMINISTATIVE OFFICER
RICHARD CAMPBELL CHIEF OF SAFETY
DEPARTMENT DIRECTORS
YELENA PETIT EXECUTIVE OFFICE AND BOARD SUPPORT
BRENDA BAILEY LEGAL SERVICES
CATHY ZICKEFOOSE PROCUREMENT & CONTRACTS
LAURA IZZO FINANCIAL OPERATIONS
JUSTON LAFLER BUDGETS & GRANTS
BOBBY EDWARDS TRANSPORTATION
NICHOLAS GOULBOURNE FLEET MAINTENANCE
DALE SMITH FACILITIES MAINTENANCE
BRIAN ALLAN STREETCAR OPERATIONS
JUSTIN WILLITS PLANNING & SCHEDULING
VACANT HUMAN RESOURCES
VACANT MARKETING
LYNDA CRESCENTINI PROJECT MANAGEMENT OFFICE
DEXTER CORBIN INFORMATION TECHNOLOGY
CARLA WILLIAMS COMMUNITY & BUSINESS ENGAGEMENT
RICHARD CAMPBELL SAFETY, SECURITY, & TRAINING
Hillsborough Transit Authority FY24 Budget Book 3
Table of Contents
SECTION I - TRANSMITTAL LETTER .........................................................................................7
INFLATION ............................................................................................................................................................. 8
INTEREST RATES .................................................................................................................................................. 8
SERVICE PLAN....................................................................................................................................................... 9
COMBINED REVENUES...................................................................................................................................... 10
OPERATING REVENUE SUMMARY ................................................................................................................. 10
OPERATING REVENUE DETAIL ....................................................................................................................... 11
COMBINED EXPENDITURES ............................................................................................................................. 13
OPERATING EXPENDITURES ............................................................................................................................ 14
CAPITAL BUDGET............................................................................................................................................... 18
Facilities and Construction projects: ................................................................................................................... 19
Technology projects: .......................................................................................................................................... 20
Bus Stop and Shelters projects: .......................................................................................................................... 21
Planning Studies, Safety, and Security projects: ................................................................................................. 21
CAPITAL IMPROVEMENT PLAN ...................................................................................................................... 22
SECTION II - BUDGET GUIDE .....................................................................................................23
FY24 BUDGET CONSIDERATIONS ................................................................................................................... 23
Overview ............................................................................................................................................................ 24
General Fiscal / Budget Policies ......................................................................................................................... 24
Basis of Accounting ............................................................................................................................................ 25
Basis of Budgeting .............................................................................................................................................. 25
Definition of a Balanced Budget ........................................................................................................................ 26
Internal Budget Adjustments/Transfer................................................................................................................ 26
Fund Balance & Reserves Policy ........................................................................................................................ 27
Fund Balance Reserve Designations................................................................................................................... 27
Self-Insurance Reserves...................................................................................................................................... 27
Fiscal Policies For Investments And Debt.......................................................................................................... 28
Fiscal Policy For Annual Operating Revenue..................................................................................................... 29
BUDGET PROCESS AND CALENDAR .............................................................................................................. 30
BUDGET MANAGEMENT PROCESS................................................................................................................. 55
Operating Budgeting Process.............................................................................................................................. 55
Capital Working Group and Budgeting Process ................................................................................................. 56
Budget Presentations .......................................................................................................................................... 56
Budget Preparation Calendar FY2024 ................................................................................................................ 58
TRIM Process FY 2024 ...................................................................................................................................... 59
SECTION III - ORGANIZATION OVERVIEW...........................................................................61
OVERVIEW ........................................................................................................................................................... 61
Hillsborough Transit Authority FY24 Budget Book 4
HART GOVERNING BOARD .............................................................................................................................. 61
MANAGEMENT.................................................................................................................................................... 61
PERSONNEL.......................................................................................................................................................... 62
EXPENSES BY DIVISION.................................................................................................................................... 63
SERVICE AND RIDERSHIP................................................................................................................................. 64
Fixed Route......................................................................................................................................................... 64
Flex Route .......................................................................................................................................................... 64
Paratransit ........................................................................................................................................................... 65
Streetcar.............................................................................................................................................................. 65
Support Vehicles ................................................................................................................................................. 65
Maps ................................................................................................................................................................... 65
FARES .................................................................................................................................................................... 67
FACILITIES AND INFRASTRUCTURE.............................................................................................................. 68
MISSION, VISION, AND VALUES...................................................................................................................... 70
STRATEGIC PLANNING & PERFORMANCE MANAGEMENT .....................................................................71
DEVELOPMENT OF THE TRANSIT DEVELOPMENT PLAN (TDP)..............................................................71
TDP 10-Year Financial Plan............................................................................................................................... 73
Implementation Plan and Unfunded Needs ........................................................................................................ 75
30 Year Financial Plan ........................................................................................................................................ 77
Performance Scorecard ....................................................................................................................................... 78
SECTION IV - DIVISIONS .............................................................................................................. 81
OVERVIEW ........................................................................................................................................................... 81
EXECUTIVE DIVISION........................................................................................................................................ 81
Division Staffing ................................................................................................................................................. 82
Division Finances ............................................................................................................................................... 82
EXECUTIVE DEPARTMENTS: ........................................................................................................................... 84
Executive Office, Government Relations, & Board Support .............................................................................. 84
Legal & Risk ....................................................................................................................................................... 89
OPERATIONS DIVISION ..................................................................................................................................... 91
Division Staffing ................................................................................................................................................. 91
Division Finances ............................................................................................................................................... 92
Transportation ..................................................................................................................................................... 94
Fleet Maintenance............................................................................................................................................... 99
Facility Maintenance ........................................................................................................................................ 101
Streetcar............................................................................................................................................................ 103
Planning and Scheduling .................................................................................................................................. 104
FINANCE DIVISION........................................................................................................................................... 106
Division Staffing ............................................................................................................................................... 107
Division Finances ............................................................................................................................................. 108
Financial Operations......................................................................................................................................... 110
Budgets and Grants........................................................................................................................................... 111
Hillsborough Transit Authority FY24 Budget Book 5
Procurement ...................................................................................................................................................... 112
Disadvantaged Business Enterprise .................................................................................................................. 114
ADMINISTRATIVE DIVISION .......................................................................................................................... 114
Division Staffing ............................................................................................................................................... 115
Division Finances ............................................................................................................................................. 116
Project Management ......................................................................................................................................... 118
Marketing & Communications ......................................................................................................................... 124
Information Technology ................................................................................................................................... 127
Community & Business Engagement ............................................................................................................... 129
Human Resources ............................................................................................................................................. 130
SAFTEY DIVISION............................................................................................................................................. 131
Division Staffing ............................................................................................................................................... 132
Division Finances ............................................................................................................................................. 132
Safety, Security & Training .............................................................................................................................. 134
SECTION V - STATISTICS ........................................................................................................... 137
POPULATION STATISTICS............................................................................................................................... 137
Population Density ........................................................................................................................................... 138
Employment Density ........................................................................................................................................ 141
SOCIO-DEMOGRAPHIC CHARACTERISTICS AND TRENDS .....................................................................144
Age Distribution ............................................................................................................................................... 144
Persons with Disabilities................................................................................................................................... 145
Educational Attainment .................................................................................................................................... 145
LABOR FORCE ................................................................................................................................................... 146
Major Employers .............................................................................................................................................. 147
Income Distribution .......................................................................................................................................... 148
Poverty .............................................................................................................................................................. 149
Race and Ethnic Origin ..................................................................................................................................... 152
Limited English Proficiency ............................................................................................................................. 154
Travel Behavior and Commuting Trends ......................................................................................................... 155
Automobile Ownership ..................................................................................................................................... 155
Commuter Profile and Overview...................................................................................................................... 155
Commute Choices ............................................................................................................................................. 156
TOURISM ............................................................................................................................................................. 156
Seasonal Residents and Visitor Levels ............................................................................................................. 156
FINACIAL STATISTICS ..................................................................................................................................... 159
Net Position ...................................................................................................................................................... 159
Reserves............................................................................................................................................................ 159
Fixed Route Bus Service .................................................................................................................................. 164
Demand Response Paratransit Service.............................................................................................................. 166
Fixed Guideway Streetcar Service .................................................................................................................... 168
Expenses by Program ....................................................................................................................................... 170
SECTION VI - ACRONYMS .........................................................................................................172
SECTION VII - GLOSSARY ......................................................................................................... 175
Hillsborough Transit Authority FY24 Budget Book 6
SECTION I - TRANSMITTAL LETTER
TO: Councilmember Luis Viera, Chairperson
and members, Board of Directors
FROM: Scott Drainville
Interim Chief Executive Officer
RE: Transmittal Letter and Proposed FY2024 Budget
DATE: September 12, 2023
I am pleased to present the FY2024 Recommended Operating Budget, which begins on October
1, 2023. The Recommended Budget for FY2024 is a balanced budget that represents a spending
plan for the upcoming fiscal year, with an eye on future needs as well. Significant effort has gone
into ensuring that this recommended budget is fiscally responsible, supports HART and its
workforce, and advances HART’s Vision and Mission Statements.
The total recommended Operating budget for FY2024 is $108,688,780 – a decrease of $5.6
million from the FY2023 adopted budget of $114,309,110. The recommended Capital Budget for
FY2024 is $50,460,986 – an increase of 4.7 million from the FY2023 adopted Capital Budget of
$45,736,905. The total Operating and Capital budget for FY2024 is $159,149,766.
FY2024 Recommended Budget Context
Hillsborough County is one of the fastest-growing counties in the State of Florida according to
the U.S. Department of Housing and Urban Development. The annual budget reflects HART’s
goals to maintain and improve its transit system and infrastructure in a growing region. The
below chart information came from the Census Bureau showing the population growth in
Hillsborough County over the last ten years.
Hillsborough County Population Growth
2013 – 2023
Year
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Population
1,298,388
1,321,442
1,344,496
1,367,550
1,390,604
1,413,658
1,436,712
1,459,762
1,482,816
1,505,870
1,528,924
Change %
1.81
1.78
1.74
1.71
1.69
1.66
1.63
1.60
1.58
1.55
1.53
Hillsborough Transit Authority FY24 Budget Book 7
INFLATION
Tampa saw the highest inflation in the country between March 2021 and March 2022, topping
the nationwide inflation rate of 8.5%. Tampa Bay as a whole saw an even bigger spike.
According to the U.S. Bureau of Labor Statistics, the CPI for Tampa-St. Petersburg-Clearwater
rose 10.2% during that same period, according to the U.S. Bureau of Labor Statistics. The U.S.
inflation is at a steady decline according to InflationData.com. As of July, the inflation rate is at
3.18% and is expected to decrease at the end of 2023. The Hillsborough County inflation rate is
at 5.9% as of July 2023 according to the U.S. Bureau of Labor Statistics.
Over-the-year percent change in CPI-U, Tampa-ST. Peterburg’s-Clearwater FL,
July 2020-July 2023
INTEREST RATES
According to Trading Economics, The Federal Reserve raised the target range for the federal
funds rate by 25 basis points to 5.25%-5.5% in July 2023, in line with market expectations, and
bringing borrowing costs to the highest level since January 2001. Policymakers also said they
will continue to monitor the implications of incoming information for the economic outlook
and would be prepared to adjust the stance of monetary policy as appropriate if risks emerge
that could impede the attainment of inflation and employment goals. Officials will continue to
take into account a wide range of information, including readings on labor market conditions,
inflation pressures and inflation expectations, and financial and international developments.
Meanwhile, meeting minutes released on August 16, 2023, showed most participants continued
to see significant upside risks to inflation, which could require further tightening of monetary
policy.
Hillsborough Transit Authority FY24 Budget Book 8
Hillsborough Transit Authority FY24 Budget Book 9
SERVICE FY21 FY22 FY23 FY24
Budget
Actual Actual Projection
FIXED ROUTE
6,526,266 Revenue Miles 7,187,617 6,525,380 7,077,816
Revenue Hours 584,719 532,956 556,084 523,260
10,296,530 Ridership 8,842,414 9,269,610 10,287,554
FY21 Actual FY22 Actual FY23 Projection FY24 Budget
Revenue Miles 1,363,101 1,724,403 1,693,900 1,958,109
Revenue Hours 100,864 125,645 123,422 142,673
207,732 Ridership 138,780 182,939 201,232
ALL HART FY21 Actual FY22 Actual FY23 Projection FY24 Budget
Revenue Miles 8,674,773 8,374,747 8,912,501 8,615,588
Revenue Hours 709,147 681,826 704,588 691,125
12,187,070 Ridership 9,716,280 10,547,221 11,688,786
The service levels for Fixed Route Bus for FY2024 are projected to be consistent with the
service levels being provided in FY2023. The revenue hours include adjustments for seasonal
changes. The projected 6.5 million revenue miles and 523,260 revenue hours are the service
levels that HART plans to provide.
Paratransit is an on-demand service operated by vans. Service levels for FY2024 are based on
forecasted ridership. Our Paratransit service levels are projected at almost 2 million revenue
miles and 142,673 hours of service to accommodate the forecasted ridership.
Streetcar is a fixed guideway service that goes between Ybor City and the downtown Tampa
area. Service level expectations remain the same for FY2024 with FY2023. Ridership is
expected to continue to increase as long as fares remain free with ridership projected at 1.6
million. The planned revenue miles will exceed 130,000 and the revenue hours are projected at
25,192.
The projected revenue miles for all modes are 8,615,588 and 691,125 hours of revenue service
with ridership exceeding 12 million.
FY21 Actual FY22 Actual FY23 Projection FY24 Budget
Revenue Miles 124,055 124,964 140,785 133,213
Revenue Hours 23,564 23,225 25,082 25,192
Ridership 735,086 1,094,672 1,200,000 1,665,198
SERVICE PLAN
The Proposed FY2024 Operating and Capital Budgets are derived from and supports the
operating service levels of the Authority. Below are the projected service levels that were used to
create the FY2024 Budget.
STREETCAR
PARATRANSIT
COMBINED REVENUES
FY2024 OPERATING AND CAPITAL REVENUE
$159,149,766
Each year HART provides a balanced budget. For FY2024 the Operating and Capital Budgets
total $159,149,766 which is 0.6% less than the FY2023 Adopted Budget or a decrease of
$896,249.
State Grants 4.41%
$7,013,638
Fare/Pass Revenues
Federal Grants 5.53%
52.72% $8,797,549
$83,905,594 Local Contributions
.83%
$1,317,750
Ad Valorem Tax
Revenue 45.78% Advertising Income
$72,865,413 .94%
$1,500,000
Other Income
1.43%
Fund Balance/Transfer (To) From $2,271,010…
Reserves‐11.64%
($18,521,188)…
OPERATING REVENUE SUMMARY
HART’s total Operating Revenues are
$108.6M for FY2024. The major
revenue sources for HART are from
Ad Valorem property taxes and
Federal funding from the American
Rescue Plan (ARP) Act. The
remaining revenue sources are from
fares, federal operating grants, state
operating grants, local contributions,
interest income, advertising, and other
income sources.
HART will collect $72M from Ad
Ad Valorem Tax
Revenue
67.04%
Federal
Operating Grants
ARP Act
16.59%
Federal
Operating Grants
14.28%
State Operating
Grants
6.35%
Fare/Pass
Revenues
8.09%
Local
Contributions
1.21%
Other Income
1.91%
Tampa
Historic
Streetcar, Inc.
0.87%
Interest Income
0.69%
Fund
Balance/Transfer
(To) From
Reserves,‐
17.04%
FY2024 Revenue
Valorem property taxes, which is 67% of the projected revenue. HART plans to Transfer
$18.5M during FY2024 to reserves, these reserves will help offset the anticipated decrease in
operating revenue in FY2025. Hillsborough Transit Authority policy manual section 960.10
suggests that HART should have 25% of the current year's budgeted amount in a reserve
account as a contingency plan. Currently, there is $17M
Hillsborough Transit Authority FY24 Budget Book 10
projected in the fund reserve at the end of FY2023. The added $18.5M will exceed the 25%
threshold.
The American Rescue Plan (ARP) makes up 16.59% or $18M of the budget, which will be the
last of HART’s COVID relief funds.
Federal operating grant comes from the Section 5307 Grants which constitutes 14.28% or $15M
of the budget.
Fare revenues are projected to make up 8.09% or $8.7M of the budget.
State Operating funds make up 6.35% or $6.9M of the budget. These funds come from the
Florida Department of Transportation (FDOT).
Other income of 1.91% consists of advertisement revenue of $1.5M and fuel credits of $579,000.
Local Contributions of 1.21% or $1.3M.
Tampa Historic Streetcar contributions of .87% or $941,000.
Interest income makes up .69% or $751,000.
OPERATING REVENUE DETAIL
Ad Valorem is the largest source of revenue for
HART. HART receives .5000 Millage Property
Tax revenue collected in Hillsborough County.
In FY24 Ad Valorem is projected to increase
Ad Valorem
(in Millions)
by 11.5% or $7.4M from FY2023. The increase
in funding is due to an increase in property
values in Hillsborough County. HART budgets
Ad Valorem revenues at 95% per policy.
$48.3 $52.6 $57.0
$65.3 $72.8
FY20 FY21 FY22 FY23 FY24
Federal COVID Relief Funding
(In Millions)
HART has been awarded a total of $103M of
COVID Relief funds from the Coronavirus Aid
$30.0
Relief and Economic Securities (CARES) Act,
$20.0
$10.0
$0.0
FY20 FY21 FY22 FY23 FY24
Actual Actual Actual Budget Budget
$16.5 $23.3 $15.7
$9.8
$19.9 $18.0
(CARES) Act (CRRSAA) Act of 2021
(ARP) Act of 2021
Coronavirus Response & Relief Supplemental
Act (CRRSAA), and the American Rescue Plan
(ARP). At the end of FY2023 HART will have
drawn down $85.3M from all of the COVID
relief funding leaving a remaining balance of
$18M from the American Rescue Plan (ARP).
This remaining $18M will be exhausted in FY24.
Hillsborough Transit Authority FY24 Budget Book 11
(CARES) Act
(CARES) Act
(ARP) Act of 2021
(ARP) Act of 2021
Federal, State and Local Contribtion
(In Millions)
$12.7 $12.3
$4.4
$15.2
$7.6 $8.5 $9.1 $6.9
$1.4 $2.3 $1.3 $1.3
$0.0
$5.0
$10.0
$15.0
$20.0
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
Federal State Local Contribution
Federal Operating Grant – Section 5307
Grant can be used for operating or capital.
For this year this grant is budgeted at
$15.5M for operations, which is an increase
of 249% or $11M. In FY2023 this grant
was primarily used for capital projects.
State Operating grants are budgeted at
$6.9M which is a decrease of 24% or
$2.2M. This decrease is due to the Uptown
Circulator, as HART does not plan to move
forward with the project in FY2024.
Local Contributions are budgeted at the same amount as FY2023. This $1.3M in contributions
helps fund the Streetcar operation. These funds come from the Tampa Downtown Partnership,
Tampa Community Redevelopment Areas, Downtowner Reapportionment, and the City of
Tampa. FDOT does not plan to fund the 50% match for Streetcar in FY2025. Other revenue
sources will need to be identified in order to keep the Streetcar fare subsidized.
Fares, Interest Income, and Streetcar are
budgeted at $10.4M for FY2024.
The fare budget has been reduced to $8.7M
resulting in a decrease of 19.3% or $2.1M.
This is due to the average fare trend in
FY2023.
The interest income budget has increased
by 794%, or $665K, to $751K. This
Fare/Pass, Interest Income & Tampa Streetcar
Reimbursement
$15,000,000
$10,000,000
$5,000,000
$0
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
Fare/Pass Interest Income Tampa Streetcar
increase is because of favorable interest rates and the amount of money in reserves.
Tampa Historic Streetcar reimbursement is budgeted at .87% or $941K. This funding comes
Advertising & Other Income
(In Millions)
$3.00
$2.00
$1.00
$0.00
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
$0.88 $1.20 $1.50 $1.50
$1.10 $0.95 $0.94 $0.57
Advertising Other Income
from the City of Tampa to reimburse HART
for any overages that HART incurs for
Streetcar operations. Advertising revenue is
budgeted at $1.5M for FY2024 which is the
same amount budgeted in FY2023. This
includes advertisements placed on HART’s
buses and Streetcars. Other income is
budgeted at $579K a decrease of $366K from
FY2023. The decrease is due to the fuel credit
trend from FY2023.
Hillsborough Transit Authority FY24 Budget Book 12
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
FY23 BudgetFY22 ActualFY21 Actual
FY24 BudgetFY23 BudgetFY22 Actual FY24 Budget
FY21 Actual
Salaries and
Fringes 49.35%
$78,544,643
Contract Services
Capital Projects
31.71%
$50,460,986
Taxes and Fees
.17%
$264,448
COMBINED EXPENDITURES
The combined operating and capital expenses for FY2024 are $159,149,766. Of this amount,
68.3%, or $108.6 million is budgeted for operating costs and 31.7%, or $50,460,986 is budgeted
for capital costs. The chart below shows a breakdown and the next section contains details.
EXPENSES BY CATEGORY
$159,149,766
Marketing and
Printing .19%
$297,336
Operational
Contract
Services 6.22%
$9,899,461
Parts and Supplies
3.86%
$6,145,664
Insurance and
Admin Other
2.80%
$4,450,184
Fuel, Oil and
Utilities 3.82%
$6,087,310
Administrative
1.88%
$2,999,733
Hillsborough Transit Authority FY24 Budget Book 13
OPERATING EXPENDITURES
Operational
FY2024 Expenses Parts and
Contract Supplies Insurance
Services
9.11% 5.65% Costs
2.99%
Salaries and
Wages 72.27%
Fuel and Oil
4.57%
Administrative
Other
1.10%
Administrative
Contracts 2.02%
Legal Services
.74%
Utilities
1.03%
Marketing and
Printing
0.27%
Taxes and Fees
0.24%
The total expenditures for the
FY2024 Operating Budget are
$108,688,780.
Personnel costs are the largest
portion of the operating budget at
72.3% or $78,544,638.
Personnel costs include salaries,
fringe benefits, and health care
costs.
The next largest category of the
operating budget is Operational
Contract Services at 9.2% of the
budget. This is used for Security,
Init fare system, Yellow Cab,
Trapeze scheduling software, and
ADP HR and payroll system.
Parts and Supplies make up 5.72%.
Fuel and Oil total 4.62% of the operating budget. Fuel includes diesel, CNG, propane, and
gasoline.
Administrative Contracts Services total 2.04% including professional fees, audit fees, consultant
fees, drug and alcohol screening fees, DOT physicals, actuarial fees, HR Services, temporary
help, safety and security contracts, environment consultants, and technology consultants.
Administrative Other total 1.11% including organization programs and events, training/seminars,
dues, subscriptions and fees, business travel costs, leases and rentals, parking fees, office
supplies, merchant fees, tax collector commission, property appraisal, and tolls.
Utilities total 1.04% including electricity, natural gas for the facilities, telephone, and internet
services.
Legal Services total .75% including general counsel, general liability, labor attorney, legal fees,
and General Risk.
Marketing & Printing total .28%, includes advertising & promotion, ridership development,
system promotion, schedules, community outreach, and fare media.
Taxes and Fees total .25% including licenses and permits, diesel and gas tax, and vehicle
inspections.
Hillsborough Transit Authority FY24 Budget Book 14
Salaries, Fringe & Health Care
(In Millions)
$70.0
$60.0
$50.0
$40.0
$30.0
$20.0
$10.0
$0.0
Salaries and Wages Fringe Health Care
$47.0
$51.8
$58.0
$54.3
$9.8
$11.3
$12.1
$12.3
$8.8
$9.9
$10.9
$11.8
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
2024 Budgeted Positions TEAMSTERS
55 FTEs
ATU
627 FTEs
76%
7%
Non‐
Bargaining
137 FTEs
17%
Operation, Admin Contracts, Insurance and Legal
(In Millions)
$12.0
$10.0
$8.0
$6.0
$4.0
$2.0
$0.0
$9.2
$10.4
$8.9 $9.8
$1.1 $1.5 $1.6 $2.1
$1.3 $1.3 $1.2 $0.8
$4.2 $4.5 $4.8 $3.2
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
Operational Contract Service Admin Contract Service Legal Insurance
HART budgeted 819 positions for FY2024.
Positions are broken down into three different
categories; 627 positions or 76% are
Amalgamated Transit Union (ATU), 137 or
17% are non-Bargaining and 55 or 7% are
Teamsters.
Operational Contracts Services are budgeted
at 9.21% or $9.9M of the budget which is an
increase of 10.2% to $914K. The increase is
due to the contract with INIT for the
Flamingo fare system.
Operational Contract Services,
Administrative Contracts, Insurance, and
Legal Costs together comprise the second
largest expense in the FY2024 budget at 15%
or $16.1M of the budget.
Salaries, Fringes, and Health Insurance
represent the largest expense portion of
the FY2024 budget at 72.3% $78.5M.
Salaries are budgeted at 50.4% or $54.4M
which is a decrease of 6.3% or $3.6M.
The decrease is due to eliminated
positions and unbudgeted vacancies.
Fringes are budgeted at 11.33% or
$12.3M, an increase of 1.5% or $180K.
Health Insurance is budgeted at 10.89% or
$11.8M, an increase of 8.47% or $924,402
Administrative Contracts are budgeted at 2% or $2.2M of the budget. The increase of $517,000
is a result of Hart’s Wellness Incentive program used to promote and encourage employees to
maintain their health.
Hillsborough Transit Authority FY24 Budget Book 15
Parts, Supplies, Fuel & Utilities
(In Millions)
$8.0
$7.0
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
Parts and Supplies Fuel And Oil Utilities
$5.5
$5.4
$5.6
$6.1
$3.6
$4.3
$7.3
$4.9
$0.90
$0.93
$1.01
$1.11
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
Hillsborough Transit Authority FY24 Budget Book 16
$2.30
$3.00
$1.50 $1.10
$0.67 $0.65 $0.54 $0.29
$0.63
$0.31
$0.36 $0.26
$‐
$1.00
$2.00
$3.00
$4.00
FY21 Actual FY22 Actual FY23 Budget FY24 Budget
Admin Other, Marketing, and Taxes
(In Million)
Admin Other Marketing and Printing Taxes & Fees
Insurance is budgeted at 3% or $3.2M. This decrease of 33% or $1.6M is due to the expense
trend from FY2023.
Legal Services is budgeted at .74% or $802K this is a decrease of 37% $487K from FY2023.
The decrease is due to the FY2023 spending trend.
Parts and supplies, bulk fluids, and
utilities are estimated at 11% or $12.2M
of the budget
Parts and supplies for maintaining assets
are estimated at 5.7% or $6.1M.
Fuel and bulk fluids are estimated at $5M.
This includes Diesel fuel estimated at
$3.74 per gallon, Unleaded Gasoline
estimated at $2.85 per gallon, and CNG
estimated at $1.07 per diesel gallon
equivalent. HART maintains a contract
for bulk fuel that is also utilized by Hillsborough County, PSTA, and Plant City.
Utilities are budgeted at $1.1M. TECO, the electric company increased rates in FY2023.
Administrative other, Marketing, and
Taxes make up 1.6% or $1.75M of the
budget.
Administrative Other budgeted at
1.1% or $1.2M. This is a decrease of
21% or $318K from the FY2023
budget. The decrease is due to the
FY2023 expense trend.
Marketing and Printing are budgeted at .25% or $297K which is a decrease of 45.3% or $249K
from FY2023.
Taxes and Fees are budgeted at .25% or $264K.
The following page shows the operation revenues and expenses in a condensed format. This
format shows the actuals from FY2022, the budget for FY2023, the projection for FY2023, and
the FY2024 budget. The top chart shows the revenues and the bottom chart shows the expenses.
FY2024 OPERATING REVENUES AND EXPENSES SUMMARY
Operating Revenues FY21
Actual FY22 Actual FY23 Budget FY23
Projection
Tenta
tive
Budg
et
FY24%
of
FY24 Budget Total
Budge
t
Ad Valorem Tax Revenue * $53,130,354 $57,536,830 $65,379,311 $64,992,939 $72,865,413 67.0%
Ad Valorem Transfers to Capital
Federal Operating Grants - CARES Act
Federal Operating Grants - CRRSAA Act
Federal Operation Grants - ARP Act
Federal Operating Grants
State Operating Grants
Fare/Pass Revenues
Local Contributions
-$9,363,884
$23,309,264
$0
$0
$12,662,218
$6,842,118
$6,272,298
$1,351,020
-$967,073
$0
$15,747,731
$9,803,587
$702,326
$7,205,688
$8,162,616
$1,506,817
-$95,401
$0
$0
$19,932,511
$4,446,009
$9,118,955
$10,903,077
$1,351,000
$0
$0
$19,932,511
$0
$7,004,964
$5,846,392
$1,351,000
$1,052,297
$0
$0
$0
$18,029,345
$15,522,763
$6,906,138
$8,797,549
$1,317,750
0.0%
0.0%
0.0%
16.6%
14.3%
6.4%
8.1%
1.2%
Advertising Income
Other Income
$1,739,038
$1,190,525
$1,660,872
$581,318
$1,500,000
$946,900
$303,076
$492,744
$1,500,000
$579,998
1.4%
0.5%
Tampa Historic Streetcar, Inc.
Interest Income
$763,750
$389,597
$339,960
$186,866
$742,748
$84,000
$1,229,671
$0
$941,012
$751,000
0.9%
0.7%
Fund Balance/Transfer (To) From Reserves
$4,036,033 $0 $0 $0
-$18,522,188
-17.0%
TOTAL OPERATING REVENUES 102,322,331 102,467,538 114,309,110 102,205,594 108,688,780 100%
*HART budgets at 95% of Ad valorem proceeds
Operating Expenses FY21
Actual FY22 Actual FY23 Budget FY23
Projection
Tentative Budget
FY24%
of
Total
Budge
t
FY24 Budget
Fringe Benefits Salaries/Wages
Salaries and Wages
Health Care
$49,574,957
$10,824,820
$9,022,061
$49,656,479
$11,312,122
$9,085,021
$58,031,166
$12,138,796
$10,911,517
$49,882,187
$11,180,122
$10,759,670
$54,388,999
$12,319,725
$11,835,919
50.04%
11.33%
10.89%
SUB
-
TOTAL PERSONNEL COSTS
$69,421,838
$70,053,622
$81,081,479
$71,821,979
$78,544,643
72.27%
Operational Contract Services
Parts and Supplies
Insurance Costs
$6,884,854
$4,453,911
$2,970,319
$6,492,350
$4,368,120
$4,173,111
$8,984,520
$5,648,174
$4,890,429
$8,950,154
$4,406,582
$4,328,844
$9,899,461
$6,145,664
$3,255,064
9.11%
5.65%
2.99%
Fuel and Oil
$3,296,974
$5,416,772
$7,302,603
$4,641,322
$4,969,632
4.57%
Administrative Othe
r
$1,884,318
$576,260
$1,513,467
$1,351,631
$1,195,120
1.10%
Administrative Contracts
$1,118,428
$1,021,833
$1,679,453
$922,173
$2,197,416
2.02%
Legal Services
Utilities
$483,685
$943,186
$452,952
$1,047,594
$1,289,359
$1,013,342
$1,354,574
$1,057,539
$802,317
$1,117,678
0.74%
1.03%
Marketing and Printing
Taxes and Fees
$365,749
$157,752
$365,206
$213,581
$544,001
$362,283
$306,117
$192,238
$297,336
$264,448
0.27%
0.24%
TOTAL OPERATING EXPENSES $91,981,014 $94,181,402 $114,309,110 $99,333,153 $108,688,780 100%
*net of employee contribution for healthcare premiums
Hillsborough Transit Authority FY24 Budget Book 17
Tentative Budget
Tenta
tive
Budg
et
CAPITAL BUDGET
Each year HART creates a Capital Budget. The FY2024 Capital Budget revenues come from
Federal and state grants. The ability to undertake capital projects each year is based largely on
FY24 CAPITAL REVENUE
Florida
Department of
Transportation,
FTA 0.21%
Discretionary
Grants…
FTA FTA Bus and
Urbanized Area Bus Facilities
Formula (5307) Formula (5339)
51.54% 6.11%
FTA State of
Good Repair
FTA Emergency Formula (5337)
Relief Funds (5324)… 2.42%
The HART FY2024 Capital Budget is
$50,460,986 which is 10.7% or
$4,869,482 more than the FY2023
Adopted Capital Budget.
Capital projects are categorized in the
following:
Rolling Stock/Maintenance
Facilities/Construction
Technology
Bus Stops/Shelters
Planning/Studies
Safety and Security
Rolling Stock and Maintenance projects:
the amount of Federal grant revenues
available to HART. In FY2024, Federal
funding constitutes 99.79% of the Capital
Budget.
Florida Deport of Transportation (FDOT)
makes up .21% of the capital budget.
HART receives funding from FDOT to
help with the purchase of new Paratransit
vans.
FY 2024 CAPITAL EXPENSES
Safety/Security 1.68%
0.65%
Rolling
Stock/Maintenance
38.27%
Facilities/Construction
19.92%
Technology
28.85%
Planning/Studies
Bus
Stops/Shelters
10.63%
ROLLING STOCK & MAINTENANCE
Streetcar Vehicle
TOTAL $19,309,883 Maintenance‐ Parts
4.40%
Replacement of 40'
Diesel Buses with CNG
Buses
62.19%
Engine and
Transmission
Replacements, 17.48%
Replacement of
Paratransit/Flex Vans
8.58%
Bus Mid‐Life Overhaul
0.78%
Streetcar Tie
Replacement, 1.28%
Non‐Revenue Vehicles
Replacement‐Admin.
Program, 1.03%
Streetcar Rebuild
(Phase 2), 4.25%
Replacement of 40' diesel buses with CNG
buses - $12,009,600.
Hart replaces buses that are beyond their
useful life of 12 years or 500,000 miles with
new CNG buses. CNG buses are low-
emission vehicles.
Bus Mid-life Overhaul - $3,375,000.
Overhauls are the systematic replacement or
upgrade of parts to keep the bus reliable and
able to meet the FTA useful life expectations.
Hillsborough Transit Authority FY24 Budget Book 18
Replacement of Paratransit/Flex vans - $1,657,500.
Paratransit vans have a useful life of 5 years or 150,000 miles. Currently, 10 paratransit vans
have exceeded this threshold and should be replaced.
Engine and Transmission replacements - $850,000.
Replacement of engines/transmissions due to accidents and failures.
Streetcar Rebuild Phase II - $821,100.
The renewal of replica trolley cars to “new” condition suitable for operation on the current
HART system.
Streetcar vehicle maintenance parts - $150,000.
Rebuild components and build the inventory of specialized parts that require long lead times to
produce.
FACILITIES AND CONSTRUCTION PROJECTS:
Heavy Maintenance building
renovation/reconstruction -
$9,000,000.
Design and Construction of the New
Heavy Maintenance Facilities to
replace the existing HM Facility that
has exceeded its useful life.
E-Resilience Heavy Maintenance
building roof coating - $500,000.
To extend the life of the roof for the
Heavy Maintenance Building, HART
will apply a roof coating over the
E‐Resilience
FACILITIES & CONSTRUCTION Heavy
South
TOTAL $10,050,000 Substation Maintenance
Building Roof
Transformer Coating
Replacement 3%
1% Streetcar
Station Roofing
Ybor Stations
5%
Heavy Maintenance
Building Renovation
90% E‐Resilience‐
HART Admin. &
Streetcar Facility
Roof Coating‐
Ybor
1%
existing roof that will provide a 10-year warranty.
E-Resilience HART Administration and Streetcar Facility Roof Coating - $300,000
South Substation Transformer replacement - $150,000.
Replacement of the main transformer in the South Substation. The main transformer in the North
Substation failed in and is being replaced in 2023. The transformer in the South Substation is the
same age (20 years) as the North Substation and will also require replacement to ensure that the
system can continue to provide dependable service.
Streetcar station roofing - $100,000. This is to repair rotten wood and replace the concrete
shingles on the four streetcar stations in Ybor.
Hillsborough Transit Authority FY24 Budget Book 19
CAD/AVL ITS System ,
92.21%
Infrastructure‐
Switches
2.06%
Phone System
Upgrade
1.58%
Software (e‐builder)
0.10%
Laptop
Replacements, 1.00%
Project Tracking for
ERP
TECHNOLOGY PROJECTS:
Computer Aided
AV Equipment,
TECHNOLOGY 2.40%
Dispatch/Automated Vehicle
$14,559,171 Infrastructure‐
Edge Routers
Location (CAD/AVL) system
0.55%
and radio replacement -
$13,425,388.
