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Hillsborough Transit Authority FY25 Budget Book 0

Hillsborough Transit Authority FY25 Budget Book 1

HILLSBOROUGH TRANSIT AUTHORITY

BOARD CHAIR

BOARD OF DIRECTORS

LUIS VIERA

CHIEF EXECUTIVE OFFICER

SCOTT DRAINVILLE

2025 BUDGET BOOK

Hillsborough Transit Authority FY25 Budget Book 2

Hillsborough Transit Authority FY25 Budget Book 3

SCOTT DRAINVILLE CHIEF EXECUTIVE OFFICER

LORETTA KIRK CHIEF FINANCIAL OFFICER

SEAN MCCARTHY CHIEF OPERATING OFFICER

JACQUELINE HALLDOW CHIEF ADMINISTRATIVE OFFICER

RICHARD CAMPBELL CHIEF OF SAFETY

YELENA PETIT EXECUTIVE OFFICE AND BOARD SUPPORT

BRENDA BAILEY LEGAL SERVICES

CATHY ZICKEFOOSE PROCUREMENT & CONTRACTS

LAURA IZZO FINANCIAL OPERATIONS

MELONIE WILLIAMS BUDGETS AND GRANTS

VACANT TRANSPORTATION

NICHOLAS GOULBOURNE FLEET MAINTENANCE

DALE SMITH FACILITIES MAINTENANCE

BRIAN ALLAN STREETCAR OPERATIONS

JUSTIN WILLITS PLANNING & SCHEDULING

DANIEL BRITO HUMAN RESOURCES

DAVID BOTELLO MARKETING

LYNDA CRESCENTINI PROJECT MANAGEMENT OFFICE

DEXTER CORBIN INFORMATION TECHNOLOGY

CARLA WILLIAMS COMMUNITY & BUSINESS ENGAGEMENT

RICHARD CAMPBELL SAFETY, SECURITY, AND TRAINING

VACANT PARA-TRANSIT

DEPARTMENT DIRECTORS

EXECUTIVE LEADERSHIP

Hillsborough Transit Authority FY25 Budget Book 4

Hillsborough Transit Authority FY25 Budget Book 5

ACKNOWLEDGMENTS

A special thanks to the following teams for their assistance.

Budgets & Grants Team

Melonie Williams Director of Budgets and Grants

Gayle Torres Grants Management & Financial Analyst

Melissa Ajabshir Grants Management & Financial Analyst

Christine Mieczkowski Budget & Grants Operations Analyst

Moise Pluviose Sr. Budgets and Grants Analyst

Marketing ______

Kirk Mieczkowski Manager of Creative Services

David Grooms Communications Developer

Planning ______

Jesus Peraza Garcia Manager of Service Development

Omar Peerzada Senior Mobility Project Planner

Hillsborough Transit Authority FY25 Budget Book 6

Table of Contents

SECTION I - TRANSMITTAL LETTER ...................................................................................... 10

FY2025 RECOMMENDED BUDGET CONTEXT ............................................................................................10

INFLATION ............................................................................................................................................................11

INTEREST RATES ................................................................................................................................................11

SERVICE PLAN .....................................................................................................................................................12

COMBINED REVENUES ......................................................................................................................................13

OPERATING REVENUE SUMMARY .................................................................................................................14

OPERATING REVENUE DETAIL .......................................................................................................................15

COMBINED EXPENDITURES .............................................................................................................................17

CAPITAL BUDGET ...............................................................................................................................................23

PLANNING STUDIES, SAFETY, AND SECURITY PROJECTS: .................................................................28

CAPITAL IMPROVEMENT PLAN ......................................................................................................................30

SECTION II - BUDGET GUIDE ..................................................................................................... 31

FY25 BUDGET CONSIDERATIONS ...................................................................................................................31

Overview ............................................................................................................................................................31

General Fiscal / Budget Policies .........................................................................................................................32

Basis of Accounting ............................................................................................................................................33

Basis of Budgeting ..............................................................................................................................................33

Definition of a Balanced Budget .........................................................................................................................34

Internal Budget Adjustments/Transfer ................................................................................................................34

Fund Balance & Reserves Policy ........................................................................................................................35

Fund Balance Reserve Designations ...................................................................................................................35

Self-Insurance Reserves ......................................................................................................................................35

Fiscal Policies For Investments And Debt ..........................................................................................................36

Fiscal Policy For Annual Operating Revenue .....................................................................................................37

BUDGET PROCESS AND CALENDAR ..............................................................................................................38

BUDGET MANAGEMENT PROCESS .................................................................................................................62

Operating Budgeting Process ..............................................................................................................................62

Capital Working Group and Budgeting Process .................................................................................................63

Budget Presentations and Budget calendar .........................................................................................................64

TRIM Process FY2025 .......................................................................................................................................65

SECTION III - ORGANIZATION OVERVIEW .......................................................................... 68

OVERVIEW ............................................................................................................................................................68

HART GOVERNING BOARD ..............................................................................................................................68

Hillsborough Transit Authority FY25 Budget Book 7

MANAGEMENT ....................................................................................................................................................69

PERSONNEL ..........................................................................................................................................................69

EXPENSES BY DIVISION ....................................................................................................................................70

SERVICE AND RIDERSHIP .................................................................................................................................71

Fixed Route .........................................................................................................................................................71

Flex Route ...........................................................................................................................................................71

Paratransit ...........................................................................................................................................................72

Streetcar ..............................................................................................................................................................72

Support Vehicles .................................................................................................................................................72

Maps ...................................................................................................................................................................72

FARES ....................................................................................................................................................................75

FACILITIES AND INFRASTRUCTURE ..............................................................................................................75

MISSION, VISION, AND VALUES ......................................................................................................................77

STRATEGIC PLANNING & PERFORMANCE MANAGEMENT......................................................................79

DEVELOPMENT OF THE TRANSIT DEVELOPMENT PLAN (TDP) ..............................................................79

TDP 10-YEAR FINANCIAL PLAN ......................................................................................................................81

Implementation Plan and Unfunded Needs ........................................................................................................86

30 Year Financial Plan ........................................................................................................................................87

Performance Scorecard .......................................................................................................................................88

SECTION IV - DIVISIONS .............................................................................................................. 90

OVERVIEW ............................................................................................................................................................90

EXECUTIVE DIVISION ........................................................................................................................................90

Division Staffing .................................................................................................................................................91

Division Finances ...............................................................................................................................................91

EXECUTIVE DEPARTMENTS: ...........................................................................................................................93

Executive Office, Government Relations, & Board Support ..............................................................................93

Legal .................................................................................................................................................................102

OPERATIONS DIVISION ...................................................................................................................................103

Division Staffing ...............................................................................................................................................103

Division Finances .............................................................................................................................................104

Operations .........................................................................................................................................................107

Fleet Maintenance .............................................................................................................................................115

Facility Maintenance.........................................................................................................................................119

Streetcar ............................................................................................................................................................122

Planning and Scheduling ..................................................................................................................................123

FINANCE DIVISION ...........................................................................................................................................125

Division Staffing ...............................................................................................................................................126

Division Finances .............................................................................................................................................126

Hillsborough Transit Authority FY25 Budget Book 8

Financial Operations .........................................................................................................................................129

Budgets and Grants ...........................................................................................................................................130

Procurement ......................................................................................................................................................131

Disadvantaged Business Enterprise ..................................................................................................................133

ADMINISTRATIVE DIVISION ..........................................................................................................................134

Division Staffing ...............................................................................................................................................134

Division Finances .............................................................................................................................................135

Project Management .........................................................................................................................................137

Risk ...................................................................................................................................................................140

Marketing & Communications .........................................................................................................................142

Information Technology ...................................................................................................................................144

Community & Business Engagement ...............................................................................................................147

Human Resources .............................................................................................................................................148

SAFTEY DIVISION .............................................................................................................................................149

Division Staffing ...............................................................................................................................................149

Division Finances .............................................................................................................................................149

Safety, Security and Learning & Development ................................................................................................151

SECTION V - STATISTICS........................................................................................................... 153

POPULATION STATISTICS ...............................................................................................................................153

Population Density ............................................................................................................................................154

Employment Density ........................................................................................................................................156

SOCIO-DEMOGRAPHIC CHARACTERISTICS AND TRENDS .....................................................................159

Age Distribution ...............................................................................................................................................159

Persons with Disabilities ...................................................................................................................................160

Educational Attainment ....................................................................................................................................160

LABOR FORCE ...................................................................................................................................................161

Major Employers ..............................................................................................................................................162

Income Distribution ..........................................................................................................................................162

Poverty ..............................................................................................................................................................163

Race and Ethnic Origin .....................................................................................................................................166

Limited English Proficiency .............................................................................................................................169

Travel Behavior and Commuting Trends..........................................................................................................170

Automobile Ownership .....................................................................................................................................170

Commuter Profile and Overview ......................................................................................................................170

Commute Choices .............................................................................................................................................171

TOURISM .............................................................................................................................................................171

Seasonal Residents and Visitor Levels .............................................................................................................171

FINANCIAL STATISTICS ..................................................................................................................................174

Net Position ......................................................................................................................................................174

Reserves ............................................................................................................................................................175

Fixed Route Bus Service ...................................................................................................................................179

Hillsborough Transit Authority FY25 Budget Book 9

Demand Response Paratransit Service ..............................................................................................................181

Fixed Guideway Streetcar Service ....................................................................................................................183

Expenses by Program........................................................................................................................................185

SECTION VI - ACRONYMS ......................................................................................................... 187

SECTION VII - GLOSSARY ......................................................................................................... 190

Hillsborough Transit Authority FY25 Budget Book 11

INFLATION

Between March 2022 and March 2023, Tampa experienced the highest inflation rate in the

country, surpassing the nationwide rate of 9.2%. The entire Tampa Bay area, including Tampa-

St. Petersburg-Clearwater, saw an even greater increase, with the Consumer Price Index (CPI)

rising by 11.3% during that period, according to the U.S. Bureau of Labor Statistics. Since that

time, U.S. inflation has steadily declined and was 3.3% as of May 2024 and is expected to

decrease further by the end of the year. The inflation rate for Tampa Bay is currently at 1.8%, as

reported by the U.S. Bureau of Labor Statistics.

Over-the-year percent change in CPI-U, Tampa-ST. Peterburg’s-Clearwater FL

May 2021-May 2024

INTEREST RATES

According to Trading Economics, the Federal Reserve maintained the target range for the federal

funds rate at 5.25%-5.5% in June 2024, aligning with market forecasts. Policymakers do not

anticipate reducing rates until there is greater confidence that inflation is moving sustainably

toward the 2% target. Policymakers will continue to consider a broad range of information,

including labor market conditions, inflation pressures and expectations, and financial and

international developments. The Fed has not revised its GDP growth projections and continues

to forecast the economy will expand by 2.1% in 2024 and 2% in both 2025 and 2026

Hillsborough Transit Authority FY25 Budget Book 12

SERVICE PLAN

The proposed FY2025 Operating and Capital Budgets are based on and support the Authority's

operating service levels. Below are the projected service levels that were used to create the

FY2025 Budget.

Service Levels

SERVICE

FY22 Actual

FY23 Actual FY24 Budget

FY24 Projection

FY25 Budget

FIXED ROUTE

Revenue Miles

6,544,375

6,582,991

6,526,266

6,635,361

6,793,886

Revenue Hours

535,992

529,706

523,260

535,917

550,009

Ridership

9,644,403

11,062,383

10,296,530

11,712,284

12,486,730

PARATRANSIT

Revenue Miles

1,843,348

2,041,527

1,958,109

2,145,865

2,260,482

Revenue Hours

132,083

131,743

142,673

144,379

153,030

Ridership

215,548

230,811

207,732

253,436

278,279

STREETCAR

Revenue Miles

123,226

126,282

133,213

132,829

Revenue Hours

22,487

23,248

25,192

25,141

Ridership

1,107,584

1,281,399

1,665,198

1,430,002

1,595,838

ALL HART

Revenue Miles

8,510,949

8,750,800

8,617,588

8,914,056

9,187,197

Revenue Hours

690,562

684,697

691,125

705,437

728,180

Ridership

10,967,535

12,574,593

12,169,460

13,395,722

14,360,847

The service levels for Fixed Route Bus in FY2025 are projected to slightly increase from

FY2024. Seasonal adjustments are accounted for, with HART planning to provide 6.7

million revenue miles and 550,009 revenue hours.

Paratransit, an on-demand service operated by vans, will have service levels based on

forecasted ridership for FY2025. The projected service levels are 2.2 million revenue

miles and 153,030 revenue hours to meet the anticipated demand.

The Streetcar, a fixed guideway service running between Ybor City and downtown

Tampa, will maintain the same service levels as FY2024. Ridership is expected to

increase, provided fares remain free, with projections at 1.6 million. The planned service

includes over 132,000 revenue miles and 25,141 revenue hours.

Overall, the projected revenue miles for all modes are 9,187,197 with 728,180 revenue

hours, and ridership is expected to exceed 14 million.

Hillsborough Transit Authority FY25 Budget Book 13

COMBINED REVENUES

Each year, HART presents a balanced budget. For FY2025, the Operating and Capital Budgets

total $188,701,786. This represents an 18% increase compared to the FY2024 Adopted Budget,

with an overall increase of $29,552,020.

Ad Valorem Tax Revenue

$77,716,458

41.18%

Federal Grants

$45,413,324

24.07% FTA Discretionary Grants

$32,688,247

17.32%

Fund Balance Transfers to

Capital ($4,877,262)

-2.58%

Ad Valorem Transfers to

Capital ($4,114,445)

-2.18%

Fare/Pass Revenues

$11,201,461

5.94%

Local Contributions,

$1,351,000

.72%

Advertising Income

$1,500,000

.79%

Other Income

$499,342

.26%

Tampa Historic Streetcar

Inc. $3,184,624…

Interest Income

$2,362,900

1.25%

Capital Reserves

$6,202,080

3.29%

State Grants

$15,574,057

8.25%

FY2025 OPERATING AND CAPITAL REVENUE

$188,701,786

Hillsborough Transit Authority FY25 Budget Book 14

OPERATING REVENUE SUMMARY

HART’s total Operating Revenues for FY2025 are $117.3 million. The primary revenue source

is Ad Valorem property taxes, supplemented by fares, federal and state operating grants, local

contributions, interest income, advertising, and other income sources.

HART will

collect $77.7

million from

Ad Valorem

property

taxes,

accounting

for 66.25% of

the projected

revenue.

During

FY2025,

HART plans

to transfer

$4.1M or

3.51% to

support

HART’s

capital

program.

Federal operating grant comes from the Section 5307 Grants which constitutes 17.65%

or $20M of the budget.

Fare revenues are projected to make up 9.55% or $11M of the budget.

State operating funds, provided by the Florida Department of Transportation (FDOT),

make up 6.62% or $7.7M of the budget.

Other income, amounting to 0.43% or $499K, consists of claims recovery of $405K and

gains on the sale of capital equipment of $85K.

Local Contributions of 1.15% or $1.3M.

Tampa Historic Streetcar contributions of $2.71% or $3.1M.

Interest income constitutes 2.01% or $2.3M.

HART plans to transfer $4.8M to capital to meet Federal and State match requirements

for capital projects.

Ad Valorem Tax

Revenue

66.25%

Ad Valorem

Transfers to Capital -

3.51%

Federal Operating

Grants 17.65% State Operating

Grants

6.62%

Fare/Pass Revenues 9.55%

Local Contributions

1.15%

Advertising Income

1.28%

Other Income

0.43%

Tampa Historic

Streetcar, Inc.

2.71%

Interest Income

2.01%

Fund Balance

Transfers to Capital

-4.16%

FY2025 OPERATING REVENUE

$117,305,565

Hillsborough Transit Authority FY25 Budget Book 15

OPERATING REVENUE DETAIL

Ad Valorem is the largest source of revenue for HART, derived from a .5000 millage property

tax collected in Hillsborough County. For FY2025, Ad Valorem revenue is projected to increase

by 6.6%, or $4.8 million, from

FY2024. This increase is attributed to

rising property values in Hillsborough

County. Per policy, HART budgets Ad

Valorem revenues at 95% of the

projected amount.

Federal Operating Grant –

Section 5307 Grant can be used

for operating or capital. For

FY2025 this grant is budgeted

at $20.7M for operations,

reflecting a 33% increase or

$5.2M in FY2025.

State Operating grants are

budgeted at $7.7M, which is an

increase of 12.5% or $865,181.

This increase is due to the

Customer Choice grant HART

did not receive this in FY2024.

Local Contributions are budgeted slightly higher than FY2024 at 1.15%. 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.

$12.3

$4.4

$15.2

$20.7

$8.5 $9.1

$6.2 $7.7

$2.3 $1.3 $1.3 $1.3

$0.0

$5.0

$10.0

$15.0

$20.0

$25.0

FY22 Budget FY23 Budget FY24 Budget FY25 Budget

Federal, State, and Local Contributions

(In Millions)

Federal State Local Contribution

$52.6 $57.0 $65.3 $72.8 $77.7

FY21 FY22 FY23 FY24 FY25

Ad Valorem Taxes

(In Millions)

Hillsborough Transit Authority FY25 Budget Book 16

Fares, Interest Income,

and Streetcar are

budgeted at $16.7M for

FY2025.

The fare budget has

been increased to

$11.2M resulting in an

increase of 27% or

$2.4M. This is due to

the projected increase in

ridership.

The interest income budget has increased by 214%, or $1.6M. This increase is due to the

increase in interest rates and increase in fund balances.