In 2007, HART deployed
OrbCAD, with voice and data
communications by Motorola.
Many components of the
existing system have reached
their end of life, and HART has
identified the need to improve
technological tools to assist in
0.10%
communications and managing
operations.
AV equipment, Ybor Florida room - $350,000
Upgrade and comprehensive training/instruction of Audio/Visual (AV) components for the
Florida room at the HART Administrative Office to allow for better quality of AV during in-
person, virtual, and hybrid meetings.
Critical Network Infrastructure-Switches - $300,000
This would replace the End-of-Life access layer that is responsible for providing end-user
devices with a connection to network resources.
Critical Network Infrastructure-phone system upgrade - $229,383
This project would replace HART’s End of Life voice infrastructure which is responsible for
providing voice (phone) communications to all of HART employees. In addition, this project
will also upgrade the current Customer Service application (Cisco Finesse) for receiving inbound
calls coming into HART's IVR call queue from patrons. This voice infrastructure also supports
HART's 911 location system.
Laptop Replacements - $145,000
Current laptops are at the end of their life and need replacement, this will allow HART to keep
current with laptop support and Microsoft Windows support for these devices.
Critical Network Infrastructure-edge routers - $80,000
This project will replace Edge Routers at the data center for three HART transfer centers.
Hillsborough Transit Authority FY24 Budget Book 20
BUS STOP AND SHELTERS PROJECTS:
Basic Transit Infrastructure (BTI) is essential for the Authority to function. HART budgets to
replace and improve the BTI each year.
BTI Engineering
BUS STOP & SHELTER
Shelters and Amenities - $2,200,000
& Design ,
$5,365,470 8.13%
Construction of Bus Bay, Landing &
Shelter pads - $1,729,410.
Bus Stop Technology - $1,000,000 will
be used to upgrade technology at transfer
stations and bus stops.
BTI Engineering and Design for Shelters
and stops - $436,060.
PLANNING STUDIES, SAFETY, AND SECURITY PROJECTS:
Transportation Studies - $500,000
PLANNING STUDIES, SAFETY AND SECURITY
Funds will be used for transportation
$1,176,462
studies to find efficiencies in operating
and to explore modifying routes to meet
the needs of the community.
Architectural or Engineering Contract of
$350,000 is used for a variety for projects.
Facilities Security Surveillance -
$326,462. The Safety & Security
Department plans to install and upgrade
CCTV cameras at transfer centers, Ybor, and 21st Street Operations facility.
The below chart shows the revenue sources that are utilized for the Capital Budget and compares
FY2023 to FY2024.
Bus Bay, Landing
& Shelter Pads
32.23%
Shelters and
Amenities
41.00%
Bus Stop
Technology
18.64%
Transportation
Studies
42.50%
A&E Contract
29.75%
Safety and
Security
27.75%
Hillsborough Transit Authority FY24 Budget Book 21
Hillsborough Transit Authority FY24 Budget Book 22
CAPITAL REVENUES AND EXPENSES SUMMARY
FY2023 TO FY2024
REVENUE SOURCE Adopted Tentative
Budget Budget Variance
FHWA Surface Transportation Block Gran
t
$5,039,242 $0
(
$5,039,242
)
FTA Discretionar
y
Grants $11,010,479 $19,145,581 $8,135,102
HART General Fund
Florida Department of Transportation
$95,401
$1,945,138
$0
$107,500
(
$95,401
)
(
$1,837,638
)
Tampa Electric
(
TECO
)
FTA Bus & Bus Facilities Formula
(
5339
)
$1,371,337
$8,307,585
$0
$3,080,940
(
$1,371,337
)
(
$5,226,645
)
FTA State of Good Repair Formula (5337)
FTA Emergency Relief Program (5324)
$3,039,429
$0
$1,219,100
$900,000
(
$1,820,329
)
$900,000
FTA Urbanized Area Formula
(
5307
)
Local Impact/Mobilit
y
Fees & Other
Total Capital Revenues
$13,827,447
$1,100,847
$45,736,905
$26,007,865
$0
$50,460,986
$12,180,418
($1,100,847)
$4,724,081
FY23 FY24 FY24 vs.
FY23
PROJECT CATEGORY
FY23
Adopted
Budget
FY24
Tentative
Budget
FY24 vs.
FY23
Variance
Rollin
g
Stock/Maintenance $22,453,710 $19,309,883
(
$3,143,827
)
Facilities/Construction $4,413,500 $10,050,000
$14,559,171
$850,000
$5,636,500
Technology
Planning/Studies
$14,841,559
$500,000
(
$282,388
)
$350,000
Bus Stops/Shelters
Safet
y
/Securit
y
$3,200,000
$182,735
$5,365,470
$326,462
$2,165,470
$143,727
Maintenance Equipment
Total Capital Projects
$145,401
$45,736,905
$0
$50,460,986
($145,401)
4,724,081
CAPITAL IMPROVEMENT PLAN
Each year during the Capital Budget process, a five-year plan is created. Although only the
current year is budgeted the future years are used in planning. Understanding planned future
projects can aid HART in finding grant and partnership opportunities. Below is the current five-
year plan:
2024‐2028CAPITALIMPROVEMENTPLAN
PROJECT Description
FY24
Tentative
Budget
FY2025
Capital Plan
FY2026
Capital Plan
FY2027
Capital Plan
FY2028
Capital Plan
Five-Year
Capital Plan
Vehicles and Maintenance $19,309,883 $31,669,511 $21,802,620 $22,398,827 $20,494,291 $115,675,132
Facilities and Construction $10,050,000 $18,888,000 $40,250,000 $38,000,000 $2,000,000 $109,188,000
Technology $14,559,171 $4,473,422 $787,500 $32,000 $17,000 $19,869,093
Bus Stops and Shelters $5,365,470 $4,072,120 $4,072,120 $4,072,120 $4,072,120 $21,653,950
Bus Rapid Transit $0 $15,000,000 $5,000,000 $5,000,000 $5,000,000 $30,000,000
Planning and Studies $850,000 $853,025 $503,025 $503,025 $503,025 $3,212,100
Safety and Security $326,462 $776,462 $776,462 $776,462 $776,462 $3,432,310
Maintenance Equipment $0 $3,631,600 $0 $0 $0 $3,631,600
TOTAL FIVE-YEAR CAPITAL PLAN $50,460,986 $79,364,140 $73,191,727 $70,782,434 $32,862,898 $306,662,185
SECTION II - BUDGET GUIDE
The purpose of this section is to describe the contents of the 2024 Operating and Capital budgets
for Hillsborough Transit Authority (HART). This section is an aid to those reading the budget
book. Each section provides further detail and direction for the readers.
FY24 BUDGET CONSIDERATIONS
With the agency facing a fiscal cliff, an outdated CAD/AVL system, and a need for a new
maintenance facility, the priority in the 2024 budget with HART’s new CEO was to stabilize the
agency and control climbing expenses due to inflation. Reductions were made to the chief level
of leadership and departments were realigned. Changes in state law created an issue with the
local unions leading to an exception from the Public Employees Relations Commission (PERC).
This issue caused delays in receiving grant funding.
The key areas of focus in the Capital Budget for FY24 were to replace assets that have exceed
their useful life to keep repair cost down, update technologies that improve work functions and
data collection, and to maximize grant opportunities to weather harden facilities. The CAD/AVL
and radio systems are expected to have an increased cost to operate over the current system.
Once procurements have been finalized these increased costs will be identified and incorporated
in future budgets. The implementation process can take up to two years to complete.
The agency has been working hard to establish relationships with local, state, and federal
partners to find funding to build a new maintenance facility.
The Transmittal Letter is the Chief Executive Officer’s executive summary letter, which
provides an overview of the Authority’s operations, and finances for the upcoming fiscal year. It
explains service levels, staffing, revenues, and expenditures.
The Budget Guide explains the Authority’s Board policies, Financial and Budget Policies,
Budget Management process, and Budget Calendar and cycles.
Organization Overview breaks down and describes the mission, vision, and values, provides the
strategic plan and performance management, and the organizational charts.
Divisions Overview shows the divisions and the departments in those divisions. The section
presents the adopted budget plan for each department, as well performance measures, priorities
for the department, staffing summaries, and prior year achievements.
Statistics section provides information that is collected by the agency and used to make
decisions. The areas of focus are the population, labor force, tourism, and finally financial
statistics.
Hillsborough Transit Authority FY24 Budget Book 23
OVERVIEW
Pursuant to the Special Act which created the Authority and Florida Statutes Chapter F.S.
189.016, the annual operating and capital budget authorizing expenditure of funds shall be
proposed annually by the Board of Directors and is the statutory spending authority.
Government resources are accounted for based on the purpose for which they are to be spent and
how spending activities are controlled.
The Hillsborough Transit Authority is accounted for as a Business Type Activity (Enterprise
Fund), as defined by Governmental Accounting Standards Board (GASB) Statement No. 34,
Basic Financial Statements – Management's Discussion and Analysis – for State and Local
Governments and its budget and financial statements are presented on the accrual basis of
accounting.
Enterprise funds distinguish operating revenues and expenses from non-operating items.
Operating revenues and expenses generally result from providing services in connection with the
fund's principle ongoing operational activities. Charges to customers represent the Authority's
principal operating revenues and include passenger fees, and revenues from advertising.
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 non-operating or other revenues and expenses.
The 900 series of HART board policies cover the financial and budgeting policies for the
organization.
GENERAL FISCAL / BUDGET POLICIES
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 in compliance with various State and Federal regulations. A
balance between personnel and other classes of expenditures will also be achieved.
HART recognizes that its citizens deserve a commitment from HART to be fiscally responsible
and that a balanced operating budget is the cornerstone of fiscal responsibility. Annual operating
expenses 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 be funded either 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 changes or
new programs or policy.
Hillsborough Transit Authority FY24 Budget Book 24
New programs, services, or facilities shall be based on general citizen demand or need.
HART shall prepare and implement a Capital Improvement Plan (CIP) that shall schedule the
funding and construction of projects for five years. The CIP shall balance the needs for improved
public facilities, as identified in HART’s Transit Asset Management plan, within the fiscal
capabilities and limitations of HART.
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).
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.
Budgets for all HART Divisions and all other HART expenses shall be under HART Board
appropriation control.
Preparation of HART’s budget shall be in such a format as to allow correlation with the costs
reported in HART’s annual financial statements.
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 uses accrual accounting for the Enterprise
Fund. Under this method, revenues are recognized when they are earned, and expenses are
recognized when they are incurred, regardless of when the related cash flows take place.
Property taxes are recognized as revenues in the year they are levied, and grants are recognized
as revenue as soon as all eligibility requirements imposed by the provider have been met,
including that the eligible expenses have been incurred.
BASIS OF BUDGETING
The preparation, approval, adoption and execution of HART’s budget comply with Florida
Statute, Chapter F.S. 189.016. Budgets for operating use the accrual basis of accounting, same
as the 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 annual financial statements show the status of HART’s finances on the basis of generally
accepted accounting principles. Generally, this is the way the budget is prepared, with the
following exceptions:
Hillsborough Transit Authority FY24 Budget Book 25
The acquisition of capital assets is budgeted and depreciation is not budgeted. The fiscal year
required pension contributions during the fourth quarter of the fiscal year, are appropriated in the
budget, but are reported in the annual financial statements as deferred outflow of resources. The
accounting for HART’s proportionate share of the Florida Retirement System net pension
liability is not part of the budget. The accounting for other postemployment benefits is not part of
the budget.
Accordingly, the Net Position Available to Budget consists of cash and cash equivalents,
accounts receivable, and grants receivable less accounts payable, accrued expenses. compensated
absences, claims and judgements, and unearned revenue.
DEFINITION OF A BALANCED BUDGET
The Board of Directors of the Authority shall adopt a budget by resolution each fiscal year. The
total amount available from taxation and other sources, including balances brought forward from
prior fiscal years, must equal the total of appropriations for expenditures and reserves. At a
minimum, the proposed budget must show for each fund, as required by law and sound financial
practices, budget revenues and expenditures and organizational unit, which are at least at the
level of detail required by the annual financial report under F.S. 218.32 (1).
INTERNAL BUDGET ADJUSTMENTS/TRANSFER
Budget adjustments/transfers exist for very specific reasons. They should not be used to
balance a department'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 a financial plan (based on an operations and strategic plan) and can be
adjusted as circumstances change or by the Board of Directors directive; however, it should
be adhered to as closely as possible and deviation needs to be approved at the Chief level.
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 (dropping
to fund balance) in the next year's budget as HART has a Key Performance Indicator (KPI)
directing that a certain percentage of the prior year fund balance be added to the next year's
fund balance through cost savings to the organization.
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
item 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
Hillsborough Transit Authority FY24 Budget Book 26
require HART Board approval with justification of fund availability whether from within one's
own budget or requiring a transfer out of the appropriate reserve. See Section 930.20 (6) for
further information relating to reserves for contingencies.
FUND BALANCE & RESERVES POLICY
Fund Balance is defined as resources remaining from prior years which are available to be
budgeted in the current or future year(s) and calculated at the end of each fiscal year.
HART has developed a key performance indicator directing that a certain percentage of the prior
year fund balance be added to the next year's fund balance through cost savings to the
organization to ensure a sound fund balance.
Various bond rating agencies, particularly Fitch Ratings, recognizes that the best reserve policies
provide both specificity and flexibility, accomplishing one or more of at least three main criteria:
establishing a target level of reserves, or a reserve floor; specifying the appropriate
circumstances for drawing down reserves; and directing the replenishment of reserves.
HART's Fund Balance & Reserves Policy acts to mitigate other forms of uncertainty such as
changes in the tax and spending policies of federal and state government; imposition of mandates
by federal and state government or the courts; financial impacts of labor agreements, particularly
those stemming from collective bargaining; repairs and replacement of aging infrastructure; and
unforeseen increases in energy and fuel costs.
HART will calculate the reserve amount at the conclusion of each fiscal year and report such
amounts to the Board following the issuance of the prior year's Annual Comprehensive Financial
Report; and when appropriate, strive to calculate the reserve amount to meet the high end of any
set range.
FUND BALANCE RESERVE DESIGNATIONS
Reserve policies are an important factor in maintaining HART in good fiscal health and to
attain fiscal sustainability. HART employs the following primary types of reserves:
SELF-INSURANCE RESERVES
RISK RESERVE
- HART shall maintain an overall reserve equal to the 75 percent of
discounted confidence level of the annual actuarial study to ensure financial viability.
HART's Finance Department will book the discounted expected reserve level from the
actuarial report as a liability. In addition, should a claim be made against HART that is
identified subsequent to the actuarial report and prior to the issuance of HART's Annual
Hillsborough Transit Authority FY24 Budget Book 27
Comprehensive Financial Report that is financially material to the fund and highly likely to
succeed, additional reserves will be established to provide adequate funds in reserve.
MEDICAL BENEFIT RESERVE
- HART will maintain a reserve in accordance with the
annual actuarial certification requirement to ensure financial viability. HART will procure
an actuarial study annually and will take a conservative approach when establishing the
number of reserves required. HART's Finance Department will book the net claim liability
per the actuarial study. In addition, HART will maintain the required reserve of 20 percent
of projected claims.
CAPITAL MATCHING RESERVE
- HART shall endeavor to maintain a reserve to be
used for aging, outdated or inoperable operational capital infrastructure replacement,
including Information Technology hardware/software. In addition, this reserve serves as a
means to fund required capital program grant match requirements.
FUND BALANCE RESERVE
- HART will maintain, at a minimum, a reserve of ninety
days of operating expenditures to be used to ensure the maintenance of services to the public
during non-routine and unforeseen disaster situations such as hurricanes and other weather-
related events as well as other natural or man-made disasters that cause disruptions in public
services as declared appropriate by the HART Board of Directors. Also, this reserve of ninety
days of operating expenditures is also to be used to: (1) mitigate any delays, reductions or lower
recalculations in the Federal Transit Administration's Section 5307 Formula Funding that would
affect HART's ability to maintain positive cash flow for operations; (2) used for unanticipated
expenditures of a nonrecurring nature; and (3) to meet unexpected immediate increases in service
delivery costs.
FTA LIABILITY RESERVE – HART has established a reserve for potential liability to the
FTA for early disposition of grant-funded assets.
UNDESIGNATED FUND BALANCE
- Remaining fund balance subsequent to the above
designations shall be considered "cash in the bank" and can be used with the discretion of
the Board and/or Chief Executive Officer for authorized use.
ACFR REPORTING
- Both reserve designations and undesignated balances will be
reported as unrestricted net position on the Annual Comprehensive Finance Report (ACFR).
Amounts that can be spent only for specific purposes stipulated by external parties or
imposed by law through enabling legislation would be reported as restricted net assets.
FISCAL POLICIES FOR INVESTMENTS AND DEBT
Hillsborough Transit Authority FY24 Budget Book 28
Investments - The HART investment policy is to invest public funds in a manner which will
maximize safety, while still meeting the daily cash flow demand and earning a fair yield relative
to the risk assumed. The investment policy conforms to all states statutes and local ordinances
governing the investment of public funds. The objectives are safety of principal, liquidity to meet
all operating requirements, which can be anticipated, and yield. This policy is required to be
reviewed annually by the Board of Directors to consider changing economic, market and
regulatory environments.
Debt - Currently HART has no debt issued. However, the HART debt policy is designed to
guide the process to determine when and for which purpose incurring debt is a prudent financial
strategy. In addition, it provides guidance for issuing, managing, and accounting for any debt
prudently issued in the future. This policy is required to be revised annually by the Board of
Directors to consider changing economic and regulatory environments.
FISCAL POLICY FOR ANNUAL OPERATING REVENUE
Revenue - Revenue projections will be based on an analysis of historical trends and reasonable
assumptions of future conditions.
Revenue estimates will be made on a reasonably conservative basis to ensure that estimates are
realized. The operating budget will be prepared based on 95% of the certified taxable value of
the property tax roll. HART will not use long-term debt to finance expenses required for
operations.
The operating budget will be balanced using current year revenues to finance current year
expenses. Net position reserves shall not normally be budgeted as a resource to support routine
annual operating expenses. Net position reserves 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.
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 February of each year in conjunction
with the setting of a tentative budget calendar.
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
annually. 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.
Hillsborough Transit Authority FY24 Budget Book 29
Requirements - Normal maintenance requirements necessary to sustain the basic asset value will
be included in the budget of the proper operating fund. Contractual obligations and
compensation plans for employees will be provided. As early as practical in the budget process,
the HART Board shall discuss with Administration, HART staffing for both current and planned
years.
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.
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. Along with all other
required budget material submitted by Division Chiefs and Directors in March and April of each
year, the Manager of Risk Management shall prepare an estimate of amounts to be budgeted for
workers’ compensation, self-insurance, and other related claims.
Net Position - The net position will be maintained by using a conservative approach in
estimating revenues and by ensuring that expenditure does not exceed appropriations. Any
anticipated deficit at year-end will be provided for in the current year’s transfers from net
position.
BUDGET PROCESS AND CALENDAR
The budget process for special districts in Florida is statutorily driven as outlined in the Florida
Statutes Chapter F.S. 189.016.
Every employee of HART has a role in preparing the budget. The budget needs to be formulated,
prepared, implemented, and evaluated. Each Chief and Director is accountable to the Chief
Executive Officer for the performance of their respective personnel and whether or not their
division meets their objectives within the allocated resources. HART uses an annual budget
format in which the first year establishes the appropriate budget and is used for financial
planning to assist with projecting a multi-year budget strategy. Enabling strategic as well as
tactical thinking, the format 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.
Hillsborough Transit Authority FY24 Budget Book 30
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 February each year when plans are set forth for next year’s budget
process. The Budget Department reviews areas of continuous improvement from the previous
year’s process. Objectives for the next year’s process are designed, and plans are made to
overcome any prior challenges. In addition, instructions and examples are reviewed, training
classes are arranged, and the budget calendar dates are set. At the beginning of April, the
tentative calendar is distributed to all divisions along with a reminder of the dates for the budget
process.
The Preparation Phase
The budget kick-off sets the pace for the preparation of the budget. Information is provided on
the financial status of HART, economic growth, and issues that need to be addressed during
future budget work sessions. Divisions are directed to return a status quo program budget and
requests for service improvements (if any) for consideration.
The staff of the Budget Department reviews the submitted requests with each of the divisions
and their respective departments; changes to the requests are made at this time. Once all changes
have been completed, the Chief Executive Officer reviews the final product. After the review,
work sessions are scheduled with the divisions, Budget Department 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 proposed balanced budget is presented to
the HART Board at a regularly scheduled Board meeting in June.
Leading up to the Board presentation in June, specific budget topics are presented and discussed
each month starting in March. Topics include key budget assumptions, the capital improvement
program, personnel assumptions, service adjustments, and other key topics as needed.
By July 1 of each year, HART is required to submit the approved proposed budget to the
governing legislative bodies of Hillsborough County, the City of Tampa, and the City of Temple
Terrace.
The Review and Adoption Phase
During the review phase the budget is a proposed budget. This allows HART Board and
Planning Committee to have work sessions, held in a public setting, in July and August. In these
sessions, the HART Board reviews budget issues and recommends funding of said issues.
During this 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
Hillsborough Transit Authority FY24 Budget Book 31
notice is the date of the first public hearing to adopt the tentative millage rate and the tentative
budget.
The purpose of the public hearing is to give the public an opportunity to speak for or against the
proposed millage rate and budget. At the end of the first public hearing, a date and time is
announced for the final public hearing. An advertisement for the hearing is placed in local
newspapers. 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 public a second opportunity to speak for or
against the millage rate and budget. At this meeting, the HART Board adopts the final millage
rate and budget. 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
Hillsborough Transit Authority final tax invoices to property owners at the beginning of
November.
Amendments after Adoption
As provided in Florida Statute, F.S. 189.016, once the budget is adopted it may be amended by
the HART Board at any time within a fiscal year and 60 days following, in the following
manner:
Appropriations for expenses in the fund may be decreased and other appropriations in the same
fund correspondingly increased, if the total of the appropriations of the fund are not changed.
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.
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.
Increased revenue 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 of the Board following a public hearing.
Hillsborough Transit Authority FY24 Budget Book 32
900: FINANCIAL AND BUDGETING POLICIES AND PROCESSES
910: FISCAL SUSTAINABILITY
910.10 FISCAL SUSTAINABILITY
(1) Definition
Fiscal sustainability is achieved when service and infrastructure levels and standards are
delivered according to a long-range plan without the need to reduce services, delay construction,
or increase rates on an emergency or unplanned basis. It emphasizes long-range financial planning
that shifts the attention to strategic goals of the agency and away from a one-year budget
perspective. Continuing revenue sources will be used to support continuing operating needs, and
one-time or highly volatile revenue sources will support specific non-recurring projects.
(2) HART’s Plan for Fiscal Sustainability
HART is committed to developing and following financial policies that will allow it to
achieve its strategic goals and support its Transit Development Plan (TDP). In order to achieve
these goals and fulfill its commitment to its Charter members, HART relies on just a few major
sources of continuing revenue to support its ongoing operations and capital programs which
include property taxes, fare revenues and grants.
In order to achieve fiscal sustainability, HART is emphasizing long-range planning to
position itself to maintain current service levels, addition of new service and routes, and to sustain
its capital improvement program.
To ensure HART’s financial sustainability, the following financial principles are
incorporated into the annual budget;
(a) HART will develop budgets that are transparent and clearly specify all sources of revenue
and related uses;
(b) HART will lay out a five-year strategic plan for operations, capital and revenue, that
discloses major assumptions regarding financial trends;
(c) Continuing operations will be supported by continuing revenue. Any increases in operating
and ongoing expenses will be limited to the amount of increases in continuing revenue;
one-time revenue sources will be directed to special needs only;
(d) Capital proposals will be evaluated to determine that HART has the resources to operate
and maintain the related projects for the long term.
Hillsborough Transit Authority FY24 Budget Book 33
920: GENERAL FISCAL POLICIES
920.10 GENERAL POLICY ON BUDGETING
(1) Pursuant to HART Charter, the operating budget authorizing expenditure of HART funds
will be adopted annually by the Board of Directors and presented in a multi-year format to
include long-term planning and will be considered statutory spending authorization.
(2) HART Finance Department shall estimate 95 percent of all ad valorem receipts reasonably
anticipated pursuant to §F.S. 129.01(2)(b).
(3) Non-recurring items are funded from non-recurring sources, usually fund balance and/or
grants, when approved by the Board of Directors, and recurring budget items are funded
from recurring sources.
(4) The annual operating budget of HART shall balance the public transit needs of the
community with the fiscal capabilities and resources available to HART, with its intent to
achieve the goals and objectives established by the HART Board for the following fiscal
year and pursuant to the Transit Development Plan (TDP).
(5) HART recognizes that its citizens deserve a commitment from HART for fiscal
responsibility, and that a balanced operating budget is the cornerstone of that responsibility.
Annual operating expenses 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 the recommended changes.
(6) New programs, services, or facilities shall be based on general citizen demand or need
and/or Board direction and amended to the TDP.
(7) 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 the HART TDP.
Hillsborough Transit Authority FY24 Budget Book 34
(8) 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 limitation.
(9) Budgets for all HART departments and all other HART expenses shall be under HART
Board appropriation control.
(10) Preparation of HART budget shall be in such a format as to allow correlation with the costs
reported in HART Annual Comprehensive Financial Report (ACFR) and prepared in
anticipation of submission to the Government Finance Officers Association (GFOA) for
evaluation and review.
920.20 BASIS OF BUDGETING AND ACCOUNTING
(1) The preparation, approval, adoption, and execution of HART budget are in compliance
with Florida Statute (Chapter 189) and is comprised of an operating and capital component
with appropriations adopted for the current fiscal year only. However, a five-year financial
plan is prepared for strategic planning purposes.
(2) HART is an Enterprise 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 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 grantor have been met.
(3) Enterprise funds distinguish operating revenues and expenses from non-operating items.
Operating revenues and expenses generally result from providing services in connection
with the fund's principal on-going operational activities. Charges to customers represent
HART's principal operating revenues and include passenger fares and revenues from use
of its non-capital assets for advertising, right-of-way activities, etc. Operating expenses
include the cost of operating, maintaining, and supporting transit services, administrative
expenses, and depreciation. All revenues and expenses not meeting this definition are
reported as non-operating or “other” revenues and expenses.
(4) The ACFR shows the status of HART finances on the basis of GAAP. In most cases, this
conforms to the way HART prepares its budget. 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 Statement of Net Position in the ACFR, whereas the
current liability of employees is budgeted as an appropriation in the year when it is
expected to be expensed.
(5) Specific accounting and reporting practices:
Hillsborough Transit Authority FY24 Budget Book 35
(a) Maintain accounting and reporting practices in conformance with the Uniform
Accounting System of the State of Florida and GAAP;
(b) Maintain accounting system records on a basis consistent with the accepted standards
for local government accounting according to Governmental Accounting and Financial
Reporting (GAFR), and the Governmental Accounting Standards Board (GASB);
920.20 BASIS OF BUDGETING AND ACCOUNTING (cont’d)
(c) The preparation of financial statements in conformity with GAAP, as applicable to
governmental units, requires management to make use of estimates or accruals that
affect the reported amounts in the financial statements. Actual results could (and most
likely, will) differ from estimates;
(d) Provide regular monthly financial statements to the HART Board of Directors and the
public that include all expenditures and revenues;
(e) Pursuant to HART’s Charter, ensure that an annual financial and compliance audit of
HART’s financial records is conducted by an independent firm of Certified Public
Accountants whose findings and opinions are published and available for public
review;
(f) Maintain a continuing program of internal audits; and
(g) Annually seek the GFOA Certificate of Achievement for Excellence in Financial
Reporting and the GFOA Annual Distinguished Budget Presentation Award.
920.30 BUDGET PROCESS AND CALENDAR
(1) Overview of Budget Development
(a) Each year, the Chief Executive Officer sets forth the procedures and guidelines to be
followed by departments in developing budget requests for the following fiscal year.
Departmental budget requests will be reviewed, analyzed and aggregated into budget
recommendations that will reflect the strategic objectives and policies of the HART
Board. Budgets will be established and expended to reflect as accurately as possible
all costs related to activities of each program, department or cost center. The proposed
Hillsborough Transit Authority FY24 Budget Book 36
balanced budget will be presented to the HART Board and adopted in accordance with
Florida law.
(b) With adoption of the budget, the HART Board is approving a broad policy plan as well
as the estimated funding needs at the program, department and organizational level and
providing statutory authorization for the expenditure of HART public funds. Line
items and cost centers are subsets of the overall budget established for control and
tracking purposes, and are not mandates to fully expend funds appropriated, nor are
they unchangeable limits.
(c) Budget control will be exercised at the cost center level. Budget line items may show
negative balances, but total budgets of cost centers may not be exceeded. Budget
performance will be evaluated based on budget and actual amounts monthly, quarterly
and at fiscal year-end.
(2) Amendments after Adoption
As provided in Florida Statute 189.418, once the budget is adopted it may be amended within the
current fiscal year in the following manner:
Hillsborough Transit Authority FY24 Budget Book 37
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
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Budget Calendar
Budget Management
and
Monitoring
January/ Febraury - Economic and
Revenue Forecasts
January/ Febraury - Priorities
March/ April - Department Requests
April/ May/ June - Workshops and
Committee Meetings
July - Proposed Budget
August - Board Workshop
August/ September - Board Changes
and TRIM
September - Public Hearings
September - Adopted Budget Submit
Budget Document to GFOA
(a) Requests for appropriation 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 appropriations
require the approval of the HART Board and authorized by Resolution following a duly
advertised public hearing.
(b) Individual appropriations for expenses may be decreased and/or increased, provided
that the total of the appropriations are not changed.
(c) Appropriations from the undesignated fund balance may be made to increase the
appropriation for any particular expense, or to create an appropriation for any lawful
purpose with Board approval, but expenses may not be charged directly to the Reserve
for Contingencies without Board approval.
(d) 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 as designated by the Board or
held in fund balance.
(3) Internal Budget Adjustments/Transfers
(a) Budget adjustments/transfers exist for very specific reasons. They should not be used
to balance a department’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 a financial plan (based on an operations and strategic
plan) and can be adjusted as circumstances change or by the Board of Directors
directive; however, it should be adhered to as closely as possible and deviations need
to be approved at the Chief level.
(b) 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 (dropping to fund balance) in the next year’s budget as HART has a Key
Performance Indicator (KPI) directing that a certain percentage of the prior year fund
balance be added to the next year’s fund balance through cost savings to the
organization.
(c) 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 Finance 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.
Hillsborough Transit Authority FY24 Budget Book 38
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 requiring a
transfer out of the appropriate reserve. See Section 930.20 (6) for further information
relating to reserves for contingencies.
930: ANNUAL OPERATING REVENUES AND EXPENSES
930.10 REVENUE GUIDELINES
(1) Revenue projections will be based on an analysis of historical trends, reasonable
assumptions of future conditions, state economic and revenue predictions, and will be made
on a reasonable, conservative basis. Revenue estimates will be made for the entire 5-year
strategic financial plan to ensure HART’s fiscal sustainability.
(2) Pursuant to state law, ad valorem revenue projections for the operating budget will be
budgeted at 95 percent of the certified taxable value of the property tax roll.
(3) HART will not use short- or long-term debt to finance expenses required for operations.
(4) The operating budget will be balanced using current year revenues to finance current year
expenses. Fund balance shall not normally be budgeted as a resource to support routine
annual operating expenses unless authorized by the Board through the budgetary process.
Fund balance may be budgeted on a non-recurring basis as a resource to support capital,
debt (if any), or extraordinary major maintenance needs or as reserves to be carried
forward, pursuant again, to the Board approval.
(5) As early as practical in each annual budgeting cycle, the HART Board shall give direction
to Administration as to the circumstances under which a change to the ad valorem tax
millage would be considered. Normally, such direction would be given in January of each
year in conjunction with the setting of a tentative budget calendar.
(6) 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 the total cost of service
provision.
Hillsborough Transit Authority FY24 Budget Book 39
930.20 EXPENSE GUIDELINES
(1) As early as practical in the budget process, the CEO and Executive Team shall discuss
staffing for both current and planned years.
(2) Contractual obligations and compensation plans for employees will be provided. Along
with all other required budget material submitted by division and department directors in
March and April of each year, the Risk and Human Resource Manager shall prepare an
estimate of amounts to be budgeted for workers’ compensation, self-insurance for liability
and healthcare and other related claims.
(3) Normal maintenance requirements necessary to sustain the basic asset value will be
included in the budget of the proper operating fund.
(4) Future capital improvement requirements and replacements 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 departmental
needs.
(5) Capital funding will be provided for major improvements and automation of services based
on multiple-year planning, the adopted TDP and appropriate cost benefit analysis. Each
year, as early as practical, the Executive Team shall discuss specific capital replacement
requirements and policies for the upcoming year.
(6) An amount equal to two percent of the budgeted expenditures for the next fiscal year shall
be budgeted as a reserve for contingency. Statutorily, ten percent maximum is allowed.
930.30 DEBT MANAGEMENT/DEBT POLICY
(1) Policy Statement
Currently, HART has no short, mid, or long-term debt obligations. However, HART Charter
does provide for the issuance of bonds and, with the approval of each Charter member, may issue
bonds to carry out its authorized powers or purposes. If debt is chosen as a form of funding for
future HART projects, the following categories of debt will be considered:
Hillsborough Transit Authority FY24 Budget Book 40
(a) Long-Term Debt
Long-term borrowing (10+ years) will not be used to finance current operations, planned
operations, or routine maintenance.
(b) Medium-Term Debt
Lease purchase methods, bonds, or other debt instruments may be used as a medium-term
(5 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.
(c) Short-Term Debt
Short-term borrowing (less than 5 years) may be utilized for temporary funding of
anticipated tax revenues, anticipated grant payments, or grant related expenses waiting
reimbursement, anticipated bond proceeds, or other expected revenues. Short-term debt,
such as tax-exempt commercial paper, bond anticipation notes, tax anticipation notes, or
grant anticipation notes includes borrowing from HART’s own Fund Balance. HART will
determine and utilize the least costly method for short-term borrowing, when needed.
940: CAPITAL IMPROVEMENT PROGRAM (CIP) & POLICY
940.10 CAPITAL IMPROVEMENT PROGRAM (CIP) & POLICY
(1) Policy Statement
The CIP budget contains 5 years of funding of planned capital projects. The first year of
the CIP budget reflects funding for the improvements identified therein and is contained in that
year’s budget. The remaining four years of the CIP budget lists the capital projects identified for
implementation and their estimated costs in those subsequent years. Each year, the list of projects
is reviewed for need, cost and priority and aligned to the TDP.
New projects may be added and other projects deleted, based on organizational planning
and need. Vehicles or equipment are included in the CIP when they have an expected life of five
(5) years or more, and a cost of $1,000 or greater. Generally, capital improvements are defined as
Hillsborough Transit Authority FY24 Budget Book 41
physical assets, constructed or purchased, that have a useful life of five years or longer and a cost
of $1,000 or more.
(2) Carry-Over
During the previous fiscal year, there may be certain capital improvement projects that
either were not completed or started during the year; however, HART intends to complete these
projects and expend the funds in the next fiscal year. Therefore, the items are treated as a “carry-
over” meaning that the project and unused funds are being carried forward from the previous fiscal
year to the new fiscal year capital improvement budget.
(3) Funding of Capital Improvements Expenditures
CIP expenditures are funded from several funding sources – capital grants, general
operating funds, impact fees, and other capital contributions as indicated in the revenue section of
the CIP Budget.
Each year, the 5-year CIP shall be updated as part of the annual HART budget. Such review
and revision of the CIP shall be consistent with the HART established strategic goals and
objectives, as well as reflect the intent of the TDP. Specifically:
(a) Recommended capital improvements and projects shall be deemed consistent with the
CIP, as to general location, scale and type of facility, although it need not be consistent
in revenue sources or manner of operation;
(b) Amounts shown in the CIP as estimated project costs are estimates and not intended to
serve as precise project budgets. A precise project budget will be established for a
project upon completion of engineering and architectural plans and specifications
(upon which the project cost will be estimated);
(c) Any project included in the program may be financed by any available revenue, as
allowable by law.
(d) Anticipated operating expenses associated with supporting, operating and/or
maintaining the resulting capital asset must be included in the out-year strategic
budgeting process and be included in initial project cost estimates.
Hillsborough Transit Authority FY24 Budget Book 42
950: BANKING AND INVESTMENTS
950.10 BANKING
(1) Responsibility
(a) Responsibility for the administration of HART’s banking function is vested in the Office
of the Chief Financial Officer (CFO). The CFO and the Finance Department will establish
proper internal controls to ensure sound financial management practices are implemented
and checks and balances exist among several employees. The CFO will identify a primary
relationship manager who will serve as a central point of contact with banking entities.
(b) The HART Board Finance, Governance and Administration Committee is charged with
reviewing solicitations for banking entities.
(c) Authorized signers on HART bank accounts will be as follows:
Chief Executive Officer
Chairman, Board of Directors
Vice-Chairman, Board of Directors
Secretary, Board of Directors
(d) The CFO is authorized to establish and maintain bank accounts for employee funds where
the funds contained within the account are contributed by the employees and are solely for
employee activities (e.g. recreation fund). These types of accounts will be controlled by
the CFO or his designee but may allow specific employees to provide signatory
authorization.
(2) Banking Objectives
The following objectives will be applied in the selection and management of HART’s bank
accounts.
(a) Periodically initiate a process of competitive procurement in accordance with state and
local laws and regulations for major banking services. The process should use a request
for proposals (RFP) that should include services, fees, earnings credit rates, and
availability schedules for deposited funds. In addition, it is important to utilize
independent bank evaluation services to verify creditworthiness of the financial
institution prior to award of a contract and throughout the contract period.
(b) Contracts for banking services will specify services, fees, and other components of
compensation.
Hillsborough Transit Authority FY24 Budget Book 43
(c) Evaluation for selection of a banking partner will look at the relative benefits and costs
of paying for services through direct fees, compensating balances, or a combination of
the two (blended). Factors to consider in this evaluation are the earnings credit rate,
reserve requirements and insurance fees on deposits. Also, the banks’ ability to provide
such items as: on-line electronic balance and reconciliation services; ZBA bank account
handling; treasury management; cash vault services; stop payments; electronically
transmitted analysis and statements; positive pay fraud prevention; ACH payments;
merchant services (credit card handling), and procurement cards will be evaluated.
950.20 INVESTMENTS
(1) Scope
The HART Board of Directors through the Chief Executive Officer or his designee has the
authority for investing HART public funds.
(2) Investment Objectives
The following investment objectives will be applied in the management of HART funds.
(a) Safety of Capital – Safety of publicly funded capital is regarded as the highest priority
in the handling of investments for HART, with all other investment objectives
secondary. Each investment decision shall seek to first ensure that capital losses are
avoided, whether they are from defaults or erosion of market value.
(b) Liquidity – HART’s investment strategy will provide sufficient liquidity as not to
inhibit cash flow requirements.
(c) Yield – When investing public funds, HART will strive to maximize the return on the
portfolio but will avoid assuming unreasonable risk simply for the benefit of higher
yield.
(1) Current Investment Strategy and Program
HART currently maintains all “idle” cash used for investment in the State Board of Administration
(SBA), run by the State of Florida. The SBA manages Florida PRIME, a 2a-7-like pool, carried
at an amortized cost. A 2a-7-like pool is not registered with the Securities and Exchange
Commission (SEC) as an investment company, but has a policy that it operates in a manner
consistent with the SEC’s Rule 2a-7 of the Investment Company Act of 1940, which regulates
money market funds. Therefore, Florida PRIME operates essentially as a money market fund and
HART’s position in Florida PRIME is considered to be equivalent to its fair value.
Hillsborough Transit Authority FY24 Budget Book 44
Regulatory oversight of the SBA is provided by three state of Florida elected officials designated
as trustees: the Governor serves as Chairman of the SBA; the Chief Financial Officer serves as
Treasurer of the SBA; and the Attorney General serves as Secretary of the SBA. External oversight
of the State Board of Administration is provided by the Investment Advisory Council, which
reviews investment performance, strategy and decision-making, provides insight, advice and
counsel on these and other matters when appropriate. Audit oversight is also provided by the state
of Florida Audit General.
Due to HART’s reliance on reimbursable grants, access to liquidity and cash flow management
requirements dictate this investment policy (e.g. the utilization of the SBA) at the current time.
Multiple or varied higher yield long-term investment instruments, although a goal, is neither
prudent nor achievable at this time. At such time, investment of surplus funds may be in the
following instruments:
(a) Negotiable direct obligations of, or obligations of which the principal and interest are
unconditionally guaranteed by the U.S. Government;
(b) Interest bearing time deposits or savings accounts in qualified public depositories as
defined in Section 280.02, Florida Statutes;
(c) Prime commercial paper with the highest credit quality rating from a nationally
recognized agency;
(d) Tax exempt obligations rated “A” or higher and issued by state and local governments;
(e) Money market mutual funds;
(f) Local government investment pools.
(4) Standards of Care – Investment in the State Board of Administration (SBA) adheres to
the following standards of care.
(a) Prudence and Ethical Standards – The “prudent person” standard shall be used in
the management of the overall investment policy. The prudent person standard is
understood to mean: “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.”
HART officers, or persons performing the investment function, acting as a “prudent
person” in accordance with this written policy and procedure, 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 to the Chief Executive Officer and Board
of Directors, and appropriate action is taken to control adverse developments.
Hillsborough Transit Authority FY24 Budget Book 45
(b) 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 HART conducts business. They shall further
disclose any personal financial or investment positions that could be related to the
performance of HART’s investments.
(c) Continuing Education – Those responsible for making investment decisions will
annually complete 8 hours of continuing education in subjects or courses of study
related to investment practices and products.
(d) Periodic Reports – Financial staff will periodically prepare reports for submission to
the Board, which will include market value of securities held and investment
performance results.
960: BUDGET RESERVES
960.10 FUND BALANCE & RESERVES POLICY
(1) Overview
(a) Fund Balance is defined as resources remaining from prior years which are available
to be budgeted in the current or future year(s) and calculated at the end of each fiscal
year.
(b) HART has developed a key performance indicator directing that a certain percentage
of the prior year fund balance be added to the next year’s fund balance through cost
savings to the organization to ensure a sound fund balance.
(c) Various bond rating agencies, particularly Fitch Ratings, recognizes that the best
reserve policies provide both specificity and flexibility, accomplishing one or more of
at least three main criteria: establishing a target level of reserves, or a reserve floor;
specifying the appropriate circumstances for drawing down reserves; and directing the
replenishment of reserves.
(d) HART’s Fund Balance & Reserves Policy acts to mitigate other forms of uncertainty
such as changes in the tax and spending policies of federal and state government;
imposition of mandates by federal and state government or the courts; financial impacts
of labor agreements, particularly those stemming from collective bargaining; repairs
Hillsborough Transit Authority FY24 Budget Book 46
and replacement of aging infrastructure; and unforeseen increases in energy and fuel
costs.
(e) HART will calculate the reserve amount at the conclusion of each fiscal year and report
such amounts to the Board following the issuance of the prior year’s Comprehensive
Annual Financial Report; and when appropriate, strive to calculate the reserve amount
to meet the high end of any set range.
(2) Fund Balance Reserve Designations
Reserve policies are an important factor in maintaining HART in good fiscal health and to
attain fiscal sustainability. HART employs the following primary types of reserves:
(a) Self-Insurance Reserves
1. Risk Reserve – HART shall maintain an overall reserve equal to the 75 percent
discounted confidence level of the annual actuarial study to ensure financial
viability. HART’s Finance Department will book the discounted expected reserve
level from the actuarial report as a liability. In addition, should a claim be made
against HART that is identified subsequent to the actuarial report and prior to the
issuance of HART’s Comprehensive Annual Financial Report that is financially
material to the fund and highly likely to succeed, additional reserves will be
established to provide adequate funds in reserve.
2. Medical Benefit Reserve – HART will maintain a reserve in accordance with the
annual actuarial certification requirement to ensure financial viability. HART will
procure an actuarial study annually and will take a conservative approach when
establishing the amount of reserves required. HART’s Finance Department will
book the net claim liability per the actuarial study. In addition, HART will maintain
the required reserve of 20 percent of projected claims.
(b) Capital Matching Reserve – HART shall endeavor to maintain a reserve to be used
for aging, outdated or inoperable operational capital infrastructure replacement,
including Information Technology hardware/software. In addition, this reserve serves
as a means to fund required capital program grant match requirements.
(c) Fund Balance Reserve – HART will maintain, at a minimum, a reserve of ninety days
of operating expenditures to be used to ensure the maintenance of services to the public
during non-routine and unforeseen disaster situations such as hurricanes and other
weather-related events as well as other natural or man-made disasters that cause
Hillsborough Transit Authority FY24 Budget Book 47
disruptions in public services as declared appropriate by the HART Board of Directors.
Also, this reserve of ninety days of operating expenditures is also to be used to: (1)
mitigate any delays, reductions or lower recalculations in the Federal Transit
Administration’s Section 5307 Formula Funding that would affect HART’s ability to
maintain positive cash flow for operations; (2) used for unanticipated expenditures of
a nonrecurring nature; and (3) to meet unexpected immediate increases in service
delivery costs.
(d) Undesignated Fund Balance – Remaining fund balance subsequent to the above
designations shall be considered “cash in the bank” and can be used with the discretion
of the Board and/or Chief Executive Officer for authorized use.
(e) ACFR Reporting – Both reserve designations and undesignated balances will be
reported as unrestricted net position on the ACFR. Amounts that can be spent only for
specific purposes stipulated by external parties or imposed by law through enabling
legislation would be reported as restricted net assets.
970: GIFTS TO EMPLOYEES
970.10 GIFT CARD POLICY
(1) Introduction
HART management and outside organizations will occasionally use gift cards or gift
certificates to compensate employees. As cash-equivalent instruments, these items are governed
by tax rules (Internal Revenue Code 132) and internal control requirements. These rules and
requirements must be followed and communicated to those involved before purchase or
distribution of any gifts. When gifts are distributed, they must be distributed in accordance with
the guidelines set forth in this policy.
This policy applies to all HART personnel and is limited to gift cards funded by HART or
where gifts will be provided to HART staff from an external source (e.g. vendor). The portions of
the policy related to tax reporting are also applicable to distributions of any gifts and awards of
non-cash tangible items with a fair market value greater than $25 if funded by HART.
(2) Definitions
(a) Gift Card means a stored-value or similar instrument issued in lieu of cash or
check. For purposes of this policy, “gift card” includes gift certificates and non-cash
tangible gifts.
Hillsborough Transit Authority FY24 Budget Book 48
(b) Non-Cash Tangible Gift means a product or service provided to an employee of a
value in excess of $25.
(c) Responsible Employee means the staff member in the department disbursing the
gift cards that is responsible for the documentation, internal control and other requirements
of this policy.
(3) Allowable Uses and Limits
(a) Gift cards may only be distributed as prizes, recognition awards or tokens of
appreciation to employees.
(b) Gift cards cannot be used as a bonus, honoraria, or other means of compensation to
employees. Such payments must be processed through the payroll system.
(4) Approvals
Prior to purchase, gift card usage must be approved by the responsible department director and the
Chief Financial Officer (CFO) by completing the Gift Card Request Form. Once approval
notification has been received from the CFO, the cards can be purchased using the method
described below. Included on the Gift Card Request Form is a Statement of Responsibility that
the Responsible Employee must sign to signify that he or she understands the additional
responsibilities associated with gift card stewardship and distribution.
(5) Approved Purchase Method
Departments can only purchase gift cards by going through HART’s Procurement Department.
This process centralizes gift card administration, facilitates tracking for purposes of compliance
with IRS tax regulations and eases the purchase process for departments.
Once the CFO has approved the Gift Card Request Form, the department can attach this form to
the electronic requisition completed through WorkPlace. The Procurement Department will
process the purchase request and ensure the vendor delivers the cards directly to the Finance
Division. The Finance Division’s inclusion in the delivery process will provide a “check and
balance” internal control.
Gift cards should be purchased no more than one month prior to disbursement. For a situation
where gift cards will be disbursed over a longer period of time, the gift cards should be purchased
in increments with each increment tracked on a separate Gift Card Log.
(6) Required Documentation
The Responsible Employee is required to maintain the following documentation:
Hillsborough Transit Authority FY24 Budget Book 49
Gift Card Request Form
This form is the official approval method, as noted above. The Form will be completed
by the department, approved by the CFO and given to the Procurement Department as
authorization for purchase along with a requisition form.
Gift Card Log
For IRS tax reporting purposes, the issuing department is required to complete the Gift
Card Log, which lists the parties receiving the gift cards and information required for IRS
tax reporting purposes. The Responsible Employee will give the Gift Log to the Payroll
Department by the earliest of the following dates: a) ten (10) business days after all gift
cards have been distributed; or b) sixty (60) days after gift cards were purchased. In
addition to the above, taxable gifts must be processed through Payroll during the calendar
year it was provided to the employee.
(7) Internal Controls
The Responsible Employee has primary responsibility for safekeeping, maintenance and proper
usage of the gift cards and for advising staff or management who handle the cards that they must
follow this policy. Gift cards must be safeguarded at all times and accounted for as if they were
cash. The following controls are required at a minimum:
(a) Custody
The Responsible Employee holds custody over the cards and should always know where
they are. Custody may be transferred temporarily from the Responsible Employee to other
departmental personnel for disbursement purposes, but the Responsible Employee still
holds primary responsibility for the safekeeping of the cards. The Finance Division will
record the serial numbers of the gift cards held in inventory and distributed to departments
for purposes of tracking custody of each card.
(b) Physical Access
Gift cards must be secured at all times (e.g. in a locked box in a locked cabinet or drawer)
with limited access. The Finance Division is responsible for safeguarding any gift card
related tax documentation and must keep these records secured with limited access at all
times. The Finance Division will keep its inventory in the safe.
Hillsborough Transit Authority FY24 Budget Book 50
(c) Tracking
Gift card disbursements must be documented on the Gift Card Log, designed to uniquely
identify each payment in order to document the use of the card for audit and tax purposes.
Because of IRS requirements, a recipient cannot receive the gift card if he or she refuses to
provide the requested information. If the Responsible Employee disburses the card without
obtaining this information, he or she may be subject to disciplinary action. Due to the
nature of the data collected on the Gift Card Log, please treat the Log as confidential
information. As noted on the Gift Card Log, information to be included for each card shall
include at a minimum:
Purpose of the payment
Recipient name
Employee Number
Gift Value
Partial serial number of the gift card
Date of Disbursement
Signature of the recipient, confirming receipt
(d) Inventory
Departments holding more than one gift card must perform a physical inventory at least on
a weekly basis, with the results reconciled to the current Gift Card Log. The inventory
should be performed by someone other than the Responsible Employee but in the presence
of the Responsible Employee. Any discrepancies must be reported immediately to the
CFO.
The Finance Division will inventory all centrally held gift cards at least weekly.
(8) Tax Reporting
In addition to annual W-2 reporting for all payments to employees in a given year, IRS regulations
require reporting of any non-employee who receives a total value of $600 or more from HART in
a calendar year. Because of these requirements, HART requires that a complete Gift Card Log be
maintained for all recipients of gift cards or reportable non-cash tangible gifts.
The IRS considers gift cards to be tax reportable as compensation when issued or awarded to the
recipient, regardless of value. Gifts to employees paid by HART funds (source of funding makes
no difference) must be taxed as ordinary income to the employee. Gifts, rewards, and gestures of
appreciation cannot be provided to employees as disguised compensation. The value of the gift
Hillsborough Transit Authority FY24 Budget Book 51
cards (or reportable non-cash tangible gifts) will be included on an employee’s annual W-2 in
taxable income. The employee’s earnings will be reduced by FICA and Medicare taxes, as
applicable, at the next pay period after the gift earnings are applied.
It is the Responsible Employee’s duty to make the employee aware of the tax implications of the
gift.
(9) Lost Cards
The Responsible Employee will be held responsible for any gift cards in their possession that are
lost or misplaced. Any shortage must be reported immediately to the CFO.
The CFO, in conjunction with the Safety & Security Department, may investigate the
circumstances surrounding the loss. If the investigation findings demonstrate the Responsible
Employee did not use adequate internal controls, as defined by this policy, he or she cannot be the
Responsible Employee for any future gift card disbursements and may be subject to disciplinary
action.
HART has no responsibility or liability for the gift card(s) once they have been presented to an
employee.
970.20 PURCHASING CARD POLICY
(1) Policy
The Finance Department will establish a Purchasing Card (P-Card) program with the authority to
ensure that the purchasing of goods and services with a P-Card is accomplished as defined within
this document.
Selected staff will be authorized to use the P-Card for one or several of the categories listed below:
(a) Travel-related expenses in compliance with HART’s Travel Policy & Procedures;
(b) Micro-purchases at the departmental level in compliance with HART Procurement Policy
and Procedures; and/or
(c) Purchases by the Procurement Department in compliance with HART Procurement Policy
and Procedures.
The Department Chief/Head and the Procurement Manager will review purchases to insure
HART’s policies and procedures are followed.
Hillsborough Transit Authority FY24 Budget Book 52
(2) Introduction
The P-Card program is designed to improve efficiency in processing and payment of purchases.
This program will allow the Cardholder to purchase approved commodities directly from
merchants. Each P-Card is issued to a named individual and HART is clearly shown on the card
as the governmental buyer of goods or services.
Participating in the P-Card program is a privilege. The success of HART’s P-Card program relies
on the cooperation and professionalism of all personnel associated with this initiative. It is
expected that the training program and procedures will assist in making this program a success.
All existing cardholders will receive training at the implementation of this document, while new
Cardholders will complete a training class before being issued a P-Card.
The procedures provided herein are minimum standards for departments. Departments may
establish additional controls, if necessary, but cannot alter the authorized procedures herein.
(3) Benefits
HART benefits:
Simplify the purchasing process for the large number of low dollar purchases, freeing up
time for large dollar purchases
Expand the list of merchants from whom purchases can be made
Lower the overall transaction processing cost per purchase
Reduce the time spent by Accounts Payable processing transaction payments
Merchant benefits
Expedited payment
Reduced paperwork
Lower risk of non-payment
(4) Limitations, Prohibited Uses & Unacceptable Actions
(a) Limitations
A purchase may consist of multiple items but the invoice total must not exceed the
cardholder’s authorized limit.
Payment for purchases will not be split to stay within the single purchase limit.
All extra charges such as freight, handling, and set up are to be considered before
making a P-Card transaction. Such charges are part of the initial transaction and
considered within those dollar limits.
Hillsborough Transit Authority FY24 Budget Book 53
IT and/or computer purchases by departments other than IT will be limited to under
$250. Any departmental requests above $250 will be purchased by the IT Manager
or his/her designee. Procurement is not limited by this $250 provision.
The maximum purchase limit will be under $3,000 in order to comply with HART’s
Purchasing Policy and Procedures. Items over $3,000 require three quotes and will
be performed by the Procurement Department.
(b) Prohibited Uses
The following types of items and/or transactions may not be purchased with a P-
Card, no matter the dollar amount:
Cash advances.
Inventory items.
Alcoholic beverages and tobacco products.
Food or meals not required for official HART business – (See Travel and/or
Meal/Refreshment Expenses).
Consultant’s fees.
Gas, fuel, or oil for staff vehicles.
Repairs to HART vehicles unless prior approval is obtained from Fleet
Maintenance (Procurement excluded).
Purchasing items not authorized by or specifically restricted by their supervisor.
Charging to budget accounts when funds are not available.
Purchases where insurance requirements are required.
Purchase of items for personal use is prohibited.
(c) Unacceptable Actions
Use of the P-Card or P-Card number by anyone other than the Cardholder is
expressly prohibited.
P-Card cannot be used on purchases from an established vendor where HART has
an established billing account.
Failure to follow “Procurement Policies and Procedures”, “Purchasing Card Policy
and Procedures” and/or “Travel Policies and Procedures”
Failure to process paperwork timely.
Use of the P-Card to circumvent established Purchasing Policies and Procedures.
Any supervisor directing a subordinate Cardholder to use a card for an unauthorized
purpose or in an unacceptable manner is subject to discipline up to and including
termination.
Hillsborough Transit Authority FY24 Budget Book 54
(5) Authority and Standard Operating Procedures
Primary responsibility for the Purchasing Card Program resides with the Chief Financial
Officer. The Chief Financial Officer will assign a Program Administrator to oversee the program,
develop Standard Operating Procedures and provide training to staff. The Senior Manager of
Procurement and Contracts Administration will provide assistance and direction where necessary
to comply with documented Procurement Policies and Procedures.
A complete Standard Operating Procedure for Purchasing Cards can be obtained from the
Finance Department or through the HART Connect website.
BUDGET MANAGEMENT PROCESS
HART Fiscal year runs from October 1 thru September 30. Each year HART starts the budget
process in March.
OPERATING BUDGETING PROCESS
Starting in early April, discussions begin on the next years’ operating budget. During this time
departments can communicate any issues with the current budget, discuss position requirements,
and the proposed service for the next fiscal year. Departments are sent their line item budgets
that includes prior year expenditures and the current year trend. After these discussions
departments input their projected expenses and submit them to the budget department.
While this is occurring, revenues are budgeted. Revenues such as fares, interest and other
revenue are budgeted based on trends and expectations. For example, fares are calculated based
on the trend of ridership and average fare received. In the same manner interest rates and the
amount in the account is used to determine interest revenues. The major revenue sources or ad
valorem, formula and block grants are provided by the government agencies.
The budget department compiles this information and meets with the departments to go over
their budgets. Variances are discussed to ensure that departments are budgeting appropriately.
This compiled budget is discussed between the CEO and CFO. Once approved the tentative
budget is presented to the HART board of directors to discuss any changes before adopting.
Hillsborough Transit Authority FY24 Budget Book 55
CAPITAL WORKING GROUP AND BUDGETING PROCESS
A Capital Project Working Group is selected in March. This team consists of department
directors and other key stake holders. Departments put in request forms identifying capital
needs. Each request is logged and sent out to the team to evaluate. The evaluation is based on
numerous factors that include the state of the current assets, impact to service, impact to health
and safety, impact to the environment, impact on stakeholders and reputation, and finally the
financial impact.
The financial impact includes future operating expenses that will result in the capital
improvement. Typically, these capital expenses result in an operating savings, but can be neutral
or even increase operating costs. Details and estimates are discussed in the working group
meetings and used in making the final decisions. This process is consistent with HART policy
940.10, Funding of Capital Improvements Expenditures.
Once all areas are scored by each member of the capital budget team, scores are totaled with the
highest scored projects added to the capital plan based on the urgency of need and the amount of
funding available in the capital budget.
BUDGET PRESENTATIONS
The tentative capital and operating budgets are compiled and briefed on numerous occasions
between May and August to the HART board. This gives ample time to receive feedback from
the board for any changes to the priorities. In September a finalized budget is presented at two
public meetings allowing for public input.
Below and in the following pages are examples of a Capital Projects Request Form, the budget
calendar, and an explanation of the Truth in Milage (TRIM) process and calendar.
Hillsborough Transit Authority FY24 Budget Book 56
Hillsborough Transit Authority FY24 Budget Book 57
BUDGET PREPARATION CALENDAR FY2024
DATE FISCAL YEAR 2024 BUDGET CALENDAR
March 21, 2023 Kickoff meeting with HART Chiefs and department directors for development of FY 2024 operating
and capital budgets and the 2024 - 2028 five-year capital plan.
March 29, 2023 First meeting of the Capital Projects Working Group for the development of the FY24-FY28 five-capital
plan.
March 31, 2023 Distribution and discussion on the FY24 operating budget templates to CEO, Chiefs and Directors.
April 10, 2023 Operating Revenues Discussion with CEO, Chiefs and Directors.
April 17, 2023 Update on operating budget development with CEO, Chiefs and Directors.
April 24, 2023 Operating budget request due to the budget department
April 26, 2023 Capital Project Executive Team convenes to review and make decisions on FY24-FY28 draft five-year
capital plan.
May 15, 2023 Presentation of proposed operating budget, Capital budget and five-year capital plan to the HART
Finance and Audit committee
June 5, 2023 Second presentation of proposed operating and capital budgets to the HART Board.
June 26, 2023 Presentation of the proposed amendment to FY23 operating and capital budget to the Finance and Audit
Committee, if needed
July 1, 2023 Proposed FY24 budgets submitted to governing legislative bodies
July 17, 2023
HART Board of Directors resolve to advise the Property Appraiser of its prior year and current year
proposed millage rate, rolled-back rate, and the date, time and place of a Public Hearing to consider
proposed millage rate and tentative budget.
August 21, 2023 Budget presentation and presentation on five-year capital plan and FY24 capital budget to Finance and
Audit Committee.
September 12, 2023
1st Public Hearing (PH) held on the tentative budget and millage. At this hearing, the Board adopts the
proposed millage by resolution and the tentative budget by resolution. (Advertising for 1st HC-PH, is
published by the Property Appraiser on TRIM NOTICE of all taxes, Form DR-474.)
September 25, 2023
2nd and Final Public Hearing (PH) held (within two to five days after the advertisement appears in the
newspaper). At the completion of this PH, the Board adopts the final millage by resolution prior to
adopting the final budget by resolution.
Although all board meetings allow for the public to engage with the agency and the board, HART is
required to hold two public hearings that ensures the public has an opportunity to weigh in on the
proposed tax and agency budget.
Hillsborough Transit Authority FY24 Budget Book 58
TRIM PROCESS FY 2024
In 1980, the Florida Legislature passed the Truth in Millage (TRIM) Act. This law is designed to
inform taxpayers which governmental entity is responsible for the taxes levied and the amount of tax
liability taxpayers owe to each taxing authority.
Truth in Millage establishes the statutory requirements that all taxing authorities levying a millage
must follow, including all notices and budget hearing requirements. These requirements are
prescribed by chapter 200 of the Florida Statutes.
Date FISCAL YEAR 2024 TRIM CALENDAR
July 1, 2023 TRIM Process Kickoff
July 1, 2023
The property appraiser certifies the taxable value on Certification of Taxable Value
(Form DR-420) and delivers it to each taxing authority in his or her jurisdiction. The
property appraiser will certify Certification of Voted Debt Millage (Form DR-
420DEBT) if the taxing authority has a voted debt. The property appraiser will also
certify Tax Increment Adjustment Worksheet (Form DR-420TIF) if there is a
communit
y
redevelopment area.
July 17, 2023 HART Board of Directors resolve to advise the Property Appraiser of its prior year
and current year proposed millage rate, rolled-back rate, and the date, time and place
of a Public Hearing to consider proposed millage rate and tentative budget.
August 4, 2023
Within 35 days of certification of value, each taxing authority certifies the completed
DR-420, DR-420MMP, and any additional forms and returns them to the property
appraiser. The taxing authority informs the property appraiser of the
following:
-Prior year millage rate
-Current year proposed millage rate
- Current year rolled-back rate (calculated under s.
200.065, F.S.)
- The date, time, and meeting place of the tentative
budget hearing.
August 24, 2023
In compliance with section 200.65, F.S., the property appraiser mails the TRIM
notice within 55 days after certification of value.
If the Department has issued a review notice to the county’s property appraiser, the
property appraiser cannot mail the TRIM notice until the Department has approved
the assessment roll under s. 193.1142, F.S. this ACTION I
September 12, 2023
Within 65 to 80 days of certification of value, the taxing authority holds a public
hearing on the tentative budget and proposed millage rate (final hearing for school
districts). The TRIM notice, which the property appraiser mails, publicizes this
hearing. At this hearing, the taxing authority:
- Amends the tentative budget
- Re-calculates the proposed millage rate
- Publicly announces the percentage, if any, by which the re-calculated proposed
millage exceeds the rolled-back rate
- Adopts a tentative millage and budget
If the tentatively adopted millage rate is greater than the proposed rate used for the
TRIM notice, each taxpayer in the jurisdiction must receive notification of the
increase by first class mail at the taxing authority’s expense (s. 200.065(2)(d), F.S.)
Hillsborough Transit Authority FY24 Budget Book 59
Date FISCAL YEAR 2024 TRIM CALENDAR (continued)
September 20, 2023
Within 15 days after the tentative budget hearing, the taxing authority advertises its
intent to adopt a final millage and budget.
The taxing authority must advertise a NOTICE OF PROPOSED TAX INCREASE if
the tentatively adopted millage rate is greater than the rolled-back rate. The
advertisement must be one-quarter page and headed, “Notice of Proposed Tax
Increase” (s. 200.065(3)(a), F.S.)
AND
a BUDGET SUMMARY ADVERTISEMENT, which must be adjacent to the
advertisement for the final hearing and meet the requirements of section 129.03(3)(b),
F.S. (s. 200.065(3)(l), F.S.)
The official advertisement will be place in the Tampa Bay Times, a notice will be
advertise La Gaceta and Florida Sentinel.
September 25, 2023
Hold the public hearing to adopt the final millage rate and budget two to five days
after the advertisement appears in the newspaper (s. 200.065(2), F.S.).
- Discuss the percentage increase in millage over the rolled-back rate first.
- Adopt the millage before adopting the budget by a separate vote.
- Do not adopt a final millage rate that exceeds the tentative millage rate.
- Before adopting the millage levy resolution or ordinance, publicly announce:
• The name of the taxing authority
• The rolled-back rate
• The percentage increase over the rolled-back rate
• The millage rate to be levied
September 27, 2023
Send the resolution or ordinance adopting the final millage rate to the property
appraiser, the tax collector, and the Department within three days after the final
hearing.
- The taxing authority cannot levy any millage rates, other than those approved by
referendum, until the governing board of the taxing authority approves the resolution
or ordinance to levy and sends it to the property appraiser and the tax collector.
- The property appraiser’s receipt of the resolution or ordinance is the official notice
that the taxing authority has approved the millage rate (s. 200.065(4), F.S.).
Before the extension of the rolls, the property appraiser sends Form DR-422 to each
taxing authority and, if applicable, Forms DR-422DEBT. DR-422 and DR-422DEBT
record any aggregate change in the assessment roll from the preliminary roll,
including changes that result from actions by the value adjustment board (VAB) and
correction of errors to the assessment roll.
September 30, 2023 D422 completed by HART and certifies final millage to the property appraiser
October 24, 2023 Post final adopted budget on HART website
Hillsborough Transit Authority FY24 Budget Book 60
SECTION III - ORGANIZATION OVERVIEW
OVERVIEW
The Hillsborough 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 originally
chartered for the purpose of providing mass transit service to two charter members, the City of Tampa,
(“the city”) and the unincorporated areas of Hillsborough County, Florida (“the County”). The
Authority may admit 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 13-member Board of Directors (“Board”), which makes
decisions, designates management, significantly influences operations, and maintains primary fiscal
responsibility.
The Authority has been determined to be an “Independent Special District” as described in Section
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. The
Authority’s ad valorem taxes are reviewed as part of the annual assessment of Hillsborough County,
which levies its taxes November 1. Collection of taxes is scheduled November through the following
March. Taxes become delinquent April 1 and tax certificates placing liens on the property are sold May
31.
Additional revenues and funding are received from passenger fares, other revenues and grants from
the U.S. government, the State of Florida, the City of Tampa, and Hillsborough County.
HART GOVERNING BOARD
HART is governed by a 13-member Board that establishes policies and sets direction for the Authority.
The Board consists of a chair and 12 members; seven appointed by the Hillsborough Board of County
Commissioners, three members appointed by the City of Tampa, one appointed by the City of Temple
Terrace, and two members appointed by the Governor. Board members serves a staggered three-year
term.
MANAGEMENT
The Authority is managed by a Chief Executive Officer who acts in accordance with the direction,
goals, and policies articulated by the Board. The Chief Executive Officer is responsible for the
Hillsborough Transit Authority FY24 Budget Book 61
Authority’s daily operations and directly supervises the core personnel
who lead the organization: Chief Financial Officer; Chief of Safety;
Chief Administrative Officer; Chief Operations Officer. Additionally,
the Director of Executive Office & Board Support and the Director of
Legal Services report to the Chief Executive Officer.
Scott Drainville
Chief Executive Officer
PERSONNEL
Service was reduced during the pandemic, the routes remained the same, but with longer
headways.
For FY24 operator positions were added to allow for an increase in services, while non-
bargaining support positions were reduced to reduce expenses.
POSITION COUNT BY UNIT
UNIT
FY2022
Actual
FY2023
Adopted
FY2024
Adopted
FY2024
Increase
(Decrease)
FY2023
Amalgamated Transit Union 581 594 627 33
Teamsters 52 52 55 3
Non-Bargaining 144 155 137 (18)
Total Positions 777 801 819 18
The following Organizational Chart shows all divisions and departments and how they fit within
the organizational structure.
Hillsborough Transit Authority FY24 Budget Book 62
Below shows actual and budgeted amounts by division. Previously Development was its own
division, for FY24 Development has moved to Operations. This is parsed out below for clarity
and transparency.
EXPENSES BY DIVISION
TOTAL EXPENSES BY DIVISION
DIVISION
FY2022
Actual
FY2023
Adopted
FY2024
Adopted
FY2024
Increase
(Decrease)
FY2023
Executive 7,739,650 10,210,865 8,136,285 (2,074,580)
Operations 54,551,348 66,367,750 61,341,343 (5,026,407)
Development 14,570,571 18,002,969 17,623,048 (3,79,921)
Finance 3,385,890 3,920,191 4,144,392 2,24,201
Administration 11,060,076 12,909,167 14,401,875 1,492,708
Safety 2,839,306 3,228,878 3,041,836 (187,042)
Total Expenses 94,146,839 114,639,821 108,688,779 (5,951,041)
Hillsborough Transit Authority FY24 Budget Book 63
-----
----
FY2024 ADOPTED OPERATING
AND
-----
-----
CAPITAL BUDGETS
~---_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-M
Operations
Officer
Transportation
Chief
(524)
Fleet
Executive Office &
Board Support
(3
)
Maintenance
(108
- 1 temp)
Faciliti
es
Maintenance
(49)
and
Scheduling
(7)
Streetcar Operations
{
33
)
Planning
Interim Chief Executive
Officer
Chief Financial
Officer Legal Services
(
8)
Chief
of
Safety Chief Administrative
Officer
Financial Operations
(
21
ind
EA)
Budget & Grants
(5)
Procurement
(6
)
DBE
(2
)
Safety and Security
(12)
Marketing &
Communication (6)
Community
Engagement
(3)
Risk
(3)
Human Resources
(14)
Information Technology
(12)
Project
Management
(7)
HART
-
09/30/2023
SERVICE AND RIDERSHIP
HART provides public transportation services in the Hillsborough County area. These services include
fixed route, flex route, Paratransit, and Streetcar services. HART maintains 2,260 bus stops and 650
shelters, 7 transfer stations, 7 transit centers, and a fleet of 132 buses for fixed and flex routes, 88 vans
for Paratransit, and 8 streetcars that are free to the public.
Most of HARTs service, as measured by revenue hours, is local and express bus services,
accounting for 82.5 percent, followed by paratransit at 14.2 percent, and streetcar at 3.3 percent.
Most HART routes run seven days per week, with some routes reducing services on Saturday
and Sunday. Most weekday routes operate starting from 4:30 AM and ending at various times
during the night, with 15 to 60 minute headways.
FIXED ROUTE
Most of the fixed-route bus service is within the City of Tampa, but service also reaches into
Town ‘N Country, Citrus Park, Carrollwood, Temple Terrace, Brandon, and limited parts of the
South Shore area including Gibsonton and Sun City Center. There are seven designated
transit/transfer centers. At the University Area Transit Center (UATC) near USF, HART
connects its services to the USF Bull Runner, a free on-campus circulator service. All HART
fixed-route buses are low-floor and ramp-equipped for easy wheelchair access, and also have
bicycle racks.
HART operates a network of four limited express routes connecting park-and-ride lots in lower-
density areas of the county. The routes 24LX and 25LX operate a limited number of peak travel
hour trips with limited stops. There are also routes 275LX and 360LX. Park-and-ride lots extend
the range of the service, enabling patrons to drive to a stop and leave their cars during the day at
no additional charge.
FLEX ROUTE
Flex service is a hybrid of traditional local fixed-route service and demand-response service.
Currently, HARTFlex operates 4 flex routes on a regular route and schedule including only one
that is allowed to deviate or flex into a specific area upon advanced reservation. Flex service is
designed for communities that exhibit demand for transit service but have lower-than-traditional
population and employment densities.
Hillsborough Transit Authority FY24 Budget Book 64
PARATRANSIT
In accordance with the Americans with Disabilities Act (ADA) requirements, HART provides
HARTPlus, a complementary ADA paratransit service for eligible passengers with disabilities.