Tampa Historic Streetcar (THS) reimbursement has increased by 238% or $2.2M. The

increase is due to including HART’s overhead expenses in the THS budget in FY2025.

Advertising revenue is budgeted

at $1.5M for FY2025, which is

the same amount budgeted in

FY2024. This includes

advertisements placed on

HART’s buses and streetcars.

Other income is budgeted at

$499K, a decrease of $80K from

FY2024. The decrease is due to

the fuel credit trend from

FY2024.

FY22

Budget

FY23

Budget

FY24

Budget

FY25

Budget

Tampa Streetcar $339,960 $742,748 $742,748 $3,184,624

Interest Income $74,400 $84,000 $750,000 $2,362,900

Fare/Pass $8,088,700 $10,903,077 $8,797,549 $11,201,461

$5,000,000

$10,000,000

$15,000,000

$20,000,000

Fare/Pass, Interest Income and Tampa Historic

Streetcar

Fare/Pass Interest Income Tampa Streetcar

$1.20 $1.50 $1.50 $1.50

$0.95 $0.94 $0.57 $0.49

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

FY22 Budget FY23 Budget FY24 Budget FY25 Budget

Advertising & Other Income

(In Millions)

Advertising Other Income

Hillsborough Transit Authority FY25 Budget Book 17

COMBINED EXPENDITURES

The combined operating and capital expenses for FY2025 are $188,701,786. Of this amount, 62%,

or $117,305,565 is budgeted for operating costs, and 38%, or $71,396,221 is budgeted for capital

costs. The chart below shows a breakdown, and the next section contains details.

Salaries and Wages

$57,407,953

30.42%

Fringe Benefits

$12,772,123

6.77%

Healthcare

$13,726,066

7.27%

Operational Contract

Services $10,099,777

5.35%

Parts and Supplies

$6,251,440

3.31%

Insurance / Claims

$3,325,401

1.76%

Fuel and Oil

$5,185,628

2.75%

Administrative Other

$3,975,918

2.11%

Administrative Contracts

$2,002,929

1.06%

Legal Services

$500,000

.26%

Utilities

$1,226,304

.65%

Marketing and Printing

$477,843

.25%

Taxes and Fees

$354,183

.19%

Capital Projects

$71,396,221

37.84%

FY2025 EXPENSES BY CATEGORY

$188,701,786

Hillsborough Transit Authority FY25 Budget Book 18

Personnel costs are the largest portion of the operating budget at 71.53% or $83,906,142.

Personnel costs include salaries, fringe benefits, and health care.

The next largest category of the operating budget is Operational Contract Services at 8.61% or

$10M 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 total 5.33% of the operating budget.

Fuel and Oil total 4.42%, including diesel, CNG, propane, and gasoline.

Administrative Contracts Services total 1.71%, 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 3.39%, 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 1.05%, including electricity, natural gas for the facilities, telephone, and internet

services.

Legal Services total .43%, including general counsel, general liability, labor attorney, and legal

fees.

Marketing and printing total .41%, including advertising and promotion, ridership development,

system promotion, schedules, community outreach, and fare media. Taxes and Fees total .30%,

including licenses and permits, diesel and gas tax, and vehicle inspections.

Hillsborough Transit Authority FY25 Budget Book 19

HART has budgeted 814.75 positions for FY2025, categorized as follows: 615.75 positions

(75%) are Amalgamated Transit Union (ATU) members, 144 positions (18%) are non-

bargaining staff, and 55 positions (7%) are Teamsters.

Salaries, Fringes, and Health Insurance represent the largest expense portion of the FY2025

budget at 71.53% $83.9M.

Salaries are budgeted at 48.94% or $57.4M, an increase of 5% or $3.0M. The increase is

due to projected Cost of Living Adjustment (COLA).

Fringes are budgeted at 10.89% or $12.7M, an increase of 3.5% or $452K. Health

Insurance is budgeted at 11.70% or $13.7M, an increase of 13.8% or $1.8M. The increase

is due to the projected FY2025 health insurance rates.

$12.3 $12.3 $12.4 $12.7

$10.3 $11.8 $12.0 $13.7

$52.6 $54.3 $53.6 $57.4

FY23 Actual FY24 Budget FY24 Projections FY25 Budget

Salaries, Fringes and Health Care

(In Millions)

Fringe Health Care Salaries and Wages

ATU FTEs

615.75

75%

Teamsters FTEs

Non-Bargaining FTEs

144

18%

FY2025 BUDGETED POSITIONS

Hillsborough Transit Authority FY25 Budget Book 20

Operational Contract Services, Administrative Contracts, and Insurance together comprise the

second largest expense group in the FY2025 budget at 13.15% or $15.4M of the budget.

Operational Contracts

Services are budgeted at

8.61% or $10M of the

budget, an increase of

2% to $200K. The

increase is due to

inflation.

Administrative Contracts

are budgeted at 1.71%,

or $2M, of the budget, a

decrease of $194K.

Insurance is budgeted at

2.83%, or $3.3M, of the

budget, an increase of

$70K.

Parts and supplies,

fuel and oil, and

utilities are

estimated at 10.8%

$12.6M of the

budget.

Parts and supplies

for maintaining

assets are estimated

at 5.33% or

$6.2M.

Fuel and oil are

estimated at $5.1M.

This includes

Diesel fuel

estimated at $4.00

per gallon.

$5.3

$4.7

$1.1

$6.1

$4.9

$1.1

$5.5

$3.7

$1.1

$6.2

$5.1

$1.2

$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

Parts and Supplies Fuel And Oil Utilities

Parts, Supplies, Fuel and Utilities

(In Millions)

FY23 Actual FY24 Budget FY24 Projections FY25 Budget

$7.7

$15.0

$3.1

$9.8

$2.1 $3.2

$9.3

$1.0

$3.3

$10.0

$2.0

$3.3

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

$16.0

Operational Contract

Service

Admin Contract Service Insurance Cost

Operational Contract Services, Administrative

Contracts and Insurance

(In Millions)

FY23 Actual FY24 Budget FY24 Projections FY25 Budget

Hillsborough Transit Authority FY25 Budget Book 21

Unleaded Gasoline is estimated at $3.60 per gallon, and CNG is estimated at $1.25 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 $1.2M. The increase is due to projected FY2025 rate increases by TECO, the

electric company

Administrative Other, Legal Services, Marketing, and Taxes make up 4.53% or $5.3M of the

budget.

Administrative Other is budgeted at 3.39% or $3.9M. This is an increase of 232% or $2.7M from

the FY2024 budget. The increase is due to the Tax Collector Commission.

Legal Services are budgeted at .43% or $500K, a decrease of 37% or $302K from FY2024.

Marketing and Printing is budgeted at .41% or $477K, an increase of 60% or $180K from

FY2024.

Taxes and Fees are budgeted at .30% or $354K.

$1.0

$0.4 $0.4 $0.2

$1.1

$0.8

$0.3 $0.3

$2.6

$0.6

$0.4 $0.1

$3.9

$0.50 $0.47 $0.35

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

Admin Other Legal Services Marketing and Printing Taxes & Fees

Administrative Other, Legal Services, Marketing and Taxes

(In Millions)

FY23 Actual FY24 Budget FY24 Projections FY25 Budget

Hillsborough Transit Authority FY25 Budget Book 22

The following chart shows the operating revenues and expenses in a condensed format. This chart

shows the actuals from FY2023, the budget for FY2024, the projection for FY2024, and the

FY2025 budget.

FY2025 OPERATING REVENUES AND EXPENSES SUMMARY

Operating Revenues

FY23

Actual

FY24

Budget

FY24

Projection

FY25

Tentative

Budget

FY25 %

of Total

Budget

Ad Valorem Tax Revenue *

$66,018,626

$72,865,413

$73,833,437

$77,716,458

66.25%

Ad Valorem Transfers to Capital

($95,000)

($4,114,445)

(3.51%)

Federal Operation Grants - ARP Act

$19,932,511

$18,029,345

0.00%

Federal Operating Grants

$18,724,680

$15,522,763

$20,710,168

17.65%

State Operating Grants

$6,759,964

$6,906,138

$8,720,000

$7,771,319

6.62%

Fare/Pass Revenues

$8,797,549

$10,459,678

$11,201,461

9.55%

Local Contributions

$1,290,000

$1,317,750

$1,351,000

1.15%

Advertising Income

$1,660,701

$1,500,000

$1,400,000

$1,500,000

1.28%

Other Income

$397,023

$579,998

$500,000

$499,342

0.43%

Tampa Historic Streetcar, Inc.

$300,458

$941,012

$3,184,624

2.71%

Interest Income

$1,958,613

$751,000

$2,200,000

$2,362,900

2.01%

Fund Balance/Transfer (To) Capital

($4,877,262)

(4.16%)

Fund Balance/Transfer (To) From

Reserves

($18,522,188) ($18,522,188) $0 0.00%

TOTAL OPERATING

REVENUES

116,947,576 108,688,780 114,401,797 117,305,565 100%

*HART budgets at 95% of Ad Valorem proceeds

Operating Expenses FY23

Actual

FY24

Budget

FY24

Projection

FY25

Tentative

Budget

FY25 %

of Total

Budget

Salaries and Wages

$52,628,585

$54,388,999

$53,649,562

$57,407,953

48.94%

Fringe Benefits Salaries/Wages

$12,352,995

$12,319,725

$12,414,943

$12,772,123

10.89%

Health Care *

$10,380,798

$11,835,919

$12,021,302

$13,726,066

11.70%

SUB-TOTAL PERSONNEL

COSTS

$75,362,378 $78,544,643 $78,085,807 $83,906,142 71.53%

Operational Contract Services

$7,710,944

$9,899,461

$9,345,765

$10,099,777

8.61%

Parts and Supplies

$5,383,658

$6,145,664

$5,582,440

$6,251,440

5.33%

Insurance / Claims

$3,187,346

$3,255,064

$3,346,682

$3,325,401

2.83%

Fuel and Oil

$4,738,543

$4,969,632

$3,788,056

$5,185,628

4.42%

Administrative Other

$1,077,730

$1,195,120

$2,624,075

$3,975,918

3.39%

Administrative Contracts

$1,549,238

$2,197,416

$1,091,546

$2,002,929

1.71%

Legal Services

$448,511

$802,317

$603,823

$500,000

0.43%

Utilities

$1,162,030

$1,117,678

$1,124,294

$1,226,304

1.05%

Marketing and Printing

$399,869

$297,336

$448,204

$477,843

0.41%

Taxes and Fees

$186,928

$264,448

$137,214

$354,183

0.30%

TOTAL OPERATING

EXPENSES

$101,207,175 $108,688,780 $106,177,906 $117,305,565 100%

*net of employee contribution for healthcare premiums

Hillsborough Transit Authority FY25 Budget Book 23

CAPITAL BUDGET

Each year HART creates a Capital Budget. The FY2025 Capital Budget primary revenue

sources are federal and state grants. The ability to undertake capital projects each year is based

largely on the amount of federal grant revenues available to HART. In FY2025, federal

funding constitutes 34.60% of the Capital Budget.

FTA Discretionary Grants represent 45.78% of capital revenue to fund HART’s FY2025

capital projects. FTA Discretionary Grants are funding opportunities that HART will pursue

to complete capital projects.

Florida Department of Transportation (FDOT) grants represent 10.93% of the capital budget.

HART receives funding from FDOT to help with the purchase of new Paratransit vans, and

other eligible capital projects.

Capital Reserves and Ad Valorem Transfers, 8.69% of the capital budget will fund capital

projects or will be used as local matching funds for capital projects.

FTA Discretionary

Grants 45.78%

Capital Reserves and

Ad Valorem Transfers

8.69%

Florida Department of

Transportation 10.93%

Community Project

Funding 5.18%

FTA Bus and

Bus Facilities

Formula

(5339) 2.08%

FTA State of

Good Repair

Formula

(5337) 1.54%

Section 20005b Pilot

TOD Land Use

Planning .49%

FTA Urbanized Area

Formula (5307) 25.31%

FY2025 CAPITAL REVENUE

$71,396,221

Hillsborough Transit Authority FY25 Budget Book 24

The HART FY2025 Capital Budget is $71,396,221, which is 41% or $20,935,235 more than

the FY2024 Adopted Capital Budget. The FY2025 Capital Projects are categorized as follows:

Vehicles/Maintenance: This category includes expenses for new buses, paratransit vans, non-

revenue vehicles, and the maintenance of HART’s fleets. It accounts for $25,318,162 or

35.46% of the FY2025 Capital Projects.

Facilities/Construction: This includes expenses related to HART facilities and maintenance. It

represents $24,132,991 or 33.80% of the budget.

Technology: These projects cover the acquisition of new IT equipment, replacement of

outdated equipment, and equipment that has reached the end of its useful life. This category

constitutes $12,155,825 or 17.03% of the FY2025 Capital Projects.

Bus Stops/Shelters: This involves funding for new bus shelters and maintenance of existing

ones. It represents $8,388,038 or 11.75% of the budget.

Planning/Studies: These expenses are for planning new projects that HART will undertake in

FY2025, totaling $800,000 or 1.12% of the FY2025 Capital Projects.

Safety and Security: These expenses are dedicated to ensuring the safety of HART’s patrons

and staff, amounting to $601,205 or .84% of the FY2025 Capital Budget

Vehicles/Maintenance

35.46%

Facilities/Construction

33.80% Technology

17.03%

Planning/Studies

1.12%

Bus Stops/Shelters

11.75%

Safety/Security

.84%

FY2025 CAPITAL EXPENSES

$71,396,221

Hillsborough Transit Authority FY25 Budget Book 25

Vehicles and Maintenance Projects:

Replacement of 40' diesel buses with CNG buses - $13,174,400. HART replaces buses beyond

their useful life of 12 years or 500,000 miles with new CNG buses. CNG buses are low-emission

vehicles.

Radio System - $6,000,000. This project is to replace radios with a P25 radio system.

Replacement of Paratransit/Flex vans - $3,638,480. Paratransit vans have a useful life of 5 years

or 150,000 miles. Currently, 19 paratransit vans are budgeted for replacement.

Engine and Transmission replacements - $850,080. Replacement of engines/transmissions are

due to accidents and failures.

Streetcar Rebuild Phase II - $747,200. The renewal of replica trolley cars to “new” condition

suitable for operation on the current HART system.

Non-Revenue Vehicles for Operations - $344,921. These are to replace vehicles that have

exceeded their useful life.

Fluid Monitoring - $200,000. Replacement of the complete fluid monitoring system.

Alignment Machine - $138,081. The existing front-end alignment machine has exceeded its

useful life.

Streetcar Vehicles Maintenance Parts - $100,000.

Forklift Replacement - $40,000. The forklift has exceeded its useful life.

CNG Buses

52.04%

Engine and Transmission

Replacements

3.36%

Paratransit/Flex

Replacement

14.37%

Alignment Machine

.55%

Streetcar Vehicle

Maintenance

.39%

Non-Rev Vehicles

1.36%

Fluid Monitoring system

.79%

Radio System

24.03%

Forklift Replacement

.16%

Streetcar Rebuild (Phase

2.95%

VEHICLES AND MAINTENANCE

$25,318,162

Hillsborough Transit Authority FY25 Budget Book 26

Facilities and Construction Projects

Heavy Maintenance building renovation/reconstruction - $19,890,759. Design and

Construction of a New Heavy Maintenance Facility to replace the existing Heavy

Maintenance Facility that has exceeded its useful life.

Marion Transit Center (MTC) - $1,634,640. This will fund the update to the facility.

Operation Control Center (OCC) - $1,000,000. This will fund the relocation of the OCC.

Sealcoat and Stripe Parking - $437,592. This will fund the upgrade to HART’s bus and

facilities parking lots.

South Substation Transformer replacement - $250,000.

Unleaded Fuel Tank - $250,000.

Marion Transit Center (MTC) elevator upgrade - $140,000. This will fund the upgrade to

existing elevator.

HVAC Replacement Streetcar - $80,000. The HVAC has exceeded its useful life.

Parts Washer - $50,000. The Parts Washer has exceeded its useful life.

Heavy Maintenance Building

Renovation/Reconstruction

82.42%

UATC Renovation

.83%

Bus Bay

Post Lifts

.21%

Netpark

Renovation

.62%

HVAC Replacement

.33%

Unleaded Fuel Tank

1.04%

OCC Renovation

4.14% MTC

Elevator

.58%

MTC Upgrade

6.77%%

Parts Washer

.21%

Sealcoat and Stripe

Parking Lots

1.81%

Transformer

Replacement

1.04%

FACILITIES AND CONSTRUCTION

$24,132,991

Hillsborough Transit Authority FY25 Budget Book 27

Technology Projects:

Computer Aided Dispatch/Automatic Vehicle Location (CAD/AVL) system -

$10,100,000. 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 communications

and managing operations.

Flamingo Fares System Enhancements - $488,722.

HRIS Implementation - $350,000.

Critical Network Infrastructure - Core Data Center Routers - $202,103.

Audiovisual Equipment Upgrade - 21st Training Room - $200,000.

Enterprise Digitization of Records - $200,000.

OPS Integrated Yard Mapping - $190,000.

Requisition and Contracts Management System - $150,000.

Wireless Network Infrastructure - $75,000.

EAM Reconfiguration and Modernization - $45,000.

CAD/AVL System

83.09%

Edge Routers

1.66% Laptop Replacements

1.28%

Audiovisual Equipment

Upgrade

1.65%

EAM Reconfiguration

.36%

OPS

1.56% Digitization

1.65%

CM System

1.23%

HRIS Implementation

2.88%

Flamingo Fares

4.02%

Wireless Network

Infrastructure

.62%

TECHNOLOGY

$12,155,825

Hillsborough Transit Authority FY25 Budget Book 28

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.