Persons are eligible for service if they have physical, cognitive, emotional, visual, or other
disabilities that prevent them from using HART’s fixed-route bus system. HARTPlus services
are available within 1.5 miles of regular bus routes.
STREETCAR
HART operates a Fixed Guideway streetcar service known as the TECO Line Streetcar under
contract with Tampa Historic Streetcar, Inc. The service extends a total of 2.7 miles and links
Ybor City, Channelside, and Downtown Tampa.
SUPPORT VEHICLES
Hart has a fleet of 67 support vehicles that include staff cars, road supervisor vehicles, relief
vehicles, and specialty vehicles for facilities and maintenance.
MAPS
The maps on the next two pages show the service areas. The first one shows the fixed guideway
route and stops. The second map shows the fixed route and paratransit system.
Hillsborough Transit Authority FY24 Budget Book 65
TECO Line Streetcar System Map
Hillsborough Transit Authority FY24 Budget Book 66
FARES
The base fare for HART local and limited express routes is $2.00, $1.00 for the Flex route, and
$4.00 for HARTPlus routes. Discounts are provided for older adults, youth, passengers with
disabilities, Medicare cardholders, Veterans, and adult students through participating educational
institutions. With the exception of Medicare cardholders, passengers must have a HART
discount permit or paratransit permit to ride for a discounted fare (proper identification is
required upon initial request of any discount permit). Various ride cards that store multiple rides
Hillsborough Transit Authority FY24 Budget Book 67
are available for purchase as well. Passengers under the age of six and not taller than the yellow
height line provided in the vehicles ride for free when accompanied by a paying adult. The
current HART fare structure is shown below:
Fare Category Fare
Local & Limited Express
Cash Fare $2.00
Discounted Cash Fare (local only) $1.00
1‐Day Local Unlimited Ride $4.00
1‐Day Discount Unlimited Ride $2.00
10 Pack 1‐Day Local Unlimited Ride $37.00
10 Pack 1‐Day Discount Unlimited Ride $18.50
31‐Day Local Unlimited Ride $65.00
31‐Day Discount Local Unlimited Ride $32.50
3‐Day Visitor $11.75
Fle
x
Cash Fare $1.00
1‐Day Unlimited Ride $2.00
Rail
TECO Streetcar Free‐
Intercounty Monthly Pass
HART/PSTA Passport $85.00
ADA Paratransit
HARTPlus One‐Way Cash Fare $4.00
10‐Ride HARTPlus Pass $40.00
FACILITIES AND INFRASTRUCTURE
HART maintains numerous facilities to accommodate the provision of the fixed-route bus,
demand-response, and streetcar services in the Tampa Bay area. HART’s fixed-route and
demand-response services currently are provided from the facility located on 21st Avenue in
Tampa. HART’s administration and streetcar operations and maintenance functions are located
at HART’s Ybor City facility. The main HART operations and maintenance facility at the 21st
Avenue location includes numerous bus facilities and infrastructure including, but not limited to,
the following key components:
20 numbered repair bays
2 fuel positions
2 bus wash bays (drive-through type)
24 bus lanes for parking (west lot)
23 bus lanes for parking (east lot)
HART owns or maintains numerous other transit facilities in various locations throughout the
Hillsborough County area, including:
Hillsborough Transit Authority FY24 Budget Book 68
8 park-n-ride lots
2 transit centers:
o Marion Transit Center (MTC)
o University Area Transit Center (UATC)
5 transfer centers:
o Britton Plaza
o Westshore Plaza
o Yukon
o Netpark
o Northwest
Marion Street Transitway
Southern Transportation Plaza
Approximately 2,257 bus stops
Approximately 650 passenger shelters
The following map shows where these locations are within the county.
Hillsborough Transit Authority FY24 Budget Book 69
MISSION, VISION, AND VALUES
MISSION: HART takes people to the places that enhance their lives.
VISION: To be the highest customer-ranked mobility provider in the Tampa Bay region.
DESCRIPTION OF VALUES:
The safety of our passengers, our employees, and the general public is our top
priority.
We will provide safe, clean, reliable, on-time, courteous service for our customers and
the community.
We are dedicated to the highest ethical standards, including uncompromising
transparency, honesty, and integrity in all activities.
We believe in growing our employees and instilling a spirit of cooperation within HART
and with our partners.
We will meet all regulations and strive for continuous improvement.
We will treat all customers, and employees with dignity and respect.
We are committed to managing every dollar as if it were coming from our own pockets.
GOALS:
1: Be Financially Sustainable
Objectives:
1. Regularly evaluate system/route productivity and implement route, area, and/or system-based
efficiency improvements.
2. Identify and evaluate alternative opportunities to enhance revenues.
3. Seek additional funding for services and programs.
4. Maintain a multi-year capital plan.
5. Incentivize private-sector and community transit investments and partnerships.
2: Prioritize the Customer Experience
Objectives
1. Implement programs and technology to make the service more reliable.
2. Continue to improve service reliability and on-time performance.
3. Invest in customer focused amenities such as new fare payment, enhanced real-time information
tools, and amenities at bus stops.
4. Enhance customer communications.
Hillsborough Transit Authority FY24 Budget Book 70
3: Support Employee Success
Objectives:
1. Improve strategies to recruit and attract a more diverse applicant pool for vacant positions.
2. Promote diversity, equity, and inclusion in the workplace through trainings, workshops, and events.
3. Create additional opportunities for employees to openly share ideas and experiences.
4. Promote a focus around employee health and wellness.
5. Implement a “Rewards and Recognition Program” to celebrate employee achievements and years
of service.
4: Enhance Community Value
Objectives:
1. Support community initiatives that align affordable housing with transit service.
2. Continue collaboration with partner transit agencies and government entities.
3. Grow partnership with HCC and other local area technical schools.
STRATEGIC PLANNING & PERFORMANCE MANAGEMENT
DEVELOPMENT OF THE TRANSIT DEVELOPMENT PLAN (TDP)
The Transit Development Plan (TDP) major update was initiated by the Hillsborough Transit
Authority (HART) to refine a strategic guide for public transportation in the community over the
next 10 years. The TDP represents the community’s vision for public transportation in its service
area. A major TDP update also allows transit agencies to outline actions to be taken in the
following year and set goals for subsequent years. As a strategic plan, the TDP identifies needs
in an unconstrained fashion and highlights service improvements for which currently there is no
funding. This major update covers the 10-year planning horizon from FY 2023 to FY 2032.
OBJECTIVES OF THE TDP
The TDP provides a 10-year plan for transit and mobility needs, cost and revenue
projections, and community transit goals, objectives, and policies.
It also should be noted that HART’s Comprehensive Operational Analysis (COA), an
efficiency analysis that developed various near-term route/service adjustment
recommendations for the current HART network, and the 5-Year Capital Plan were
considered. This TDP has incorporated the key findings/recommendations from the COA,
as applicable. The Integrated Success Plan is the agency’s blueprint to deliver high
quality customer service and value to its community. Additionally, it is important to
Hillsborough Transit Authority FY24 Budget Book 71
acknowledge that this HART TDP constitutes a single step as part of HART’s broader
Integrated Success Plan.
STATE REQUIREMENTS
As a recipient of State Public Transit Block Grant funds, the Florida Department of
Transportation (FDOT) requires a major update of Hillsborough County’s TDP every five years
to ensure that the provision of public transportation is consistent with the mobility needs of the
local communities. According to Rule 14-73.001–Public Transportation of the Florida
Administrative Code (F.A.C.), “The TDP shall be the applicant’s planning, development and
operational guidance document to be used in developing the Transportation Improvement
Program and the Department’s Five-Year Work Program.”
Development of the TDP includes a review of related planning and policy documents,
documentation of study area conditions and current transit services, incorporation of public
input, development of potential transit improvements and vision, and creation of a 10-year
financial and implementation plan. Major requirements of the TDP Rule include:
• A Public Involvement Plan (PIP) approved by the Florida Department of Transportation
(FDOT) or consistent with the Metropolitan Planning Organization’s (MPO) approved Public
Participation Plan (PPP).
• An evaluation of factors, referred to as a situation appraisal, within and outside the public
transit provider’s purview that affect the provision of transit services. This includes land use,
state and local transportation plans, other governmental actions and policies, socioeconomic
trends, organizational issues, and technology.
• The public transit provider’s vision, mission, goals, and objectives, taking into consideration
the findings of the situation appraisal.
• Alternative services, projects, plans, and programs to achieve the provider’s goals and
objectives, as well as the costs and benefits of each.
• Estimation of the community’s demand for transit service over the 10-year period.
• A 10-year financial and implementation plan, including a detailed list of the projects or
services needed to meet the goals and objectives in the TDP. This includes both funded
services and projects, and those for which funding may not have been identified yet.
An additional requirement for the TDP was added by the Florida Legislature in 2007 when it
adopted House Bill 985. This legislation amended s. 341.071, F.S., requiring transit agencies to
“specifically address potential enhancements to productivity and performance which would
Hillsborough Transit Authority FY24 Budget Book 72
have the effect of increasing farebox recovery ratio.” FDOT subsequently issued guidance
requiring the TDP and each annual update to include a 1–2-page summary report on the
farebox recovery ratio and strategies implemented and planned to improve it as an appendix
item.
TDP 10-YEAR FINANCIAL PLAN
The 10-Year TDP Financial Plan shows estimated annual costs to continue HART’s existing
service, estimated operating cost reductions required to achieve financial sustainability, and
capital infrastructure improvements that are programmed for implementation within the next 10
years to meet achieve the agencies strategic goals. These estimated costs are aligned with
anticipated operating and capital revenue over the next 10 years assuming a balanced operating
and capital budget of $1,207 million and $402 million, respectively.
Hillsborough Transit Authority FY24 Budget Book 73
Hillsborough Transit Authority FY24 Budget Book 74
IMPLEMENTATION PLAN AND UNFUNDED NEEDS
The TDP implementation plan outlines the improvements that are included in the HART TDP
Funded Plan from 2023 to 2032. The table below shows the respective implementation years, the
operating and capital costs associated with each line item, and the existing or new revenues that
are anticipated to fund the improvement. In addition, the unfunded needs are shown. As priorities
change, funding assumptions do not materialize, or more funding becomes available, this project
implementation schedule and the corresponding financial plan should be adjusted. Non-
recurring capital projects are implemented based on budgetary constraints.
Hillsborough Transit Authority FY24 Budget Book 75
Priorities are shifted each year based on the funding available to complete projects and add
services. Planning these projects out in future years helps us to plan for expenses and allows
HART to add those priorities to the State Transportation Improvement Program (STIP) and the
Tampa Planning Organization’s (TPO) Transportation Improvement Plan (TIP). Being
identified on the TIP and STIP can lead to funding for these projects.
The biggest current unfunded need for HART is the replacement of the Heavy Maintenance
facility. HART has contracted a consultant in 2023 to re-evaluate previous data compiled
regarding the Heavy Maintenance (HM) Facility and HART Operation Campus. The consultant
will provide a master plan with current and future cost considerations, phasing strategies on
improvements as well as the preferred procurement method. The agency will continue to
prioritize funding to construct the proposed phased approach to these new maintenance building
and campus improvements. The construction of a new combined Heavy and Preventative
Maintenance (PM) Campus to include the replacement of the service buildings and
improvements of fleet parking areas on campus will need to phased due to funding constraints.
These campus improvements will increase efficiencies and safety for traffic flow and reduce
dead head around the campus for specific routes. These new total campus improvements will
address the current functional needs and future needs for 50+ years of the agency. The
construction of this new modern campus will accommodate new vehicle technologies, increased
maintenance bay ceiling heights with increased natural light, additional ventilation, and other
amenities for employees. The new Heavy Maintenance building and campus will also support
HART’s planned transition to a Zero Emission fleet by 2035 and advance its partnership with
local higher educational and vocational institutions to house a high-tech training facility on
campus. This will create a pipeline for frontline employees to fill jobs at HART and throughout
the region.
Hillsborough Transit Authority FY24 Budget Book 76
30 YEAR FINANCIAL PLAN
In addition to the TDP 10-year plan, HART has developed a 30-year long-term financial plan
and financial model to guide HARTs funding and policy decisions.
Hillsborough Transit Authority FY24 Budget Book 77
PERFORMANCE SCORECARD
For FY24 HART will use a balanced scorecard to measure performance. The balanced scorecard
is a performance metric tool developed by the Chiefs to control various functions and the
resulting outcomes. These goals are shared with departments who use the scorecard to identify
department goals that help achieve the results of the scorecard. Department goals contain action
plans and strategies that approved by their division chief and presented to the CEO.
An important objective of the scorecard is to share with employees and stakeholders how HART
is performing each quarter of the year in achieving its goals and outcomes. Another is to increase
the understanding about contributions to organizational performance for every member of the
workforce in ways they may not have ordinarily considered.
The scorecard provides measures of performance in each of HART’s four key areas of focus:
1. Customer Experience
2. Community Value
3. Employee Success
4. Financial Performance
Each of the four key areas of focus have a corresponding weighted index contained within the
scorecard. Weighting values are reflective of importance to HART’s overall health and success.
The index weightings total 100 points. Metrics within each index are also weighted based on
their contribution to the realization of the goals.
Each quarter of the fiscal year, the scorecards will be tabulated and results analyzed.
Management, employees, the Board, customers, and community stakeholders will
all be able to see how HART is performing with respect to goals identified as meaningful to
building a culture of excellence. On the following two pages are examples of the FY2024
Performance Scorecard and goal with milestones and the action plan for a goal.
Hillsborough Transit Authority FY24 Budget Book 78
Hillsborough Transit Authority FY24 Budget Book 79
EXAMPLE OF A GOAL ACTION PLAN
Hillsborough Transit Authority FY24 Budget Book 80
-•
HART FY2024
ADOPTED
OPERATING
AND
CAPITAL
BUDGETS
I CUSTOMER
EXPER
IEN
CE
ON
TIME
PERFORMANCE
-
BUS
OPERATIONS
OW
N
ER
Operations
TEAM
Co
mmuni
ca
t ion
s&
Mar
ke
ting,
Co
mmu
nity
En
gag
ement ,
Se
rv
i
ce
Develo
pm
ent
Q1 MILESTONE
Q2 MILESTONE
Q3
M I
LE
STONE
Q4 M IL
ES
TONE
W i
ll
m
eas
ure how closely rout
es
operate
to
schedule to ensure cust omers arrived
on t ime
and
are able t o
co
nne
ct
t o ot her routes on t ime. Goal: Bu
ses
w ill arri
ve
at
sc
hed ul
ed
t ime
po
ints no more
th
an 1 minute
ea
rly or 5 minut e-s late -
77
%
or
be
tt
er.
• Track arrival tim
es
to
sc
h
ed
ul
es
t ime
po
ints
and
evaluat e fa
ct
or
a
ff
e
ct
i
ng
timely arrivals_
•
Ro
ut
es
w i
ll
be adjust ed
by
mark-up
as
a r
es
ult of on-t ime
performance
da
t a.
•
Co
nd uct bi-weekly markup review m
ee
t ings.
• Devel
op
int ernal c
om
muni
ca
t ion c
am
pai
gn
.
• Devel
op
ext er
na
l comm
un
i
ca
tion
ca
mpaign.
• Track arrival t im
es
to
sc
h
ed
ul
es
t ime
po
ints
and
evaluate factor
a
ff
e
ct
i
ng
timely arrivals.
•
Ro
ut
es
w ill be adjust ed
by
mark-up
as
a r
es
ult of o n-t ime
pe
rf
or
mance data.
• Impleme
nt
markup
fo
r appr
op
riat e route e
nh
an
ce
men ts t o improve
on-
tim
e pe
rf
o
rm
an
ce
.
• Update and implement int erna
l/
exte
rna
l communi
ca
t ion
campaign
• Cond uct bi-weekly markup review m
ee
t i
ngs
.
• Track arrival t im
es
to
sc
hed ul
es
t ime
po
ints
and
evaluate fa
ct
or
a
ff
e
ct
i
ng
timely arrivals.
• Cond uct bi-weekly markup review meeti
ngs
.
•
Ro
ut
es
w i
ll
be adjust ed
by
mark-up
as
a r
es
ult of on-t ime
performance dat a.
• Impleme
nt
markup
fo
r appro priat e route enhancements t o improve
on-
ti
me pe
rf
o
rm
an
ce
.
• Update and implement int erna
l/
exte
rn
al communi
ca
t ion campai
gn
• Track arrival t im
es
to
sc
he
du
les t ime
po
ints
and
evaluate fa
ct
or
a
ff
ecti
ng
timely arrivals.
•
Ro
ut
es
w ill be adjust ed
by
mark-up
as
a r
es
ult of o n-t ime
pe
rf
o
rm
ance data.
• Implement markup
fo
r appro priat e route enhan
ce
ments t o improve
on-
ti
me pe
rf
o
rm
ance.
• Update and implement int erna
l/
exte
rna
l communi
ca
t ion
ca
mpai
gn
.
• Cond uct bi-weekly markup review meeti
ngs
.
SECTION IV - DIVISIONS
OVERVIEW
This section discusses the functions, responsibilities, and goals of each division and the
departments under those divisions within the Authority. This includes detailed expenses, function
charts, and position charts. It also includes goals and prior year accomplishments.
EXECUTIVE DIVISION
The Executive Division reports to the Chief Executive Officer.
The Chief Executive Officer (CEO) works under authority granted by the Board of Directors to
lead, manage, and direct the Hillsborough Transit Authority (HART), ensure program and fiscal
accountability, and legal compliance, implement HART Board goals, and principally represent
the HART in all its dealings.
The CEO leads, administers, directs, oversees, and evaluates the activities and operations of
Hillsborough Transit Authority including the Bus, Rail, administrative Departments/Offices, and
all other Agency programs and functional areas; coordinates services and activities between
departments/offices and with outside agencies; and provides highly responsible and complex
administrative support to the Hillsborough Transit Authority Board of Directors.
The CEO assumes full responsibility for directing the activities of the Agency and is accountable
to the Board of Directors for the overall performance of the Agency in carrying out Hillsborough
Transit Authority’s mission. This position is responsible for developing an organizational culture
and leading the agency’s senior management team. This position provides policy guidance,
advice, and counsel to the Hillsborough Transit Authority Board of Directors regarding strategic
policy and problem solving and assumes responsibility for implementing policy decisions made
by the Hillsborough Transit Authority Board of Directors.
The direct reports for the CEO include Division Chiefs, the Executive Office and Board Support,
and Legal department.
Hillsborough Transit Authority FY24 Budget Book 81
DIVISION STAFFING
DIVISION FINANCES
Changes have been made to the organizational structure due to changes in leadership. Many
departments have been added, removed, or moved between divisions. This is why some of the
departments have no budget in different years.
Executive Office
Dept Name FY22
Actual
FY23
Budget
Adopted Budget
FY24 vs
FY24 FY23
Budget Budget
Variance
% of
Budget
Chief Administration Officer $22,739
Chief Capital Development Office $101,554
Chief Customer Experience Office $367,658
Chief Financial Office $478,706
Chief Legal & General Counsel Office $0
Chief Operating Officer $373,491
Chief of Safety $0
Executive Office $768,304
Legal Staff/Gen Counsel/Labor Attorney $1,076,049
Office of Board Support $0
Legal/Risk Worker's Compensation $744,491
Total Operations $3,932,992
$330,710
$245,616
$262,685
$386,124
$328,077
$514,878
$0
$747,872
$1,723,707
$0
$841,780
$5,381,449
$225,074 ($105,636)
$0 ($245,616)
$0 ($262,685)
$390,414 $4,290
$0 ($328,077)
$318,771 ($196,106)
$266,008 $266,008
$638,643 ($109,228)
$1,680,457 ($43,250)
$403,707 $403,707
$709,486 ($132,294)
$4,632,561 ‐$748,888
4.9%
0.0%
0.0%
8.4%
0.0%
6.9%
5.7%
13.8%
36.3%
8.7%
15.3%
100.0%
I I I
Hillsborough Transit Authority FY24 Budget Book 82
...
...
FY2024 ADOPTED OPERATING
AND
...
...
CAPITAL BUDGETS
----_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-_-
___
_
Chief Executive
C
CEO
09/30/2023
I
Officer
-
Interim
Chief Operations Officer
Ex
ec
uti
ve
Office & Board
Support
(3)
Chief Financial Officer
Legal
Services
(8)
Ch
ief
of
Safety Chief Administrative Officer
Hillsborough Transit Authority FY24 Budget Book 83
Executive Division
FY22
Actual
FY23
Budget
Adopted Budget
FY24
Budget
FY24 vs
FY23
Budget
Variance
% of
Variance
SalariesandWages$1,931,599$3,100,469$1,735,277($1,365,191) ‐44.0%
FringeBenefitsSalaries/Wages$799,801$498,491$364,716($133,775) ‐26.8%
SUB‐TOTALPERSONNELCOSTS$2,731,400$3,598,960$2,099,993($1,498,966)‐41.6%
OperationalContractServices$0$0$165,900$165,900 0.0%
PartsandSupplies$0$3,129$315,000$311,871 9967.1%
InsuranceCosts$691,346$816,780$615,524($201,256) ‐24.6%
AdministrativeOther$195,484$334,139$374,137$39,998 12.0%
AdministrativeContractServices$9,150$34,086$578,044$543,958 1595.8%
LegalServices$322,620$925,065$478,963($446,102) ‐48.2%
MarketingandPrinting$5,731$0$5,000$5,000 0.0%
TOTALOPERATINGEXPENSES$3,955,732$5,712,159$4,632,561($1,079,598) ‐18.9%
The following two pie charts show expenses for the executive departments. The first chart is by
the departments and the second chart is by category of expense.
...
HAD•T
FY2024 ADOPTED OPERATING
AND
r,,
""
CAPITAL BUDGETS
------
Legal
Staff/General
Counsel/ Labor
Attorney
$1,680,457
Executive
Office
$638,643
Chief
of
Safety
$266,008
Office
of
Board Support
$403,707
Chief Administration
Officer $225,074
---
Chief Financial Office
$390,414
~
Chief Operating Officer
$318,771
$709,486
Worker's Compensation
Executive Division
Executive Departments
EXECUTIVE DEPARTMENTS:
EXECUTIVE OFFICE, GOVERNMENT RELATIONS, & BOARD SUPPORT
The Office of the Chief Executive Officer is responsible for the performance of the bus, streetcar
and paratransit systems.
All Board of Directors functions are supported by the Executive Office, including the agenda
development process and distribution of meeting agenda items, minutes, and meeting logistics.
On an annual basis, the HART Board of Directors approves the fiscal year budget, strategic
initiatives and Transit Development Plan (TDP).
Other specific responsibilities of the Executive Office include:
Strategic management initiatives
Policy development and assessment
Agency-wide rule conformance
Planning, identification and review of capital facility and equipment requirements
Contract administration monitoring
Hillsborough Transit Authority FY24 Budget Book 84
EXECUTIVE
DIVISION
Marketing
and Printing
$5,000
~
Administrative
Other
$374,137
,716
Operational Contract
Services $165,900
---
Parts and Supplies
$315,000
Salaries and Wages $1,735,277
Administrative Contract
Services $578,044 Insurance Costs $615,524
Fringe Benefits $364,716
Legal Services $478,963
Review of the operating and capital budgets
Development and monitoring of both short and long-range plans
Organizational assessments
Media relations
Internal communications
Promoting transit use
Management of public records requests
Government Relations
Government Relations is responsible for monitoring, analyzing, and responding to legislative and
executive initiatives which may affect HART or its goals and policies. Government Relations
maintains an active presence at all levels of government to ensure that HART's interests are well
represented in these various forums. Currently key members of staff work with a consultant on
Government Relation activities. No staff is directly assigned.
Priorities:
1. Collaborate with the HART’s Leadership Team on formation of HART’s position on
program development and opportunities contained in any legislation designed to enhance
HART’s current programs, as well as assist the Agency in securing additional funding.
2. Monitor legislative and executive initiatives which may affect HART or its goals and
policies, and communicate such findings to HART;
3. Advocate HART’s interests and legislative priorities before the Legislature, the Cabinet,
executive and regional federal agencies of Florida;
4. Represent HART to various business and civic organizations to enhance the image of
the Authority; coordinates public relations activities to enhance the image of the
Authority among government agencies, the business community and the general
public.
5. Make congressional visits to Tallahassee during Legislative Sessions, takes the lead in
presenting issues and represents HART’s interests throughout the meetings.
6. Provide advice and research relating to issues important to HART’s governmental
relations and suggest strategies for implementation of policy direction
Board Support
The purpose of the Board Support Office is to oversee and manage all Board-related matters,
such as Board policies, rules of procedure, appointments to various entities and other Boards.
Board Support Office ensures that meetings are held in accordance with the open meeting Florida
and Robert’s Rules of Order. The Office is a keeper of the Agency's records, including Board
Resolutions and meeting minutes. The Department of Board Support also manages the Agency’s
Public Records Program, Enterprise Document Control library, and records retention.
Hillsborough Transit Authority FY24 Budget Book 85
Goals:
Department Goal Measurement Organizational Goal
Ensure that all HART and THS
Board documents are filed
internally and posted on Sharepoint
CONNECT within 3 business da
y
s.
3 business days from
meeting date
Employee Success
Ensure that the information
contained in the Committee and
Board packets is accurate and
reflects the most current data, and
release the packets in a timely
manner in accordance with HART
Board polic
y
Release the meeting
packets no later than 5
days before the
meeting date.
Customer Experience
Ensure that all presentations and
approved meeting minutes are
uploaded to the website within one
b
usiness da
y
of the meetin
g
1 business day from
meeting date.
Customer Experience
Postal Management and
Administration of Incoming and
Outgoing Mail
Ensure that all
incoming and
outgoing mail is
processed and
distributed every
b
usiness da
y
.
Employee Success
Financial Performance
Disposal of Records in accordance
with the Florida State Disposition
Schedule
Dispose of records
expiring Fiscal Year
2023 before end of
calendar
y
ear 2023
Financial Performance
Audit Archives Identify 75 boxes from
off-site Archive that
have missing
informatio
n
Financial Performance
Audit Enterprise Document Control
Library
Collaborate with all
Departments to review
The Enterprise SOPs
for relevance and
accurac
y
.
Employee Success
Customer Experience
Digitization of Agency Records Establish project, set
goals for
implementation for
FY2025.
Employee Success
Financial Performance
Redesign document control to
improve efficiency and allow for
b
etter transparenc
y
Redesign a recording
system for all SOPs
Employee Success
Financial Performance
Hillsborough Transit Authority FY24 Budget Book 86
Department Goal (Cont.) Measurement Organizational Goal
Provide Records Retention training. Meet with HR to
incorporate records
retention training in
New Hire orientation
process.
Collaborate with
Florida Department
of State to provide
refresher trainings to
existin
g
emplo
y
ees.
Employee Success
Meet the Organizational goal for
Community Involvement volunteer
hours.
Four hours per fiscal
year quarter.
Employee Success
Meet the Organizational goal for
employee engagement and wellness
program events.
Three events per
quarter.
Employee Success
Track Budget to stay within the
YTD percentage spending vs
budgeted.
Bimonthly meetings to
ensure dept is within
YTD %.
Review invoices
monthly for anomalies
and outlier expenses
Review orders for
fiscal responsibilities.
Financial Performance
Provide support for SeeClickFix
portal by mailing out requested
documentation for customers.
Complete request
within five business
days.
Community Value
Customer Experience
Respond to Public Records
requests.
75% of clarified
requests answered
within five da
y
s.
Community Value
Customer Experience
Prior Year Achievements:
Records Retention
o Audit – reviewed database and identified records still in off-site storage, records ready for
disposal, and records in the database requiring more information
Hillsborough Transit Authority FY24 Budget Book 87
o Disposal of records – disposed of records from 2016-2022 that equated to 25% of the cubic
feet in offsite storage facility which equated to 25% monthly savings. Records were
disposed to ensure compliance with the Florida State guidelines.
Accepted transitioning of the Agency-wide Public Records System, and maintained the records
response rate.
Ensured all HART and THS Board documents were filed internally and posted on the public-
facing websites. Maintained accurate and timely records on the public facing webpages.
Per requests from the Board members and in response to one of the recommendations from
David Adams on HART’s systemic issues, staff developed and activated the contact form that
allows to submit comments/questions to the HART Board of Directors from the HART website
at About HART Team | HART (gohart.org). This form is an additional communications tool
available for customers and members of the public to communicate with the HART Board of
Directors, reporting any issues or concerns. The customer comments would be sent directly to
the Board members’ email addresses.
Streamlined meeting calendars for upcoming calendar year for Tampa Historic Streetcar Board
and ADA Accessibility Committee to allow for better staff coverage and participation for
physical quorum to meet the needs and requests. in response to previous requests from the
Board and to be consistent with practices of other Government Agencies, staff received
approval for meeting schedules across all Boards and Committees for the upcoming calendar
year.
Collaborated with HART Board Chair to fill HART Board Committee vacancies and
distributed appointment letters. These appointments afforded thorough review of action items
before final approval by the full Board of Directors as well as gathering multiple perspectives
from the community leaders.
Provided support for SeeClickFix portal by mailing out requested documentation for interested
parties within three days.
Provided assistance across the Agency by managing travel arrangements for the members of
the HART Board of Directors and HART Executive and Leadership Team, in accordance with
the HART travel policy.
Ensured that all incoming and outgoing mail is processed and distributed every business day.
Closed the fiscal year 2023 12% under budget for overhead agency wide contracts. Over 30%
of existing POs were closed with 50% of those POs from prior fiscal years. Contacted vendors
Hillsborough Transit Authority FY24 Budget Book 88
during budgeting process to inquire about possible increases for necessary expenses such as
parking. Review and processed monthly invoices for Agency wide contracts to ensure fiscal
responsibility on flexible expenses.
In collaboration with IT, upgraded devices in the Ybor Boardroom for Board Members to be
better equipped to follow the presentations and information provided by staff during the
meetings to make informed educated decisions.
Managed Agency wide contracts for parking, multifunctional devices, office supplies, mailing
services, records management, and more to ensure that the Agency was best equipped to aid in
the vision.
Collaborated with budgeting staff to ensure that an audio-visual equipment upgrade was
included in the capital 2024 budget for better transparency and record keeping for the
community and HART.
LEGAL & RISK
HART’s in-house Legal team is comprised of the Director of Legal Services, Deputy Attorney,
Litigation Staff Attorney, and two Paralegals. The focus of the Legal department is general
liability claims arising from personal injury and property damage, some employment and labor
litigation and advanced legal and administrative functions in the areas of contracts, policy &
procedures. The team works diligently to evaluate risks of exposure, anticipated outcomes,
negotiate favorable agreements and provide sound legal advice.
HART’s Risk Management team coordinates and monitors the claims function for general
liability, vehicle liability and property insurance programs. This department works with a third-
party administrator for the workers compensation program from notice of injury, medical
treatment, light duty potential and scheduling through the conclusion of claims. In addition to our
self-insured programs, the Risk Department also procures all insurance coverage for the agency,
including excess workers’ compensation, cyber, crime, pollution, employment practice and
public officials, property and inland marine policies. This department works in conjunction with
Operations, Safety and Training to develop and implement accident prevention and loss control
methods and procedures. The Risk Management Department ensures that subrogation
opportunities are fully developed and the recovery funds from HART’s insurers have been
received to reduce our liabilities within our self-insured programs.
Hillsborough Transit Authority FY24 Budget Book 89
Legal Performance Measures:
Litigation management
Contract Quantity/Quality
Budget vs. Actual spending
Risk Management’s Performance Measures:
Loss Ratio
Claim Duration
Cost per Claim
Claim Closure rate
Legal and Risk Management’s Accomplishments:
Successfully paved the road for Florida Transit Agencies in securing a waiver from
Florida’s Public Employees Relations Commission which allowed the millions of federal
funding to HART and other Florida transit agencies
Completed the transfer of all claims to the new contracted third-party administrator.
Restructured claims management/oversight responsibilities.
Renegotiated TPA contract to remove a 27% subrogation fee charged on all HART
recoveries.
Experienced a 61% ($690,958.05) reduction in liability claim reserves since
September 30, 2022.
Experienced a 33% ($226,851.34) reduction in WC claim reserves since
September 30, 2022.
Goals:
Department Goal Measurement Organizational Goal
Reduce open liability claims by
5%
Increase Subrogation Recoveries
over last
y
ea
r
by
5%
Liability claims and
subrogation recoveries are
collected and reported
each month
Community Value
Customer Experience
Financial Performance
Track the number of new cases
and assignments received by the
le
g
al department
Track to develop a
baseline for future
measurement
Financial Performance
Increase the number of contracts
reviewed and track timeliness of
the reviews. Increasing the
number of contracts while
reducing the time will be a
measurement of efficiency for
future
y
ear
g
oals.
Track to develop a
baseline for future
measurement
Financial Performance
Hillsborough Transit Authority FY24 Budget Book 90
OPERATIONS DIVISION
The Operations Division reports to the Chief Operations Officer (COO). The COO reports
directly to the CEO and plays a critical role as a collaborator and connector across functional
departments to deliver an exceptional end-to-end customer experience. With direct oversight
over Operations, Fleet Maintenance, Facility Maintenance, Streetcar, and Planning and
Scheduling activities, the COO is empowered to transform service delivery into a truly customer-
centric operation. The COO has direct oversight of 67% of the agency budget and 87% of the
personnel.