Shelters and Amenities -

$5,478,112.

Construction of Bus Bay,

Landing and Shelter pads -

$1,420,051.

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 - $489,875

Planning Studies, Safety, and Security Projects:

Security Surveillance

System on Facilities

Security - $424,743.

Pilot Transit - Oriented

Development (TOD)

Land use planning -

$350,000.

CAD/AVL

Implementation -

$300,000.

Safety and Security

Projects - $176,462.

A&E Contract (Capital

Program) - $150,000.

Construction

of Bus Bay,

Landing &

Shelter Pads

16.93%

Shelters,

Amenities and

Bus Stop

Improvements

65.31%

BTI Engineering &

Design (Shelters &

Bus Bays)

5.84% BTI Emerging

Bus Stop

Technology

11.92%

BUS STOP AND SHELTERS

$8,388,038

CAD/AVL

Implementation

21.41%

Section 20005b

Pilot TOD Land

Use Planning

24.98%

A&E Contract

10.71%

Security Surveillance System

on Facilities

30.31%

Safety and

Security Projects

12.59%

PLANNING STUDIES, SAFETY, AND SECURITY PROJECTS

$1,401,205

Hillsborough Transit Authority FY25 Budget Book 29

The chart below shows the revenue sources and project categories for the Capital Budget and

compares FY2025 to FY2024.

CAPITAL REVENUES AND EXPENSES SUMMARY

REVENUE SOURCE

FY24

Adopted

Budget

FY25

Proposed

Budget

FY24 vs. FY25

Budget Variance

FTA Discretionary Grants

$19,145,581

$32,688,247

$13,542,666

Capital Reserves and Ad Valorem Transfers

$6,202,080

Florida Department of Transportation

$107,500

$7,802,738

$7,695,238

Community Project Funding

$3,700,000

FTA Bus and Bus Facilities Formula (5339)

$3,080,940

$1,483,081

($1,597,859)

FTA State of Good Repair Formula (5337)

$1,219,100

$1,097,200

($121,900)

FTA 5324

$900,000

($900,000)

Section 20005b Pilot TOD Land Use Planning

$350,000

FTA Urbanized Area Formula (5307)

$26,007,865

$18,072,875

($7,934,990)

Total Capital Revenues

$50,460,986

$71,396,221

$20,935,235

PROJECT CATEGORY

FY24

Adopted

Budget

FY25

Proposed

Budget

FY24 vs. FY25

Budget Variance

Vehicles and Maintenance

$19,309,883

$25,318,162

$6,008,279

Facilities and Construction

$10,050,000

$24,132,991

$14,082,991

Technology

$14,559,171

$12,155,825

($2,403,346)

Planning and Studies

$850,000

$800,000

($50,000)

Bus Stops/Shelters

$5,365,470

$8,388,038

$3,022,568

Safety and Security

$326,462

$601,205

$274,743

Total Capital Projects

$50,460,986

$71,396,221

$20,935,235

Hillsborough Transit Authority FY25 Budget Book 30

CAPITAL IMPROVEMENT PLAN

Each year during the Capital Budget process, a five-year capital 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 capital plan:

FY2025-FY2029 CAPITAL PLAN

Project

Description

FY25

Budget

FY26

Capital

Plan

FY27

Capital

Plan

FY28

Capital

Plan

FY29

Capital

Plan

Five-Year

Capital Plan

Vehicles and

Maintenance

$25,318,162 $18,413,375 $20,624,972 $28,010,357 $19,206,676 $111,573,542

Facilities and

Construction

$24,132,991 $17,050,000 $46,800,000 $58,000,000 $2,000,000 $147,982,991

Technology $12,155,825 $332,772 $0 $125,000 $125,000 $12,738,597

Bus Stops and

Shelters

$8,388,038 $4,957,048 $4,200,000 $4,200,000 $4,200,000 $25,945,086

Planning and Studies $450,000 $150,000 $150,000 $150,000 $150,000 $1,050,000

Safety and Security $601,205 $409,926 $409,926 $409,926 $409,926 $2,240,909

TOTAL FIVE-

YEAR CAPITAL

PLAN

$71,396,221 $41,313,121 $72,184,898 $90,895,283 $26,091,602 $301,881,125

Hillsborough Transit Authority FY25 Budget Book 31

SECTION II - BUDGET GUIDE

The purpose of this section is to describe the contents of the 2025 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.

FY25 BUDGET CONSIDERATIONS

The priority in the 2025 budget was to maintain existing services and minimize increased expenses

due to inflation. The key areas of focus in the Capital Budget for FY25 is the implementation of

the computer-aided dispatch/automatic vehicle location system. The upgraded system will enable

real-time communication between dispatchers and operators, providing supervisors with detailed

real-time overview of vehicle locations.

The agency has been working hard to continue 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.

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.

Hillsborough Transit Authority FY25 Budget Book 32

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 their 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.

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

Hillsborough Transit Authority FY25 Budget Book 33

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:

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

Hillsborough Transit Authority FY25 Budget Book 34

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, and 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 require HART

Board approval with justification of fund availability whether from within one's own budget or

Hillsborough Transit Authority FY25 Budget Book 35

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 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.

Hillsborough Transit Authority FY25 Budget Book 36

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

Investments - The HART investment policy is to invest in 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

Hillsborough Transit Authority FY25 Budget Book 37

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’s revenues to finance current year’s

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 it is 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.

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

plan 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.

Hillsborough Transit Authority FY25 Budget Book 38

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.

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

Hillsborough Transit Authority FY25 Budget Book 39

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

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.

Hillsborough Transit Authority FY25 Budget Book 40

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 FY25 Budget Book 41

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.

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 FY25 Budget Book 42

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 the 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, and 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 FY25 Budget Book 43

(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.

Hillsborough Transit Authority FY25 Budget Book 44

(5) Specific accounting and reporting practices:

(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)

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 FY25 Budget Book 45

(b) balanced budget will be presented to the HART Board and adopted in accordance with

Florida law.

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.

(d) 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:

(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

Hillsborough Transit Authority FY25 Budget Book 46

(b) 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.

that the total of the appropriations are not changed.

(d) 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.

(e) 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.

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.

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

Hillsborough Transit Authority FY25 Budget Book 47

(d) 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’s revenues to finance current

year’s 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 FY25 Budget Book 48

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:

(a) Long-Term Debt

Hillsborough Transit Authority FY25 Budget Book 49

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.

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

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

Hillsborough Transit Authority FY25 Budget Book 50

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 reflecting 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);

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.

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

Hillsborough Transit Authority FY25 Budget Book 51

(b) 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.

reviewing solicitations for banking entities.

(d) 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

(e) 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.

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

Hillsborough Transit Authority FY25 Budget Book 52

(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.

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.

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.

Hillsborough Transit Authority FY25 Budget Book 53

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;

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.

(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.

annually complete 8 hours of continuing education in subjects or courses of study

related to investment practices and products.

Hillsborough Transit Authority FY25 Budget Book 54

(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.

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

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

Hillsborough Transit Authority FY25 Budget Book 55

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.

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.

(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.

(d) ACFR Reporting – Both reserve designations and undesignated balances will

be reported as unrestricted net position on the ACFR. Amounts that can be

spent only

Hillsborough Transit Authority FY25 Budget Book 56

(e) 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.

(b) Non-Cash Tangible Gift means a product or service provided to an employee of a

value in excess of $25.

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

Hillsborough Transit Authority FY25 Budget Book 57

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:

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 Employee responsible 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

Hillsborough Transit Authority FY25 Budget Book 58

The Employee responsible 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 Employee responsible 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.

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 Employee responsible 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

Hillsborough Transit Authority FY25 Budget Book 59

(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

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.

Hillsborough Transit Authority FY25 Budget Book 60

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

and Procedures.

The Department Chief/Head and the Procurement Manager will review purchases to insure

HART’s policies and procedures are followed.

(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

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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.

• 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.

Hillsborough Transit Authority FY25 Budget Book 62

• Charging to budget accounts when funds are not available.

• Purchases where insurance requirements are required.

• Purchase of items for personal use is prohibited.

• 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.

(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 next year’s 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

Hillsborough Transit Authority FY25 Budget Book 63

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.

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.

Hillsborough Transit Authority FY25 Budget Book 64

BUDGET PRESENTATIONS AND BUDGET CALENDAR

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 Millage (TRIM) process and calendar.

Hillsborough Transit Authority FY25 Budget Book 65

DATE FISCAL YEAR 2025 BUDGET CALENDAR

March 04, 2024

Budget Kickoff Meeting. FY25 Operating Budget Planning, development and procedures meeting with

Chief Executive Officer, Chiefs and Directors for senior-level discussion. Also, the kick-off of 2025-

2029 capital project budget process.

March 13, 2024 Distribution of the FY25 operating budget templates to the Chiefs and Directors.

March 27, 2024

First meeting of the Capital Projects Working Group for the development of the FY25-FY29 Five-Year

Capital plan.

April 10, 2024 Deadline for Working Group to submit Capital Request Form to voting committee.

April 11, 2024 The Voting Committee meets to evaluate the Capital Request form.

April 15, 2024 Chiefs and Directors to submit proposed FY25 Operating Budget template to Finance.

April 18, 2024 Project Chair will be meeting with Working Group to disclose selected projects

April 30, 2024 Budget and Grants staff will meet with Chiefs and Directors to discuss the Proposed FY25 Operating

and Capital Budget.

May 1, 2024

Capital Project Executive Team convenes to review and make decisions on FY25-FY29 draft five-year

capital plan.

May 6, 2024 Presentation of FY25 Operating and Capital Budget to the leadership team.

May 20, 2024

Presentation of Proposed Operating Budget, Capital Budget, and Five-year Capital Plan to the HART

Finance and Audit Committee.

June 03, 2024 Budget presentation of proposed operating and capital budgets to HART Board.

August 19, 2024

Budget presentation and presentation on five-year capital plan and FY25 capital budget to Finance and

Audit Committee.

September 09,

2024

1st Public Hearing. Board adopts tentative millage and tentative budget

September 23,

2024 2nd and Final Public Hearing. Board the final millage and final budget

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.

TRIM PROCESS FY2025

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.

Hillsborough Transit Authority FY25 Budget Book 66

Date

FISCAL YEAR 2025 TRIM CALENDAR

July 1, 2024

TRIM Process Kickoff

July 1, 2024

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

community redevelopment area.

July 15, 2024

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, 2024

Within 35 days of certificate 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-backed rate (calculated under s 200.065.F.S)

The date, time, and meeting place of the tentative budget hearing

August 24, 2024

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 9, 2024

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

Hillsborough Transit Authority FY25 Budget Book 67

Date

FISCAL YEAR 2025 TRIM CALENDAR (Continued)

September 17, 2024

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 23, 2024

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 26, 2024

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.

October 23, 2024 D422 completed by HART and certifies final millage to the property appraiser

October 23, 2024 Post final adopted budget on HART website

Hillsborough Transit Authority FY25 Budget Book 68

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 of 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 14-member Board that establishes policies and sets direction for the

Authority. The Board consists of a chair and 13 members: seven appointed by the Hillsborough

Board of County Commissioners, four 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.

Hillsborough Transit Authority FY25 Budget Book 69

MANAGEMENT

The Authority is managed by a Chief Executive Officer who acts in

accordance with the direction, goals, and policies articulated by the

Board. The Chief Executive Officer is responsible for the Authority’s

daily operations and directly supervises the core personnel who lead

the organization: Chief Financial Officer; Chief 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

HART’s workforce is organized into three primary groups:

1. Amalgamated Transit Union (ATU) – 615.75 Members:

Representing the majority of HART’s employees, this group includes bus operators, paratransit

van operators, and maintenance workers who are essential to HARTs daily operations.

2. Teamsters – 55 Members:

This group primarily consists of operations and maintenance supervisors, providing leadership

and oversight within their respective areas.

3. Non-Bargaining Staff – 144 Members:

These employees are not represented by a union and include management, administrative

personnel, and professionals in supervisory, planning, finance, legal, and executive roles. This

group provides strategic direction and operational support across the organization.

POSITION COUNT BY UNIT

UNIT

FY2023

Actual

FY2024

Adopted

FY2025

Adopted

FY2025

Increase

(Decrease)

Amalgamated Transit Union

594

627

615.75

(11.25)

Teamsters

Non-Bargaining

155

137

144

Total Positions

801

819

814.75

(4.25)

Hillsborough Transit Authority FY25 Budget Book 70

The following Organizational Chart shows all divisions and departments and how they fit within

the organizational structure.

Below is a breakdown of budgeted amounts by division.

EXPENSES BY DIVISION

Executive 5,381,448 4,632,560 3,737,883 (894,677)

Operations 76,993,276 72,294,500 76,286,520 3,992,020

Finance 3,920,191 4,144,392 7,218,604 3,074,212

Administration 24,785,317 24,575,492 27,126,503 2,551,011

Safety 3,228,878 3,041,836 2,936,056 (105,780)

Total Expenses 114,309,110 108,688,780 117,305,565 8,616,786

FY2025 Increase

(Decrease) FY24

FY2025 Adopted

DIVISION

FY23 Adopted

FY2024 Adopted

Hillsborough Transit Authority FY25 Budget Book 71

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 2,294 bus

stops, 650 shelters, 6 transfer stations, and 2 transit centers, along with a fleet of 132 buses for

fixed routes, 8 vans for flex routes, 75 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 77.4 percent, followed by paratransit at 19.2 percent, and streetcar at 3.4 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 2 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 FY25 Budget Book 72

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 73 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 FY25 Budget Book 73

TECO Line Streetcar System Map

Hillsborough Transit Authority FY25 Budget Book 74

HART 2025 Current System

Hillsborough Transit Authority FY25 Budget Book 75

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 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

Flex

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

Hillsborough Transit Authority FY25 Budget Book 76

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:

• 8 park-n-ride lots

• 2 transit centers:

o Marion Transit Center (MTC)

o University Area Transit Center (UATC)

• 6 transfer centers:

o Britton Plaza

o Westshore Plaza

o Yukon

o Netpark

o Northwest

o West Tampa

• 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 FY25 Budget Book 77

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.

Hillsborough Transit Authority FY25 Budget Book 78

• 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.

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.

Hillsborough Transit Authority FY25 Budget Book 79

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

The strategic goals and the performance scorecard are created annually under the direction of CEO

and Executive Office & Board Support Department. The leadership team collaborates and

recommends the strategic goals for fiscal year. The goals are presented to the Board of Directors

Strategic Planning Committee for their review and input. This Strategic Planning Committee

recommends the final goals to the Board of Directors for approval. The Board of Directors

approves the goals at the regularly schedule board meetings. Each board meeting includes time

allowed for public comments, which gives the public an opportunity to comment on the strategic

goals, if desired.

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 FY25 Budget Book 80

• 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 HART’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.), “A TDP shall

be the provider’s planning, development, and operational guidance document, based on a ten-year

planning horizon and covers the year for which funding is sought and the nine subsequent

years. A TDP or an annual TDP Update shall be used in developing the Department’s five-year

Work Program, the Transportation Improvement Program, and the Department’s Program and

Resource Plan.”

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.

Hillsborough Transit Authority FY25 Budget Book 81

• 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.

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 the agency’s strategic goals. These estimated costs are aligned with anticipated operating and

capital revenues over the next 10 years, assuming a balanced operating and capital budget of

$1,451 million and $435 million, respectively.

Hillsborough Transit Authority FY25 Budget Book 82

TDP Operating Expenses & Revenues

HART TDP 10-Year Plan ($000s Year of Expenditure Dollars)

Cost/Revenue 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034

10-Year

Total

Operating

Operating Costs

Existing HART

Operations

117,305

126,870

130,523

133,786

137,619

141,060

144,586

148,201

151,906

155,704

1,387,561

Cost Adjustments

Required to Balance

Operating Budget

(3,636)

(1,538)

5,804

6,204

7,371

8,617

9,946

11,362

12,879

57,009

New Operating Costs

- Heavy Maintenance

Facility

224

233

243

252

262

263

1,478

Fare Replacement

and Operating

Assistance (COT

Route 1 Pilot)

1,650

Streetcar Circulator

Operating Costs

1,200

3,600

Total Operating

Costs

120,155

124,434

130,185

139,591

144,048

148,664

153,446

158,399

163,530

168,846

1,451,297

Operating Revenue

Existing Fare

Revenue

11,201

11,575

11,691

11,808

11,926

12,045

12,165

12,287

12,410

118,683

Fare Replacement

and Operating

Assistance (COT

Route 1 Pilot)

1,650

HART Match FDOT

Service Development

Grant (Streetcar

Circulator)

600

1,800

FDOT Service

Development Grant

(Streetcar

Circulator)

600

1,800

Advertising Revenue

1,500

1,530

1,561

1,592

1,624

1,656

1,689

1,723

15,874

Other Revenue

499

500

510

520

531

541

552

563

574

5,290

Interest Revenue

2,363

2,200

2,244

2,289

2,335

2,381

2,429

2,478

2,527

23,446

Ad Valorem Tax

Revenue

77,716

81,602

85,682

89,109

92,674

96,381

100,236

104,245

108,415

112,752

948,811

Ad Valorem

Transfers

(4,114)

(2,780)

(500)

(7,394)

Federal Operating

Grants

20,710

21,000

21,420

21,848

22,285

22,731

23,186

23,649

24,122

221,952

State Operating

Grants

7,771

8,100

8,262

8,427

8,596

8,768

8,943

9,122

9,304

85,393

Local Operating

Grants

1,351

1,378

1,406

1,434

1,462

1,492

1,521

1,552

14,298

THS, INC.