DIVISION STAFFING
Hillsborough Transit Authority FY24 Budget Book 91
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
Interim Director
of
Fleet
Maintenance
Technical Support
Serv
ic
es
(2)
.'Uset Management &
Inventory
(10)
Fleet Maintenance
(95-1
temp)
DirectorofFacilities
!v
laintenance
Facilities Maintenance
(48)
ChiefOperations Officer Office Manager
Directorof Transportation Administrative
Assistant
Manager
of
Logistics &
Transit Supenision
(36)
Manager of Van
Transportation
(104)
Manager
of
Bus
Operations
(340)
Manager
of Customer
Service
(22)
Paratransit (5)
Director of Planning and
Service Development
Planning and Scheduling
(6)
CustomerService ( 1
6)
COO OFFICE -
09/30/2023
Director
of
Streetcar
Operations
Manager
of
Streetcar
Operations
Streetcar Operators
(
18
)
Streetcar Maintenance
(13)
Hillsborough Transit Authority FY24 Budget Book 92
DIVISION FINANCES
Dept Name FY22 Actual FY23 Budget FY24 Budget
FY24 vs FY23
Budget
V
ariance
% of
Budget
Communications$7,991 $156,052 $0 (156,052) 0.0%
AdminGov'tAffairs&PublicRelations $162,376 $290,576 $246,195 (44,381) 0.3%
ParatransitAdministration$1,304,749 $1,933,636 $1,948,667 15,0312.7%
ParatransitOperators$6,189,367 $6,861,945 $7,545,824 683,87910.4%
ServicePlanningAdmin $378,714 $928,357 $538,181 (390,176) 0.7%
StreetcarAdvertising$52,575 $57,500 $57,500 00.1%
SvcImplementationBusSchedulers$237,964 $257,116 $616,789 359,6730.9%
SvcPlanningPara/FlexService‐ $35,602 $140,344 $0 (140,344) 0.0%
Fuel,Fluid&ExciseTax‐Paratransit $1,082,337 $1,111,970 $1,056,122 (55,848) 1.5%
FacilityMai ntBldg/Grounds$2,934,574 $3,178,097 $3,733,518 555,4215.2%
FacilityRouteMaintPassenger$604,670 $821,848 $880,692 58,8441.2%
FaciltyAdmPassengerAmenities$585,661 $538,910 $570,945 32,0350.8%
Fuel,Fluid&ExciseTax‐Bus(032): $4,608,616 $6,657,179 $4,281,632 (2,375,547) 5.9%
TiresLeased‐Bus$408,981 $685,979 $523,091 (162,888) 0.7%
TiresLeased‐Paratransit$1,228,201 $1,538,660 $1,471,189 (67,471) 2.0%
VehMaintAdministration$1,253,046 $1,369,521 $1,434,133 64,6122.0%
VehMaintBusFleetMechanics $5,363,146 $6,795,678 $6,930,263 134,5859.6%
VehMaintElectronic&$488,036 $583,957 $603,415 19,4580.8%
VehMaintFlexService $0 $18,443 $10,000 (8,443) 0.0%
VehMaintInventoryCtrl/Materials$640,295 $734,241 $777,696 43,4551.1%
VehMaintNon‐Revenue$49,353 $85,370 $147,491 62,1210.2%
VehMaintPaint&Body$347,749 $615,756 $482,306 (133,449) 0.7%
VehMaintServicing&Cleaning$1,592,959 $1,939,466 $1,906,712 (32,755) 2.6%
StreetcarOperationsAdmin( $272,335 $279,739 $313,341 33,6020.4%
StreetcarBldgMaintFacilities$347,935 $409,374 $394,017 (15,357) 0.5%
StreetcarAdminMai nte nance$243,600 $169,844 $219,467 49,6230.3%
StreetcarMaintMechanic/Paint&$456,680 $545,815 $585,151 39,3370.8%
StreetcarMaintServicing/Cleaning$185,344 $186,189 $211,216 25,0280.3%
StreetcarOperators/Motorman $1,030,277 $1,311,868 $1,383,438 71,5701.9%
BusOperationsAdministration$604,063 $2,186,082 $1,800,472 (385,610) 2.5%
BusTransitOperationsControllers$2,053,034 $1,926,265 $2,013,816 87,5512.8%
BusTransitOperators$25,052,025 $29,600,734 $26,323,843 (3,276,891) 36.4%
BusTransitSupervisors$2,168,615 $1,980,517 $2,033,295 52,7782.8%
CustomerService‐Telephone$949,815 $1,096,250 $1,254,080 157,8301.7%
TOTALOPERATINGEXPENSES $62,920,687 $76,993,276 $72,294,500 (4,698,776) 100%
Operations Division
Adopted Budget
OPERATIONS DIVISION
Salaries
$45,849,431 Fringe Benefits
$10,227,873
Parts and Supplies
$5,694,496
Fuel and Oil
$4,969,632
Operational Contract
Services
Taxes and Fees $3,788,388
$261,698 Administrative Other
$209,257
Marketing and Printing
$58,485 Utilities Administrative Contract
Legal Services
$838,120 Services $382,826
$14,294
Hillsborough Transit Authority FY24 Budget Book 93
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
Operations Division
Expenses FY22Actual
FY23
Budget
FY24
Budget Budget Variance
Sa
lari
es
and
Wages
I
Fr
i
nge
Benefits
Sa
laries/Wages
$35,371,796
$14,833,080
$48
,194,432
$10
,168,382
$45,849,431
$10
,227,873
($2,345,002)
$59,491
-4
.9%1
0.6%1
I I
I
SUS-TOTAL
PERSONN
El
COSTS $50,204,876 $58,362,814 $56,
on
,304 ($2,285,510) -3.9%1
I Operationa l Contract Services $1,373,983 $3,698,939 $3,788,388 $89,449 ~ 2.4%1
I Parts
and
Supp
li
es
$4,295,431 $5,512,857 $5,694,496 $181,639 3.3%1
I insurance Costs $144,807 $232,000
$0
($232,000) -100.0%1
I Fue l and
Oi
l $5,416,
n2
$7,302,603 $4,969,632 $4,969,632 68.1%1
I Administrat ive
Other
$160,491 $284,381 $209,257 {$75,124) -26.4%1
I Administrat ive Contract Services $332,050 $455,575 $382,826 ($72,749) -16.0 %1
I
Lega
l Services $11,454 $14,
294
$14,294
$0
0.0%1
I utiliti
es
$754,102 $710,980 $838,120 $127,140 17.9%1
[
Market
i
ng
and Printi
ng
$53,969 $61,800 $58,485 ($3,315) -5.4%1
I Taxes
and
Fees $172,751 $357,033 $261,698 ($95,335) -26.7%1
I TOTAL OPERATING EXPENSES $62,920,687
I •
net
of
emp
loyee contribution for healthcare premiums
$76,993,276 $72,294,500
($4
,698,
n6)
-6.1
%1
I
FY24 vs FY23 % of variance
Adopted
Budget
OPERATIONS DEPARTMENTS Admin Gov't Affairs &
Public Relations $246,195
Bus Operations Service Planning
Administration $1,154,970
Paratransit $12,021,802
$32,171,426
Facility Maint
Veh Maint Administration Bldg/Grounds $9,989,878
$12,292,017
Streetcar Operations
$3,164,131
Customer Service‐
Telephone $1,254,080
TRANSPORTATION
The Transportation Department is a critical component of our organization, serving a diverse
population of over 1.4 million residents in Tampa, Temple Terrace, and various unincorporated
areas within a vast 1,243 square mile service area. Our core mission is to take people to places
that enhance their lives, aligning with HART's overarching vision of becoming the highest
customer-ranked mobility provider in the Tampa Bay region. This division is structured by three
core departments: Fixed-Route Bus Service, Paratransit Division, and Customer Service. It plays
a vital role in enhancing mobility and accessibility, ensuring that the residents of Hillsborough
County can access education, employment, healthcare, and various essential services while
contributing to a sustainable and eco-friendly transportation ecosystem.
Key Functions:
1. Daily Route Operations and Enhancement: The Transportation Division is responsible
for the day-to-day execution of bus operations, including assigning buses to operators and
routes, ensuring punctual performance, and maintaining desired schedule frequencies. It
actively manages and optimizes routes to enhance daily operational efficiencies and
convenience for the community, effectively implementing the short-term plans derived
from long-term strategies by the Service Planning Division.
Hillsborough Transit Authority FY24 Budget Book 94
2. Community Accessibility & Inclusive Transportation: Providing inclusive and
accessible transportation services, such as paratransit, to individuals with disabilities
ensuring that everyone in the community can access transportation.
3. Real-time Communication: Managing a centralized Operations Control Center that
coordinates real-time communication with operators and supervisors to respond to
incidents, detours, and other operational challenges.
4. Customer Support: Providing comprehensive customer support to assist passengers
with inquiries, feedback, and trip bookings.
5. Daily Safety Oversight and Operator Support: The Transportation Division is
dedicated to ensuring day-to-day safety and well-being within the transportation system.
This involves providing consistent supervision, mentoring and coaching for operators to
maintain a safe environment. While comprehensive training is conducted by the
dedicated Safety Division, the Transportation Division plays a pivotal role in the
continuous enforcement of safety protocols and support for operators to ensure safe daily
operations.
6. Sustainability: Promoting eco-friendly and sustainable transportation options to align
with HART's goals of being financially sustainable and environmentally responsible.
7. Continuous Improvement: Embracing a culture of continuous service improvement
through data-driven approaches, technology enhancements, and customer feedback
analysis.
Fixed-Route Bus Service
Our Fixed-Route Bus Service forms the backbone of our transportation network, with a fleet of
more than 132 buses traversing more than 30 routes seven days a week, including holidays. The
dedicated bus operators are the lifeblood of our organization, ensuring that the citizens of
Hillsborough County have access to essential destinations and services. Each of our 340 bus
operators is a professional with a CDL class "B" license and air-brake endorsements, highly
trained in various aspects to deliver a safe and seamless passenger experience.
In line with the highest safety and security standards, our operators receive comprehensive
training, totaling over 350 hours of combined classroom and behind-the-wheel instruction. This
rigorous preparation equips them with the skills to navigate heavy-duty vehicles, operate fare-
box systems, and manage the intricacies of the HART System. Furthermore, our operators are
well-versed in ADA (Americans with Disabilities) protocols, ensuring that passengers with
unique mobility needs are provided the assistance they require.
The Bus Operations department doesn't operate in isolation; it thrives on the guidance of 36
transportation supervisors and two transportation managers. These leaders provide the necessary
support and tools for our bus operators to run an efficient fixed-route daily service.
Hillsborough Transit Authority FY24 Budget Book 95
Within this department, several vital functions contribute to our operational success. Dispatch,
radio, and scheduling, based in a centralized location within our Operations Control Center,
facilitate seamless communication, not only among bus operators but also with paratransit
operators and streetcar motormen. The Operations Control Center is the hub of real-time
communication, serving as the focal point for all operational needs. Additionally, our dedicated
road supervisors provide hands-on assistance throughout the region. They swiftly respond to
detours, vehicle collisions, mechanical issues, and customer disputes, ensuring that our service
remains reliable, efficient, and safe. This holistic approach to Fixed-Route Bus Service
exemplifies our commitment to delivering transportation that enriches the lives of Hillsborough
County's residents.
HARTPlus Paratransit Service
At HART, our HARTPlus Paratransit service takes pride in delivering a robust paratransit
service designed to be inclusive and accessible, meeting the diverse transportation needs of our
community. With a highly skilled team of 100 operators, a manager, and a fleet of 83 vehicles,
we provide reliable and personalized transit solutions, ensuring that residents with unique
mobility requirements can access transportation services seamlessly.
What sets our service apart is the commitment to inclusivity. We extend our service area up to a
mile and a half beyond the reach of conventional bus services, ensuring that even those residing
in remote or underserved locations have access to transportation. This extension serves as a
testament to our recognition of the diverse needs of our community and a dedication to leaving
no one behind.
Operating seven days a week, including holidays, we understand that reliable transportation is
not a luxury but a crucial aspect of daily life. Whether it's a weekday commute, a need medical
appointment, a weekend outing, or a holiday event, our paratransit service stands ready to meet
the needs of our residents. It's more than mere convenience; it's a lifeline for individuals with
disabilities or special needs.
Our team of dedicated drivers is at the heart of this service, ensuring that every journey is not
only safe but also comfortable. Their commitment to passenger well-being is unwavering,
making the experience for all passengers exceptional.
This detailed and comprehensive paratransit service stands as a cornerstone of our commitment
to community well-being. By extending our service area, operating seven days a week, and
maintaining a substantial fleet, we aim to make transportation an accessible and reliable aspect of
everyday life for everyone in our community. This information is presented transparently in our
budget book, demonstrating our unwavering dedication to providing a vital public service that
enriches the lives of all residents in Hillsborough County.
Hillsborough Transit Authority FY24 Budget Book 96
Customer Service and Paratransit Eligibility
The Customer Service and Paratransit Eligibility Team is an indispensable part of our
organization, playing a vital role in ensuring seamless transportation services for our community.
Committed to excellence, our call center serves as a crucial link between HART and our riders,
acting as a liaison to the community to ensure their transportation needs are met. Our 15
dedicated customer service representatives, under the guidance of a customer service supervisor,
and a manager are the voice of our customers. They address concerns, facilitate feedback, and
provide essential support, from assisting first-time riders with route familiarization to offering
real-time bus ETA information, explaining policies and procedures, and managing customer
feedback. Beyond these responsibilities, they take a proactive role in our community by assisting
in paratransit trip bookings for individuals with disabilities and diligently log and track
complaints, commendations, and public comments to continuously enhance customer service and
support. They are dedicated to understanding and navigating the challenges our riders may face,
offering assistance and explanations even in difficult situations. They stand up for our customers,
advocating for their needs and providing a comforting presence, thus improving paratransit
services and accessibility.
The Paratransit Eligibility Team, comprising two Paratransit Program Coordinators and a Travel
Trainer, is responsible for interviewing approximately 100 customers monthly to determine
HARTPlus eligibility, providing vital door-to-door transportation assistance to those with
disabilities. Moreover, the Travel Trainer works with students with cognitive disabilities and
seniors, empowering them to ride local routes independently, enriching their lives while
streamlining complaint resolution and feedback handling for efficient service improvement. This
not only enhances their mobility but also enriches their lives.
Key Performance Metrics
Tracking HART trips allows us the ability to measure our performance and allow us to provide
the best service to our customers.
In FY23 HART Fixed-route buses took 537,970 trips, completing 99.70%, with an average of
44,831 per month.
Hillsborough Transit Authority FY24 Budget Book 97
Goals:
Department Goal Measurement Organizational Goal
Provided training to employees 10 hours of training per
emplo
y
ee
Employee Success
Managed and monitored budget 2% under budget Financial Performance
Fixed Route on time performance > 77% Customer Experience
Hillsborough Transit Authority FY24 Budget Book 98
Prior Year Achievements:
Paratransit FY2022 total ridership stood at 184,771, and it's noteworthy that in FY2023,
we observed a significant 9% increase, with ridership reaching 201,281.
In Fiscal Year 2023, the call center handled a remarkable 208,067 inbound calls, marking
a notable increase compared to the previous year's 195,172 calls. In instances where
customers needed to be placed on hold, they experienced minimal wait times, averaging
just 23 seconds, underlining our dedication to quick and efficient service. The team also
logged 8,583 customer requests, encompassing items that required escalation, complaints,
inquiries, public comments, and service requests. 85% of these requests were closed
within 10 days.
In FY23, due to innovative strategies, and being good stewards of the taxpayers’ dollars,
the transportation team saved 33% of its overall budget as it relates to overtimes for
operators.
Fleet Maintenance
The purpose of the Fleet Maintenance Department is to manage the maintenance and repairs of
rubber-wheeled rolling stock assets. The mission of the Maintenance department is to provide
“Safe, Clean, & Reliable Public Transportation”. The department provides a product and service
that supports all departments. This mission is accomplished through the implementation of our
Fleet Maintenance Plan. The Fleet Maintenance Plan is in compliance, which meets and exceeds
Florida's Department of Transportation Rule-14-90 F.A.C. (Florida Administrative Codes).
The Maintenance department also maintains an effective preventative maintenance program by
utilizing proper management of parts, vehicles, and equipment. The department operates a
proactive maintenance program as opposed to reactive.
Key Functions
The Maintenance department consists of Fleet Maintenance, Inventory Control, Training, and
Technical Services. The maintenance department operates 24 hours a day 7 days a week 365
days per year maintaining 132 fixed route buses, 83 paratransit Cutaway vans, and a diverse fleet
of 67 non-revenue vehicles (NRV) that are used for a variety of functions throughout HART.
The maintenance department is also responsible for proper management of the fleet, this includes
training, TAM program, maintaining asset records in the information system and financial
management of the department. The Maintenance department utilizes the Trapezes' Enterprise
Asset Management (EAM) system to track and document parts and repairs to fleet assets. The
department strives to stay at the 20% spare bus ratio, adjusting the bus fleet as needed for regular
service mark-ups and modifications.
Hillsborough Transit Authority FY24 Budget Book 99
Key Performance Indicators
Mean Distance Between Mechanical Failure - Vehicles meet or exceed 6,000 miles between
mechanical failures each month (System Reliability)
Scheduled Maintenance - Consistently at 100%. Our goal is to maintain a preventative
maintenance on-time compliance above 85% (FTA and FDOT mandate an on-time PM
Compliance no less than 80%)
Fleet Availability - 85% of total fixed route fleet are available for service each day, which
exceeds pull out requirement by 5%
Safety and Security - Installed security cameras at 21st Avenue Maintenance campus for safety
and security control
Goals:
Department Goal Measurement Organizational Goal
Provided Maintenance employees
with proper resources, and
targeted training to improve their
skills
Minimum of 10 hours of
training per employee
tracked quarterly
Employee Success
Managed and monitored budget
general ledger accounts and grant
funding and milestones.
Finish FY2024 2% under
budget
Financial Performance
Ensured the fleet, facilities, and
infrastructure are in a state of
good repair strategically and
systematically
Identify all assets not
meeting the state of good
repair and have all items
evaluated for needs.
Ensure all items are
represented in key
planning documents to
bring items within
standards
Customer Experience
Prior Year Achievements:
Mean Distance Between Failures – March 2023 recorded an average of 6,077 miles
between verified Fixed Route vehicle failure.
Hillsborough Transit Authority FY24 Budget Book 100
Mean Distance Between Major Mechanical Failures – Fixed Route drove 15,312 miles in
April 2023 between verified Major Mechanical Failure.
FY23 Physical Parts Inventory Accuracy 99.9%
FTA & FDOT Preventative Maintenance Compliance
o Fixed Route 100%
o Paratransit 99%
Facility Maintenance
The Facilities Maintenance Department is responsible for the safe operation, cleanliness and
dedicated maintenance of all transit centers, park-n-rides, administrative offices and bus repair
facilities at the Hillsborough Transit Authority. The Facilities Department supports all
departments within the Agency using Preventive maintenance and demand response service
requests, TAMS state of good repair, capital project planning. The Facilities Department is on
call and available 24 hours a day to provide emergency service and repair for all buildings,
structures and equipment. Facilities provides daily service and repair for employees and the
general public requesting service throughout the County. The service requests we receive include
repair and installation of equipment, building maintenance and repair, shelter and bus stop
amenities installation and repair, mechanical, electrical and plumbing repairs including all types
of maintenance support for the agency’s buildings and equipment. The buildings maintained
include our HART Administrative and Streetcar Facility, HART Operations Maintenance and
PM Facility, six (6) Transit Centers and nine (9) Park-n-ride lots located throughout
Hillsborough County. In addition to HART staff, we use outside contractors and vendors to
support building and property related maintenance as required.
The Facilities Maintenance Department also oversees capital assets, related acquisitions,
installations and rehabilitations.
The Facilities Maintenance Department oversight includes but is not limited to:
The maintenance and repair of over 2,250 bus stops, 651 bus shelters and 850 benches
using an internal staff of 14 people and an advertising sub-contractor.
The installation of bus stop shelters, benches and landing pads that meet or exceed
current ADA guidelines.
All regulatory requirements for the handling and disposal of hazardous and non-
hazardous waste.
Permitting and code compliance for new construction projects and installations.
General maintenance and routine repair for the agency’s locations.
Support, maintenance and repair of all shop equipment located at our HM and PM
Facility.
Hillsborough Transit Authority FY24 Budget Book 101
Assist with the new construction projects, acquisition and repair of equipment, facilities
and capital assets to support the agencies operations.
Rehab and renovation of existing structures and equipment.
Expedite repairs that are Safety related.
Landscaping contractor maintains all buildings, transit centers and other various locations
within the county.
Contractor maintains the Operations and Maintenance for the Compressed Natural Gas
station.
Department Priorities:
The reduction of see click fix requests.
The monthly completion of preventive and reactive maintenance requests.
The timely completion of service requests.
The implementation of sustainable and energy efficient practices that reduce costs, create
a smaller environmental footprint and improve indoor air quality
Goals:
Department Goal Measurement Organizational Goal
To set effective maintenance
goals that will reduce reactive
maintenance and implement a
robust preventive maintenance
pro
g
ram
Tracked number of on-
demand work orders
compared to the amount of
preventative maintenance
work orders
Customer Experience
Financial Performance
Maintain safe and secure
facilities that are well lit and free
of hazards and are more cost
effective b
y
preventin
g
accidents
Reduce the number of
workers compensation
cases and safety
complaints
Customer Experience
Employee Success
To remain fiscally responsible
and stay within budget
constraints
Finish FY2024 2% under
budget
Financial Performance
To reduce the number of safety
related complaints by
implementing a safety training
program and increasing the
frequenc
y
of safet
y
inspections
Reduce the number of
safety related complaints
Customer Experience
Employee success
Hillsborough Transit Authority FY24 Budget Book 102
Prior Year Achievements:
The installation of steel doors and other safety related items for the public restrooms at
the transit centers.
The rehab and renovation of the second floor at Marion Transit Center to create a new
training area and space for public meetings to be held.
Installation of cubicle offices at the HART Administrative and Streetcar facility.
The installation of 13 new shelters at various locations throughout the county by our
Route Maintenance Department.
Streetcar
The Streetcar Division operates on a 2.7-mile fixed guideway track using 9 heritage streetcars
that links Downtown Tampa with the Channel District and Historic Ybor City. The streetcar
provides a safe and viable transportation system for the people the live, work and visit Tampa.
During FY2023 the streetcar set an all-time record for ridership with 1,315,003 trips. The
Streetcar Division is made up of two departments: Streetcar operations and Streetcar
Maintenance.
Streetcar Operations
Streetcar Operations contains eighteen (18) Streetcar Motormen (both men and women) who
work seven (7) days a week year-round including holidays. All Motormen are certified by the
HART Training Department to operate the streetcars in an eight-week training program that
includes classroom teaching and 100 hours of driving with Certified Operating Instructor.
Streetcar Maintenance
Streetcar Maintenance contains twelve (12) personnel that are responsible for maintenance and
cleaning of nine streetcars, two substations and 2.7 miles of track and overhead contact system.
The maintenance department is split into two shifts to provide coverage while the system is in
operation.
Department Priorities
All inspections completed with an 85% on time average.
5,000 miles between major mechanical failures.
Hillsborough Transit Authority FY24 Budget Book 103
Goals:
Department Goal Measurement Organizational Goal
Rebuild the five cars that were
not included in the 2022 rebuild
program. Relates to the company
goals of fleet availability and
system reliability.
Track number of rebuilt
cars
Customer Experience
Provide a minimum of two events
for the streetcar employees to
thank them for their work and
foster team building
Track and report events Employee Success
Finish FY2024 2% under budget Quarterly budgets to
actual report
Financial Performance
Pryor Year Achievements:
1,315,103 passengers in 2023. The highest annual ridership in the history of the system.
Granted a new 5-year waiver from the Federal Railroad Administration to cross the
CSXT rail line in Ybor.
Planning and Scheduling
The Planning and Scheduling Department oversees the service planning and scheduling
processes that implement at least three service changes per year. This department coordinate with
local and regional agencies and bodies of government to advance public transit in Hillsborough
County and Tampa Bay. The Director serves as economist and development specialist for transit
services to plan/cost new and proposed services; develop detailed long and short range service
plans; monitor, evaluate, and report performance in transit service delivery; supervise ridership
and service data collection and reporting to the National Transit Database (NTD); provide key
operating statistics into the annual budget; oversee the development of a minimum of three
annual schedules and run cuts; develop annual divisional budget; and supervise planning and
scheduling staff.
Key Functions
Managing the service changes and scheduling process.
Coordinates with other agencies and staff.
Hillsborough Transit Authority FY24 Budget Book 104
Studies and proposes route changes, capital projects, and monitors performance of all the
transportation services delivered by HART including Bus, Streetcar, Paratransit, and
FLEX.
Performance Measures
Weekday, Saturday, Sunday total ridership by mode
o Goal: Maintain or Grow ridership on fixed-route and flex service
On-time Performance
o Achieve 77% OTP for Bus, 99% for Streetcar, 90% for Paratransit
Passengers per revenue mile/revenue hour/trip
o Increase each
Boardings per bus stop
o Increase average boardings by stop system-wide
Priorities
Harness development permitting process for improvement of facilities for customers on
existing and future service
Increase Passengers per Revenue Hour, per stop, Average Speed
Continuously analyze route performance to find efficiencies and service improvements
that are financially sustainable
Explore funding partnerships with other public and private entities to increase service
Goals:
Department Goal Measurement Organizational Goal
Grow Ridership on Fixed route
service to pre-Covid ridership of
48,000 riders per da
y
Daily measurement of
ridership
Financial Performance
On-time performance goals (-2 to
+5 of scheduled time) of 77% for
fixed route, 99% for Streetcar and
90% for paratransit
Measured daily Customer Experience
Prior Year Achievements:
Over the past year, HART has successfully managed to maintain existing service by
making strategic adjustments, such as tapering the frequency of all routes with a headway
of 30 minutes or less and converting some of the lower-ridership routes into HARTFlex
van service.
Hillsborough Transit Authority FY24 Budget Book 105
HART also managed to improve frequency in some routes, including Routes 5 and 32
which now run every 30 minutes on weekdays between the hours of 6 AM and 6 PM.
HART continues to work towards securing funds for capital improvements such as the
Heavy Maintenance Facility replacement and revamping of the 21st Avenue Operations
& Maintenance campus, replacement of diesel buses with CNG buses, fleet
electrification, replacement of aging vans and non-revenue vehicles, and the rebuilding of
aging streetcars.
Additionally, HART is moving ahead with the CAD/AVL ITS system and radio
replacement project. This will help modernize both the fleet and the delivery and
operations of fixed-route bus and streetcar service.
HART is also continuing to pursue the Lane Repurposing associated with the Tampa
Arterial BRT project, while advancing the Design work of the Lower-Cost Alternative
funded by FDOT. HART is actively completing a grant application for the station areas
associated with the project through the Neighborhood Access and Equity (NAE) Federal
grant program while continuing to identify local funding through public and private
sources.
HART is actively working to attract operating funds from partners in the community and
has a preliminary agreement with the City of Tampa for enhanced bus service on the
transit corridor made up by the Florida Avenue and Tampa Street one-way pair,
associated with the BRT project referenced above.
Other initiatives being advanced include Greyhound services using Marion Transit
Center, collaboration on bus transfer station enhancements in and around Downtown
Tampa and Ybor City, and close coordination with transportation partners such as Tampa
Downtown Partnership and Westshore Alliance.
FINANCE DIVISION
The Finance Division reports to the Chief Financial Officer. The Chief Financial Officer reports
to the CEO and is responsible for the strategic financial plan of HART and the Division serves as
the Chief administrator and advisor on all financial matters and is the primary source of financial
Hillsborough Transit Authority FY24 Budget Book 106
Hillsborough Transit Authority FY24 Budget Book
107
____
HART FY2024 ADOPTED OPERATING
AND
____
"-
CAPITAL BUDGETS
information for the management of the Authority. The three departments in the Finance Division
are: Financial Operations, Budgets and Grants, and Procurement.
DIVISION STAFFING
Director
of
Procurement &
Contracts (5)
Manager
of
Pa
yr
oll (2)
C
FO
OFFICE
-09/30/2023
Chief Financial Officer Executive Assistant
(Finance and
Treasury)
DBE
Coordinator
(2)
Manager
of
Director
of Financial
Operations
Director
of
Budgets &
Grants (4)
Manager
of
Retail Sales &
Revenue (6)
Manager
of
Accounting (6)
Accounts Payable (1)
Hillsborough Transit Authority FY24 Budget Book 108
DIVISION FINANCES
FINANCE DIVISION Adopted Budget
FY24 vs
Dept Name FY22
Actual
FY23
Budget
FY24
Budget
FY23
Budget
V
ariance
% of
Budget
Accounting&Reporting $530,692$604,503$462,369($142,135)11.2%
AccountingAccountsPayable $177,799$175,065$177,155$2,090 4.3%
Budget/Grants/FixedAssets $274,198$534,637$552,314$17,676 13.3%
DBE/SBEOffice $0$170,895$188,195$17,300 4.5%
FinancialOperations$25,842$160,236$180,840$20,604 4.4%
FixedCostsHART $159,468$230,453$333,235$102,782 8.0%
Flamingo‐RegionalRevenueCollection$816,261$453,123$720,850$267,727 17.4%
PayrollAccounting $228,617$245,314$240,264($5,051)5.8%
Procurement&ContractAdministration $422,487$592,893$534,450($58,443)12.9%
RevenueMgmt.&RetailSales$743,403$748,984$751,061$2,078 18.1%
StreetcarAdmin/Finance $7,122$4,088$3,660($428)0.1%
TotalOperations $3,385,890$3,920,191$4,144,392$224,201100%
Adopted Budget
FY23
FINANCE DIVISION FY22 Actual Budget FY24
Budget
FY24 vs
FY23 Budget
Variance
% of
Variance
SalariesandWages$1,582,625$2,458,962$2,297,187($161,775) ‐6.6%
FringeBenefitsSalaries/Wages$641,354$505,409$504,569($840) ‐0.2%
SUB‐TOTALPERSONNELCOSTS$2,223,979$2,964,372$2,801,757($162,615) ‐5.5%
OperationalContractServices$863,866$243,900$725,200$481,300197.3%
PartsandSupplies$4,558$3,800$2,500($1,300) ‐34.2%
AdministrativeOther$155,642$591,882$341,140($250,742) ‐42.4%
AdministrativeContractServices$0$0$153,250$153,250 0.0%
Amortization$39,654$0$0$00.0%
MiscellaneousExpenses$0$0$3,000$00.0%
InterestExpense$886$0$0$00.0%
Utilities$3,863$4,362$5,000$63814.6%
MarketingandPrinting$93,443$111,875$112,545$6700.6%
TOTALOPERATINGEXPENSES$3,385,890$3,920,191$4,144,392$224,201 5.7%
*netofemployeecontributionforhealthcarepremiums
Procurement & Contract
FINANCE DEPARTMENTS Administration
Payroll Accounting
Flamingo‐ Regional $534,450
$240,264
Revenue Collection
$720,850
Fixed Costs HART Revenue Mgmt & Retail
$333,235 Sales $751,061
Accounting & Reporting
Budget/Grants/Fixed $462,369
Financial Operations Assets $552,314 Streetcar
Accounting Accounts
Payable $177,155
DBE/SBE Office
$188,195
$180,840 Admin/Finance $3,660
FINANCE DIVISION Fringe Benefits
$341,140
Marketing and Printing
$112,545 Administrative
Contract Services
Utilities $5,000 Miscellaneous Expenses $153,250
Salaries
$2,297,187
$504,569
Operational Contract
Services $725,200
Parts and Supplies
$2,500
Administrative Other
$3,000
Hillsborough Transit Authority FY24 Budget Book 109
Financial Operations
The Financial Operations Department is responsible for the financial books and records of the
Authority. This includes Payroll functions, Accounting, and retail sales. In addition, Financial
Operations is responsible for the preparation of all financial reports including the audited Annual
Comprehensive Financial Report. The Accounting Department administers the treasury
management function, including security of all revenue received, management of accounts
receivable, accounts payable, management of fare media, placement and management of all
investments, and supervision of the revenue center, as well as preparation of projected cash
flows.
Key Functions:
Track funds owed to suppliers and ensure timely payments to suppliers and vendors
Ensure payments to suppliers are approved
Ensure legitimacy and accuracy of any payment originating from the business to any
supplier/vendor
Identified critical cost-effective issues regarding the Flamingo fares operation and are
working towards resolution.
Goals:
Department Goal Measurement Organizational Goal
Minimum of 10 hours of related
training for each team member.
Once a staff member is up to
speed on their job, cross-
trainin
g
within the department.
Track training received
quarterly
Employee Success
Ensure the accuracy of all
financial data
Track monthly
reconciliation process for all
balance sheet items and
complete adjustments and
corrections each month
Financial Performance
Timely and relevant financial
performance
Adherence to the month end
closing calendar, ensure for
proper month end closings
on-time to generate
executive summaries
Financial Performance
Hillsborough Transit Authority FY24 Budget Book 110
Budgets and Grants
The Budgets and Grants Department is responsible for budget development for HART and the
THS Streetcar, operating and capital budgets as well as providing budget feedback for
departments. In addition to budgets, the department is responsible for applying for grants at the
Federal, State and Local level; monitoring and reporting on all grant related activities; grant
compliance and grant draw downs. The department is responsible for managing fixed asset
accounting, and National Transit Database reporting.
Key Functions:
Manages the agency’s grants administration, grants accounting, budgeting, and fixed
assets operations.
Prepares and administers annual budgets
Performs various budget related analyses, and routinely monitoring and maintaining
budget systems.
Applies for and manages federal, state, and local grant programs and initiatives for the
agency. Post-award grant tracking and compliance oversight.
Serves as the agencies primary contact with federal, state, and local agencies for securing
grant funds for the agency.
Develops capital program budgeting, which includes a comprehensive listing of agency
needs and development of funding strategies and implementation actions.
Develops the required transit inputs for the metropolitan planning process, including the
Unified Planning Work Program, Transportation Improvement Program, and State
Transportation Improvement Program. Initiates transfer of federal funds at the proper
time to ensure federal grant award. Coordinates between three agencies: Federal Transit
Authority (FTA), Federal Highway Administration (FHWA), and the Florida Department
of Transportation (FDOT).
Maintains and reconciles budget. Processes budget adjustments as needed. Analyzes
budget variances and recommends corrective actions. Researches issues related to
revenue, expenses, and employee budgets.
Performs maintenance of Position Control Accounting.
Provides budget software training and maintenance.
Hillsborough Transit Authority FY24 Budget Book 111
Goals:
Department Goal Measurement Organizational Goal
Minimum of 10 hours of related
training for each team member.
Once a staff member is up to
speed on their job, cross-training
within the department.
Track training received
quarterly
Employee Success
Provide initial training and
monthly tracking of budgets to
actuals across the agency and
identif
y
areas of overspendin
g
.
Track and report
quarterly
Financial Performance
Invoice or draw down grants
within 60 days of expenses.
Communicate with departments
on balances quarterly. Adherence
to the month-end closing
calendar.
Track and report
quarterly
Financial Performance
Prior Year Achievements:
Filled vacancies in open positions that accounted for 60% of the department
Successfully completed the Ad Valorem process that increased local contributions by
11.5%
Streetcar, TECO Historic Streetcar and HART operating, and capital budgets were
approved on time
Executed 9 Federal Grants awarding more than $54M
Successfully completed $31M in Federal draw requests that offset expenses
Successfully completed financial portion of 5-Year Plans for City of Tampa and
Hillsborough County – submitted and approved by governing agencies for a total 5-year
commitment of $800K
Set up and executed 5 FDOT Grants – awarding $11.6M to the agency
Submitted 23 state grant invoices totaling $7.1M
Procurement
The Procurement Department is responsible for supporting the operations and capital
improvements of HART by procuring materials, parts, supplies, equipment, fuel, utilities and
services in accordance with HART Procurement Policies and Procedures, and appropriate
Hillsborough Transit Authority FY24 Budget Book 112
federal, state, and grant requirements. The department maintains bidders’ lists, vendor files,
vendor directories, procurement solicitations, and contracts.
Key functions:
HART has a centralized procurement department responsible for making all HART
procurements in accordance with HART’s Procurement Manual, Federal and State requirements.
The procurement department ensures purchases are at a fair and reasonable price.
Performance Measures:
Procurement has a project savings goal of 5%.
Increase the number of suppliers.
Supplier quality rating
Purchases in budget and time
Goals:
Department Goal Measurement Organizational Goal
Minimum of 10 hours of related
training for each team member.
Once a staff member is up to
speed on their job, cross-training
within the department.
Track training received
quarterly
Employee Success
Advise Project Managers of
expiring contracts – give six-
month lead time
Quarterly reports to the HART
b
oard of directors
Report monthly/quarterly Customer Experience
Build a new practice of
incorporating Safety Data Sheets
(SDS) and include Safety and
Security as a stakeholder in
construction pro
j
ects
Deadline for
implementation is March
31, 2024
Customer Experience
Prior Year Achievements:
The procurement department processed 2,474 purchase orders totaling $42,645,996.
Twenty contracts were awarded with a NTE of $16,587,297.
Procurement supports the Authority’s Disadvantaged Business Enterprise (DBE) and
Small Business Enterprise (SBE) program goals by including the DBE/SBE office with
Hillsborough Transit Authority FY24 Budget Book 113
upcoming opportunities for goal consideration. Procurement has participated in meeting
or exceeding goals set.
Procurement communicated weekly procurement report and provided contract expiration
and open purchase order reports quarterly.
Parts reorder process was updated to ensure proper approvals are obtained before parts
are ordered.
Workplace training is conducted with all new HART staff.
P-card training and monitoring is conducted by procurement. A form was developed to
expedite p-card increase approvals for severe weather events.
Completed 25 web quotes for inventory replenishment.
Solicited the bus and bench advertising with a 58% increase in revenue.
Completed Standard Operating Procedures and Work Instructions for the Best Value
proposal selection process. Multiple solicitations have been conducted using Best Value.
DISADVANTAGED BUSINESS ENTERPRISE
The Disadvantaged Business Enterprise (DBE) program coordinators reports directly to the
Chief Financial Officer. The DBE Coordinator assists DBE’s, SBE’s, WBE’s, and other small
businesses to maximize opportunities in their participation in HART procurements.
DBE coordinators work with procurement to achieve the agency goals. The goals for 2024 are:
13.9% for DBE
3% for SBE
ADMINISTRATIVE DIVISION
Under the general direction of the Chief Executive Officer, the Chief Administrative Officer
(CAO) plans, directs, manages, and oversees the activities and operation of human capital
management, employee and labor relations, marketing and communications, information
technology, risk management, project management office and includes the development of
effective strategies that support the authority’s strategic plan.
Hillsborough Transit Authority FY24 Budget Book 114
DIVISION STAFFING
Hillsborough Transit Authority FY24 Budget Book 115
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
Director
of
Techno
I
Informatiotl
logy (6)
I
Senior Mana ger (4)
CAO
OFFI
CE -
09/30/20
23
I
Chief Administrative Officer
Director
of
Human
Risk
Management
(3)
Resources
Administrative
-Assistant
(1)
Sr.
Human
Resources
t--
Manager/EEO Officer
(5)
-Manager
of
Labor
Relations (2)
t--
Business
Ethi
cs
&
Compliance Officer
Manager of Benefits &
~
Emplo
y
ee
Relations
(3
)
I I I I
Director
of
Project Director
of
Director Marketing
Management
Community &
and Communications Enterprise Business Engagement
(3)
Manager
of
Graphic Project
Manager
I
- -
Design & Creative (4)
Services (3)
-Manager
of
Environmental Project
Communication
s -
Manager
Hillsborough Transit Authority FY24 Budget Book 116
DIVISION FINANCES
Administration Division Adopted Budget
Dept Name FY22
Actual
FY23
Budget
FY24
Budget
FY24 vs FY23
Budget
Variance
% of
Budget
HealthInsuranceFund $9,281,937$10,911,517$12,033,9191,122,402.10 49.0%
RiskGenLiability$3,434,356$4,124,649$2,917,073(1,207,575.71)11.9%
RiskGenLiability&WCStaff $288,082$294,058$312,55118,493.89 1.3%
RiskGenLiabilityStreetcar $61,481$80,000$85,0005,000.00 0.3%
Community/BusinessEngagement$503,141$419,275$214,173(205,101.63)0.9%
ESMS‐Environmental
/Sustainability $214,025$553,701$556,6692,968.13 2.3%
HumanResources $1,778,139$1,997,650$2,522,957525,307.10 10.3%
Marketing&Communications $625,194$617,896$347,897(269,998.64)1.4%
ProjectManagement $656,882$713,066$730,38817,322.29 3.0%
InformationTechnology $4,201,991$5,073,506$4,854,864(218,641.92)19.8%
TotalAdministrationExpenses$21,045,226$24,785,317$24,575,4928,817.52 100%
Adopted Budget
FY24 vs FY23
Administrative Division FY23 Budget
Actual FY24 Budget Budget Variance
Variance
% of
FY22
Salaries and Wages $3,131,457 $3,597,620 $3,468,977 ($128,643) -3.6%
Fringe Benefits Salaries/Wages $1,420,743 $912,876 $1,090,560 $177,684 19.5%
Health Care $9,085,021 $10,759,670 $11,835,919 $1,076,249 10.0%
SUB-TOTAL PERSONNEL $13,637,221 $15,270,166 $16,395,457 $1,125,291 7.4%
COSTS
Operational Contract Services $2,757,786 $3,386,681 $3,352,193 ($34,487) -1.0%
Parts and Supplies $60,907 $86,388 $112,730 $26,342 30.5%
Administrative Othe
r
$57,247 $164,065 $234,985 $70,920 43.2%
Administrative Contract Services $628,682 $1,026,792 $1,134,414 $107,622 10.5%
Insurance Cost $3,336,958 $3,841,649 $2,639,540 ($1,202,109) -31.3%
Utilities $232,329 $298,000 $274,557 ($23,443) -7.9%
Legal Services 118,879 350,000 309,060 ($40,940) -11.7%
Marketing and Printing $214,928 $360,326 $121,306 ($239,020) -66.3%
Taxes And Fees $290 $1,250 $1,250 $0 0.0%
TOTAL OPERATING $21,045,226 $24,785,317 $24,575,492 ($209,824) -0.8%
EXPENSES
*netofemployeecontributionforhealthcare
premiums
Hillsborough Transit Authority FY24 Budget Book 117
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
ADMINISTRATION DEPARTMENTS
Project Management
$730,388
ADMINISTRATION DIVISION
Health Care
$11,835,919
\ Marketing &
Communications $347,897
Risk
Mgmt
Gen
Liability &
WC
Staff $312,551
Risk
Mgmt
Gen
Liability
~
Streetcar $85,000
~Community/Business
Engagement $214,173
ESMS-Environmental
/Sustainability $556,669
Services
$3,352,193
Parts and Supplies
$112,730
Administrative
Other
$234,985
Administrative Contract
Services $1,134,414
Fringe
Benefits
Salaries/Wages
$1,090,560
TAXES
AND
FEES
Marketing and
Printing
LEGAL
SERVICES
$309,060
$1,250 $121,306
Salaries and Wages
$3,468,977
Insurance Costs
$2,639,540
Operational Contract
Utilities $274,557
Human Resources $2,522,957
Risk Management General Liability $2,917,073
Project Management
The Project Management Office (PMO) has a dual-purpose encompassing both project management
and environmental stewardship. Our PMO serves as the central hub for overseeing and coordinating
projects related to local bus transit systems while also maintaining a strong focus on environmental
responsibility and compliance.
In this capacity, our Environmental Program Manager plays a pivotal role in ensuring the alignment
of our transit projects with environmental sustainability goals. They oversee and manage a spectrum
of environmental initiatives, policies, and compliance efforts aimed at mitigating the environmental
impact of our bus transit operations. This includes ensuring compliance with all relevant
environmental regulations, reducing emissions, and fostering sustainability through various
strategies and programs. The collective purpose of our PMO and Environmental Program Manager is
to enhance the efficiency, sustainability, and compliance of our bus transit services, thereby
benefiting both our community and the environment.
The specific objectives, functions and responsibilities of Project Management Office at Hillsborough
Transit Authority can include, but not limited to:
1) Project Planning: Develop and execute project plans for local bus transit initiatives,
ensuring alignment with organizational goals and objectives.
2) Budget Management: Monitor project budgets, allocate resources, and track expenditures to
ensure projects remain within budget constraints.
3) Schedule Management: Create and manage project schedules, ensuring that projects are
completed on time and meet established milestones.
4) Risk Management: Identify and mitigate risks associated with local bus transit projects to
minimize potential disruptions or setbacks.
5) Stakeholder Communication: Facilitate communication among project stakeholders,
including government agencies, transit authorities, contractors, and the public, to ensure
transparency and collaboration.
6) Quality Assurance: Implement quality control measures to ensure that local bus transit
projects adhere to established standards and deliver high-quality results.
7) Procurement and Contract Management: Oversee the procurement process and contract
management for vendors and contractors involved in local bus transit projects.
8) Performance Monitoring: Track the performance of local bus transit services,
infrastructure, and systems to identify areas for improvement and optimization.
9) Compliance and Regulatory Adherence: Ensure that all projects comply with relevant
regulations, safety standards, and environmental requirements.
Hillsborough Transit Authority FY24 Budget Book 118
10) Reporting and Documentation: Maintain comprehensive records and produce regular
reports on project status, progress, and outcomes.
11) Continuous Improvement: Identify opportunities for process improvement and efficiency
enhancement within local bus transit projects and operations.
12) Strategic Planning: Align project activities with the long-term strategic goals and vision of
the local transit agency or organization.
13) Environmental Compliance: Ensuring that the transit agency complies with all federal,
state, and local environmental regulations and standards relevant to bus transit operations.
This includes regulations related to air quality, emissions, water quality, noise pollution, and
other environmental factors.
14) Sustainability Initiatives: Developing and implementing sustainability programs and
initiatives to reduce the environmental footprint of the transit agency. This may involve
initiatives such as promoting the use of clean energy, reducing emissions, and increasing
energy efficiency.
15) Emissions Reduction: Implementing strategies to reduce greenhouse gas emissions and
other pollutants associated with bus transit operations. This can include adopting cleaner
fuels, technologies, and practices.
16) Environmental Impact Assessments: Conducting environmental impact assessments for
new bus transit projects, facilities, or expansions to ensure that potential environmental risks
are identified and mitigated.
17) Regulatory Reporting: Preparing and submitting required environmental reports to
regulatory agencies, including emissions inventories, pollution permits, and compliance
documentation.
18) Environmental Policy Development: Developing and implementing environmental
policies, procedures, and guidelines to guide the agency's environmental efforts.
19) Public Outreach and Education: Engaging with the community and stakeholders to raise
awareness about the transit agency's environmental initiatives and promoting
environmentally responsible behaviors among passengers and employees.
20) Environmental Audits: Conducting regular environmental audits and assessments to
identify areas for improvement and compliance with environmental standards.
21) Grant and Funding Opportunities: Identifying and pursuing grants and funding
opportunities for environmental projects and initiatives that enhance the sustainability and
environmental performance of the transit agency.
Hillsborough Transit Authority FY24 Budget Book 119
22) Collaboration: Collaborating with other departments and agencies, including city planning
departments, environmental agencies, and advocacy groups, to promote environmentally
friendly transit solutions and coordinate efforts.
23) Research and Innovation: Staying informed about emerging technologies and practices in
the field of environmental sustainability and transit, and evaluating their feasibility for
implementation within the agency.
In summary, both the Project Management Office (PMO) and the Environmental Program
Manager collectively contribute to our overarching mission at Hillsborough Transit Authority.
The PMO serves as the central nucleus for the planning, execution, and oversight of local bus
transit projects. Our primary objective is to enhance transit services, infrastructure, and overall
efficiency, ultimately benefiting our community and passengers. Simultaneously, the
Environmental Program Manager plays a pivotal role in fostering environmental responsibility
and compliance within our agency. Their dedicated efforts help minimize the environmental
impact of our transit operations, promoting cleaner, more efficient, and sustainable bus
transportation while aligning with our sustainability goals. Together, these functions synergize to
elevate the quality of our services and our commitment to a greener and more efficient transit
system.
Goals:
Department Goal Measurement Organizational Goal
Minimum of 10 hours of related
training for each team member.
Once a staff member is up to
speed on their job, cross-training
within the department.
Track training received
quarterly
Employee Success
Participate in volunteer events to
demonstrate dedication to
communit
y
en
g
a
g
ement
Participate in two events
per employee
Community Engagement
Adhere to bud
g
et Sta
y
2% under bud
g
et Financial Performance
Achievement of annual
Disadvantaged Business
Enterprise (DBE) participation of
13.9%, and Small Business
Enterprise (SBE) of 3% in
projects. This commitment
fosters communit
y
value.
Track and report actual
utilization of DBE and
SBE
Community Value
Hillsborough Transit Authority FY24 Budget Book 120
Prior Year Achievements:
Professional and Continuing Education
It is noteworthy to emphasize the notable accomplishments in professional and continuing
education that have been achieved by the Project Management Office (PMO). It is worth
mentioning that each member of our staff possesses a Lean Sigma Green Belt accreditation,
which serves as evidence of our steadfast commitment to improving process efficiency and
maintaining the utmost levels of quality. Equally noteworthy is the observation that two
members of our team have demonstrated their commitment to professional development by
actively engaging in the pursuit and successful attainment of the esteemed Lean Sigma Black
Belt certification. Additionally, two members have successfully attained recertification in
FDOT TTC Advanced, further enhancing their proficiency in traffic management. Lastly, one
of our team members has achieved certification as a PMI Project Manager Agile Scrum
Master, underscoring Project Management Office dedication to project management
excellence and agility. These collective certifications represent our ongoing commitment to
professional development and the pursuit of higher levels of expertise within our team. These
notable accomplishments have resulted in a cumulative total of 485 hours devoted to
professional and continuing education.
OPPAGA-Surtax Referendum Audit
The Project Management Office was responsible for the oversight and administration of the 1%
Surtax Referendum, acting on behalf of the Office of Program Policy Analysis & Government
Accountability. This undertaking aimed to fulfill the commitment of supporting the Florida
Legislature by furnishing data, evaluative research, and impartial analyses. These contributions
are designed to facilitate informed deliberations pertaining to legislative budget and policy
decisions concerning the All for Transportation referendum and the proposed 1% sales surtax.
Gates Installation Project
The installation and operational setup at the HART Annex, encompassing Ninth Street and
Twenty-first Street, was successfully completed. All relevant stakeholders have reached a
consensus on the project's outcomes, and there are no remaining outstanding deliverables.
TECO Historic Street Car Rehabilitation [Phase 1]
TECO Historic Street Car Rehabilitation [Phase 1] is complete the Completion of Dynamic
testing, and acceptance of Vehicle All stakeholders agreed on the outcome and there are no
outstanding deliverables Start Rebuild of Vehicle No.’s 428, 430, 432, 434This project will take
four (4) of HART's most disrepair and damaged streetcars and rebuild them into a "Like-New"
condition with a complete frame up restoration. This "State of Good Repair" rebuild will provide
another 20 to 25 years of service to these nearly 20-year-old vehicles, and provide reliability and
dependability to our customers and employees. This endeavor entailed the comprehensive
Hillsborough Transit Authority FY24 Budget Book 121
restoration of four of HART's most severely deteriorated and damaged streetcars, effectively
restoring them to a 'Like-New' condition through a meticulous frame-up restoration process.
Classified as a 'State of Good Repair' project, it is anticipated to extend the service life of these
nearly two-decade-old vehicles by an additional 20 to 25 years. This, in turn, promises to
significantly enhance the reliability and dependability of our services, benefitting both our valued
customers and dedicated employees.
Streetcar Cross Tie Replacement [Phase 1]
Both the Project Management Office (PMO) and the Streetcar department have jointly
embraced a phased approach to address the replacement of railway ties. The decision to adopt
this approach was influenced by the intricate nature of the task. In Phase 1, the primary
objective was to replace 1,570 standard crossties and associated plates at various locations
along the streetcar line. Specifically, this included the lengthier single-track sections and two
critical switches where the replacement of old, deteriorated ties was deemed necessary. The
project's outcome received unanimous approval from all stakeholders, and no outstanding
deliverables remain. The scope of work entailed the replacement of approximately 1,570
standard crossties and three turnout tie packages within the ballasted track sections, focusing
on the area spanning from 6th Ave. to the Cumberland Ave. Station on the Tampa Electric
Company (TECO) Streetcar Line.
Environmental Program
Environmental Program was officially approved for inclusion within the Florida Department of
Environmental Protection (FDEP) framework and successfully executed field activities pertaining
to Area of Concern-2 (AOC-2) in strict adherence to the FDEP's protocols accepted into the
FDEP and completed field activities associated with AOC-2 in accordance with the FDEP’s and
the completion of AOC-2 Task 1 and 2.
Regional Inter‐Jurisdictional Mobility Project
In Fiscal Year 2023, the Regional Interjurisdictional Mobility Project—Flamingo Fares was
effectively brought to its successful conclusion. The Hillsborough Transit Agency collaborated
closely with the Regional Interjurisdictional Mobility Project partners, including the Pinellas
Suncoast Transit Agency and Hernando County Transit. This collaboration resulted in the
completion of various institutional and organizational tasks throughout the reporting period.
These tasks included the successful implementation and ultimate acceptance of Open Payments
Cash Apps.), the achievement of critical milestones within the Regional Interjurisdictional
Mobility Project's Flamingo Fares, and the delivery of Contract Modification 10 requirements for
the software warranty of the Open Payments backend. In addition, Contract Modification 26
deliverables for Open Payments were successfully accomplished. These deliverables
encompassed As-builts, licenses, and vehicle software warranties, marking the successful
Hillsborough Transit Authority FY24 Budget Book 122
conclusion of the Regional Interjurisdictional Mobility Project's Flamingo Fares initiative. All
stakeholders agreed on the outcome and there are no outstanding deliverables
Basic Transit Infrastructure Program
Basic Transit Infrastructure Program has successfully accomplished the installation of 57 shelters
and the completion of 18 construction projects spanning four districts within Hillsborough
County. These achievements surpass our annual target of 10 construction projects and 15 shelter
placements.
Fiscal Years 2024 to 2028 Five-Year Capital Improvement Planning and Budget Cycle
Effectively spearheaded and orchestrated the Five-Year Capital Improvement Planning and
Budget Cycle for Fiscal Years 2024 to 2028.
Casey Road Revitalization Park-n-Ride Facility Project
The revitalization project encompassing Casey Road Park-n-Ride Facility, storm drain
rehabilitation, shelter storage preparation, and staging theater for BTI shelter installation
projects has been successfully concluded ahead of the projected schedule and within the
allocated budget. The project experienced minimal change orders, reflecting the meticulous
planning and execution. The project stakeholders and sponsor express a high degree of
satisfaction with the final outcome, commending the quality of workmanship and the rigor of
documentation methods.
FDOT District 7 - Discretionary Grant
Prepared and submitted a total of seven FDOT Discretionary Grant proposals. Among these
submissions, three have received approval, while one is currently pending approval. The
approved grants are as follows: FDOT D7 Discretionary Grant for the Emerging Technologies
Project—BTI, the Seal Coating Project, and the Flamingo Enhancements App. The Flamingo
Limited Use Cards grant application is currently awaiting approval.
Flamingo Fares Integration & Implementation Para-Fleet Project [Flex Van]
The HART Para Flex Van fleet has been seamlessly incorporated into the Inter-Jurisdictional
Mobility Fare system known as Flamingo Fares. The latest statistical data indicates a substantial
increase in ridership for this month, with a total of 12,000 adoptions and recorded ridership/taps,
resulting in a collection of $30,000. All relevant stakeholders have unanimously concurred on the
project's outcomes, and there are no pending deliverables.
Hillsborough Transit Authority FY24 Budget Book 123
Marion Transit Center
Wendel— Kimley-Horn's final design designs for the Marion Transit Center have been
successfully completed. All stakeholders have unanimously approved the design project's
outcome, and there are no outstanding deliverables.
Contract Execution: CNG Compressor Infrastructure for HART's Transit Fleet
The contractual agreement for the CNG Compressor Installation Project stipulates the
incorporation of a Compressed Natural Gas (CNG) Duplex-Compressor Station No. 3 into the
CNG fueling area of HART's 21st Avenue facility. The establishment of an extra compressed
natural gas (CNG) compressor station is considered essential in order to provide the
operational assistance needed for the expanding fleet of CNG-powered transit buses operated
by HART.
Marketing & Communications
The Marketing and Communications department encompasses several functions and areas of
expertise, including strategic marketing, advertising, creative services, media relations and social
media.
The marketing and communications department is responsible for:
Generating revenue primarily through bus and shelter advertising
Keeping customers informed of service changes and upcoming projects;
Building transit ridership by educating new and potential customers about the benefits of
transit;
Protecting the reputation of HART and inspiring confidence in HART as a responsible
steward of taxpayer funds
Keeping employees informed about company changes and news, and educating and
inspiring employees to provide excellent customer service
Hillsborough Transit Authority FY24 Budget Book 124
Goals:
Department Goal Measurement Organizational Goal
Promote Flamingo Fares through
aggressive marketing tactics in
support of the adoption rate of 3%
quarterl
y
3% quarterly increase Community Value
Support employee engagement and
volunteer opportunities with
marketing collateral
Ensure engagement and
volunteer opportunities
are created and posted a
minimum of one week
b
efore the event
Employee Success
In coordination with HR, assist with
revision of the survey conducted in
FY2023 and redesign the
questionnaire for FY2024 survey;
communicate the result of the survey
to the employees, the Board members
and the community and partner with
other departments in identifying areas
for improvement of the employee
satisfaction levels and develop
pro
g
rams to address those
Creation and promotion
of FY2024 Employee
Survey and results of the
survey to employees, the
Board and the
community
Employee Success
Contract administration of our
revenue-generating contracts to
revenue generation and growth for
HART
Monthly meetings with
advertising vendors to
discuss performance
Review monthly sales
reports and ensure AP
receives remittance
checks
Financial Performance
Set a baseline for Community Collaborate on the Community Value
Sentiment of the Authority development of a
Community Sentiment
Survey
Distribute the survey via
normal channels (online,
social media, transit
centers, etc.)
Review and distribute
results throughout the
agency, the HART Board
and the communit
y
Hillsborough Transit Authority FY24 Budget Book 125
Prior Year Achievements:
APTA Marketing AdWheel Winners, Group 2
o First place, Group 2; Comprehensive Campaign – for the “Black History Month -
Health & Wellness, Best Marketing and Communications Educational Initiative”
o First place, Group 2; Electronic Media – for “HART Takes You There Video”
FPTA Marketing Award Winners, Group 1
o First place, Group 1; Interior/Exterior Signage - Celebrating Pioneers of Black
Health & Wellness Bus Wrap
American Graphic Design Awards
o Title of Winning Entry: Celebrating Pioneers of Black Health & Wellness Bus Wrap
Category: Environmental Graphics
o Title of Winning Entry: Streetcar 20th Anniversary Logo
Category: Branding/Identity/Logos
The Marketing and Communications team assisted with over 65 projects and campaigns in
support of HART’s mission including service changes, the HART For All campaign,
Flamingo Fares – Contactless Payment campaign, Black History Month, Rider Advisory
Committee collateral, Art on HART, Hurricane Idalia service information, OneHART
Celebrations event collateral, Hispanic Heritage Month, FY24 Budget Documents and more.
The Marketing and Communications team, as project manager of the revenue generation
contracts and in collaboration with Procurement, led the RFP process for the exterior bus
advertising contract, which will result in projected revenue in the amount of $5,400,000 over
the life of the contract, once approved by the HART Board. The contract will also provide an
expansion of HART’s advertising assets into the digital realm with “infotainment” kiosks
providing real-time service information at HART and the TECO Line Streetcar customer
facilities.
The Marketing and Communications team, as project manager of the revenue generation
contracts and in collaboration with Procurement, led the contract process, resulting in the
recommendation of a contract extension with the current vendor In-Site Media. The
extension terms would increase revenue share from 21.5% to 25% and add a tier of 26.5% if
the annual sales exceed $1.9M. The terms also call for maintenance enhancements to
approximately 100 shelters and additional maintenance of shelters at hotspot locations with a
second daily maintenance service to 35 designated Metro/Rapid BRT shelters and
Saturday/Sunday maintenance service to 35 designated Metro/Rapid BRT shelters. It also
includes three weekly visits to 35 shelters on Hillsborough Avenue, two visits per week to
Hillsborough Transit Authority FY24 Budget Book 126
eight 50th/56th Street shelters, two weekly visits to 11 Kennedy Avenue shelters, seven
weekly visits to ten Ybor area shelters and two weekly visits to four locations at
Florida/Columbus, MLK/Gomez, MLK/Florida, and Tampa/Emily.
The Marketing and Communications Department came in 26% under budget for FY2023,
highlighting the agency’s commitment to financial stewardship and sustainability.
Information Technology
The Information Technology Department (IT) is responsible for overseeing, managing and
maintaining all IT infrastructure at HART. This includes all network, Fiber, Telcom, servers,
computer, application, disaster recovery and business continuity planning, cyber security and
governance inside HART. This includes our vast Wi-Fi and mobile app infrastructure.
IT partners closely with many departments to get the best software outcomes for their needs.
Large enterprise application we have are Enterprise Resource Planning partnered with Finance,
Fleet Maintenance Partnered with Maintenance, Boardroom technology, surveillance systems
and Real-Time Bus Information system, Fleet scheduling partner with Operations, HRIS
partnered with Human Resources. In addition, all of these systems require custom integrations to
each other that is handled in-house.
IT manages a physically large Wi-Fi network both in our campuses and mobility in our buses as
they cover the entire county which is slightly smaller than the state of Rhode Island. This would
also include our customer facing phone apps that need to be available throughout the network.
IT goes through many system audits of our systems and supports the agency in their audits from
a technical standpoint. This is both for our onsite applications and our hosted SAAS applications
as they all require auditing.
IT supports a private cloud in our datacenter that allows us to run many enterprise applications
and get the benefits of cloud hosting and storage without the high cost associated with them. This
flexible infrastructure allows us to right size our application backbone to meet the needs of the
organization. IT manages a multi campus network with many different network connectivity
intersects. Each campus has a local network and is connected with other campuses by fiber or
microwave connections. These connections also support our VOIP Telcom network that is
available 24/7. IT manages the technical infrastructure in a way that supports business continuity
in the event of a disaster in a manner that exceeds what is required by the business. This has been
tested and audited many times and proven in numerous hurricanes.
Department Priorities:
Achieved an average of greater than 97 percent up time (excluding scheduled maintenance
windows) by creating and maintaining an improved IT infrastructure.
Hillsborough Transit Authority FY24 Budget Book 127
Helpdesk tickets have been resolved or finalized within three (3) working days; 85 percent
were completed at a satisfactory level.
Archiving of all Authority data within 24 hours has been created and the infrastructure is being
maintained.
Patching Rate - Monitoring the success rate of server patch deployments is critical for ensuring
that your systems are well-patched and up-to-date.
Manage application licensing to get the best benefit for the price.
Continue training to keep up to date on industry changes.
Information Technology completed the deployment of a new voice routers (cubes) to
support upgrading our phone system infrastructure.
Information Technology and our Executive Office & Board Support team completed a
web form for patrons to send feedback to HART’s board members on HART’s website.
Goals:
Department Goal Measurement Organizational Goal
Maintenance and support of
Enterprise Infrastructure
Achieved an average of greater
than 97 percent up time (excluding
scheduled maintenance windows)
by creating and maintaining an
improved IT infrastructure.
Customer Experience
Support the deployment of
the new CAD/AVL pro
j
ect
Complete the Requirements and
Scope for the RFP in Q1
Customer Experience
Upgrade End of life (EOL)
emplo
y
ee hardware
Start the replacement of employee
laptops that are EOL in FY24 Q1.
Employee Success
Enhance Cyber Security Complete Multifactor
Authentication enrollment -Non
b
ar
g
ainin
g
emplo
y
ees in FY24 Q1
Financial Performance
Manage Software and
hardware costs effectively in
the FY 24 bud
g
et
Not to exceed 1 - 3 % variance
Financial Performance
Support the AV Board Room
S
y
stem Up
g
rade
Support the upgrade of the AV
hardware in FY24 Q2
Community Engagement
Prior Year Achievements:
Completed ADA announcements quality assurance check by fix routes.
Upgraded the building entry security software.
Completed the of designing a disaster recovery solution for HART’s critical network
infrastructure for the current Radio communication environment.
Upgraded Microsoft GP financial application.
Completed training on the Florida Department of Highway Safety and Motor Vehicles
Hillsborough Transit Authority FY24 Budget Book 128
software on driver license status reporting for HART’s staff.
Completed the Accounts Payable year end close for vendors this included the creation of
1099 tax forms.
Completed the revitalizations of HART’s data center backup battery environment, these
backup batteries protect HART’s datacenter when we have any loss of power.
Completed the deployment of a new Trapeze map that will support the Customer Service
team and the scheduling department.
Completed an Office 365 Security Optimization Assessment with Microsoft.
Upgraded HART’s call recording application.
Added additional Kiosk PCs and printers at our 21st Ave, UATC, MTC locations to
support additional access to Emails and ADP for HART’s employees.
Optimized our wireless infrastructure to help support wireless download speeds for
HART’s securing camera system.
Completed our new FY24 finance department budget.
Completed the deployment of new security certs to HART’s web applications (Phone
Systems, Websites and VPN clients).
Completed the process of developing a new application network connection to the Florida
Department of Highway Safety and Motor Vehicles application.
Participant in a Cyber Security Incident Tabletop Exercise for transit with PSTA and
Tampa Hillsborough Expressway Authority (THEA). The exercise included an Incident
Response Plan and a Risk Assessment at PSTA’s Headquarters.
Community & Business Engagement
The purpose of Community Engagement department is to create, cultivate, and leverage relations
between HART and the community. These outreach activities should directly accomplish HART
success plan outcomes of service productivity and community experience by targeting strategic
and diverse audiences. Outreach is a vital form of marketing to represent the HART brand at
events from a grassroots perspective. Community engagement also involves managing
stakeholder partnerships across HART by serving as the point-of-contact to keep the connection
positive.
Community & Business Engagement priorities are to educate, inform and motivate the public to
try transit, and retain existing riders. Generates leads for community events and establish
outreach targets for new and sustaining relationships. Develop diverse relationships of the
agency with the intention to foster strategic partnerships with community stakeholders, as well as
educate Hillsborough County organizations and the general public about HART.
Hillsborough Transit Authority FY24 Budget Book 129
Goals:
Department Goal Measurement Organizational Goal
Build community awareness of HART
services by increasing participation in
community/ business events and
maximizing impact at those events by
enhancing display materials and other
messaging tools
A minimum of 20 events per
year These should be
noteworthy events for
quarter for the purpose of
education and awareness
Community Engagement
Develop diverse relationships of the
agency with the intention to foster strategic
partnerships with community stakeholders,
as well as educate Hillsborough County
organizations and the general public about
HART.
10 notable partnerships
within the community FY24
Calendar year. Notable is
defined as the benefit to
HART and the community.
Customer Experience
Foster an interdepartmental working
relationship throughout HART
Meet Bi-monthly with
HART internal
communication employee
pro
g
rams
Employee success
Prior Year Achievements:
Activities attended 123
People engaged 13,559
People reached 94,382
Human Resources
The Human Resources Department is committed to providing trusted strategic leadership to the
organization, in alignment with business objectives, to foster a dynamic, inclusive, innovative
culture where talented and dedicated people are proud to work toward a common mission.
The Human Resources Department is responsible for supporting human capital needs through
talent acquisition, compensation & classification, benefits management, employee engagement,
& performance management. The Human Resources Department is also responsible for labor
and employee relations program and the Human Capital System Management System (HCMS).
Hillsborough Transit Authority FY24 Budget Book 130
Goals:
Department Goal Measurement Organizational Goal
Increase employee engagement in
the community
Provide 5 opportunities for
volunteer events each
quarte
r
Employee Success
Community Engagement
Increase professional development Provide 10 hours of
trainin
g
per emplo
y
ee
Employee Success
Promote healthy living and increase
the usa
g
e of the wellness pro
g
ram
Provide 3 wellness events
per quarte
r
Employee Success
Prior Year Achievements
Successfully hired 142 employees, filling vital roles for the organization
Held 8 employee engagement events to boost employee morale and cohesiveness
SAFTEY DIVISION
The Safety Division reports to the Chief Safety Officer. The Chief of Safety reports directly to
the CEO and is responsible for working closely with the Chief Executive Officer (CEO), Board
of Directors and Executive Leadership Team to improve and drive the overall development,
implementation, and maintenance of Authority wide safety programs; including system safety,
hazard management, fire/life safety, employee, construction, industrial and environmental safety
policies and programs. The Chief of Safety also ensures coordination and cooperation between
the Office of Safety and all other HART Departments. The Chief of Safety has the authority and
responsibility to suspend unsafe operations in order to protect employees, the public and
property; may represent the Authority to federal agencies, local groups/organizations,
professional associations, and other similar groups. This position serves as the Authority's Fire
Marshal and is responsible for the providing all training for the agency.
Hillsborough Transit Authority FY24 Budget Book 131
Hillsborough Transit Authority FY24 Budget Book 132
DIVISION STAFFING
DIVISION FINANCES
SAFETY DIVISION
Adopted Budget
FY24 vs
Dept Name FY22
Actual
FY23
Budget
FY24
Budget
FY23
Budget
Variance
% of
Budget
Safety&Security $2,339,350$2,754,178$2,499,845(254,333)82.18%
Training&Development $499,956$474,700$541,99167,291 17.82%
TotalAdministration
Expenses$2,839,306$3,228,878$3,041,836($187,042)100.00%
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
Safety
&
Security
Manager
(4)
Chief
of
Safety
Safety
Assurance
Analyst
(1)
cso
OFFICE
-09/30/2023
Executive
Assistant
(4) (1)
Manager of Learning and Development
(5)
Hillsborough Transit Authority FY24 Budget Book 133
SAFETY DIVISION
Budget FY24
Budget
FY24 vs FY23
Budget
Variance
% of
Variance
Salaries and Wages $850,531 $1,010,393 $917,227 ($93,166) -9.2%
Fringe Benefits Salaries/Wages
SUB-TOTAL PERSONNEL
COSTS
$424,396
$1,274,927
$1,496,715
$205,486 $201,790 ($3,696) -1.8%
$1,215,878 $1,119,017 ($96,862) -8.0%
Operational Contract Serv $1,655,000 $1,867,780 $212,780 12.9%
Parts and Supplies $7,225 $42,000 $20,939 ($21,061) -50.1%
Administrative Othe
r
$8,489 $139,000 $32,601 ($106,399) -76.5%
Admin Contract Serv $51,950 $163,000 $0 ($163,000) -100.0%
Marketing and Printing $0 $10,000 $0 ($10,000) -100.0%
Taxes and Fees $0 $4,000 $1,500 ($2,500) -62.5%
TOTAL OPERATING
EXPENSES $2,839,306 $3,228,878 $3,041,836 ($187,042) -5.8%
Actual
FY22 FY23
Adopted Budget
*netofemployeecontributionforhealthcarepremiums
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
SAFETY
DEPARTMENTS
Training &
Development
$541,991
Pie Chart showing the allocation of money for the departments
Hillsborough Transit Authority FY24 Budget Book 134
Safety, Security & Training
Lead the agency’s safety initiatives with the development of the Public Transportation Agency
Safety Plan and the creation of a comprehensive Safety Management System (Vector and
Everbridge) and agency Joint Safety Committee.
Safety, Security and Training Team (SST) - The Safety and Security Team is made up of eight
(8) people which include the Chief Safety Officer; Manager of Safety & Security; Security
Coordinator; (2) Safety & Security Specialist, Safety Support Assistant, Safety Assurance
Analyst, and an Executive Assistant. Also, the Training & Development Team (TDT) is a
department under the Safety & Security Division reporting to the Chief Safety Officer and is
made up of six (6) people which include: Manager of Training; 4 Training Specialists and 1
Maintenance Training Specialist. The SST department is responsible for maintaining the
organization’s safety and security in order to ensure HART is fully maintaining safe and secure
service without interruption. The TDT department trains between eighty (80) and one-hundred
ten (110) new operators each year on the safe and secure operation of HART’s fleet of over 225
transit vehicles across forty (34) different fixed routes. SST also offers refresher training for over
three hundred seventy-nine (379) combined bus, paratransit, and streetcar operators, maintenance
personnel, and supervisory personnel on updated safety and security instruction, accident
procedures, or the latest HART policy changes as it effects transit and rider operation.
All four (4) trainers are certified in FL third (3rd) party CDL training, TSI safety training &
driving techniques, TSA security measures, FTA compliance and policy measures, FT drug +
Salaries
$917,227
FringeBenefits$201,790
OperationalContract
Services
$1,867,780
PartsandSupplies $20,939
AdministrativeOther
$32,601
TaxesandFees $1,500
SAFETYDIVISION
A Pie Chart showing the allocation of money spent by division
alcohol + reasonable suspicion testing, and the Americans with Disabilities Act (ADA)
compliance among other certifications this team uses to instruct, secure, and ensure the safety
and wellbeing of HART employees and its customers. SST also ensures that HART and its
contractors remain compliant with Florida’s DOT 14-90 rule which regulates equipment and
operational safety compliance among motor vehicle operators in Florida.
SST also oversees American Guard Services HART’s armed security contractor at each of its
terminals while reviewing surveillance footage from buses and HART buildings in order to
investigate complaints and incidents. Lastly, SST is also responsible for overseeing the
management and coordinated responses for on-the-scene incidents, accidents, or other collisions.
As far as SST’s involvement in state or federal audits, SST helps coordinate the safety
components of triennial reviews and other transit audits to ensure proper state and federal
compliance for all state and federally required safety and security measures.
Department Priorities:
Reported incidents - This KPI is a measurement of the total sum of Transit and workplace
incidents or accidents that Bus, Van, Streetcar, or administrative staff reported over a period. By
measuring the reported incidents KPI, HART Safety and Security team determine if there's a
correlation between the increase in reported incidents, accidents, and events as they correlate
with new procedures, equipment, and the new vehicles. This also helps to determine the total
cost of any incidents related to risk or legal matters as well as determining other related reporting
measures such as NTD and the need to invest in other safety needs.
Goals:
Department Goal Measurement Organizational Goal
Reduction of Safety & Security
National Transit Database (NTD)-
reportable events.
Track and reported to
NTD monthly. Less than
1 Safety Event per 100k
miles.
Customer Experience
Community Value
Financial Performance
Establish and maintain a strong
Safety Management System (SMS)
across all modes of transportation
Deliver training to all
frontline employees
within next year tracked
and reporte
d
Employee Success
Customer Experience
Support Employee Success by
providing training opportunities and
classes, including TSI training to
Safet
y
Sensitive emplo
y
ees
Track and report training
classes and hours
Employee Success
Hillsborough Transit Authority FY24 Budget Book 135
Prior Year Achievement:
Developed Joint Safety Committee program as required by the Bi-partisan infrastructure
bill. The Safety Committee is composed of representatives from frontline employees and
management, that are responsible for identifying, recommending, and analyzing the
effectiveness of risk-based mitigations or strategies to reduce consequences identified in
the agencies’ safety risk assessment.