3,185

3,280

3,379

3,447

3,516

3,586

3,658

3,731

3,805

3,881

35,467

Fund

Balance/Transfer

(to) From Reserves

(4,877)

(5,094)

(5,802)

(15,773)

Total Operating

Revenue

120,155

124,434

130,185

139,591

144,048

148,664

153,446

158,399

163,530

168,846

1,451,297

Hillsborough Transit Authority FY25 Budget Book 83

TDP Capital Revenue

Cost/Revenue 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 10-Year Total

Capital

Revenue

FHWA Surface

Transportation

Block Grant

5,140

5,243

5,348

5,455

5,564

5,675

5,789

5,904

6,022 50,139

FTA

Discretionary

Grants

19,146

20,000

2,000

41,146

HART General

Fund

Florida

Department of

Transportation

108

1,984

2,024

2,064

2,105

2,148

2,191

2,234

2,279

2,325 19,461

State Block

Grant Funds

6,176

6,300

6,426

6,554

25,455

Tampa Electric

(TECO)

FTA Bus and

Bus Facilities

Formula (5339)

3,081

3,143

3,205

3,270

3,335

3,402

3,470

3,539

3,610

3,682 33,735

FTA State of

Good Repair

Formula (5337)

1,219

1,243

1,268

1,294

1,320

1,346

1,373

1,400

1,428

1,457 13,349

FTA

Emergency

Relief Program

(5324)

900

FTA Urbanized

Area Formula

(5307)

26,008

3,554

3,625

3,698

3,772

3,847

3,924

4,003

4,083

4,164 60,678

Local

Impact/Mobility

Fees & Other

1,123

1,145

1,168

1,192

1,215

1,240

1,265

1,290

1,316 10,953

Hillsborough

County Funding

- Tampa Bay

Passenger Ferry

2,209

9,235

12,244

12,672

7,869

44,229

Hillsborough

County Funding

- Heavy

Maintenance

Facility

15,000

City and TPO

Funding - Heavy

Maintenance

Facility

3,000

22,000

2,000

27,000

Unidentified

Capital Funding

Required to

Balance Capital

Budget

36,792

30,381

16,280

2,387

9,944

7,626

11,302 114,713

Total Capital

Revenue

50,461

79,364

73,192

70,782

37,976

30,194

28,128

28,173

28,220

30,268

456,758

Hillsborough Transit Authority FY25 Budget Book 84

TDP Capital Expense

Cost/Revenue 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 10-Year

Total

Capital Costs

Replacement of 40' Diesel

Buses with CNG Buses

12,010

12,970

14,883

17,020

14,297

14,236

142,360

Zero Emission Electric

Buses & Infrastructure-

Pilot Phase 1

5,485

Streetcar Vehicle

Maintenance - Parts

150

200

150

100

700

Engine and Transmission

Replacements

850

918

991

1,071

1,156

4,987

Replacement of

Paratransit/Flex Vans

1,658

1,724

2,390

2,113

2,068

20,295

Bus Mid-Life Overhaul

3,375

1,750

2,000

1,875

2,000

21,000

Streetcar Tie Replacement

248

Non-Revenue Vehicles

Replacement- Admin.

Program

199

538

187

136

873

387

3,868

Ferry Vessel

6,084

Streetcar Rebuild (Phase 2)

821

2,000

1,200

2,000

6,106

Revenue Vehicles and

Maintenance Total

19,310

31,670

21,803

22,399

20,494

18,691

20,691

211,132

Heavy Maintenance

Building

Renovation/Reconstruction

9,000

18,000

40,000

38,000

2,000

107,000

Streetcar Station Roofing

Ybor Stations

100

Bi-Fuel Generator

Conversion

100

Netpark Breakroom

260

Other Facilities and

Construction Costs

950

528

250

2,000

11,728

Facilities and

Construction Total

10,050

18,888

40,250

38,000

2,000

119,188

Hillsborough Transit Authority FY25 Budget Book 85

TDP Capital Expense Continued

Cost 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 10-Year

Total

Capital Costs

CAD/AVL ITS System and Radio

Replacement Project

13,425

Other Technology Costs

1,134

4,473

788

2,000

16,444

Technology Total

14,559

4,473

788

2,000

29,869

Construction of Bus Bay,

Landing & Shelter Pads

1,729

1,436

14,654

Design for Shelters & Bus Bays

436

4,361

Shelters and Amenities

2,200

1,200

1,242

1,285

1,330

1,377

1,425

13,660

BTI Tech

1,000

10,000

Bus Stops and Shelters Total

5,365

4,072

4,114

4,158

4,203

4,249

4,297

42,675

Transportation Studies

500

5,000

GIS Upgrade

A&E Contract (Capital

Programs PMO)

350

700

Planning and Studies Total

850

853

503

5,727

Arterial BRT (Existing)

15,000

5,000

30,000

Security Surveillance System on

Facilities

326

776

7,315

Safety and Security Total

326

776

7,315

Farebox Installation and Parts

3,582

Bus Bay Post Lifts (2 sets)

Maintenance Equipment

Total

3,632

Total Capital Cost

50,461

79,364

73,192

70,782

32,863

28,085

28,128

28,173

28,220

30,268

419,537

Hillsborough Transit Authority FY25 Budget Book 86

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.

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 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 phase 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 FY25 Budget Book 87

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 FY25 Budget Book 88

PERFORMANCE SCORECARD

HART leadership team collaborated on development of its mission, vision, a performance

management system, and Organizational Performance Scorecard, an essential tool to measure

achievement levels and success. The organizational scorecard is a foundation for the development

of the departmental goals and for the Leaders to have conversations with the employees to increase

their understanding of how every member of the HART Team contributes to organizational

performance and success. Each quarter of the fiscal year, the scorecard will be tabulated and results

analyzed. HART performance in achieving its goals will be shared with all employees and the

Board.

In FY2025, HART will focus on achieving measurable outcomes over legacy input metrics,

ensuring that our efforts translate into tangible benefits for our customers, employees, and the

community. For the Fiscal Year 2025 Organizational Performance Scorecard – strategic goals

and expected outcomes are outlined across several key areas: Customer Experience, Community

Value, Employee Engagement, Financial Stability, and new this year - Safety and Security.

FY2025 Success Outcomes

In FY2025, HART will know it has been a successful year if:

1. Customer Experience: HART consistently improves Customer Satisfaction annually

through comprehensive measurement and targeted enhancements.

2. Community Value: HART achieves annual growth in positive community sentiment

about its value to Hillsborough County.

3. Employee Success: HART achieves increases in Employee Engagement levels annually.

4. Financial Performance: HART's year-end financial performance aligns with the

Financial Plan and actual revenue projections.

5. Safety and Security: HART ensures all customers and employees feel safe and secure

using and delivering services.

Hillsborough Transit Authority FY25 Budget Book 89

FY2025 Org Performance Scorecard

Hillsborough Transit Authority FY25 Budget Book 90

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 FY25 Budget Book 91

DIVISION STAFFING

DIVISION FINANCES

The following two charts show expenses for the executive departments. The first chart is by the

departments and the second chart is by category of expense.

Executive Office Adopted Budget

Dept Name

FY23

Budget

FY24

Budget

FY25

Budget

FY25 vs FY24

Budget Variance

% of

Budget

Chief Administration Officer

$330,710

$225,074

$219,600

($5,474)

5.9%

Chief Capital Development Office

$245,616

0.0%

Chief Customer Experience Office

$262,685

0.0%

Chief Financial Office

$386,124

$390,414

$389,025

($1,389)

10.4%

Chief Legal & General Counsel

Office

$328,077 $0 $0 $0 0.0%

Chief Operating Officer

$514,878

$318,771

$340,976

$22,205

9.1%

Chief of Safety

$266,008

$276,648

$10,640

7.4%

Executive Office

$747,872

$638,643

$864,878

$226,235

23.1%

Legal Staff/Gen Counsel/Labor

Attorney

$1,723,707

$1,680,457 $1,233,422 ($447,035) 33.0%

Office of Board Support

$403,707

$413,334

$9,627

11.1%

Legal/Risk Worker's Compensation

$841,780

$709,486

($709,486)

0.0%

TOTAL EXECUTIVE

$5,381,449

$4,632,561

$3,737,883

($894,677)

100.0%

Hillsborough Transit Authority FY25 Budget Book 92

Executive Division FY23

Budget

FY24

Budget

Adopted Budget

FY25

Budget

FY25 vs FY24

Budget Variance

% of

Variance

Salaries and Wages

$2,769,759

$1,735,277

$2,174,569

$439,292

20.20%

Fringe Benefits Salaries/Wages

$498,491

$364,716

$478,405

$113,689

23.76%

SUB-TOTAL PERSONNEL

COSTS

$3,268,250 $2,099,993 $2,652,975 $552,982 20.84%

Operational Contract Services

$165,900

$309,600

$143,700

46.41%

Parts and Supplies

$3,129

$315,000

($315,000)

0.00%

Insurance Costs

$816,780

$615,524

($615,524)

0.00%

Administrative Other

$334,139

$374,137

$300,308

($73,829)

(24.58%)

Administrative Contract Services

$34,086

$578,044

($578,044)

0.00%

Legal Services

$925,065

$478,963

$475,000

($3,963)

(0.83%)

Marketing and Printing

$5,000

($5,000)

0.00%

TOTAL OPERATING

EXPENSES

$5,381,449 $4,632,561 $3,737,883 ($894,678) (23.94%)

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.

Chief Administration

Officer

$219,600

Chief Financial Office

$389,025

Chief Operating

Officer

$340,976

Chief of Safety

$276,648

Executive Office

$864,878

Legal Staff/Gen

Counsel/Labor

Attorney

$1,233,422

Office of Board

Support

$413,334

EXECUTIVE DEPARTMENTS

Hillsborough Transit Authority FY25 Budget Book 93

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

• Review of the operating and capital budgets

• Development and monitoring of both short and long-range plans

Salaries and

Wages

$2,174,569

Fringe Benefits

Salaries/Wages

$478,405

Operational

Contract Services

$309,600

Administrative Other

$300,308

Legal

Services

$475,000

EXECUTIVE DIVISION

Hillsborough Transit Authority FY25 Budget Book 94

• 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 FY25 Budget Book 95

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 days.

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 policy

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

business day of the meeting

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

business day.

Employee Success

Financial

Performance

Disposal of Records in accordance

with the Florida State Disposition

Schedule

Dispose of records

expiring Fiscal Year

2024 before end of

calendar year 2024

Financial Performance

Audit Archives

Identify 75 boxes from

off-site Archive that

have missing

information

Financial Performance

Audit Enterprise Document Control

Library

Collaborate with all

Departments to review

The Enterprise SOPs

for relevance and

accuracy.

Employee Success

Customer

Experience

Digitization of Agency Records

Establish project, set

goals for

implementation for

FY2025.

Employee Success

Financial

Performance

Hillsborough Transit Authority FY25 Budget Book 96

Department Goal

(Continued)

Measurement

Organizational Goal

Redesign document control to

improve efficiency and allow for

better transparency

Redesign a recording

system for all SOPs

Employee Success

Financial Performance

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

existing employees.

Employee Success

Meet the Organizational goal for

Community Involvement volunteer

hours.

Four hours per fiscal

year 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

Hillsborough Transit Authority FY25 Budget Book 97

Department Goal

(Continued)

Measurement

Organizational Goal

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. 85% of clarified

requests answered

within five days.

Community Value

Customer Experience

CEO Communications

Weekly

Newsletters to

the Board

Weekly Newsletters to

Employees

Community Value

Employee Success

Hillsborough Transit Authority FY25 Budget Book 98

Prior Year Achievements:

•

Records Retention Audit – reviewed database and identified records still in off-site storage,

records ready for disposal, and records in the database requiring more information.

•

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.

•

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.

Enhanced communication with outside vendors to streamline assistance needed during

meetings.

•

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.

•

Refreshed the Orientation Manuel and conducted seven orientation sessions for incoming

Board members, with a focus on governance, responsibilities, and fostering a trustworthy,

open relationship with myself as CEO, while enhancing the reputation of the HART Board

as a responsible and accountable entity.

•

Enhanced Board Engagement and Communication through multiple methods such as

scheduling monthly briefings between the CEO and Board Members, several ride along

opportunities, responding to requests, and more. Offered opportunities for Board Chair,

Board Members, Legislative Delegation, and Community Members to walk through

•

HART facilities including the Maintenance Facilities, and Marion Transit Center thereby

•

Building stronger Board engagement and fostering informed decision-making.

•

Provided industry development opportunities for the Board members by encouraging their

attendance at the American Public Transportation Association (APTA) conferences and

a Transit Board-oriented seminar. This promotion of participation in industry conferences

Hillsborough Transit Authority FY25 Budget Book 99

and training fostered a culture of continuous learning, keeping the Board updated on best

practices, emerging trends, and key issues in public transportation.

•

Provided support for SeeClickFix portal by mailing out requested documentation for

interested parties within five days.

•

Provided assistance across the Agency by managing travel arrangements for the members

of the HART Board of Directors, HART Executive and Leadership Team as well as other

Agency staff members, 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 2024 29% under budget for overhead agency wide contracts.

Contacted vendors 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.

•

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 2025 budget through grant funding for better transparency and

record keeping for the community and HART. Procurement timeline was secured to

ensure approval from the Board and completion of the project in FY2025.

•

Completed all cross training internally within the department to ensure continuity for

business for possible scenarios. In support of succession planning for the Department.

•

Reviewed the ADA Accessibility Committee By-Laws to ensure Committee

•

compliance, and for possible revisions to improve the effectiveness of the Committee

•

Membership for continuity for the future.

•

Collaborated with the Risk and Human Resources Department to assist with the Worker’s

•

Compensation Light Duty and Special Accommodation programs by employing fellow

employees with job tasks.

Hillsborough Transit Authority FY25 Budget Book 100

•

Discovered and fulfilled the need for a Time Tracker document to assist with proper

measurement of time spent on tasks for the Tampa Historic Streetcar Board.

•

Collaborated with other agency departments on specific projects, such as the RFP for

Vending Services, to share knowledge throughout the Organization.

•

Under championship of the HART Board Chair Councilmember Viera, HART announced

its “HART For All” campaign with a kickoff event. The “HART For All” campaign,

developed in partnership with community organizations like CARD USF and Lighthouse for

the Blind, aims to educate those living with autism spectrum disorder (ASD) on how they

can utilize HART services. It features educational guides for HART riders who have autism,

as well as for HART operators and other employees to help them best assist those in need.

The campaign also featured social media collateral, and a series of videos highlighting

autistic riders who rely on HART for transportation.

• Held several debriefs with the Federal Transit Administration (FTA) on HART's grant

applications to improve future submissions and increase funding success. These meetings

provide valuable insights into our applications, helping us refine our approach to align more

closely with federal funding priorities. By strengthening our relationship with the FTA, we

enhance HART's credibility and positioning when applying for critical project funding.

•

Collaborated with members of the Congressional Delegation in Washington, DC, to secure

funding for key HART initiatives. Successfully facilitated the submission of HART's

Community Project Funding (CPF) request for $4 million to Congresswoman Castor, aimed

at supporting the HART Operations Facility and Resiliency Improvements. This request has

been selected by Congresswoman Castor for inclusion in the House Appropriations

Committee's consideration for Fiscal Year 2025 federal funding.

•

Throughout the year, staff prioritized building and strengthening relationships between

HART and legislative delegations, recognizing the importance of these connections in

•

securing support for HART’s initiatives and funding. This included a strategic trip to

Washington, DC, with the HART Board Chair Viera and the Holland & Knight team, where

•

we engaged with lawmakers, their staff, and key representatives from the Federal Transit

•

Administration (FTA) and the American Public Transportation Association (APTA).

•

Continued serving on the Florida Public Transportation Association (FPTA) Board of

Hillsborough Transit Authority FY25 Budget Book 101

Directors, collaborating with transit leaders across Florida to develop strategies for addressing

challenges in the public transportation sector. This involvement is vital for staying informed on

industry trends, building peer relationships, and ensuring HART’s initiatives align with state and

regional transportation goals. It also enhances HART’s influence in policy development, resource

acquisition, and solidifies the agency’s position as a proactive leader in the public transit

community.

•

Maintained a regular schedule of monthly meetings with FDOT Modal Development

Administrator Ming Gao to discuss funding opportunities for HART. These consistent

discussions are vital for securing the financial resources needed to advance key transit

projects, ensuring that HART can continue to improve services and infrastructure. This

proactive collaboration not only supports HART's long-term sustainability but also plays a

critical role in meeting the transportation needs of the community, enhancing mobility, and

driving economic growth in the region.

•

Led a session with the HART Leadership Team and the legislative support team from Holland

& Knight to develop federal and state legislative priorities for 2024, with a focus on strategies

to access transportation surtax funds. This collaboration ensures that HART’s legislative

strategy is aligned with our funding goals and priorities.

•

The HART Team has actively volunteered at Feeding Tampa Bay, dedicating time to

preparing meal packets and serving food to those in need on Saturday mornings at the Trinity

Cafe. This hands-on involvement reflects our ongoing commitment to the community. In

addition to these volunteer efforts, Feeding Tampa Bay reached out for assistance in

addressing transportation challenges to their new warehouse. In response, HART facilitated

the donation of a 2010 40-foot Gillig low-floor bus, approved by both the FTA and the HART

Board of Directors, to establish a transit route for individuals requiring access. To further

support their operations, HART also provided Feeding Tampa Bay staff with vehicle

familiarization training.