Hillsborough Transit Authority FY24 Budget Book 136
2010 2021
Location Population Population %Change
Population Population
Density* Density*
Hillsborough County 1,229,226 1,205 1,490,374 1,461 21%
Plant City 34,721 1,192 40,183 1,380 16%
Tampa 335,709 2,832 391,800 3,305 17%
Temple Terrace 24,541 3,158 27,005 3,475 10%
Unincorporated 834,255 965 1,031,386 1,193 24%
SECTION V - STATISTICS
POPULATION STATISTICS
Hillsborough County’s population increased 21 percent from 2010 to 2021, from 1.2 million to
1.5 million. A review of recent population trends also was conducted for the incorporated
municipalities within Hillsborough County. Whereas Tampa continues to have the largest
population, unincorporated Hillsborough County has experienced higher population growth rates
than the rest of the county, 24 percent. Although Temple Terrace experienced the lowest growth
in population among these municipalities (10%), it continues to have the highest population
density, with 3,475 persons per square mile.
Population Trends, Hillsborough County, 2010-2021
*Persons per square mile
Source: 2021 University of Florida’s Bureau of Economic & Business Research (BEBR) Estimates of Population
Hillsborough County’s population is projected to grow approximately 7 percent from 2025 to
2030, from 1.6 million to 1.7 million, and to 2 million residents by 2050. Figure 2-1 shows the
population estimations for Hillsborough County from 2025 to 2050.
Population Projections, Hillsborough County, 2025-2050
Source: 2021 BEBR Estimates of Population (Medium Projections)
Hillsborough Transit Authority FY24 Budget Book 137
2010 2021
2010 2021
POPULATION DENSITY
Higher population density is one of the key characteristics of a potential transit market, as there
is a greater chance to attract transit riders that live within walking distance of a transit stop. A
walking distance of ¾-mile is generally considered the farthest a rider will walk to access a
transit stop. Additionally, areas with a high population density often are associated with land
uses that promote multimodal use, as they tend to promote pedestrian and bicycle activity.
Hillsborough County currently has a countywide average of 1,461 persons per square mile, with
higher densities in the incorporated areas. Maps below show the projected population density, in
persons per square mile, by Traffic Analysis Zone (TAZ) for 2023 (TDP base year), calculated
based on socioeconomic data developed as part of the adopted 2045 Tampa Bay Regional
Planning Model (TBRPM). Higher-density TAZs (6,000 persons per square mile or more) are
concentrated in the following areas:
Town ‘n’ Country
Areas adjacent to Dale Mabry Highway from Northdale Boulevard to MacDill Air Force
Base
Along Nebraska Avenue from Bearss Avenue to the Hillsborough River
Along Florida Avenue from Fletcher Avenue to south of Waters Avenue
Adjacent to Temple Terrace
In and around Downtown Tampa
South of Kennedy Boulevard
South of SR 60 adjacent to I-75 in Brandon.
Similar densities forecasted for 2032 (TDP horizon year), with density increasing in the
aforementioned areas along with areas in south county, specifically Apollo Beach and Ruskin.
Hillsborough Transit Authority FY24 Budget Book 138
Hillsborough Transit Authority FY24 Budget Book 139
Hillsborough Transit Authority FY24 Budget Book 140
EMPLOYMENT DENSITY
Employment density is another factor to consider when identifying potential transit markets. Job
access via transit can ensure that workers get to their employment locations, thereby providing
essential benefits to the economy.
Similar to population, the projected employment density, in jobs per square mile, by TAZ for
2023, calculated based on socioeconomic data developed as part of the adopted 2045 TBRPM.
The highest concentrations of employment density are mainly found in incorporated areas, more
specifically the following:
Downtown Tampa
Along I-275 from Bearss Avenue to the Hillsborough River
Near the University of South Florida (USF)
Along Kennedy Boulevard from Downtown Tampa to Old Tampa Bay
Along SR-60 in Brandon
North of Tampa International Airport
These areas have clusters of employment that are estimated to be 4,500 jobs or more per square
mile, with some TAZs exceeding 6,000 jobs per square mile. Some of these areas, specifically
Downtown Tampa and the USF area, have a high number of service-industry jobs at hotels,
restaurants, and other tourism-related destinations. Other areas in the county with moderate
levels of employment density include areas adjacent to major interstates and near the Pinellas
County line. These are projected to continue to be high-density employment areas over the next
10 years, with some growth adjacent to the established areas.
Hillsborough Transit Authority FY24 Budget Book 141
Hillsborough Transit Authority FY24 Budget Book 142
Hillsborough Transit Authority FY24 Budget Book 143
SOCIO-DEMOGRAPHIC CHARACTERISTICS AND TRENDS
In addition to population, employment, and households, the baseline conditions analysis also
reviews key demographics such as age distribution, educational attainment, labor force, income
distribution, racial and ethnic origin, limited English proficiency, and foreign-born populations to
better understand the community HART serves, as summarized below.
AGE DISTRIBUTION
Age is an important factor when planning for public transit. Millennials—persons born between
1982 and 2000—generally exhibit the need for different transportation modes and preferences
than prior generations. They tend to drive less and desire more choices and flexibility in transit
options. Younger adults born after Millennials, referred to as Generation Z, continue to exhibit
these same preferences, indicating the possibility of a more positive, long-term shift in transit
habits. Additionally, older adults are more likely to experience age- and health-related obstacles
to driving and are more reliant on other ways to get around other than driving themselves,
including using public transit.
The projected distribution of population by age cohort for Hillsborough County. In 2025, 16
percent of residents are expected to be age 65 or older and, by 2045, the percentage of residents
age 65 or older is expected to increase to approximately 18 percent of the total population. The
percentage of residents age 65 and older in Hillsborough County is the only age cohort expected
to grow; all others will maintain their current share or decline marginally. The proportion of the
population ages 18–64 is projected to remain relatively steady between now and 2045. This age
group represents most working-age residents and adult students, many of whom commute daily
to school or work, therefore placing a potentially higher demand for transit options.
The chart below shows the Block Groups with higher concentrations of population age 65 and
over. Areas within Hillsborough County with higher concentrations (over 40% of Block Group
population) of this age group can be found along the Pinellas County line in Westchase, along
Bayshore Boulevard between Euclid Avenue and Howard Avenue, south of Ehrlich Road
adjacent to Dale Mabry Highway, north of Fletcher Avenue west of I-75, west of 56th Street and
south of Fowler Avenue adjacent to Temple Terrace, areas adjacent to I-4 in Plant City, areas in
Sun City Center, and along the Tampa Bay coast south of College Avenue to the Manatee
County line.
Hillsborough Transit Authority FY24 Budget Book 144
Projected Age Distribution, 2025–2045
16%
30%
22%
13%
7%
13%
17% 17% 18% 18%
30%
21%
13%
6%
12%
29% 29% 30%
21% 21% 21%
13%
6%
13%
13%
6%
13%
13%
6%
12%
65 years and older
40 to 64 years
25 to 39 years
15 to 24 years
10 to 14 years
Under 10 years
2025 2030 2035 2040 2045
Source: ACS 2020 5‐Year Estimates
PERSONS WITH DISABILITIES
Persons with disabilities may rely on transit service for their mobility needs. According to the
Americans with Disabilities Act, a person with a disability has “a physical or mental impairment
that substantially limits one or more major life activities; has a record of such an impairment; or
is regarded as having such an impairment.” The United States Department of Transportation
(USDOT) reports that people with disabilities travel by personal vehicles for a smaller share of
trips than those without disabilities.
The table below shows the number of persons with disabilities by age cohort in Hillsborough
County. The majority, over 50 percent, of those who have a disability are in the 18-64 age
cohort. As previously noted, this age cohort includes most working-age adults that may need
access to jobs. Map 2-7 illustrates the percentage of population with disabilities by census block
group for Hillsborough County. Persons with disabilities are concentrated along Adamo Drive
adjacent to I-75 and within the Sun City Center area.
Persons with Disabilities by Age, 2020
Age Cohort 2020 # of Persons
with Disabilities
2020 % of Persons
with Disabilities
Under 18 12,685 7.5%
18-64 85,887 50.7%
Over 65 70,665 41.8%
Source: ACS 2020 5-Year Estimates
EDUCATIONAL ATTAINMENT
Level of education has been shown to correlate with income, which may influence the use of
public transit. Hillsborough County’s educational attainment has increased in the last 10 years.
Since 2010, the percentage of people who hold a bachelor’s degree or higher has increased by
Hillsborough Transit Authority FY24 Budget Book 145
Age Range
five percent points; concurrently, those who did not complete high school decreased by three
percent points.
According to the Tampa Bay Economic Development Council (EDC), the Tampa Bay area is
home to nearly 80 colleges, universities, and technical schools, and an average of 75 percent of
graduates stay in Florida. This could be a key catalyst for the increase in advanced degrees.
Figure 2-3 shows the level of educational attainment in Hillsborough County according to the
2010 Census and ACS 2020 5-Year Estimates.
Educational Attainment, 2010 and 2020
14%
28%
30%
29%
11%
27%
27%
34%
2020
2010
Did not complete high school
High school diploma
Some college
Bachelor's degree or better
Source: 2010 Census and ACS 2020 5-Year Estimates
LABOR FORCE
A review of the types of employment present in Hillsborough County and journeys to work was
conducted using the 2020 ACS Estimates. The following graphic shows the Hillsborough County
economy broken down by its key business occupations. Based on 2020 ACS data, the two largest
sectors, making up over half of transit rider employment, are Service (36%), followed by
Management, Business, Science, and Arts (27%). The proportion of transit riders employed in
the Service sector is higher than those who drive, indicating that this sector is a particularly
important transit market in Hillsborough County. Those that drove alone primarily work in
Management, Business, Science, and Arts (40%) or Sales and Offices (24%).
Hillsborough Transit Authority FY24 Budget Book 146
2010 2010 2010
2020 2020 2020
Labor Force by Occupation, Drove Alone and Transit Users, 2020
Transit
Drove alone 17%
36%
40%
27%
24%
22%
11%
9%
8%
5%
1%
Service
Management, business, science, and
arts
Sales and office
Production, transportation, and
material moving
Natural resources, construction, and
maintenance
Military specific
Source: ACS 2020 5‐Year Estimates
MAJOR EMPLOYERS
The top 10 employers in Hillsborough County by number of employees are shown in the table
below. Several of these employers coincide with the areas with high employment density, such
as USF and Tampa General Hospital. The Hillsborough County School District is the seventh
largest school district in the nation, serving more than 217,000 students, and is among the top 10
major employers in Hillsborough County, with 24,000 employees at schools and facilities
throughout the county. Six of the top 10 employers are private, and four are public agencies. As
with the School District, most of these large employers operate throughout the county, with
employees traveling to multiple locations.
Major Employers, Hillsborough County
Employer # of Employees
BayCare Health System 28,357
Publix Super Markets 26,000
Hillsborough County School District 24,000
HCA West Florida Division 18,000
University of South Florida 16,277
MacDill Air Force Base 15,000
AdventHealth West Florida Division 12,000
Hillsborough County 10,394
Citigroup 8,400
Tampa General Hospital 8,047
Source: Tampa Bay Business Journal
Hillsborough Transit Authority FY24 Budget Book 147
less than 1%
Service
Management, business,
science, and arts
Sales and office
Production,
transportation, and
material moving
Natural resources,
construction, and
maintenance
Military specific
INCOME DISTRIBUTION
Households with lower incomes are more likely to have less discretionary income, which can
make car ownership or non-essential travel by car more difficult, thereby increasing reliance on
public transit. In 2020, 40 percent of households earned over $75,000 in Hillsborough County,
31 percent had an income of $35,000–$74,999, 18 percent earned $15,000–$34,999, and 10
percent earned less than $15,000 annually (Figure 2-5).
Figure 0‐1: Household Income Distribution, Hillsborough County, 2020
$75,000 or more
$35,000 to $74,999
$15,000 to $34,999
Less than $15,000
Source: ACS 2020 5‐Year Estimates
Income distribution of those who use transit services and those who drove alone also were
examined. The majority of transit riders reported income of less than $15,000 (43%) and
$15,000–$34,999 (36%). The figure below shows that the most common income brackets of
those who drove alone were $35,000–$74,999 (36%) and $15,000–$34,999 (30%). The median
income for those who drove alone is $38,904; transit riders reported $18,563.
Income Distribution, Drove Alone and Transit Users, 2020
Transit
Less than $15,000
$15,000 to $34,999
$35,000 to $74,999
$75,000 or more
Drove alone
10%
18%
31%
40%
15%
43%
30% 36% 19%
36% 15% 6%
Hillsborough Transit Authority FY24 Budget Book 148
Less than $15,000
$15,000 to $34,999
$35,000 to $74,999
$75,000 or more
Source: ACS 2020 5‐Year Estimates
POVERTY
Individuals living in poverty have a higher propensity to use transit because they may not have
the means to own, fuel, and maintain a personal automobile. The U.S. Census Bureau defines the
poverty threshold as under $27,479 annual income for a family of four with two children.
Despite 40 percent of Hillsborough County households earning over $75,000 annually, its 2020
poverty rate for individuals was 14%. Although the poverty rate for individuals has increased
marginally since 2000 (13%), it has decreased since 2010 (17%), as shown below.
Poverty (Individuals), 2000–2020
17%
13%
14%
2000 2010 2020
Source: 2000 Census, ACS 2010 5‐Year Estimates, and ACS 2020 5‐Year Estimates
The chart shows the distribution of households living under the federal poverty level by Block
Group. There are notable concentrations of households living in poverty in the areas adjacent to
USF, between Nebraska Avenue and 56
th
Street south of Martin Luther King Jr. Boulevard, and
along the Hillsborough River between Columbus Drive and Cass Street.
Areas of persistent poverty in Hillsborough County also were examined. An area of persistent
poverty is defined by USDOT as a county with 20 percent or more of the population living in
poverty over 30 years, as measured by the 1990 and 2000 decennial census and the most recent
Small Area Income and Poverty Estimates. Alternatively, data to support eligibility may also be
from any census tract with a poverty rate of at least 20 percent, as measured by the 2014–2018
five-year data series available from the American Community Survey (ACS) of the Census
Bureau. Map 2-9 shows the areas considered to be in persistent poverty.
Hillsborough Transit Authority FY24 Budget Book 149
Hillsborough Transit Authority FY24 Budget Book 150
Poverty Map
Hillsborough Transit Authority FY24 Budget Book 151
Persistent Poverty Map
RACE AND ETHNIC ORIGIN
Agencies such as HART that use federal dollars to fund public transit are required to ensure that
minorities are not discriminated against in accordance with Title VI of the Civil Rights Act of
1964. Understanding the overall minority profile of the community is important in identifying
future transit needs, as minorities historically represent a higher percentage of transit riders than
the overall population. Furthermore, understanding where minorities live helps to ensure that
federal requirements in the planning process are met and that public outreach efforts are tailored
to encourage participation of these population groups in the TDP process.
Hillsborough County’s population is trending to be more ethnically and racially diverse. From
2010 to 2020, the percent of residents identifying as Hispanic/Latino experienced a net increase
of 4.2 percent points. Concurrently, those identifying as White alone and not Hispanic decreased
by 5.8 percent points.
Race and Ethnicity, 2020
Race/Ethnicity 2010
Population
2010 % of
Population
2020
Population
2020 % of
Population
Not Hispanic or Latino 922,591 75.1% 1,029,428 70.9%
White alone 660,565 53.7% 695,575 47.9%
Black or African American alone 191,260 15.6% 225,431 15.5%
American Indian and Alaska Native alone 2,948 0.2% 2,677 0.2%
Asian alone 41,328 3.4% 59,574 4.1%
Native Hawaiian and Other Pacific Islander alone 703 0.1% 825 0.1%
Some other race alone 2,992 0.2% 6,061 0.4%
Two or more races 22,795 1.9% 39,285 2.7%
Hispanic or Latino 306,635 24.9% 421,930 29.1%
White alone 215,572 17.5% 278,111 19.2%
Black or African American alone 13,813 1.1% 17,113 1.2%
American Indian and Alaska Native alone 1,831 0.1% 1,323 0.1%
Asian alone 748 0.1% 1,097 0.1%
Native Hawaiian and Other Pacific Islander alone 222 0.0% 261 0.0%
Some other race alone 58,562 4.8% 55,435 3.8%
Two or more races 15,887 1.3% 68,590 4.7%
Source: 2010 Census and ACS 2020 5‐Year Estimates
The geographic distribution of persons who identify as a racial minority (non-White) in
Hillsborough County. The racial minority (non-White) population is concentrated in central areas
in Tampa, but more so between Kennedy Boulevard, Busch Boulevard, Sheldon Road, and the
Hillsborough River; east of I-275 from Bearss Avenue to the Hillsborough River; and between
Hillsborough Avenue, 50th Street, I-4, and Nebraska Avenue. A higher percentage of non-White
individuals also live along the east side of the I-75 corridor in Brandon and Seffner, south of the
Pasco County line between I-75 and Morris Bridge Road, in Ruskin, and in Plant City.
Hillsborough Transit Authority FY24 Budget Book 152
Hillsborough Transit Authority FY24 Budget Book 153
The figure below compares the ethnic and racial makeup of workers who commute using
public transit versus those who drive alone in Hillsborough County, and illustrates that
minorities are more likely to use public transit to travel to and from work. The percentage
of Black or African American workers who use public transit is more than twice that of
those who drive alone. Conversely, White workers are more than twice as likely to drive
alone on their commute than take transit.
Race and Ethnicity, Drove Alone and Transit, 2020
70%
16% 4% 4% 6%
35%
51%
6% 1% 4% 4%
White Black or African
American
Asian Native Hawaiian
and Other Pacific
Islander
Some other race Two or more races
Drove alone Transit
Source: ACS 2020 5‐Year Estimates
LIMITED ENGLISH PROFICIENCY
As Hillsborough County continues to become more diverse, there are more people who speak a
range of languages at varying levels. HART must take reasonable steps to ensure meaningful
access to its services by persons with limited English proficiency (LEP), defined as persons who
speak English “less than very well.” As shown in the figure below, 11 percent of those older than
age 5 in Hillsborough County are LEP. The percentage of transit users who ride transit to work
and who are LEP is 12 percent. This means that transit is an important resource for the LEP
community. Map 2-11 shows the geographic distribution of households that speak English “less
than very well.” Concentrations of these households can be found adjacent to Dale Mabry
Highway between Columbus Drive and Busch Boulevard.
Individuals with Limited English Proficiency (LEP), 2020
Population 5 years and
over
Hillsborough County
population who are LEP
11
Hillsborough Transit Authority FY24 Budget Book 154
Less than 1%
Source: ACS 2020 5‐Year Estimates
TRAVEL BEHAVIOR AND COMMUTING TRENDS
Data available on travel flows were analyzed to assess general travel behaviors and patterns in
and around Hillsborough County. By better understanding commuting behaviors and general
travel patterns, HART may plan its transit services more effectively. If offered as an attractive
and viable alternative to the automobile, transit can become an effective mode to connect
residents to economic opportunities, link to recreational/other activities, and reduce traffic in the
county. This analysis attempts to understand current travel patterns and behavior, including the
modes used to commute to work, popular commute times, and regional commuting patterns.
AUTOMOBILE OWNERSHIP
Owning a vehicle can be a significant financial burden, particularly for households already near
or below the poverty line. Households that do not own a vehicle are considered “zero-vehicle
households” and are more likely to be dependent on public transportation for work, nutrition,
education, and medical appointments. According to the ACS 2020 5-Year Estimates,
approximately 6.2 percent of households were considered zero-vehicle households in
Hillsborough County, marginally higher than the rate of zero vehicle households in Florida
(6.1%). In Hillsborough County, approximately 38.1 percent of households have one vehicle
available, and approximately 55.7 percent have two or more vehicles available. The greatest
concentrations of zero-vehicle households are adjacent to Downtown Tampa along I-275,
adjacent to USF, and west of Race Track Road adjacent to Pinellas County.
COMMUTER PROFILE AND OVERVIEW
Data available from the ACS 2020 5-Year Estimates were also used to assess travel behaviors
and patterns in Hillsborough County for people who commute for work. The median age for a
commuter driving alone is 40.7 years in Hillsborough County, and the median age for a transit
rider is 34.1 years. Younger generations, such as Millennials and Generation Z, are more open to
using alternative forms of transportation, which may contribute to the considerably lower median
age for transit riders. Approximately 39 percent of transit riders are from zero-vehicle
households, and approximately 31 percent have access to one vehicle. The figure below shows a
general overview of the average commuter in Hillsborough County.
Figure 0‐2: Average Hillsborough County Commuter Profile
40
44
46
commute
Depart between
7AM and 9AM
Two or more
Vehicles per
households
Hillsborough Transit Authority FY24 Budget Book 155
have a
30 to 59 min.
%
%
%
Source: ACS 2020 5‐Year Estimates
COMMUTE CHOICES
According to the ACS 2020 5-Year Estimates data, over 95 percent of transit riders in
Hillsborough County have jobs within the county. The table below shows that the most popular
commute choice for those in Hillsborough County is to drive alone (76.8%), which decreased
from 80.2 percent in 2010, as carpooling and walking also decreased marginally from 9.7 percent
to 9.1 percent and from 1.7 percent to 1.5 percent, respectively. Working from home increased
the most, from 5.0 percent to 9.5 percent, and using public transit decreased marginally from 1.6
percent in 2010 to 1.2 percent in 2020. Although the long-term effects of the COVID-19
pandemic on commuting are still not clear, the call for employees to return to the office may
increase the need for alternative transportation options.
Table 0‐1: Commuting Choices, 2010–2020
Commute Choice 2010 2020
Drove alone 80.2% 76.8%
Carpooled 9.7% 9.1%
Public transportation (excluding taxicab) 1.6% 1.2%
Walked 1.7% 1.5%
Worked at home 5.0% 9.5%
Bicycle or other 1.9% 0.5%
Source: 2010 Census and ACS 2020 5‐Year Estimates
TOURISM
SEASONAL RESIDENTS AND VISITOR LEVELS
The influx of tourists and/or seasonal residents to Hillsborough County, particularly during peak
season in winter months, places a high demand on roadways and increases traffic congestion
levels. Seasonal residents are defined as any person who resides in Florida for at least 31
consecutive days in each calendar year, maintains a temporary residence, returns to their Florida
residence at least once per calendar year, and is registered to vote or pays income tax in another
jurisdiction, according to Florida Senate Bill 8A. Transit options that are safe and convenient
will serve to further reduce peak season road congestion and strengthen the attractiveness of
Hillsborough County as a place to visit. According to the ACS 2020 5-Year Estimates, there are
50,795 unoccupied (partially throughout the year) dwelling units in Hillsborough County. Of
those, 1,489 residents declared that their current residence is elsewhere.
Airports, especially those that serve international flights, create a great transit demand, as
arriving visitors typically do not have vehicles readily available. The Tampa Bay area is a major
travel destination, with a high volume of domestic tourists and international visitors.
Hillsborough County has a thriving tourist industry and welcomes 24.5 million visitors every
year, resulting in a gross economic output of $2.9 billion in 2021. Tourists are an important
Hillsborough Transit Authority FY24 Budget Book 156
group of riders to consider when identifying local and regional transportation needs. For
example, tourists flying into Hillsborough County will benefit if using transit is a convenient
way to get from the airport to where they are staying and to other destinations in the county as
well as around the region, as transit costs less than renting a car or hiring a car service.
Tourists
making day trips around the region will also benefit if transit is a convenient option, as opposed
to driving, and residents will benefit if fewer cars are on the road.
According to Tampa International Airport, the majority of visitors (98%) that arrived by plane
from April 2021 to March 2022 were from within the U.S. The top domestic visitors were from
New York and Chicago, which have viable and heavily-used public transit systems. The top 10
markets for Tampa, other than New York and Chicago, are Detroit, Atlanta, Philadelphia,
Denver, Boston, Dallas, Minneapolis, and Baltimore. The figure below shows the number of
inbound passengers from May 2021 to April 2022, showing a general increase in the number of
passengers, which could be attributed to relaxed travel restrictions.
Inbound Airline Passengers, May 2021–April 2022
1.1M
750.1K 816.4K 842.9K 880.9K
734.2K 668.4K
809.9K
899.2K
987.5K
760.8K
863.0K
Apr‐21 May‐21 Jun‐21 Jul‐21 Aug‐21 Sep‐21 Oct‐21 Nov‐21 Dec‐21 Jan‐22 Feb‐22 Mar‐22
Source: Tampa International Airport (TPA)
A significant percentage of the jobs that support tourism in Hillsborough County are service and
retail jobs in hotels, restaurants, and retail stores. Areas where attractions are dense typically
have limited parking and can be expensive. Safe and reliable transit for service industry workers,
including those who work early morning/late evening (or the “third-shift”), is also an important
consideration.
Hillsborough Transit Authority FY24 Budget Book 157
Tourism supports more than 54,000 jobs in related businesses such as hotels, restaurants, stores,
attractions, transportation services, and others. Destinations and events such as theme parks,
casinos, festivals, and sports events bring more than 24.5 million visitors to Hillsborough County
annually who spend approximately $2.9 billion. The majority of visitor spending is devoted to
food and beverage (32%), as shown below.
Visitor Spending, 2021
Source: Visit Tampa Bay
32%
22%
17%
15%
14%
Food and Beverage
Recreation
Lodging
Local Transportation
Retail
Hillsborough Transit Authority FY24 Budget Book 158
Beginning Net Position $ 311,428,217 $ 87,773,949 $ 118,074,871
Revenues $ (119,768,268) $ 130,416,119 $ 159,149,766
Expenses $ (103,886,455) $ (100,115,197) $ (159,149,766)
Ending Net Position $ 87,773,494 $ 118,074,871 $ 118,074,871
Description FY22
Actual
FY23
Actual
FY24
Budgeted
Bas is for
Reserve
Re quire d
Reserves for FY24
Actual
FY23 End
Projected
FY24 End
Amount
Ove r/Unde r
required amount
%
Over/under
re quire d
amount
Reserve Designation
Operating 90 days operating $ 27,200,000 $ 17,084,154 $ 35,522,188 $ 8,322,188 30.60%
Risk Based on Study $ 3,523,000 $ 2,922,509 $ 3,523,000 $ -0.00%
Medical Liability Based on Study $ 626,000 $ 626,000 $ 626,000 $ -0.00%
Capital Matching No required amount $ -$ 4,522,242 $ 22,242 $ 22,242 0.00%
FTA Liability No required amount $ -$ 1,212,429 $ 1,212,429 $ 1,212,429 0.00%
Total Reserves $ 31,349,000 $ 26,367,334 $ 40,905,859 $ 9,556,859 30.49%
FINANCIAL STATISTICS
NET POSITION
This unaudited table shows net position at the start of FY22 through the beginning of the FY24
budget year. It is important to note that HART returned more than $216M in tax refunds to the
state in FY22.
Net Position Summary
RESERVES
Reserve Summary
Hillsborough Transit Authority FY24 Budget Book 159
This section is comprised of the charts and graphs from the Annual Comprehensive Finance
Report. These charts show historical information that is used for trend analysis.
Hillsborough Transit Authority FY24 Budget Book 160
Passenger Fares
Sl0
,
000
,000
Sl0
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$0
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,
000
,
000
$1,500
,
000
$1
,
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$500,000
$0
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000
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S60,000,,000
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General
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Revenues
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$200,000,000
$100,000,000
$0
(
$100,000,000)
Operating
Grants
(
$200,000,000)
-------------
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
Sl,000,000
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,
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$150,000
,
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$50,000,000
(
$50,000
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Property
Tax
Revenue
-
◊
~
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Interest
Revenues
Capital
Grants
Total Revenues
($150,000,
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Total Liabilities& Total
Net
I Position
,
...
-~
f-
''
~'
T.c:.a,ttr.-,..,_
Total Assets
STATEMENT OF ASSETS, DEFERRED OUTFLOWS, LIABILITIES, DEFERRED INFLOWS & NET POSITION
FY2018 to FY2022
FY2018 FY2019
FY2020 FY2021
FY2022
ASSETS
Cash & Cash E
q
uivalents-Unrestricted $14,052,908 $9,272,590 $22,596,459 $32,360,767 $12,661,18
4
Cash & Cash E
q
uivalents-Restricted $1,037,807 $66,023,80
4
$177,655,39
0
$218,848,88
4
$17,099,77
2
Investments $
0
$0 $
0
Trade Receivable, net $748,588 $1,100,599 $569,053 $674,16
0
$1,493,939
Surtax Receivable $
0
$19,601,218 $19,698,579 $
0
$0
Delin
q
uent Pro
p
ert
y
Tax Receivable $47,059 $55,895 $84,131 $37,717 $0
Federal Grants Receivable $517,258 $2,211,812 $1,771,783 $3,226,257 $2,798,019
State Grants Receivable $1,759,924 $865,935 $1,076,633 $3,767,495 $1,737,765
Local Grants Receivable $50,543 $160,192 $239,47
0
$922,011 $296,055
Inventor
y
of Parts & Su
pp
lies $1,411,075 $1,956,216 $1,939,187 $2,160,769 $2,360,022
Pre
p
aid Ex
p
enses $620,63
4
$503,634 $508,821 $565,96
0
$346,702
Total Current Assets $20,245,796 $101,751,895 $226,139,506 $262,564,020 $38,793,458
Lon
g
Term Assets:
Ri
g
ht-to-use Asset*
0
0
0
92,378 $92,378
Ri
g
ht-to-use Amortization*
0
0
0
(19,699) ($39,654)
Land $19,043,009 $19,043,009 $19,043,009 $19,043,009 $19,043,00
9
Construction in Pro
g
ress $5,736,827 $7,786,592 $6,221,020 $8,206,207 $9,159,493
Ca
p
ital Assets, net $93,205,478 $93,356,839 $85,042,401 $77,135,671 $75,947,613
Total Lon
g
Term Assets $117,985,314 $120,186,440 $110,306,430 $104,457,566 $104,202,839
Total Assets $138,231,110 $221,938,335 $336,445,936 $367,021,586 $142,996,299
DEFERRED OUTFLOWS
Deferred Outflows on
p
ension
and OPEB related amounts $14,577,121 $14,566,63
4
$16,063,147 $13,425,823 $15,725,968
LIAB ILITIES
Current Liabilities :
Accounts Pa
y
able $3,547,234 $4,453,958 $4,510,817 $5,562,045 $3,460,755
Accrued Ex
p
enses $1,228,463 $1,637,797 $1,617,934 $2,228,657 $2,080,447
Lease Liabilit
y
due within one
y
ear* $
0
$0 $
0
$19,736 $19,60
0
Interest Pa
y
able* $
0
$0 $
0
$69 $5
4
Unearned Revenue $10,109 $8,44
0
$6,26
4
$184,962 $239,291
Self-Ins urance & Contin
g
enc
y
$2,391,880 $3,915,661 $3,426,588 $2,504,328 $2,760,49
4
Environmental Remediation $308,019 $133,734 $150,00
0
$150,00
0
$0
Com
p
ensated Absences $91,239 $110,894 $116,809 $91,095 $150,729
Ca
p
ital Lease Obli
g
ation $
0
$0 $
0
$
0
$0
N
et Pension Liabilit
y
$318,652 $262,590 $168,757 $83,659 $13,835
N
et OPEB Liabilit
y
$
0
$0 $
0
$
0
$0
Total Current Liabilities $7,895,596 $10,523,074 $9,997,169 $10,824,551 $8,725,205
Lease Liabilit
y
* $
0
$0 $
0
$52,87
4
$33,34
4
Self-Ins urance & Contin
g
enc
y
$5,619,072 $3,125,977 $2,833,552 3,197,683 3,303,686
Environmental Remediation $
0
$0 $
0
$
0
$0
Com
p
ensated Absences $2,789,154 $2,782,394 $3,086,926 3,317,998 3,218,633
Ca
p
ital Lease Obli
g
ation $
0
$0 $
0
$
0
$0
N
et Pension Liabilit
y
$37,573,767 $43,722,81
0
$53,099,259 $22,887,291 $51,122,547
N
et OPEB Liabilit
y
$1,013,903 $1,182,510 $1,426,868 $1,566,440 $1,485,007
Total Lon
g
Term Liabilities $46,995,896 $50,813,691 $60,446,605 $31,022,286 $59,163,217
Total Liabilities $54,891,492 $61,336,765 $70,443,774 $41,846,837 $67,888,422
DEFERRED INFLOWS
Deferred Inflows on
p
ension
and OPEB related amounts $5,195,167 $4,324,111 $2,359,866 $27,172,356 $3,060,351
NET POSITION
N
et Investment in Ca
p
ital Assets $117,985,31
4
$120,027,532 $110,229,835 $104,384,887 $104,149,896
Restricted $1,037,807 $85,625,022 $197,353,969 $218,851,88
4
$17,099,77
2
Unres tricted ($26,301,549) ($34,808,461) ($27,878,361) ($11,808,554) ($33,476,174)
Total Net Position $92,721,572 $170,844,093 $279,705,443 $311,428,217 $87,773,494
Hillsborough Transit Authority FY24 Budget Book 161
FY2018 FY2019
FY2020 FY2021
FY2020 FY2021
FY2022
FY2018 FY2019 FY2022
FY2020 FY2021
FY2018 FY2019 FY2022
FY2020 FY2021
FY2018 FY2019 FY2022
FY2020 FY2021
FY2018 FY2019 FY2022
$0 $0
STATEMENT OF REVENUES, EXPENSES, & CHANGES IN NET POSITION
FY2018 to FY2022
FY2018 FY2019 FY2020 2021 2022
O PERATING REVENUES :
Passenger Fare Revenues $12,576,581 $12,412,904 $9,029,994 $6,272,298 $8,162,616
Advertising Revenues $1,089,898 $1,109,730 $564,256 $1,739,039 $1,660,872
Other Revenues $3,150,349 $2,817,582 $104,994 $246,383 $581,318
Total Operating Revenues $16,816,828 $16,340,216 $9,699,244 $8,257,720 $10,404,806
O PERATIN G EXPEN S ES :
Salaries & Wages $35,122,040 $37,836,961 $37,308,373
$41,715,733 $42,806,690
Fringe Benefits $21,257,654 $26,820,478 $30,351,736
$24,998,425 $28,977,689
Fuel & Oil $4,262,223 $4,417,508 $2,974,830
$3,296,975 $5,416,772
Parts & Supplies $4,481,531 $5,103,773 $5,603,276
$4,368,288 $4,690,787
Contract Services $6,494,192 $8,268,305 $8,930,148
$8,182,724 $8,049,117
Claims $2,812,076 $3,313,183 $3,233,629
$2,970,319 $4,173,111
Utilities $993,158 $933,400 $924,601
$943,186 $1,047,594
Marketing & Printing $340,216 $542,376 $354,346
$355,111 $365,206
Other Expenses $2,829,903 $2,241,779 $2,329,677
$2,015,999 $1,812,495
Expenses Reimbursed by Grants $2,477,298 $693,637 $4,125,879
$3,087,727 $4,845,377
Lease Interest Expense* $0 $0 $0 $503 $384
Total Operating Expenses $81,070,291 $90,171,400 $96,136,495 $91,934,990 $102,185,222
Total Operating Gain (Loss) ($64,253,463) ($73,831,184) ($86,437,251) ($83,677,270) ($91,780,416)
Depreciation Expense $12,194,544 $12,353,469 $12,807,484 $12,845,735 $12,086,256
Lease Amortization Expense* $0 $0 $0 $19,870 $19,784
Net Operating Gain (Loss) $76,448,007 ($86,184,653) ($99,244,735) ($96,542,875) ($103,886,456)
NO N-O PERATING REVEN UES :
Federal Operating Grants $12,038,587 $12,513,482 $29,256,664
$35,072,557 $26,253,644
State Operating Grants $6,041,652 $8,399,287 $7,189,103
$6,787,687 $7,205,688
Local Operating Grants $1,146,219 $1,151,425 $1,465,932
$1,531,207 $1,506,817
State Operating rebates-CNG $0 $0 $0 $0 $0
Local Transportation Surtax $0 $84,299,484 $111,409,428 $21,012,547 ($216,090,967)
Other Federal Funds $0 $0 $1,985,705 $944,142 $332,014
Property Tax Proceeds $40,801,680 $44,834,934 $48,870,629 $53,130,355 $57,536,830
Interest Revenue $288,659 $726,168 $1,379,791 $389,600 $186,866
Total Non-Operating Revenues $60,316,797 $151,924,780 $201,557,252 $118,868,095 ($123,069,108)
Gain (Loss) before Capital Grants ($16,131,210) $65,740,127 $102,312,517 $22,325,220 ($226,955,564)
CAPITAL GRANT REVENUES :
Federal Capital Grants $9,398,143 $11,430,645 $4,831,653
$7,884,702 $2,570,418
State Capital Grants $1,108,304 $641,910 $1,416,991
$782,539 $722,107
Local Capital Grants $86,523 $309,839 $285,589
$715,713 $8,316
Developer Contributed Assets $0 $0 $14,600 $14,600 $0
Total Capital Contribution Reve
n
$10,592,970 $12,382,394 $6,548,833 $9,397,554 $3,300,841
Increase (Decrease) in Net Position ($5,538,240) $78,122,521 $108,861,350 $31,722,774 ($223,654,723)
Net Position, Beginning Year $98,259,812 $92,721,572 $170,844,093 $279,705,443 $311,428,217
Net Position, End of the Year $92,721,572 $170,844,093 $279,705,443 $311,428,217 $87,773,494
* GASB 87 put in place in 2022 and 2021 restated for comparative reporting purposes
Hillsborough Transit Authority FY24 Budget Book 162
FY2018 FY2019 FY2020 2021 2022
FY2018 FY2019 FY2020 2021 2022
FY2018 FY2019 FY2020 2021 2022
STATEMENT OF ASSETS, DEFERRED OUTFLOWS, LIABILITIES, DEFERRED INFLOWS & NET POSITION
FY2018 to FY2022
FY2018 FY2019 FY2020 FY2021 FY2022
ASSETS
Cash & Cash E
q
uivalents-Unrestricted $14,052,908 $9,272,590 $22,596,459 $32,360,767 $12,661,18
4
Cash & Cash E
q
uivalents-Restricted $1,037,807 $66,023,80
4
$177,655,39
0
$218,848,88
4
$17,099,77
2
Investments $
0
$0 $
0
Trade Receivable, net $748,588 $1,100,599 $569,053 $674,16
0
$1,493,939
Surtax Receivable $
0
$19,601,218 $19,698,579 $
0
$0
Delin
q
uent Pro
p
ert
y
Tax Receivable $47,059 $55,895 $84,131 $37,717 $0
Federal Grants Receivable $517,258 $2,211,812 $1,771,783 $3,226,257 $2,798,019
State Grants Receivable $1,759,924 $865,935 $1,076,633 $3,767,495 $1,737,765
Local Grants Receivable $50,543 $160,192 $239,47
0
$922,011 $296,055
Inventor
y
of Parts & Su
pp
lies $1,411,075 $1,956,216 $1,939,187 $2,160,769 $2,360,022
Pre
p
aid Ex
p
enses $620,63
4
$503,634 $508,821 $565,96
0
$346,702
Total Current Assets $20,245,796 $101,751,895 $226,139,506 $262,564,020 $38,793,458
Lon
g
Term Assets:
Ri
g
ht-to-use Asset*
0
0
0
92,378 $92,378
Ri
g
ht-to-use Amortization*
0
0
0
(19,699) ($39,654)
Land $19,043,009 $19,043,009 $19,043,009 $19,043,009 $19,043,00
9
Construction in Pro
g
ress $5,736,827 $7,786,592 $6,221,020 $8,206,207 $9,159,493
Ca
p
ital Assets, net $93,205,478 $93,356,839 $85,042,401 $77,135,671 $75,947,613
Total Lon
g
Term Assets $117,985,314 $120,186,440 $110,306,430 $104,457,566 $104,202,839
Total Assets $138,231,110 $221,938,335 $336,445,936 $367,021,586 $142,996,299
DEFERRED OUTFLOWS
Deferred Outflows on
p
ension
and OPEB related amounts $14,577,121 $14,566,63
4
$16,063,147 $13,425,823 $15,725,968
LIAB ILITIES
Current Liabilities :
Accounts Pa
y
able $3,547,234 $4,453,958 $4,510,817 $5,562,045 $3,460,755
Accrued Ex
p
enses $1,228,463 $1,637,797 $1,617,934 $2,228,657 $2,080,447
Lease Liabilit
y
due within one
y
ear* $
0
$0 $
0
$19,736 $19,60
0
Interest Pa
y
able* $
0
$0 $
0
$69 $5
4
Unearned Revenue $10,109 $8,44
0
$6,26
4
$184,962 $239,291
Self-Ins urance & Contin
g
enc
y
$2,391,880 $3,915,661 $3,426,588 $2,504,328 $2,760,49
4
Environmental Remediation $308,019 $133,734 $150,00
0
$150,00
0
$0
Com
p
ensated Absences $91,239 $110,894 $116,809 $91,095 $150,729
Ca
p
ital Lease Obli
g
ation $
0
$0 $
0
$
0
$0
N
et Pension Liabilit
y
$318,652 $262,590 $168,757 $83,659 $13,835
N
et OPEB Liabilit
y
$
0
$0 $
0
$
0
$0
Total Current Liabilities $7,895,596 $10,523,074 $9,997,169 $10,824,551 $8,725,205
Lease Liabilit
y
* $
0
$0 $
0
$52,87
4
$33,34
4
Self-Ins urance & Contin
g
enc
y
$5,619,072 $3,125,977 $2,833,552 3,197,683 3,303,686
Environmental Remediation $
0
$0 $
0
$
0
$0
Com
p
ensated Absences $2,789,154 $2,782,394 $3,086,926 3,317,998 3,218,633
Ca
p
ital Lease Obli
g
ation $
0
$0 $
0
$
0
$0
N
et Pension Liabilit
y
$37,573,767 $43,722,81
0
$53,099,259 $22,887,291 $51,122,547
N
et OPEB Liabilit
y
$1,013,903 $1,182,510 $1,426,868 $1,566,440 $1,485,007
Total Lon
g
Term Liabilities $46,995,896 $50,813,691 $60,446,605 $31,022,286 $59,163,217
Total Liabilities $54,891,492 $61,336,765 $70,443,774 $41,846,837 $67,888,422
DEFERRED INFLOWS
Deferred Inflows on
p
ension
and OPEB related amounts $5,195,167 $4,324,111 $2,359,866 $27,172,356 $3,060,351
NET POSITION
N
et Investment in Ca
p
ital Assets $117,985,31
4
$120,027,532 $110,229,835 $104,384,887 $104,149,896
Restricted $1,037,807 $85,625,022 $197,353,969 $218,851,88
4
$17,099,77
2
Unres tricted ($26,301,549) ($34,808,461) ($27,878,361) ($11,808,554) ($33,476,174)
Total Net Position $92,721,572 $170,844,093 $279,705,443 $311,428,217 $87,773,494
Hillsborough Transit Authority FY24 Budget Book 163
FY2018 FY2019 FY2020 FY2021 FY2022
FY2018 FY2019 FY2020 FY2021 FY2022
FY2018 FY2019 FY2020 FY2021 FY2022
FY2018 FY2019 FY2020 FY2021 FY2022
FY2018 FY2019 FY2020 FY2021 FY2022
Fixed Route Bus Service
HILLSBOROUGH TRANSIT AUTHORITY
TREND OF BUS SERVICE
FY2018 to FY2022
Total Miles *
FY2018
8,450,701
FY2019
STATISTICS
9,056,592
FY2020
7,713,928
FY21
7,652,872
FY22
7,157,294
Revenue Miles * 7,730,066 8,199,394 7,135,272 7,187,617 6,544,375
Total Hours* 660,283 692,964 595,430 602,434 554,216
Revenue Hours* 631,317 662,198 574,098 584,719 535,992
Vehicle Trips* 694,737 681,158 590,513 596,336 602,343
Ridership* 11,586,334 12,032,360 8,343,331 5,784,404 9,644,403
Positions* 646.0 677.0 640.0 624.0 638.0
REVENUES
Passen
g
er Fares $11,455,183 $11,477,437 $8,265,314 $5,746,646 $7,297,322
Ad Valorem $36,958,839 $40,760,104 $46,435,486 $49,135,127 $52,861,038
Operatin
g
Grant Revenues $15,118,795 $16,829,916 $30,800,393 $36,100,159 $31,478,353
Other Revenues $4,528,343 $4,652,989 $4,037,992 $3,229,204 $2,580,976
Total Operating Revenues $68,061,160 $73,720,446 $89,539,185 $94,211,136 $94,217,689
Total Operatin
g
Expenses $69,518,173 $79,232,697 $81,694,363 $76,693,257 $88,130,868
KEY OPERATING INDICATORS
Operatin
g
Cost per Total Mile $8.23 $8.75 $10.59 $10.02 $12.31
Operatin
g
Cost per Revenue Mile $8.99 $9.66 $11.45 $10.67 $13.47
Ridership per Revenue Mile 1.50 1.47 1.17 0.80 1.47
Operatin
g
Cost per Ride
r
$6.00 $6.58 $9.79 $13.26 $9.14
Avera
g
e Fare per Ride
r
$0.99 $0.95 $0.99 $0.99 $0.76
Percentage of Passenger Fare to
Operatin
g
Cost (Fare Recover
y
) 16.5% 14.5% 10.1% 7.5% 8.3%
Note:
Total bus operating expenses include salaries, fringes, fuel & lubricants, parts & supplies, contracted services, claims,
utilities, marketing and other miscellaneous expenses which are not directly attributable to paratransit or streetcar. It
does not include operating expenses reimbursed by grants or depreciation.