Hillsborough Transit Authority FY25 Budget Book 102

LEGAL

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.

Legal Performance Measures:

• Litigation management

• Contract Quantity/Quality

• Budget vs. Actual spending

Legal Accomplishments:

• Lead the charge for Transit Agencies by navigating through HB 256 – the union busting

bill, via the Public Employees Relations Commission and the Department of Labor to

release millions of dollars in federal funding awarded to the agency;

• Court Successes: Secured the dismissal of two heavily litigated claims.

• Negotiated settlement: Obtained the full release of litigated claim for under $10,000;

• Mediation Successes: Negotiated the full release of litigated claim for $10,000.00;

and

• Arbitration Success: Secured a Zero Defense Verdict.

Goals:

Department Goal

Measurement

Organizational Goal

Reduce open liability claims by

Increase Subrogation Recoveries

over last year 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

legal 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 year goals.

Track to develop a

baseline for future

measurement

Financial Performance

Hillsborough Transit Authority FY25 Budget Book 103

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 FY25 Budget Book 104

DIVISION FINANCES

Operations Division Adopted Budget

Department Name FY23

Budget

FY24

Budget

FY25

Budget

FY25 vs

FY24

Budget

Variance

% of

Budget

Communications

$156,052

0.00%

Admin Gov't Affairs & Public Relations

$290,576

$246,195

($246,195)

0.00%

Paratransit Administration

$1,933,636

$1,948,667

$3,203,797

$1,255,130

4.20%

Paratransit Operators

$6,861,945

$7,545,824

$7,515,954

($29,870)

9.85%

Service Planning Admin

$928,357

$538,181

$1,241,359

$703,178

1.63%

Streetcar Advertising

$57,500

$51,988

($5,512)

0.07%

Svc Implementation Bus Schedulers

$257,116

$616,789

($616,789)

0.00%

Svc Planning Para/Flex Service -

Schedulers

$140,344 $0 $0 $0

0.00%

Fuel, Fluid & Excise Tax - Paratransit

$1,111,970

$1,056,122

$1,086,776

$30,654

1.42%

Facility Maint Bldg/Grounds

$3,178,097

$3,733,518

$3,782,856

$49,339

4.96%

Facility Route Maint Passenger

Amenities

$821,848 $880,692 $902,669 $21,976

1.18%

Facility Adm Passenger Amenities

$538,910

$570,945

$762,289

$191,344

1.00%

Fuel, Fluid & Excise Tax - Bus (032):

$6,657,179

$4,281,632

$4,399,945

$118,313

5.77%

Tires Leased - Bus

$685,979

$523,091

$574,200

$51,109

0.75%

Tires Leased - Paratransit

$1,538,660

$1,471,189

$85,800

($1,385,389)

0.11%

Veh Maint Administration

$1,369,521

$1,434,133

$1,602,718

$168,586

2.10%

Veh Maint Bus Fleet Mechanics

$6,795,678

$6,930,263

$7,110,192

$179,929

9.32%

Veh Maint Technical Services

$109,163

0.14%

Health Insurance

$163,197

0.21%

Health Insurance Fund

$11,000

0.01%

Risk Mgmt Gen Liab Streetcar

$120,000

0.16%

Veh Maint Electronic & Communication

$583,957

$603,415

$572,826

($30,589)

0.75%

Veh Maint Paratransit

$1,280,871

1.68%

Veh Maint Flex Service

$18,443

$10,000

$16,668

$6,668

0.02%

Veh Maint Inventory Ctrl/Materials

Mgmt

$734,241

$777,696

$771,010

($6,686)

1.01%

Veh Maint Non-Revenue

$85,370

$147,491

$169,833

$22,341

0.22%

Veh Maint Paint & Body

$615,756

$482,306

$389,237

($93,070)

0.51%

Veh Maint Servicing & Cleaning

$1,939,466

$1,906,712

$1,971,614

$64,902

2.58%

Streetcar Operations Admin (

$279,739

$313,341

$307,830

($5,511)

0.40%

Streetcar Bldg Maint Facilities

$409,374

$394,017

$442,480

$48,463

0.58%

Streetcar Admin Maintenance Supervisor

$169,844

$219,467

$231,755

$12,288

0.30%

Streetcar Maint Mechanic/Paint & Body

$545,815

$585,151

$533,771

($51,381)

0.70%

Streetcar Maint Servicing/Cleaning

$186,189

$211,216

$181,449

($29,767)

0.24%

Streetcar Operators/Motorman

$1,311,868

$1,383,438

$1,408,339

$24,901

1.85%

Bus Operations Administration

$2,186,082

$1,800,472

$864,967

($935,504)

1.13%

Bus Transit Operations Controllers

$1,926,265

$2,013,816

$2,255,444

$241,628

2.96%

Bus Transit Operators

$29,600,734

$26,323,843

$28,882,989

$2,559,146

37.86%

Bus Transit Supervisors

$1,980,517

$2,033,295

$2,137,667

$104,372

2.80%

Customer Service - Telephone

$1,096,250

$1,254,080

$1,143,865

($110,215)

1.50%

TOTAL OPERATIONS

$76,993,276

$72,294,500

$76,286,520

$3,992,020

100%

Hillsborough Transit Authority FY25 Budget Book 105

Operations Division Adopted Budget

Expenses FY23

Budget

FY24

Budget

FY25

Budget

FY25 vs FY24

Budget

Variance

% of

Variance

Salaries and Wages $48,194,432 $45,849,431

$48,039,615

$2,190,184

4.78%

Fringe Benefits Salaries/Wages $10,168,382 $10,227,873 $10,822,105 $594,232

5.81%

SUB-TOTAL PERSONNEL

COSTS

$58,362,814 $56,077,304 $58,861,720 $2,784,416

4.97%

Operational Contract Services $3,698,939 $3,788,388 $3,565,346 ($223,041) (5.89%)

Parts and Supplies $5,512,857 $5,694,496 $6,375,979 $681,483

11.97%

Insurance Costs $232,000 $0 $120,000 $120,000

0.00%

Fuel and Oil $7,302,603 $4,969,632

$5,185,628

$4,969,632

100.0%

Administrative Other $284,381 $209,257 $269,329 $60,072

28.71%

Administrative Contract

Services

$455,575 $382,826 $600,985 $218,160

56.99%

Legal Services $14,294 $14,294 $0 ($14,294) (100.00%)

Utilities $710,980 $838,120 $933,177 $95,056

11.34%

Marketing and Printing $61,800 $58,485 $52,229 ($6,256) (10.70%)

Taxes and Fees $357,033 $261,698 $322,127 $60,429

23.09%

TOTAL OPERATING

EXPENSES

$76,993,276 $72,294,500 $76,286,520 $3,992,020

5.52%

*net of employee contribution for healthcare premiums

Hillsborough Transit Authority FY25 Budget Book 106

Salaries and Wages

$48,039,615

Fringe Benefits

Salaries/Wages

$10,822,105

Operational Contract

Services

$3,565,346

Parts and Supplies

$6,375,979

Insurance

Costs $120,000

Fuel and Oil

$5,185,628

Administrative Other

$269,329

Administrative

Contract Services,

$600,985

Utilities

$933,177

Marketing and

Printing

$52,229

Taxes and Fees $322,127

OPERATIONS DIVISION

Hillsborough Transit Authority FY25 Budget Book 107

OPERATIONS

The Operations Division 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 Operations Division is responsible for

the efficient day-to-day execution of bus operations, ensuring seamless service delivery.

This includes the strategic assignment of buses to operators and routes, guaranteeing

punctual performance, and maintaining optimal schedule frequencies. The division is

instrumental in actively managing and continuously optimizing routes to enhance

operational efficiency, reduce delays, and improve service reliability. By leveraging data-

Admin Gov't Affairs &

Public Relations

$246,195

Paratransit

$12,021,802

Service Planning

$1,154,970

Streetcar Operations

$3,164,131

Customer Service -

Telephone $1,254,080

Facility Maint

Bldg/Grounds

$9,989,878

Veh Maint Administration

$12,292,017

Bus Operations

Administration

$32,171,426

OPERATIONS DEPARTMENTS

Hillsborough Transit Authority FY25 Budget Book 108

2. driven insights and advanced planning, it ensures that resources are utilized effectively,

minimizing operational costs while maximizing service coverage.

Additionally, the Transportation Division plays a key role in ensuring safety and customer

satisfaction by responding quickly to real-time challenges and adjusting routes as needed.

Through its effective implementation of short-term plans derived from the long-term

strategies of the Service Planning Division, the Transportation Division contributes

directly to the overall success of the transit network and the convenience of the community.

3. Community Accessibility & Inclusive Transportation: We are committed to providing

inclusive and accessible transportation services, including paratransit, to individuals with

disabilities. Our goal is to ensure that everyone in the community has equal access to

reliable transportation options.

4. Real-time Communication: We operate a centralized Operations Control Center that

plays a critical role in coordinating real-time communication with both operators and

supervisors. This enables us to promptly respond to a range of operational challenges,

including incidents, detours, and schedule disruptions. By ensuring continuous monitoring

and instant communication, we can quickly implement necessary adjustments, minimize

service delays, and maintain operational efficiency, ultimately enhancing the rider

experience and ensuring service reliability.

5. Customer Support: Providing comprehensive customer support to assist passengers with

a wide range of needs, including inquiries, feedback, and trip bookings. Our team is

dedicated to delivering prompt and helpful responses, ensuring that passengers receive

accurate information, address any concerns, and have a seamless experience when planning

their journeys. We also actively gather and address feedback to continually improve service

quality and customer satisfaction, ensuring a positive and responsive experience for all

passengers.

6. Daily Safety Oversight and Operator Support: The Transportation Division is

committed to maintaining the safety and well-being of both passengers and operators

throughout daily operations. This commitment includes providing consistent supervision,

mentorship, and coaching for operators to ensure a safe and efficient environment. While

the dedicated Safety Division conducts comprehensive training, the Transportation

Division plays a crucial role in the ongoing enforcement of safety protocols and

procedures. By actively supporting operators, addressing safety concerns in real time, and

reinforcing best practices, the division ensures that safety remains a top priority, fostering

a secure and reliable transportation system for all.

7. Sustainability: Promoting eco-friendly and sustainable transportation options is a core

priority for the Transportation Division, aligning with HART's commitment to both

financial sustainability and environmental responsibility. This includes the integration of

Hillsborough Transit Authority FY25 Budget Book 109

8. clean energy vehicles, such as electric buses, and the optimization of routes to reduce fuel

consumption and minimize carbon emissions. By fostering sustainable practices, the

division contributes to reducing the environmental impact of transportation while also

ensuring long-term operational efficiency and cost-effectiveness. These efforts support

HART’s broader goals of creating a greener, more sustainable transit system for the

community.

9. Continuous Improvement: Embracing a culture of continuous service improvement, the

Transportation Division leverages data-driven approaches, technology enhancements, and

customer feedback analysis to optimize operations and enhance the overall passenger

experience. By utilizing real-time data and advanced analytics, we identify trends, track

performance metrics, and make informed decisions to improve service efficiency and

reliability. Technological innovations, such as route optimization software and predictive

maintenance tools, further enhance operational capabilities. Additionally, actively

analyzing customer feedback allows us to address concerns, refine services, and ensure that

we are meeting the evolving needs of the community. Through these combined efforts, we

are committed to driving sustainable improvements and delivering high-quality, responsive

transit services.

Fixed-Route Bus Service

Our Fixed-Route Bus Service is the foundation of the Hillsborough Area Regional Transit

(HART) transportation network, providing essential mobility to the residents of Hillsborough

County. With a fleet of more than 132 buses, we operate over 30 routes across the county,

ensuring service seven days a week, including on holidays. This extensive service network enables

residents to access crucial destinations, including schools, healthcare facilities, government

buildings, and commercial areas.

At the heart of our operations are our 340 dedicated bus operators, who are the lifeblood of our

organization. They are responsible for providing reliable and timely transportation to our

community, offering a safe and welcoming experience to thousands of passengers daily. Each

operator is a highly skilled professional holding a CDL Class "B" license with air-brake

endorsements, a requirement for safely operating the large vehicles that form our fleet. Beyond

this certification, our operators undergo an extensive training regimen to ensure they are equipped

to handle the diverse challenges of their roles.

Our operators receive over 350 hours of combined training, which includes both classroom

instruction and behind-the-wheel experience. This comprehensive training ensures they are not

only proficient in operating heavy-duty vehicles, but also skilled in navigating the complexities of

fare-box systems, route scheduling, and operational procedures within the HART system.

Additionally, all operators are trained in ADA (Americans with Disabilities Act) protocols to

Hillsborough Transit Authority FY25 Budget Book 110

provide appropriate assistance to passengers with mobility challenges, ensuring equitable access

to transportation services for all community members. This training guarantees that operators are

prepared to assist passengers with special needs, whether through helping with boarding or

ensuring compliance with accessibility features on the buses.

Our Bus Operations department doesn’t function in isolation; it thrives through a strong network

of leadership and support. The department is guided by a team of 36 transportation supervisors

and 2 transportation managers, who oversee daily operations and ensure that service delivery

aligns with HART’s high standards. Supervisors are responsible for providing direct support to

bus operators, monitoring performance, addressing operational challenges in real-time, and

ensuring adherence to safety protocols. Managers ensure that the department is consistently

running efficiently, implementing operational improvements, and fostering a culture of safety and

customer service excellence. This leadership team also plays a key role in ensuring that operators

have the tools, resources, and ongoing training to perform their roles to the highest standard.

Furthermore, the department continuously collaborates with other divisions within HART, such as

Service Planning and Safety, to ensure the fixed-route service remains responsive to community

needs, incorporates technological advancements, and maintains a focus on sustainability and

safety. The entire operational framework is built around the goal of delivering reliable, efficient,

and safe transportation to the Hillsborough County community, while also supporting the personal

and professional development of each bus operator.

Within the Bus Operations department, several vital functions are seamlessly integrated to

ensure the success and efficiency of our Fixed-Route Bus Service. These functions are critical in

maintaining service reliability, addressing operational challenges, and ensuring that the needs of

the community are consistently met.

At the core of our operations is the Operations Control Center (OCC), where the essential

functions of Dispatch, Radio, and Scheduling are centralized. This hub of activity is the nerve

center for all real-time communication, providing continuous oversight and coordination of our

transportation network. The OCC facilitates communication not only among bus operators but

also with paratransit operators, streetcar motormen, and other transit personnel, ensuring a

unified response to any operational needs. By consolidating communication across all modes of

transportation, the OCC allows for real-time updates, seamless coordination, and the immediate

dispatch of support resources where needed.

The Dispatch function within the OCC is responsible for monitoring all routes in real time,

identifying any delays, detours, or service disruptions, and taking the necessary actions to ensure

that service is restored or adjusted swiftly. Dispatchers play a pivotal role in the success of the

operation by maintaining constant communication with operators, providing them with updated

route information, and supporting them in the event of unexpected challenges such as traffic

congestion or accidents.

Hillsborough Transit Authority FY25 Budget Book 111

The Radio team manages the communication flow between operators, supervisors, and other

departments, ensuring that vital information is relayed efficiently and without delay. Operators

rely on this constant communication to receive updates about traffic conditions, emergency

responses, and changes in route assignments. The team is responsible for keeping all parties

informed and ensuring that any safety concerns or operational issues are immediately addressed.

Scheduling is also an integral part of the OCC, as it manages the allocation of resources and

ensures that bus routes are operating efficiently and according to their timetables. By analyzing

ridership patterns, peak travel times, and other data, the Scheduling team ensures that buses are

deployed strategically, maximizing coverage and minimizing service gaps. They also play a key

role in adjusting schedules when necessary, ensuring that service disruptions are minimized, and

passengers experience minimal delays.

In addition to the work done at the OCC, our road supervisors are stationed throughout the region

and are directly involved in managing the day-to-day challenges faced in the field. These

supervisors provide essential support to bus operators by responding to incidents on the ground,

such as vehicle collisions, mechanical issues, detours, and customer disputes. Road supervisors

are often the first line of defense when an issue arises, providing immediate assistance to ensure

the problem is resolved quickly and effectively. They are equipped with the tools and authority to

make real-time decisions to minimize service disruptions, whether that involves rerouting buses,

providing temporary detours, or coordinating with other departments for further support.

Our road supervisors also play a crucial role in customer service, ensuring that passengers’

concerns are addressed promptly and professionally. They are trained to manage customer

interactions, assist with boarding and fare collection issues, and ensure that passengers with special

needs receive the appropriate accommodations. Their on-the-ground presence enhances safety and

security, providing reassurance to both operators and passengers that there is always a qualified

individual nearby to address any situation that may arise.

This holistic approach to managing our Fixed-Route Bus Service is designed to create a seamless

experience for both passengers and operators. By integrating real-time communication, centralized

dispatch, proactive field supervision, and immediate response to service disruptions, we ensure

that our transportation network operates smoothly and efficiently, no matter the challenges it faces.

Together, these functions work in harmony to ensure reliability, safety, and operational

efficiency, allowing us to provide Hillsborough County residents with a transportation system that

they can depend on every day. Whether it’s coordinating a detour in real time, addressing a

passenger concern, or managing complex scheduling needs, our team is committed to delivering

high-quality service that enriches the lives of our community members. This collaborative

approach to service delivery is what allows us to meet the evolving needs of our riders and maintain

a transportation network that supports the growth and well-being of Hillsborough County.