20,000,000
15,000,000
10,000,000
5,000,000
0
Bus Ridership
Hillsborough Transit Authority FY24 Budget Book 164
STATISTICS
REVENUES
EXPENSESEXPENSES
KEY OPERATING INDICATORS
FY2018 FY2019 FY2020 FY21 FY22
FY2018 FY2019 FY2020 FY21 FY22
FY2018
FY2019
FY2020 FY21 FY22
EXPENSESEXPENSES
Hillsborough Transit Authority FY24 Budget Book 165
FY2024 ADOPTED OPERATING
AND
CAPITAL BUDGETS
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00
Hillsborough
Transit
Authority
TREND
of
BUS Service
Operating
Cost
per
Total
Mile
Ridership
per
Revenue Mile
Average
Fare
per
Rider
Fiscal Years
2013
2022
to
$l4.00
$l2.00
$I0.00
$8.00
$6.00
$4.00
$2.00
$0.00
$14.00
$12.00
$111.00
$8.00
$6.00
$4.00
$2.00
$0.00
Operating
Cost
per Revenue
Mile
Operating
Cost
per
Rider
Fare
Recovery
Hillsborough Transit Authority - Trend of Bus Service - Fiscal Years 2013 to 2022
Demand Response Paratransit Service
HILLSBOROUGH TRANSIT AUTHORITY
TREND OF PARATRANSIT SERVICE
FY2018 to FY2022
FY18 FY19 FY20 FY21 FY22
STATISTICS
Total Miles * 2,016,025 2,402,235 1,836,848 1,599,966 1,974,734
Revenue Miles * 1,790,463 2,155,760 1,629,486 1,363,101 1,708,365
Total Hours* 116,736 138,070 108,036 120,912 146,021
Revenue Hours* 98,390 120,621 93,127 100,864 122,835
Vehicle Trips* 231,467 175,867 126,483 129,316 165,154
Ridership* 248,133 279,278 208,715 147,186 184,771
Positions* 93.0 91.0 121.0 95.0 107.0
REVENUES
Passen
g
er Fares $792,382 $929,626 $764,680 $525,652 $865,294
Ad Valorem $3,842,841 $4,074,830 $2,435,143 $3,995,228 $4,675,792
Operatin
g
Grant Revenues $2,861,444 $2,992,853 $4,555,374 $4,751,039 $1,099,004
Other Revenues $448 $410 $0 $409 $545
Total Operating Revenues $7,497,115 $7,997,719 $7,755,197 $9,272,328 $6,640,635
EXPENSES
Total Operatin
g
Expenses $7,497,115 $7,997,719 $7,755,197 $9,272,328 $6,640,635
Operatin
g
Cost per Total Mile $3.72 $3.33 $4.22 $5.80 $3.36
Operatin
g
Cost per Revenue Mile $4.19 $3.71 $4.76 $6.80 $3.89
Ridership per Revenue Mile 0.14 0.13 0.13 0.11 0.11
Operatin
g
Cost per Ride
r
$30.21 $28.64 $37.16 $63.00 $35.94
Avera
g
e Fare per Ride
r
$3.19 $3.33 $3.66 $3.57 $4.68
Percentage of Passenger Fare to
Operatin
g
Cost (Fare Recover
y
) 10.6% 11.6% 9.9% 5.7% 13.0%
Note:
Total paratransit operating expenses include those expenses directly attributable to paratransit service which include
salaries, fringes, fuel & lubricants, parts & supplies, contracted services, claims, utilities, marketing and other
miscellaneous expenses. It does not include operating expenses reimbursed by grants or depreciation. Ridership includes
the Taxi Voucher Program.
0
200,000
400,000
Hillsborough Transit Authority FY24 Budget Book 166
Paratransit Ridership
STATISTICS
REVENUES
EXPENSES
FY18 FY19 FY20 FY21 FY22
FY18 FY19 FY20 FY21 FY22
Hillsborough Transit Authority FY24 Budget Book 167
IV•
HAD
1
T FY2024 ADOPTED OPERATING
AND
fl.I
"'
CAPITAL BUDGETS
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
0.14
0.12
0.10
0.08
0.06
0.04
0.02
$5
.00
$4
.00
$3
.00
$2
.00
$1.00
$0.00
Operating Cost per Total Mile
Ridership per Revenne Mile
Average Fare per Rider
HILLSBOROUGH TRANSIT AUTHORITY
TREND
OF
PARATRANSIT SERVICE
FlSCAL YEARS 2013 to 2022
Operating Cost per Revenne Mile
$7.00
$6.00
$5.00
$4.00
$3.00
$2
.
00
$1.00
$0
.
00
$70.00
$60.00
$50.00
$40.00
$30.00
$20.00
$10.00
$0
.00
Fare Recovery
14.0%
12.0%
10.0%
8.0%
6
.0
%
4.0%
2.0%
0.0%
Operating Cost per Rider
FIXED GUIDEWAY STREETCAR SERVICE
HILLSBOROUGH TRANSIT AUTHORITY
TREND OF STREETCAR SERVICE
FY2018 to FY2022
FY18 FY19 FY20 FY 21 FY 22
STATISTICS
Total Miles * 62,460 117,636 116,357 127,879 126,380
Revenue Miles * 60,468 114,855 115,874 124,055 123,616
Total Hours* 11,575 21,982 21,960 23,620 22,487
Revenue Hours* 11,508 20,758 21,842 23,564 22,487
Vehicle Trips* 24,984 43,539 44,424 48,862 48,591
Ridership* 302,872 850,853 653,232 712,693 1,107,584
Positions* 24.0 29.0 30.0 25.0 32.0
REVENUES
Passen
g
er Fares $329,016 $5,841 $0 $0 $0
Ad Valorem $0 $0 $0 $0 $0
Operatin
g
Grant Revenues $1,246,219 $2,241,425 $2,555,932 $2,540,253 $2,388,792
Other Revenues $115 $81 -$3,246 $89,550 $179,550
Total Operatin
g
Revenues $1,575,350 $2,247,347 $2,552,686 $2,629,803 $2,568,342
EXPENSES
Total Operatin
g
Expenses $1,577,705 $2,247,347 $2,561,056 $2,629,803 $2,568,342
KEY OPERATING INDICATORS
Operating Cost per Total
Mile $25.26 $19.10 $22.01 $20.56 $20.32
Operating Cost per Revenue
Mile $26.09 $19.57 $22.10 $21.20 $20.78
Ridership per Revenue Mile 5.01 7.41 5.64 5.74 8.96
Operatin
g
Cost per Ride
r
$5.21 $2.64 $3.92 $3.69 $2.32
Avera
g
e Fare per Ride
r
$1.09 $0.01 $0.00 $0.00 $0.00
Percentage of Passenger
Fare to Operating Cost
(Fare Recover
y
) 20.9% 0.3% 0.0% 0.0% 0.0%
Note:
Total streetcar operating expenses include those expenses directly attributable to streetcar service which include
salaries, fringes, fuel & lubricants, parts & supplies, contracted services, claims, utilities, marketing and other
miscellaneous expenses. It does not include operating expenses reimbursed by grants or depreciation. Through a grant
from Florida Department of Transportation, starting October 2018 free fares are now offered on the streetcar. While
there is still a small amount of special event revenue taken in, this schedule shows the sharp drop in Passenger Fares
while the ridership and other statistical data reflects a sharp increase.
0
500,000
1,000,000
1,500,000
Streetcar Ridership
Hillsborough Transit Authority FY24 Budget Book 168
STATISTICS
FY18 FY19 FY20 FY 21 FY 22
FY18 FY19 FY20 FY 21 FY 22
FY18
FY19
FY20 FY 21 FY 22
KEY OPERATING INDICATORS
REVENUES
EXPENSES
Streetcar services became fare free in August of 2018.
Hillsborough Transit Authority FY24 Budget Book 169
IV•
HAD
1
T FY2024 ADOPTED OPERATING
AND
fl.I
"'
CAPITAL BUDGETS
S30.00
S-'25.00
$-W.
.
00
$15.00
$10
..
00
S5.00
Sil.00
10.00
8.00
6.00
4.00
2.00
Sl
.
00
$1.50
$1.00
so.so
$.0.00
Hll.LSBOROU
GH
TRANSIT AUTHORITY
TREND OF STREETCAR
SERVICE
FISCAL
YEARS
2013
to 2022
Operating Cost
per
TotaI Mile Operating Cost per
Revenue
Mile
Ridership
per
Revenue
Mile
Average Fare per Rider
$30.00
$25.00
$20
..
00
$15.00
$10.00
$5
.00
$0.00
$7.00
$6
..
00
$5
.
00
$4.00
$3
.0
0
$2
.0
0
$1.00
$0
.
00
Operating
Cast
per
Rider
Fare
Recovery
EXPENSES BY PROGRAM
HILLSBOROUGH TRANSIT AUTHORITY
EXPENSES BY PROGRAM
FY2013 to FY2022
FY2013 FY2014 FY2015 FY2016 FY2017
OPERATING EXPENSES:
RESTATED
Bus Operations $41,650,103 $37,347,689 $42,664,566 $44,182,428 $47,715,002
Paratransit Operations $4,819,020 $5,206,235 $4,656,056 $5,429,230 $7,084,468
Streetcar Operations $1,444,357 $1,547,682 $1,410,802 $1,594,582 $1,687,448
Administration & Other $14,545,520 $21,856,733 $21,500,756 $23,367,153 $24,476,974
Op. Exp Reimb by Grants $3,070,237 $1,595,894 $1,793,741 $1,440,203 $1,750,812
Total Operating Expenses $65,529,238 $67,554,233 $72,025,921 $76,013,596 $82,714,704
Depreciation Expense $11,635,161 $10,578,252 $11,671,433 $11,652,527 $12,164,514
Lease Amortization Expense $0 $0 $0 $0 $0
Total Expenses $77,164,399 $78,132,485 $83,697,354 $87,666,123 $94,879,218
FY2018 FY2019 FY2020 FY 2021 FY 2022
OPERATING EXPENSES:
Bus Operations $44,052,634 $53,215,806 $55,974,173 $65,954,761 $73,445,182
Paratransit Operations $7,497,115 $7,997,719 $7,755,197 $9,272,328 $6,640,635
Streetcar Operations $1,577,705 $2,247,347 $2,561,056 $2,629,803 $2,568,342
Administration & Other $25,465,538 $26,016,891 $25,720,190 $10,990,371 $14,685,686
Op. Exp Reimb by Grants $2,477,538 $693,637 $4,125,879 $3,087,727 $4,845,377
Total Operating Expenses $81,070,530 $90,171,400 $96,136,495 $91,934,990 $102,185,222
Depreciation Expense $12,194,544 $12,353,469 $12,807,484 $12,845,735 $12,086,256
Lease Amortization Expense $0 $0 $0 $19,870 $19,784
Total Expenses $93,265,074 $102,524,869 $108,943,979 $104,800,595 $114,291,262
Notes:
Bus Operations are those functions and related cost for Bus and Flex Service. These functions include: Vehicle Operators, Maintenance
Tech's, Scheduling, Customer Service, Support and Supervisory Personnel.
Paratransit Operations are those functions and related cost for Paratransit Service. These functions include: Vehicle Operators, Maintenance
Techs, Scheduling, Customer Service, Support and Supervisory Personnel along with Administrative and Contract Services which directly
support Paratransit Operations.
Streetcar Operations are those functions and related cost for Streetcar Service. These functions include: Vehicle Operators, Maintenance
Tech's, and Supervisory Personnel along with Administrative and Contract Services which directly support Streetcar Operations.
Administrative & Other are those support functions and related cost which support the whole organization which do not already directly
support Paratransit and Streetcar. These functions include: Executive, Finance, Human Resource, Information Technology, Procurement,
Marketing, Legal, Risk Management, Insurance Costs, and Other Overhead Costs.
Operating Expense reimbursed by Grants are costs which are grant funded but are not classified as capital assets and need to be recognized
as operating costs.
Total Operating Costs include: Bus, Paratransit & Streetcar operations and Administrative & Other functions.
Depreciation Expense is the straight-line amortization of capitalized assets.
Total Expenses include all cost listed above.
Hillsborough Transit Authority FY24 Budget Book 170
RESTATED
Hillsborough Transit Authority FY24 Budget Book 171
-·
HAD1
T FY2024 ADOPTED OPERATING
AND
1'&.I
"'
CAPITAL BUDGETS
HILLSBOROUGH TRANSIT AUTHORITY
EXPENSES
BY
PROGRAM
FY2013
to
FY2022
------------------------------------------
sss.000
,000
S6S.OOO
,
OOO
S4S.OOO
,
OOO
SlS.000,000
$4
,000,000
$2
,000,000
$0
S5,000,000
$0
$
15
,000,000
S
I0
,000,000
$5,000,000
so
Bus Operations
Streetcar Operations
Operations Expenditures Reimbursed by Grants
Depreciation Expense
J J J
Sl0
,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
S40,000,000
Sl0
,000,000
$150,000,000
$100,000,000
$50,000,000
so
$150,000,000
$100,000,000
sso
,000,
,.
00,0,
so
Paratransit
Operations
Administration &
Other
Total Operating Expenses
Total Expenses
SECTION VI - ACRONYMS
AA Alternative Analysis
ABBG American Bus Benchmarking Group
ACFR Annual Comprehensive Financial
Report
ACS American Community Survey
ADA Americans with Disabilities Act
AOC Area of Concern
AP Accounts Payable
APC Automatic Passenger Counter
APTA American Public Transit Association
ARP American Rescue Plan
ATU Amalgamated Transit Union
AV Audio Visual
AVL Automatic Vehicle Location System
BEBR Bureau of Economic and Business
Research
BOCC Board of County Commissioners
BRT Bus Rapid Transit
BTI Bus Transit Infrastructure
CAD/AVL Computer-Aided Dispatch /
Automatic Vehicle Location
CAO Chief Administrative Officer
CDL Commercial Driver’s License
CEO Chief Executive Officer
CFO Chief Financial Officer
CIP Capital Improvement Program
CNG Compressed Natural Gas
COA Comprehensive Operational Analysis
COO Chief Operating Officer
CPI Consumer Price Index
CUTR Center for Urban Transportation
Research
DBE Disadvantaged Business Enterprise
DOR Florida Department of Revenue
EAM Enterprise Asset Management
EDC Economic Development Council
EDR Florida Legislature’s Office of
Economic & Demographic
EOL End of Line
ETA Estimated Time of Arrival
F.A.C. Florida Administrative Code
FDEP Florida Department of Environmental
Protection
FDOT Florida Department of Transportation
FHWA Federal Highway Administration
FPTA Florida Public Transit Association
FTA Federal Transit Administration
FTC Florida Transportation Commission
F.S. Florida Statute
FTE Full-Time Equivalent
FY Fiscal Year
Hillsborough Transit Authority FY24 Budget Book 172
A
B
C
D
E
F
GAAP Generally Accepted Accounting
Principles
GASB Governmental Accounting Standards
Board
GFOA Government Finance Officers
Association of the United States and Canada
GIS Geographic Information System
GP Great Plains
HART Hillsborough Transit Authority
HCMS Human Capital System Management
System
HM Heavy Maintenance
HR Human Resources
HRIS Human Resources Information
System
IT Information Technology
KPI Key Performance Indicators
LCB Local Coordinating Board
LEP Limited English Proficiency
LPA Locally Preferred Alternative
LRTP Long Range Transportation Plan
LX Limited Express
MBE Minority Businesses Enterprise
MPO Metropolitan Planning Organization
MTC Marian Transit Center
NAE Neighborhood Access and Equity
NRV Non-Revenue Vehicle
NTD National Transportation Database
OEM Original Equipment Manufacture
OTP On-Time Performance
P-CARD Purchase Card
PCPT Pasco County Public Transit
PERC Public Employees Relations
Commission
PH Public Hearing
PIP Public Involvement Plan
PM Preventative Maintenance
PMO Project Management Office
PO Public Outreach
PPP Public Participation Plan
PSTA Pinellas Suncoast Transit Authority
SAAS Software as a Service
SBE Small Business Enterprise
SCAT Sarasota County Area Transit
SDS Safety Data Sheets
SOP Standard Operating Procedure
SSP System Security Plan
SSPP System Safety Program Plan
SST Safety, Security and Training
STIP Statewide Transportation
Improvement Plan
TAM Transit Asset Management
TAZ Traffic Analysis Zone
TBARTA Tampa Bay Area Regional
Transit Authority
TBRPM Tampa Bay Regional Planning
Model
TD Transportation Disadvantaged
TDP Transit Development Plan
TDT Training & Development Team
G
H
I
K
L
M
N
O
P
S
T
TECO Tampa Electric Company TSI Transportation Safety Institute
THEA Tampa Hillsborough Expressway
Authority
UATC University Area Transit Center
USF University of South Florida
THS Tampa Historic Streetcar USDOT United States Department of
Transportation TIP Transportation Improvement Program
TPA Tampa International Airport VPN Virtual Private Network
TPO Transportation Planning Organization WBE Women Business Enterprise
TRAC Transit Riders Advisory Committee WC Workers Compensation
TRIM Truth in Millage YTD Year to Date
U
V
W
Y
SECTION VII - GLOSSARY
ACCESSIBLE is 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.
ACCRUAL BASIS is a method of accounting that recognizes revenue when earned and
expenditures when incurred regardless of when cash is received or disbursed.
ADA is 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.
AD VALOREM TAX is a tax levied on the assessed value of the property minus statutory
exemptions on which it is levied. The rate of the tax is expressed in “mills.” This tax is also
called PROPERTY TAX. Also, see the definition of MILL.
ADOPTED BUDGET is the financial plan for a fiscal year beginning October 1. Florida
Statutes require local governments to approve their budget at the second of two public hearings.
AM Peak is the period in the morning 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.
AMENDED OR REVISED BUDGET is the current year adopted budget adjusted to reflect all
budget amendments approved by the Board of Directors through the date indicated.
APPROPRIATION is the legal authorization of funds granted by a legislative body such as
Pinellas Suncoast Transit Authority Board of Directors to make expenditures and to incur
obligations for specific purposes. An appropriation is usually limited in amount and to a time
period within which it may be expended
ASSESSED VALUE is a value set upon real estate or other personal property by a government
as a basis for levying taxes. The Property Appraiser determines the assessed value of property in
Pinellas County.
AUDIT is an official examination of an organization’s accounts by an independent party.
AUTOMATIC VEHICLE LOCATION is a geographic position reporting system used to
manage bus service.
BALANCED BUDGET is the total amount available from taxation and other sources, including
balances brought forward from prior fiscal years, must equal the total of appropriations for
expenditures and reserves.
Hillsborough Transit Authority FY24 Budget Book 175
A
B
BEGINNING NET POSITION is the Ending Net Position of the previous period. (See
ENDING NET POSITION definition.)
BUDGET is 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) is an innovative, high capacity, lower cost public transit
solution that uses buses or specialized vehicles on roadways or dedicated lanes to quickly and
efficiently transport passengers to their destinations, while offering the flexibility to meet transit
demand.
CAPITAL BUDGET is a formal plan of action for a specified time period for purchases of
capital assets using capital grants that is expressed in monetary terms.
CAPITAL ASSET is resources of a long-term character that are intended to continue to be held
used, such as land, buildings, machinery, equipment and improvements.
CAPITAL BUDGET is the financial plan of capital project expenditures for the fiscal year
beginning October 1. It incorporates anticipated revenues and appropriations included in the first
year of the five-year Capital Improvements Program (CIP), and any anticipated unspent budget
appropriation balances from the previous fiscal year. It is adopted as a part of the annual budget.
CAPITAL EXPENSE is 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, and preventative maintenance. It is
also referred to as a capital improvement.
CAPITAL GRANT is monies received from grantor funding agencies used to acquire,
construct, or rehabilitate capital assets.
CAPITAL IMPROVEMENT PLAN (CIP) is financial plan of approved capital projects with
their schedules and costs over a five-year period. The CIP is designed to meet capital asset needs
in a responsive and efficient manner.
CAPITAL PROJECT is any improvement or acquisition of major capital assets with a useful
life of at least five years such as equipment, buildings, or land.
CORRIDOR is a defined metropolitan area considered for significant transportation projects
such as highway improvements, bus transit ways, rail lines, bikeways, etc.
CONTINGENCY is a budgetary reserve set aside for emergencies for unforeseen expenditures.
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DEPRECIATION is the allocation of the acquisition cost of a capital asset to each period
benefited by the asset, based on a limited useful life of the capital asset.
ENTERPRISE FUND is the 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.
EXPRESS SERVICE is 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-N-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 is the amount charged to passengers for bus and paratransit
services.
FAREBOX is an electronic registering device used to collect and store fare media.
FARE CARD is electronic fare media used for payment of fares.
FEDERAL TRANSIT ADMINISTRATION (FTA) 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.
FISCAL YEAR (FY) is the Fiscal Year for HART (October 1st through September 30th). A
twelve-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 ROUTE SERVICE is buses that operate according to fixed schedules and routes.
FLAMINGO FARES a regional payment system. It allows a rider to pay using a re-loadable
smart card or smartphone app, which can be used across participating transit agencies. Counties
currently participating in Flamingo Fares: Hillsborough (HART), and Pinellas (PSTA/Jolley
Trolley).
FLEX SERVICE is transit service that operates along a fixed alignment or path at generally
fixed times, but may deviate from the route alignment to collect or drop off passengers who have
requested the deviation. This service is also known as Deviated Fixed Route Service.
FULL-TIME EQUIVALENT (FTE) is one position funded for a full year. For example, a
permanent employee funded and paid for 40 hours/week and 52 weeks/year or 2 employees
funded and paid for 20 hours/week and 52 weeks/year would be equal to one full-time
equivalent.
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FUND is an accounting entity used to record cash and other financial resources as well as an
offsetting amount of liabilities and other uses. The resources and uses are segregated from other
resources and uses for the purpose of carrying on specific activities or attaining specific
objectives in accordance with special regulations, restrictions, or limitations.
FUNDED POSITIONS is a term referring to the number of authorized positions which funding
is included in each fiscal year’s budget.
FUNDING SOURCES is a term referring to the type or origination of funds to finance recurring
or nonrecurring expenditures. Examples include revenues such as ad valorem taxes, user fees,
and grants and non-revenues such as net position.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP). The generally
accepted accounting principles (GAAP) are a set of accounting rules, standards, and procedures
issued and frequently revised by the Financial Accounting Standards Board. Public companies
in the U.S. must follow GAAP when their accountants compile their financial statements.
GAAP is also widely used in governmental accounting.
GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) is the independent,
private-sector organization based in Norwalk, Connecticut, that establishes accounting and
financial reporting standards for U.S. state and local governments that follow Generally
Accepted Accounting Principles (GAAP).
GRANTS AND AIDS includes all grants, subsidies, and contributions from other government
agencies or private organizations.
HEADWAY is the time span between service vehicles (bus or rail) on specified routes
sometimes called frequency. INFRASTRUCTURE is the basic installations and facilities on
which the continuance and growth of a community depend. For PSTA, this means such facilities
as terminals, transfer stations, Park-N-Ride lots, bus repair garage, fuel lane, etc.
INTELEGENT TRANSPORTATION SYSTEM (ITS) includes signal timing coordination,
traffic monitoring devices, and dynamic message signs. Future planning includes communication
between vehicles and the transportation infrastructure.
INTERMODAL is transportation by more than one mode (bus, train, etc.) during a single
journey.
METROPOLITAN PLANNING ORGANIZATION (MPO) is an agency that provides long-
range transportation planning in Hillsborough County. This organization goes by Transportation
Planning Organization (TPO) in Hillsborough County.
MILL is a monetary measure equating to one one-thousandth (0.001) of a dollar. When used in
reference to the AD VALOREM TAX RATE, it means a 1- mill tax is one dollar of tax on
$1,000 of taxable value.
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MILLAGE RATE is the rate per one thousand dollars of taxable property value which, when
multiplied by the taxable value, yields the tax billing for a given parcel.
MINIMUM SERVICE LEVEL (MSL) is a term which defines the base outputs which are
either legally mandated and/or considered the most important set of outputs of an organization.
The minimum service level corresponds directly to the purpose or mission of the organization.
MODE is a system for carrying transit passengers described by a specific right-of-way,
technology and operational features. HART utilizes the following modes: Bus, Demand
Response, and Fixed Guideway.
MSL is the effort, expressed in terms of service and cost, below which it is not realistic or
feasible to operate.
MISCELLANEOUS (FUNDING SOURCE) is revenue other than those received from
standard sources such as taxes, grants and user fees.
OBJECTIVE is a statement specifying achievements to be attained within a prescribed time
frame. An objective is exchanged /superseded by another objective at the expiration of the time
frame.
OPERATING BUDGET is the budget including appropriations for recurring and certain one-
time expenditures that will be consumed in a fixed period of time to provide for day-to-day
operations (e.g., salaries and related benefits, operating supplies, contractual and maintenance
services, professional services, and operating equipment).
NET POSITION is 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 Net Position. The non-capital asset portion of
net position balance is available to fund current or future operating or capital needs.
OFF PEAK is non-rush hour traffic periods.
OPERATING EXPENSES are 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 are income generated from transit services and from other
activities directly related to operations.
PARATRANSIT SERVICE is non-fixed route transit service, utilizing vans and sedans to
provide pre-arranged trips to and from specific location within the service area to certified
participants in the program. Paratransit represents demand response transportation services.
PASS is a discounted type of media for fare payment, which offers unlimited rides for a
specified period of time. Examples include 31-day pass, 7- day pass, 1-day (daily) pass, etc.
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PASSENGER MILES are the cumulative sum of the distances traveled by passengers
PASSENGER VEHICLE is a vehicle used to carry passengers in transit service.
PEAK is rush hour periods, typically defined as 6:00AM through 9:00AM, and 3:00PM through
6:00PM, Monday through Friday.
PINELLAS SUNCOAST TRANSIT AUTHORITY (PSTA) is the neighboring transit agency
that serves St. Petersburg and Pinellas County
PROJECTED EXPENSE is the estimated expense through the end of the current fiscal year for
a respective budget line item.
PROPERTY TAX is another term for AD VALOREM TAX. See AD VALOREM TAX.
RECOVERY RATIO is one of the key performance indicators, which measures the amount of
operating expense that was recovered from fare revenues. The ratio is calculated as fare revenues
divided by operating expenses excluding depreciation and other exempt expenses.
RESERVES are 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 re-
appropriation by action of the Board of Directors.
REVENUE SERVICE is the time when a vehicle is available to the general public and there is
an expectation of carrying passengers.
REVENUE VEHICLE is 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 is a trip taken by passengers on the bus.
ROLLED-BACK RATE is that millage rate which, when applied to the total amount of taxable
value of property (excluding new construction), produces the same amount of tax dollars as the
previous year. Calculation of the “rolled-back rate” is governed by Florida Statutes.
ROLLING STOCK is revenue vehicles used in providing transit service for passengers.
RUN is a bus operator’s assigned work for the day.
SERVICE AREA is a measure of access to transit service in terms of population serviced and
area coverage (square miles).
TAXABLE VALUE is the assessed value of property minus any authorized exemptions (i.e.,
agricultural, homestead exemption). This value is used to determine the amount of ad valorem
tax to be levied. The TAXABLE VALUE is calculated by the Property Appraiser’s Office in
compliance with State Law.
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TAXES are compulsory charges levied by a government to finance services performed for the
common benefit. TD is an acronym for Transportation Disadvantaged.
TRIP by bus is a one-way bus trip from originating terminal to destination terminal.
UNLINKED PASSENGER TRIP (UPT) is each boarding of 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
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Hillsborough Transit Authority FY24 Budget Book 182
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