Hillsborough Transit Authority FY25 Budget Book 112

HARTPlus Paratransit Service

At HART, our HARTPlus Paratransit service is dedicated to providing inclusive and accessible

transportation solutions that address the diverse needs of our community. With a skilled team of

101 operators, a dedicated manager, and a fleet of 83 vehicles, we deliver reliable and personalized

transit services, ensuring seamless mobility for residents with unique transportation requirements.

What truly distinguishes our service is our commitment to inclusivity. We extend our service area

up to a mile and a half beyond traditional bus routes, reaching residents in remote or underserved

areas. This expansion reflects our unwavering dedication to ensuring no one is left behind,

emphasizing our recognition of the community’s varied needs.

Operating seven days a week, including holidays, we understand that transportation is not just a

convenience but a vital part of daily life. Whether it’s a weekday commute, a medical appointment,

a weekend outing, or a holiday gathering, our paratransit service is a lifeline for individuals with

disabilities or special needs.

Our exceptional drivers are at the core of this service, prioritizing passenger safety and comfort on

every trip. Their commitment to care and professionalism ensures that every journey is not only

efficient but also enjoyable.

This comprehensive paratransit program is a cornerstone of our mission to enhance community

well-being. By expanding our service area, operating every day of the week, and maintaining a

robust fleet, we aim to make transportation accessible and dependable for all residents. This

commitment is transparently reflected in our budget book, reinforcing our dedication to providing

a vital public service that enriches the lives of everyone in Hillsborough County.

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.

Hillsborough Transit Authority FY25 Budget Book 113

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 FY24, HART Fixed-route buses took 513,452 trips, completing 99.60%, with an average of

42,788 per month.

Hillsborough Transit Authority FY25 Budget Book 114

Goals:

Department Goal Measurement Organizational Goal

Provided training to employees

10 hours of training per

employee

Employee Success

Managed and monitored budget

2% under budget

Financial Performance

Fixed Route on time performance

> 77%

Customer Experience

Prior Year Achievements:

• Paratransit FY2023 total ridership stood at 230,930 and it's noteworthy that in FY2024,

we observed a 13% increase, with ridership reaching 261,266.

• In FY23 our overall OTP was 80.2%, FY24 we saw an 11.5% increase with our OTP

being 89.5%

Hillsborough Transit Authority FY25 Budget Book 115

• In Fiscal Year 2024, the call center handled a remarkable 211,036 inbound calls, marking

a notable increase compared to the previous year's 208067 calls. The team also logged

7,539customer requests, encompassing items that required escalation, complaints,

inquiries, public comments, and service requests. 88% of these requests were closed

within 10 days.

• In FY24, due to innovative strategies, and being good stewards of the taxpayers’ dollars,

the Operations Team finished the fiscal year 8% under the modified budget that was

implemented in August 2024 which was lower than the original FY24 budget by $580,000

resulting in an overall savings of $6.26 million or 9% of the original allocated funds.

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 offers 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 operates a proactive rather than reactive maintenance program.

It appropriately manages parts, vehicles, and equipment to maintain an effective preventative

maintenance program.

Key Functions:

The Maintenance department comprises 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 fleet management; this includes training,

the TAM program, maintaining asset records in the information system, and the department's

financial management. 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 for regular service mark-ups and

modifications.

Key Performance Indicators:

Mean Distance Between Mechanical Failure - Vehicles meet or exceed 15,000 miles between

mechanical failures each month (System Reliability)

Hillsborough Transit Authority FY25 Budget Book 116

Metric

FY2024 Performance

Goals

Actual Performance Results

System Reliability

(MBDF)

15,000 miles for major

mechanical failures

12,032 14,340 10,884 12,676

The MDBF metric experienced fluctuations due to both internal initiatives and external factors.

Beginning with 12,032 miles in Q1 and peaking at 14,340 miles in Q2, we faced a decline to

10,844 miles in Q3. The main factor for this decline was another record-setting summer with

above-normal ambient temperatures. This increased stress on engines, transmissions, and cooling

systems, leading to more frequent mechanical issues. Despite these challenges, we rebounded in

Q4 with an improved MDBF of 12,676 miles, demonstrating our ability to enhance system

reliability through targeted initiatives.

Several factors influenced system reliability and MDBF during FY2024. A significant challenge

was maintaining an aging fleet, which naturally requires frequent repairs and is more prone to

mechanical failures. Older equipment often demands specialized parts that are harder to procure,

leading to more extended downtimes and affecting overall reliability. Additionally, the nationwide

shortage of skilled mechanics intensified this issue. The scarcity of experienced technicians

sometimes resulted in delays for repairs and preventive maintenance tasks, directly impacting on

our ability to maintain high MDBF levels.

Despite these challenges, proactive measures were implemented to mitigate their effects.

Investments in targeted training programs enhanced the skills of our existing maintenance staff,

improving repair efficiency and diagnostic capabilities. We also optimized maintenance schedules

to prioritize critical repairs and preventive measures, contributing to the significant MDBF

Hillsborough Transit Authority FY25 Budget Book 117

improvement observed in Q4. These efforts underscore our commitment to overcoming industry-

wide obstacles and enhancing system reliability.

Scheduled Maintenance — Our goal is to maintain preventative maintenance on-time compliance

above 85%, as both the FTA and FDOT mandate an on-time PM Compliance of at least 80%.

Metric

FY2024 Performance

Goals

Actual Performance Results

System Reliability

(MBDF)

15,000 miles for major

mechanical failures

12,032 14,340 10,884 12,676

Metric

FY2024 Performance

Goals

Actual Performance Results

PM Compliance

85%

99.67%

95.70%

98.27%

92.47%

Fleet Availability - HART’s Fleet Availability goal is to ensure that 80% of the fixed-route bus

fleet is maintained in an operational state of readiness to meet Hillsborough County's service needs.

Metric

FY2024 Performance

Goals

Actual Performance Results

Fleet Availability

80%

77.9%

77.7%

79.10%

80%

Hillsborough Transit Authority FY25 Budget Book 118

Throughout FY2024, fleet availability showed a steady and commendable improvement. Starting

at 77.9% in Q1 and dipping slightly to 77.7% in Q2, we observed an upward trend in the latter half

of the year, with 79.1% in Q3 and 80% in Q4. This consistent increase underscores our

commitment to operational excellence and reflects the effectiveness of our strategies in minimizing

downtime and maximizing service readiness.

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 FY2025 2% under

budget

Financial Performance

Hillsborough Transit Authority FY25 Budget Book 119

Department Goal (Continued)

Measurement

Organizational Goal

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 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.

Hillsborough Transit Authority FY25 Budget Book 120

The Facilities Maintenance Department oversight includes but is not limited to:

• The maintenance and repair of over 2,154 bus stops, 650 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.

• Assist with the new construction projects, acquisition and repair of equipment, facilities

and capital assets to support the agency’s 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

program

Tracked number of on-

demand work orders

compared to the amount of

preventative maintenance

work orders

Customer Experience

Financial Performance

Hillsborough Transit Authority FY25 Budget Book 121

Department Goal (Continued)

Measurement

Organizational Goal

Maintain safe and secure facilities

that are well lit and free of hazards

and are more cost effective by

preventing 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

frequency of safety inspections

Reduce the number of

safety related complaints

Customer Experience

Employee success

Prior Year Achievements:

• Completed the conversion of a paint booth bay so we could install a new fall protection

scaffolding system. This project included the removal of a paint booth, painting the

walls and adding electrical outlets and new lighting. Once completed they installed the

new fall protection scaffolding system so staff could safely complete CNG tank

inspections.

• Sealcoat and Stripe a new CDL training course at the Yukon Park-n-ride for the training

department to conduct in-house training for Bus Operators.

• The renovation of our Shop Supervisor’s office in the Heavy Maintenance building was

completed. This project included a new HVAC unit, New LED lighting, paint and

ceiling and the installation of a new epoxy floor.

• The storm water piping within the East lot was repaired due to several collapsed

collection boxes and damaged piping. The storm water piping and collection boxes were

repaired to increase the storm water flow and to help prevent flooding during heavy rain

events.

• Trillium completed the installation of a 3rd CNG compressor skid for our existing CNG

station. This additional compressor skid will increase the flow rate on Natural Gas and

help reduce the fueling time required to fill our buses.

• The removal and installation of a new 55-ton chiller for the operations building located

at 21st Avenue.

• Service Works completed a new roof coating system that was installed for the Heavy

Maintenance building. This roof coating system will eliminate roof leaks and provides a

10-year warranty to prevent future issues.

• The installation of 15 new shelters at various locations throughout the county by our

Route Maintenance Department.

Hillsborough Transit Authority FY25 Budget Book 122

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 FY2024 the streetcar set an all-time record for ridership with 1,330,932 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.

• 10,000 miles between major mechanical failures.

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 FY2025 2% under budget

Quarterly budgets to

actual report

Financial Performance

Hillsborough Transit Authority FY25 Budget Book 123

Prior Year Achievements:

• 1,330,932 passengers in 2024. The highest annual ridership in the history of the system.

• A CATO Institute study finds the TECO Line Streetcar is the most cost-efficient

streetcar system in the country.

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 coordinates 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.

• 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 Goal: Achieve 77% OTP for Bus, 99% for Streetcar, 90% for Paratransit

• Passengers per revenue mile/revenue hour/trip

o Goal: Increase each

• Boardings per bus stop

o Goal: Increase average boardings by stop system-wide

Hillsborough Transit Authority FY25 Budget Book 124

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 day

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 to make our operations more efficient by reallocating

resources and making small adjustments to certain routes.

• HART made route adjustments to better serve Tampa General Hospital (TGH).

Previously, Route 19 deviated to connect with TGH. Instead, Route 19 now provides a

more direct connection to Downtown Tampa while Route 5 serves TGH directly from the

north, which is where most riders headed to TGH come from.

• 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.

Hillsborough Transit Authority FY25 Budget Book 125

• HART and the City of Tampa have partnered to provide fare-free and more frequent

service for HART’s Route 1 (Florida Ave.) as part of one-year pilot program starting

January 5, 2025. Funding for the pilot program is to be provided by the City of Tampa

and operations, and performance monitoring is to be conducted by HART staff.

• 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 corridor enhancements associated with the Tampa

Arterial BRT project, while advancing the Design work of the Lower-Cost Alternative

funded by FDOT.

• 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

information for the management of the Authority. The three departments in the Finance Division

are: Financial Operations, Budgets and Grants, and Procurement.

Hillsborough Transit Authority FY25 Budget Book 126

DIVISION STAFFING

DIVISION FINANCES

FINANCE DIVISION FY23

Budget

FY24

Budget

Adopted Budget

FY25

Budget

FY25 vs FY24

Budget

Variance

% of

Variance

Salaries and Wages

$2,458,962

$2,297,187

$2,481,260

$184,072

7.42%

Fringe Benefits Salaries/Wages

$505,409

$504,569

$641,377

$136,807

21.33%

SUB-TOTAL PERSONNEL COSTS

$2,964,372

$2,801,757

$3,122,636

$320,880

10.28%

Operational Contract Services

$243,900

$725,200

$769,981

$44,781

5.82%

Administrative Other

$591,882

$341,140

$3,064,534

$2,723,394

0.00%

Parts and Supplies

$3,800

$2,500

($2,500)

0.00%

Administrative Contract Services

$153,250

0.00%

Miscellaneous Expenses

$3,000

Utilities

$4,362

$5,000

$5,570

$570

0.1%

Marketing and Printing

$111,875

$112,545

$102,632

($9,913)

1.4%

TOTAL OPERATING EXPENSES

$3,920,191

$4,144,392

$7,218,604

$3,074,213

42.6%

Hillsborough Transit Authority FY25 Budget Book 127

*net of employee contribution for healthcare premiums

FINANCE DEPARTMENTS Adopted Budget

Dept Name

FY23

Budget

FY24

Budget

FY25

Budget

FY25 vs FY24

Budget Variance

% of

Budget

Accounting & Reporting

$604,503 $462,369 $616,875 $154,506 8.55%

Accounting Accounts

Payable

$175,065 $177,155 $185,885 $8,730 2.58%

Budget/Grants/Fixed

Assets

$534,637 $552,314 $586,137 $33,824 8.12%

DBE/SBE Office

$170,895 $188,195

$233,401

$45,206 3.23%

Financial Operations

$160,236 $180,840 $360,514 $179,674 4.99%

Fixed Costs HART

$230,453 $333,235 $118,608 ($214,627) 1.64%

Flamingo - Regional

Revenue Collection

$453,123 $720,850 $827,014 $106,164 11.46%

Payroll Accounting

$245,314 $240,264 $255,157 $14,893 3.53%

Procurement & Contract

Administration

$592,893 $534,450 $565,847 $31,398 7.84%

Revenue Mgmt & Retail

Sales

$748,984 $751,061 $834,307 $83,246 11.56%

Streetcar Admin/Finance

$4,088 $3,660 $0 ($3,660) 0.0%

Contingency Fund

$2,634,860 $2,634,860 36.50%

TOTAL FINANCE

$3,920,191

$4,144,392

$7,218,604

$439,353

100.00%

Hillsborough Transit Authority FY25 Budget Book 128

Accounting &

Reporting $616,875

Accounting Accounts

Payable

$185,885

Budget/Grants/Fixed

Assets

$586,137

DBE/SBE Office

$233,401

Financial Operations

$360,514

Fixed Costs HART

$118,608

Flamingo -Regional

Revenue Collection

$827,014

Payroll Accounting

$255,157

Procurement &

Contract

Administration

$565,847

Revenue Mgmt &

Retail Sales

$834,307

Contingency Fund

$2,634,860

FINANCE DEPARTMENTS

Salaries and Wages

$2,481,260

Fringe Benefits

Salaries/Wages

$641,377

Operational Contract

Services $769,981

Administrative Other

$3,064,534

Administrative

Contract Services

$153,250

Utilities

$5,570

Marketing and

Printing $102,632

FINANCE DIVISION

Hillsborough Transit Authority FY25 Budget Book 129

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-

training 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 FY25 Budget Book 130

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 agency’s 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.

• Provides budget software training and maintenance.

Hillsborough Transit Authority FY25 Budget Book 131

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

identify areas of overspending.

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:

• Successfully completed the Ad Valorem process that increased local contributions by

6.6%.

• Streetcar, TECO Historic Streetcar and HART operating, and capital budgets were

approved on time.

• Executed 5 Federal Grants awarding more than $30M.

• Successfully completed $47M 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 $580K.

• Set up and executed 9 FDOT Grants – awarding $12.2M 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 federal,

state, and grant requirements. The department maintains bidders’ lists, vendor files, vendor

directories, procurement solicitations, and contracts.

Hillsborough Transit Authority FY25 Budget Book 132

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 performance 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

board 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 projects

Deadline for

implementation is March

31, 2025

Customer Experience

Prior Year Achievements:

• The procurement department processed 2,804 purchase orders totaling $32,431.130.

Thirty-eight contracts were awarded with an NTE of $ 22,948,185.

• Procurement supports the Authority’s Disadvantaged Business Enterprise (DBE) and

Small Business Enterprise (SBE) program goals by including the DBE/SBE office with

upcoming opportunities for goal consideration. Procurement has participated in meeting

or exceeding goals set.

Hillsborough Transit Authority FY25 Budget Book 133

• Procurement communicated weekly procurement report and provided contract

expiration and open purchase order reports quarterly.

• Parts reorder process is 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.

• Completed 52 web quotes for inventory replenishment.

• 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 report 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 2025 are:

• 13.9% for DBE

• 3.5% for SBE

Hillsborough Transit Authority FY25 Budget Book 134

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.

DIVISION STAFFING

Hillsborough Transit Authority FY25 Budget Book 135

DIVISION FINANCES

Administration

Division

FY23

Budget

FY24

Budget

Adopted Budget

FY25

Budget

FY25 vs FY24

Budget Variance

% of

Variance

Salaries and Wages

$3,597,620

$3,468,977

$3,918,912

$449,935

11.48%

Fringe Benefits Salaries/Wages

$912,876

$1,090,560

$880,175

($210,385)

(23.90%)

Health Care

$10,759,670

$11,835,919

$13,551,869

$1,715,950

12.66%

SUB-TOTAL PERSONNEL COSTS

$15,270,166

$16,395,457

$18,350,956

$1,955,500

10.66%

Operational Contract Services

$3,386,681

$3,352,193

$3,345,060

($7,134)

(.21%)

Parts and Supplies

$86,388

$112,730

$63,307

($49,423)

(78.07)

Administrative Other

$164,065

$234,985

$281,696

$46,711

16.58%

Administrative Contract

Services

$1,026,792 $1,134,414 $1,243,294 $108,880 8.76%

Insurance Cost

$3,841,649

$2,639,540

$3,205,402

$565,861

17.65%

Utilities

$298,000

$274,557

$287,557

$13,000

4.52%

Legal Services

350,000

309,060

25,000

($284,061)

(1136.25%)

Marketing and Printing

$360,326

$121,306

$322,982

$201,675

62.44%

Taxes and Fees

$1,250

0.0%

TOTAL OPERATING

EXPENSES

$24,785,317 $24,575,492 $27,126,503 $2,551,010

9.40%

*net of employee contribution for

healthcare premiums

Administration Division Adopted Budget

Dept Name FY23

Budget

FY24

Budget

FY25

Budget

FY25 vs FY24

Budget Variance

% of

Budget

Health Insurance Fund

$10,911,517

$12,033,919

$13,669,572

$1,635,652

50.39%

Risk Mgmt Gen Liab FY18

forward

$4,124,649 $2,917,073 $2,520,176 ($396,897) 9.29%

Risk Mgmt Gen Liab & WC

Staff (162):

$294,058 $312,551 $308,341 ($4,210) 1.14%

Worker's Compensation-

FY18 and forward

$0 $0 $640,523 $640,523 2.36%

Risk Mgmt Gen Liab

Streetcar

$80,000 $85,000 $0 ($85,000) 0.00%

Community/Business

Engagement

$419,275 $214,173 $512,919 $298,746 1.89%

ESMS-Environmental

/Sustainability

$553,701 $556,669 $560,713 $4,043 2.07%

Human Resources

$1,997,650

$2,522,957

$2,461,374

($61,582)

9.07%

Admin Gov't Affairs &

Public Relations

$0 $0 $144,000 $144,000 0.53%

Marketing &

Communications

$617,896 $347,897 $695,706 $347,808 2.56%

Project Management

$713,066

$730,388

$757,758

$27,370

2.79%

Technology & Innovation

$5,073,506

$4,854,864

$4,855,420

$556

17.90%

Total Administration

$24,785,317

$24,575,492

$27,126,503

2,550,453

100.00%

Hillsborough Transit Authority FY25 Budget Book 136

Salaries and Wages

$3,918,912

Fringe Benefits

Salaries/Wages

$880,175

Health Care

$13,551,869

Operational Contract

Services

$3,345,060

Parts and Supplies

$63,307

Administrative Other

$281,696

Administrative

Contract Services

$1,243,294

Insurance Cost

$3,205,402

Utilities

$287,557

LEGAL SERVICES

25,000

Marketing and

Printing $322,982

TAXES AND FEES

$1,250

ADMINISTRATION DIVISION

Health Insurance

Fund $13,669,572

Risk Mgmt Gen Liab

FY18 forward

$2,520,176 Risk Mgmt Gen Liab

& WC Staff (162):

$308,341

Worker's

Compensation-FY18

and forward

$640,523

Community/Business

Engagement

$512,919

ESMS-Environmental

/Sustainability

$560,713

Human Resources

$2,461,374

Admin Gov't Affairs &

Public Relations

$144,000

Marketing &

Communications

$695,706

Project Management

$757,758

Technology &

Innovation

$4,855,420

ADMINISTRATION DEPARTMENTS

Hillsborough Transit Authority FY25 Budget Book 137

Project Management

The Project Management Office (PMO) serves as the central hub for overseeing and coordinating

projects related to bus transit systems while also maintaining a strong focus on compliance.

The purpose of our PMO is to enhance the efficiency, sustainability, and compliance of our bus

transit services, thereby benefiting both our community.

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 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 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 bus transit

projects adhere to established standards and deliver high-quality results.

7) Procurement and Contract Management: Collaborate with the procurement

department for vendors and contractors involved in bus and rail transit projects.

8) Performance Monitoring: Track the performance of bus and rail 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.

10) Reporting and Documentation: Maintain comprehensive records and produce regular

reports on project status, progress, and outcomes.

Hillsborough Transit Authority FY25 Budget Book 138

11) Continual Improvement: Identify opportunities for process improvement and efficiency

enhancement within bus and rail transit projects and operations.

12) Strategic Planning: Align project activities with the long-term strategic goals and vision

of the transit agency or organization.

In summary, the PMO contributes to our overarching mission at Hillsborough Transit Authority,

and serves as the central nucleus for the planning, execution, and oversight of transit projects. Our

primary objective is to enhance transit services, infrastructure, and overall efficiency, ultimately

benefiting our community and passengers.

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.

Review Annually

Employee Success

Participate in volunteer events to

demonstrate dedication to

community engagement

Participate in two events

per employee

Community Engagement

Adhere to budget

Stay on budget

Financial Performance

Achievement of annual

Disadvantaged Business

Enterprise (DBE) participation of

13.9%, and Small Business

Enterprise (SBE) of 3.5% in

projects. This commitment

fosters community value.

Monitor DBE and SBE

participation during project

life cycle

Community Value

Prior Year Achievements:

Professional and Continuing Education

It is noteworthy to emphasize the accomplishments in professional and continuing education

that have been achieved by the PMO. It is worth mentioning that two members have

successfully attained recertification in Florida Department of Transportation Temporary Traffic

Control Advanced Course. All members of the PMO are Project Management Professional

(PMP) certified.

Hillsborough Transit Authority FY25 Budget Book 139

Driveway and Gate Rehabilitation Project

The gate access road and gate which is located at the south east corner of the HART Operations

Campus would be widened so that the opening can accommodate bus traffic from all directions,

increasing versatility. Work includes replacing the gate to match newly installed gate system on

other entrances and exits on campus. Construction of this project will be advertised in the

upcoming fiscal year.

TECO Historic Street Car Rehabilitation

Phase I is complete, and Phase II has started. Car No. 431 has been shipped to the vendor for

rehabilitation. This project involves the rehabilitation of the next five (5) of HART streetcars,

431,433,435,436, and 1976, rebuilding them to “Like-New" condition. This "State of Good

Repair" rebuild will extend the service life of these nearly 20-year-old vehicles by an additional

20 to 25 years, enhancing reliability for both customers and employees.

Streetcar Cross Tie Replacement [Phase 2]

The PMO and Streetcar departments have collaborated to implement a phased plan for replacing

the railway ties. 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 scope of work is ready to proceed, with these repairs scheduled to

be advertised in the next fiscal year.

Environmental

HART 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).

Basic Transit Infrastructure (BTI) Program

The BTI Program has successfully accomplished the installation of 58 shelters and the completion

of 7 construction projects. In partnership with developers and FDOT, 39 bus stops were

constructed.

FDOT District 7 - Discretionary Grant

Prepared and submitted a total of seven Florida Department of Transportation (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.

Hillsborough Transit Authority FY25 Budget Book 140

Marion Transit Center

The design for the Marion Transit Center is underway. With new leadership, the vision has

changed for the space and the plans are being modified to reflect the changes. Once design has

been approved, the project will be advertised for construction.

Compressed Natural Gas (CNG) Compressor Infrastructure

This project added CNG Duplex-Compressor Station No. 3 at HART's 21st Avenue facility. The

3rd CNG compressor station is essential to provide the operational assistance needed for the

expanding fleet of CNG-powered transit buses. This project is completed and accepted.

Computer Aided Dispatch (CAD) and Automatic Vehicle Location (AVL)

In 2007, HART implemented the OrbCAD system, which integrated CAD/AVL capabilities with

Motorola voice and data communications. Over time, this system had become outdated, and its

components have reached the end of their useful life. To address this, HART is investing in a new

CAD/AVL system that will modernize operations. The upgraded system will enable real-time

communication between dispatchers and operators, providing supervisors with detailed real-time

overview of vehicle locations and statuses. This technology will enhance HART’s ability to

respond to service disruptions, ensuring efficient and reliable operations for both operators and

passengers.

Unleaded upgrade at 21st Avenue

This project is to provide new fuel pumps that will connect to a new existing 12,000-gallon above-

ground unleaded compatible fuel tank. This will include a temporary canopy-protected fueling

station site which will be located on the east side of the Preventative Maintenance building. The

fueling station shall consist of dual sided fuel dispensers, and a connection to the existing unleaded

compatible fuel tank, which must tie into the existing HART Fleetwatch system. Construction of

this project will be advertised in the upcoming fiscal year. This fueling area will be incorporated

into the New Fleet Service Facility design and construction as part of the 21st Avenue Master Plan.

Risk

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

Hillsborough Transit Authority FY25 Budget Book 141

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.

Risk Management’s Performance Measures:

• Loss Ratio

• Claim Duration

• Cost per Claim

• Claim Closure rate

Goals:

Department Goal

Measurement

Organizational Goal

Reduce open liability claims by

Increase Subrogation Recoveries

over last year by 5%

Liability claims and

subrogation recoveries are

collected and reported

each month

Community Value

Customer Experience

Financial Performance

Risk Management’s Accomplishments:

• HART Risk received 350 liability claims in FY2024, 255 of which are now closed. Our

10-year average for claims received per year is 727. This 65% reduction from that

average is a testament to our Adjusters responsible administration of our liability claims,

as well as Management’s aggressive stance on combatting frivolous claims.

• HART Risk received 47 workers’ compensation claims in FY2024, 31 of which are now

closed. Our 10-year average for workers’ compensation claims received per year is 69.

This 32% reduction from that average has been accomplished by the tireless efforts of our

Workers’ Compensation Coordinator and Managements philosophy of guaranteeing our

employees receive the care they need after a work-related injury, and ensuring the

Workers’ Compensation and Light Duty program are used appropriately.

• HART experienced a 70% or $41,809.35 reduction in workers’ compensation

assessments from 2018 to present.

• HART Risk has successfully recovered over $151,000 for damage to HART assets in

FY24.

Hillsborough Transit Authority FY25 Budget Book 142

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.

Awards:

Florida Public Transportation Association (FPTA)

• Title of Winning Entry: HART For All campaign - 1st Place (Best of the Best),

Category: Sustaining Campaign

• Title of Winning Entry: Autism Spectrum Disorder Inclusion Guide - 1st Place,

Category: Print

American Graphic Design Awards

• Title of Winning Entry: African Americans Who Transformed Transportation Bus Wrap -

Category: Vehicle Graphics

• Title of Winning Entry: HART for All Logo - Category: Branding

• Title of Winning Entry: Streetcar Assessment Brochure - Category: Annual Report

Hillsborough Transit Authority FY25 Budget Book 143

Goals:

Department Goal

Measurement

Organizational Goal

Promote Flamingo Fares, Paper

Pass Elimination, and Route 1

Fare Free campaigns through

aggressive marketing tactics in

support of the adoption rate of 3%

quarterly growth

3% quarterly increase

Community Value

Support employee community

engagement and community

volunteer opportunities with

marketing and communications

collateral (flyers, posters, palm

cards)

Ensure engagement and

volunteer opportunities

are created and posted a

minimum of one week

before the event

Employee Success

In coordination with HR, assist

with revision of the survey and

redesign the questionnaire for

FY2025 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 programs to address

concerns.

Creation and promotion

of FY2025 Employee

Survey and results of the

survey to employees, the

Board and the

community

Employee Success

Contract administration of our

advertising and marketing revenue

generation and growth for HART

Monthly meetings with

advertising vendors to

discuss performance and

adjust campaigns as

needed.

Review monthly sales

reports and ensure AP

receives remittance checks

Financial Performance

Set a baseline for Community

Sentiment of the Authority

Actively engage the public

in new and creative ways,

including a regularly

produced HART news

web series, and a new

HART podcast. Both will

be available online and

promoted through HART

digital media channels.

Community Value

Hillsborough Transit Authority FY25 Budget Book 144

Prior Year Achievements:

• The Marketing and Communications team assisted with nearly 70 outreach projects and

campaigns in support of HART’s mission, including: regular service changes, the HART For

All campaign, Flamingo Fares – Contactless Payment campaign, Black History Month, Rider

Advisory Committee collateral, Art on HART, Hurricane Helene and Milton service

information, OneHART Celebrations event collateral, Hispanic Heritage Month, Streetcar

Fare or Free outreach and survey campaign – which included extensive community outreach

both in-person and digitally, as well as a public meeting.

• The Marketing and Communications team, as project manager of the revenue generation

contracts, continues to maintain the exterior bus advertising contract, which will result in

projected revenue for HART of nearly $6M over the life of the contract, as approved by the

HART Board this FY. The contract will also provide an expansion of HART’s advertising

assets into the digital realm within the coming year - providing “infotainment” kiosks

providing real-time service information at HART and the TECO Line Streetcar customer

facilities.

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

Hillsborough Transit Authority FY25 Budget Book 145

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.

• 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 project

Support the design and

deployment in FY25

Customer Experience

Radio System Upgrade

Support the design and

deployment in FY25.

Customer Experience

Upgrade End of life (EOL)

employee hardware

Continue the replacement of

employee laptops that are

end of Life (EOL) in FY25

Employee Success

Hillsborough Transit Authority FY25 Budget Book 146

Department Goal (Continued)

Measurement

Organizational Goal

Enhance Cyber Security

Complete Multifactor

Authentication

enrollment bargaining

employees in FY25 Q4

Financial Performance

Manage Software and hardware

costs effectively in the FY 25

budget

Not to exceed 3 - 7 %

variance

Financial Performance

Support the AV Board Room

System Upgrade

Support the upgrade of

the AV hardware in

FY25 Q2

Community Engagement

Prior Year Achievements:

• Completed the inventory process in preparation for year-end close with the Finance

Department.

• Completed subsidiary ledger fiscal year End close with the Finance Department.

• Completed the ADP integration (eligibility data) to our new FLMA provider.

• Completed deploying Multifactor authentication (MFA) which will adds a layer of cyber

security protection to the sign-in process for HART’s non-bargaining employees.

• Completed the IT requirements and scope for the CAD/ AVL fixed route and Streetcar

upgrade project with the management department.

• Completed the refreshing of HART’s Data Center (21st Ave & YBOR) uninterruptible

power supply (UPS) symmetry infrastructure.

• Completed the Upgrade of our Trapeze EAM application, EAM is used by HART’s

maintenance department for parts inventory and work orders.

• Completed the refresh of HART’s Radio hut uninterruptible power supply (UPS)

infrastructure. HART’s Radio hut supports communications for our bus operators, road

supervisors and facilities maintenance employees.

• Completed the CAD/ AVL requirements / scope for Para / Flex with the project

management department.

• Completed the pilot with FDOT and The City Tampa testing Traffic Signal Priority

(TSP) pilot project on 13 fixed route buses for the initial pilot. The IT team will be

working on rolling out the TSP to our fix route buses which will give HART TSP (Traffic

Signal Priority) on 325 road intersections throughout the county.

• Streetcar interlock security camera system.

• The deployment of Multifactor authentication (MFA) to support any remote connections

to HART’s infrastructure.

• Additional Kiosk PCs and printers at our 21st Ave to support additional access to Emails,

HR and ADP for HART’s employees.

Hillsborough Transit Authority FY25 Budget Book 147

• The deployment of new security certs to HART’s web applications (Phone Systems,

Websites and VPN clients).

Community & Business Engagement

The purpose of the 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.

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

Identify new contacts for

partnership opportunities with

community ambassadors,

document contacts and track

follow-ups.

10 notable partnerships

within the community FY25

Calendar year. Notable is

defined as the benefit to

HART and the community.

Customer Experience

Conduct public meetings and

outreach in conjunction with

HART service changes and

modifications.

Quarterly, conduct outreach

and general input on service

changes and modifications.

Public Involvement

Community Engagement

Hillsborough Transit Authority FY25 Budget Book 148

Department Goal

(Continued)

Measurement

Organizational Goal

Foster an interdepartmental

working relationship throughout

HART

Meet Bi-monthly with

HART internal

communication employee

programs

Employee success

Prior Year Achievements:

• Activities attended 129

• People engaged 8,088

• People reached 37,511

• HART staff also hosted extensive public outreach for the Paper Fare Card Elimination &

Fare Structure Change at 11 transit/transfer centers from August -September 2024. Flyers

and comments cards were also distributed at additional HART outreach events.

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).

Goals:

Department Goal

Measurement

Organizational Goal

Increase employee engagement

in the community

Provide 5 opportunities for

volunteer events each

quarter

Employee Success

Community Engagement

Increase professional

development

Provide 10 hours of

training per employee

Employee Success

Promote healthy living and

increase the usage of the

wellness program

Provide 3 wellness events

per quarter

Employee Success

Hillsborough Transit Authority FY25 Budget Book 149

Prior Year Achievements:

• 142 employees successfully hired, filling vital roles for the organization.

• Held 8 employee engagement events to boost employee morale and cohesiveness.

• Employee Engagement Survey Participation.

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.

DIVISION STAFFING

DIVISION FINANCES

Safety Division Adopted Budget

Department Name

FY23

Budget

FY24

Budget

FY25

Budget

FY25 vs FY24

Budget Variance

% of

Budget

Safety & Security

$2,754,178

$2,499,845

$2,593,406

$93,560.26

88.33%

Training & Development

$474,700

$541,991

$342,650

($199,340.97)

11.67%

TOTAL SAFETY

$3,228,878

$3,041,836

$2,936,056

($105,781)

100.00%

Hillsborough Transit Authority FY25 Budget Book 150

SAFETY DIVISION FY23

Budget

FY24

Budget

Adopted Budget

FY25

Budget

FY25 vs FY24

Budget

Variance

% of

Variance

Salaries and Wages

$1,010,393

$917,227

$752,340

($164,886)

(21.92%)

Fringe Benefits Salaries/Wages

$205,486

$201,790

$230,965

$29,175

12.63%

SUB-TOTAL PERSONNEL COSTS

$1,215,878

$1,119,017

$983,306

($135,711)

(13.80%)

Operational Contract Services

$1,655,000

$1,867,780

$1,900,829

$33,049

1.74%

Parts and Supplies

$42,000

$20,939

$21,115

$176

0.83%

Administrative Other

$139,000

$32,601

($32,601)

0.00%

Administrative Contract Services

$163,000

0.0%

Marketing and Printing

$10,000

0.0%

Taxes and Fees

$4,000

$1,500

$30,806

$29,306

95.13%

TOTAL OPERATING EXPENSES $3,228,878 $3,041,836 $2,936,056 ($105,781) (3.60%)

*net of employee contribution for

healthcare premiums

Salaries and

Wages $752,340

Fringe Benefits

Salaries/Wages

$230,965

Operational

Contract Services

$1,900,829

Parts and

Supplies $21,115

Taxes and Fees

$30,806

SAFETY DIVISION

Safety & Security ,

$2,593,406

Training &

Development

$342,650

SAFETY DEPARTMENTS

Hillsborough Transit Authority FY25 Budget Book 151

Safety, Security and Learning & Development

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 and agency Joint

Safety Committee.

Safety & Security and Learning & Development (S&S and L&D) - The Safety and Security Team

(S&S) 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 Learning & Development Team

(L&D) is a department under the Safety & Learning Division reporting to the Chief Safety Officer

and is made up of six (5) people, which include: Manager of Learning & Development and 4

Training Specialists. Safety & Security is responsible for maintaining the organization’s safety and

security in order to ensure HART is fully maintaining safe and secure service without interruption.

Safety & Security also ensures that HART and its contractors remain compliant with Florida

Administrative Code 14-90 rule which regulates equipment and operational safety compliance

among public transit operators in Florida, and implemented enhanced requirements precipitated

by Federal Transit Administration (FTA) / State Safety Oversight Agency (SSOA).

S&S also oversees American Guard Services (AGS) HART’s armed security contractor that

overseeing all HART assets (buildings, terminals, stops and stations). The security measures are

designed to prevent incidents such as vandalism, theft, loitering, and violent acts while providing

an approachable presence to maintain a safe and secure environment. Lastly, SST is also

responsible for overseeing the management and coordinated responses for on-the-scene incidents,

accidents, or other collisions. As far as S&S involvement in state or federal audits are concerned,

they help to coordinate the safety components of triennial reviews and other transit audits to ensure

proper state and federal compliance for all states and federally required safety and security

measures.

The Learning & Development department trains on average one hundred (100) 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, paratransit and streetcar rail. They also offer refresher training for over four

hundred (400) 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 as well as organizational

development and other pertinent training for all employees.

Training Specialists are certified in FL third (3rd) party CDL training, TSI safety training & driving

techniques, TSA security measures, FTA compliance and policy measures, FTA drug +

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.

Hillsborough Transit Authority FY25 Budget Book 152

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 reported

Employee Success

Customer Experience

Support Employee Success by

providing training opportunities

and classes, including TSI

training to Safety Sensitive

employees

Track and report training

classes and hours

Employee Success

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 FY25 Budget Book 153

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

Location

2010

2021

% Change

Population

Density*

Population

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%

*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

Hillsborough Transit Authority FY25 Budget Book 154

Source: 2021 BEBR

Estimates of Population (Medium Projections)

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 FY25 Budget Book 155

Hillsborough Transit Authority FY25 Budget Book 156

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 FY25 Budget Book 157

Hillsborough Transit Authority FY25 Budget Book 158

Hillsborough Transit Authority FY25 Budget Book 159

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

aged 65 or older is expected to increase to approximately 18 percent of the total population. The

percentage of residents aged 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.

Projected Age Distribution, 2025–2045

Source: ACS 2020 5-Year Estimates

13% 13% 13% 12% 12%

7% 6% 6% 6% 6%

13% 13% 13% 13% 13%

22% 21% 21% 21% 21%

30% 29% 29% 30% 30%

16% 17% 17% 18% 18%

2025 2030 2035 2040 2045

65 years and older

40 to 64 years

25 to 39 years

15 to 24 years

10 to 14 years

Hillsborough Transit Authority FY25 Budget Book 160

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 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.

Hillsborough Transit Authority FY25 Budget Book 161

Educational Attainment, 2010 and 2020

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%).

Labor Force by Occupation, Drove Alone and Transit Users, 2020

Source: ACS 2020 5-Year Estimates

17%

36%

40%

27%

24%

22%

11%

Drove alone

Transit

Service

Management, business, science, and

arts

Sales and office

Production, transportation, and

material moving

Natural resources, construction, and

maintenance

14%

28%

30%

29%

11%

27%

34%

Did not complete high school

High school diploma

Some college

Bachelor's degree or better

2020

2010

Hillsborough Transit Authority FY25 Budget Book 162

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

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).

Hillsborough Transit Authority FY25 Budget Book 163

Household Income Distribution, Hillsborough County, 2020

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

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.

15%

43%

30%

36%

15%

19%

Drove alone

Transit

Less than $15,000

$15,000 to $34,999

$35,000 to $74,999

$75,000 or more

Hillsborough Transit Authority FY25 Budget Book 164

Poverty (Individuals), 2000–2020

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 56th 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.

13%

17%

14%

2000 2010 2020

Hillsborough Transit Authority FY25 Budget Book 165

Hillsborough Transit Authority FY25 Budget Book 166

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.

Hillsborough Transit Authority FY25 Budget Book 167

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 FY25 Budget Book 168

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

Hillsborough Transit Authority FY25 Budget Book 169

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

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

Source: ACS 2020 5-Year Estimates

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

Population 5 years and

over

Hillsborough County

population who are LEP

Hillsborough Transit Authority FY25 Budget Book 170

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.

Hillsborough Transit Authority FY25 Budget Book 171

Average Hillsborough County Commuter Profile

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

Hillsborough Transit Authority FY25 Budget Book 172

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 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

Source: Tampa International Airport (TPA)

750.1K 816.4K 842.9K 880.9K

734.2K 668.4K

809.9K

899.2K

987.5K

760.8K

863.0K

1.1M

Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22

Hillsborough Transit Authority FY25 Budget Book 173

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.

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 FY25 Budget Book 174

FINANCIAL STATISTICS

NET POSITION

This audited table shows net position at FY14 through FY23. It is important to note that HART

returned more than $216M in tax refunds to the state in FY23.

NET POSITION BY COMPONENT

FY2014 to FY2023

FY2014

FY2015

FY2016

FY2017

FY2018

NET POSITION

RESTATED

Net Investment in Capital Assets

$122,526,409

$123,085,260

$122,976,936

$121,766,602

$117,985,314

Restricted

$445,000

$700,000

$610,800

$1,037,807

Unrestricted

($1,304,949)

($5,632,905)

($14,589,739)

($24,544,597)

($26,301,549)

Total Net Position

$121,666,460

$118,152,355

$108,997,997

$98,259,812

$92,721,572

FY2019

FY2020

FY2021

FY2022

FY2023

NET POSITION

Net Investment in Capital Assets

$120,027,532

$110,229,835

$104,384,887

$104,149,896

$103,025,953

Restricted

$85,625,022

$197,353,969

$218,851,884

$17,099,772

$28,526,571

Unrestricted

($34,808,461)

($27,878,361)

($11,808,554)

($33,476,174)

($27,048,238)

Total Net Position

$170,844,093

$279,705,443

$311,428,217

$87,773,494

104,504,286

$90,000,000

$95,000,000

$100,000,000

$105,000,000

$110,000,000

$115,000,000

$120,000,000

$125,000,000

Net Investment in Capital Assets

Hillsborough Transit Authority FY25 Budget Book 175

RESERVES

Reserves Summary

Reserve

Designation

Basis for

Reserve

Required

Reserves

for FY25

Actual

FY24

Projected

FY25

Amount

Over/Under

required

amount

Over/Under

Required

amount

Operating 90 days operating $27,172,195 $37,659,052 $39,165,414 $11,993,219 44.14%

Risk Based on Study $2,935,080 $2,989,191 $3,108,759 $173,679 5.92%

Medical Liability Based on Study $705,000 $718,528

$747,269 $42,269 6.00%

Capital Matching No required amount $4,500,000 $4,943,116 $4,500,000 $0 0.00%

FTA Liability No required amount $0 $1,336,759 $1,390,229 $1,390,229 0.00%

Total Reserves $35,312,275 $47,646,646 $48,911,671 $13,599,396 56.06%

Hillsborough Transit Authority FY25 Budget Book 176

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 FY25 Budget Book 177

FY2019 FY2020 FY2021 FY2022 FY2023

ASSETS

Cash & Cash Equivalents-Unrestricted 9,272,590$ 22,596,459$ 32,360,767$ 12,661,184$ 12,132,057$

Cash & Cash Equivalents-Restricted 66,023,804

$ 177,655,390

$ 218,848,884$ 17,099,772$ 28,526,571$

Investments -$ -

Trade Receivable, net 1,100,599

$ 569,053

$ 674,160$ 1,493,939$ 2,330,872$

Surtax Receivable 19,601,218$ 19,698,579

$ -$ -$ -$

Delinquent Property Tax Receivable 55,895$ 84,131

$ 37,717$ -$ -$

Federal Grants Receivable 2,211,812$ 1,771,783$ 3,226,257$ 2,798,019$ 24,917,028$

State Grants Receivable 865,935$ 1,076,633

$ 3,767,495$ 1,737,765$ 6,948,539$

Local Grants Receivable 160,192$ 239,470

$ 922,011$ 296,055$ 326,269$

Inventory of Parts & Supplies 1,956,216$ 1,939,187$ 2,160,769$ 2,360,022$ 2,499,690$

Prepaid Expenses 503,634$ 508,821$ 565,960$ 346,702$ 509,617$

Total Current Assets 101,751,895$ 226,139,506

$ 262,564,020$ 38,793,458$ 78,190,643$

Long Term Assets:

Land 19,043,009$ 19,043,009

$ 19,043,009$ 19,043,009$ 19,043,009$

Construction in Progress 7,786,592

$ 6,221,020

$ 8,206,207$ 9,159,493$ 4,752,207$

Capital Assets, net 93,356,839

$ 85,042,401

$ 77,135,671$ 75,947,613$ 79,110,971$

Leased Assets, net -$ -$ -$ -$ 32,940$

SBIT, net -$ -$ -$ -$ 1,580,516$

Total Long Term Assets 120,186,440$ 110,306,430$ 104,457,566$ 104,202,839$ 104,519,643$

Total Assets 221,938,335

$ 336,445,936$ 367,021,586$ 142,996,299$ 182,710,286$

DEFERRED OUTFLOWS

Deferred Outflows on pension

and OPEB related amounts 14,566,634$ 16,063,147$ 13,425,823$ 15,725,968$ 13,613,246$

LIABILITIES

Current Liabilities:

Accounts Payable 4,453,958$ 4,510,817$ 5,562,045$ 3,460,755$ 13,384,433$

Accrued Expenses 1,637,797

$ 1,617,934

$ 2,228,657$ 2,080,447$ 2,634,485$

Right to use lease liability * -

$ -

$ 19,736$ 19,600$ 641,585$

Interest Payable* -$ -$ 69$ 54$ 39,155$

Deferred Revenue 8,440

$ 6,264$ 184,962$ 239,291$ 194,764$

Self-Insurance & Contingency 3,915,661$ 3,426,588$ 2,504,328$ 2,760,494$ 2,845,294$

Environmental Remediation 133,734

$ 150,000

$ 150,000$ -$ -$

Compensated Absences 110,894$ 116,809$ 91,095$ 150,729$ 185,514$

Capital Lease Obligation -$ -$ -$ -$ -$

Net Pension Liability 262,590$ 168,757$ 83,659$ 13,835$ -$

Net OPEB Liability -$ -

$ -$ -$

Total Current Liabilities 10,523,074$ 9,997,169$ 10,824,551$ 8,725,205$ 19,925,231$

Lease Liability * -$ -$ 52,874$ 33,344$ 812,950$

Self-Insurance & Contingency 3,125,977$ 2,833,552$ 3,197,683$ 3,303,686$ 2,407,879$

Environmental Remediation -$ -$ -$ -$ -$

Compensated Absences 2,782,394$ 3,086,926$ 3,317,998$ 3,218,633$ 3,421,974$

Capital Lease Obligation -$ -$ -$ -$ -$

Net Pension Liability 43,722,810$ 53,099,259$ 22,887,291$ 51,122,547$ 61,132,782$

Net OPEB Liability 1,182,510$ 1,426,868

$ 1,566,440$ 1,485,007$ 1,664,814$

Total Long Term Liabilities 50,813,691$ 60,446,605$ 31,022,286$ 59,163,217$ 69,440,399$

Total Liabilities 61,336,765$ 70,443,774$ 41,846,837$ 67,888,422$ 89,365,630$

DEFERRED INFLOWS

Deferred Inflows on pension

and OPEB related amounts 4,324,111$ 2,359,866

$ 27,172,356$ 3,060,351$ 2,453,616$

NET POSITION

Net Investment in Capital Assets 120,027,532$ 110,229,835

$ 104,384,887$ 104,149,896$ 103,025,953$

Restricted 85,625,022

$ 197,353,969$ 218,851,884$ 17,099,772$ 28,526,571$

Unrestricted (34,808,461)$ (27,878,361)$ (11,808,554)$ (33,476,174)$ (27,048,238)$

Total Net Position 170,844,093$ 279,705,443$ 311,428,217$ 87,773,494$ 104,504,286$

STATEMENT OF ASSETS, DEFERRED OUTFLOWS, LIABILITIES, DEFERRED INFLOWS & NET POSITION

FY2019 to FY2023

Hillsborough Transit Authority FY25 Budget Book 178

FY2019 FY2020 2021 2022 2023

OPERATING REVENUES:

Passenger Fare Revenues $12,412,904 $9,029,994 $6,272,298 $8,162,616 $8,637,755

Advertising Revenues $1,109,730 $564,256 $1,739,039 $1,660,872 $1,660,701

Other Revenues $2,817,582 $104,994 $246,383 $581,318 $397,023

Total Operating Revenues $16,340,216 $9,699,244 $8,257,720 $10,404,806 $10,695,479

OPERATING EXPENSES:

Salaries & Wages $37,836,961 $37,308,373 $41,715,733

$42,806,690 $52,628,592

Fringe Benefits $26,820,478 $30,351,736 $24,998,425

$28,977,689 $34,249,277

Fuel & Oil $4,417,508 $2,974,830 $3,296,975

$5,416,772 $4,738,543

Parts & Supplies $5,103,773 $5,603,276 $4,368,288

$4,690,787 $5,383,658

Contract Services $8,268,305 $8,930,148 $8,182,724

$8,049,117 $7,710,944

Claims $3,313,183 $3,233,629 $2,970,319

$4,173,111 $3,187,346

Utilities $933,400 $924,601 $943,186

$1,047,594 $1,162,030

Marketing & Printing $542,376 $354,346 $355,111

$365,206 $399,869

Other Expenses $2,241,779 $2,329,677 $2,015,999

$1,812,495 $2,003,671

Expenses Reimbursed by Grants $693,637 $4,125,879 $3,087,727

$4,845,377 $361,121

Lease Interest Expense* $0 $0 $503 $384 $51,139

Total Operating Expenses $90,171,400 $96,136,495 $91,934,990 $102,185,222 $111,876,190

Total Operating Gain (Loss) ($73,831,184) ($86,437,251) ($83,677,270) ($91,780,416) ($101,180,711)

Depreciation Expense $12,353,469 $12,807,484 $12,845,735 $12,086,256 $12,321,051

Lease Amortization Expense* $0 $0 $19,870 $19,784 $716,207

Net Operating Gain (Loss) ($86,184,653) ($99,244,735) ($96,542,875) ($103,886,456) ($114,217,969)

NON-OPERATING REVENUES:

Federal Operating Grants $12,513,482 $29,256,664 $35,072,557

$26,253,644 $38,657,191

State Operating Grants $8,399,287 $7,189,103 $6,787,687

$7,205,688 $6,759,964

Local Operating Grants $1,151,425 $1,465,932 $1,531,207

$1,506,817 $1,590,458

State Operating rebates-CNG $0 $0 $0 $0 $0

Local Transportation Surtax $84,299,484 $111,409,428 $21,012,547 ($216,090,967) $0

Other Federal Funds $0 $1,985,705 $944,142 $332,014 $0

Property Tax Proceeds $44,834,934 $48,870,629 $53,130,355 $57,536,830 $66,018,626

Interest Revenue $726,168 $1,379,791 $389,600 $186,866 $1,958,613

Total Non-Operating Revenues $151,924,780 $201,557,252 $118,868,095 ($123,069,108) $114,984,852

Gain (Loss) before Capital Grants $65,740,127 $102,312,517 $22,325,220 ($226,955,564) $766,883

CAPITAL GRANT REVENUES:

Federal Capital Grants $11,430,645 $4,831,653 $7,884,702

$2,570,418 $15,527,636

State Capital Grants $641,910 $1,416,991 $782,539

$722,107 $238,669

Local Capital Grants $309,839 $285,589 $715,713

$8,316 $190,947

Developer Contributed Assets $0 $14,600 $14,600 $0 $6,657

Total Capital Contribution Revenue

$12,382,394 $6,548,833 $9,397,554 $3,300,841 $15,963,909

Increase (Decrease) in Net Position $78,122,521 $108,861,350 $31,722,774 ($223,654,723) $16,730,792

Net Position, Beginning Year $92,721,572 $170,844,093 $279,705,443 $311,428,217 $87,773,494

Net Position, End of the Year $170,844,093 $279,705,443 $311,428,217 $87,773,494 $104,504,286

STATEMENT OF REVENUES, EXPENSES, & CHANGES IN NET POSITION

FY2019 to FY2023

Hillsborough Transit Authority FY25 Budget Book 179

Fixed Route Bus Service

FY19 FY2 0 FY21 FY2 2 FY2 3

Total M iles *

9,056,592 7,713,928 7,652,872 7,157,294 7,187,489

Revenue M iles *

8,199,394 7,135,272 7,187,617 6,544,375 6,582,991

Total Hours*

692,964 595,430 602,434 554,216 553,859

Revenue Hours*

662,198 574,098 584,719 535,992 529,706

Vehicle Trips*

681,158 590,513 596,336 602,343 535,313

Ridership*

12,032,360 8,343,331 5,784,404 9,644,403 11,062,383

Positions*

677.0 640.0 624.0 638.0 616.0

Passenger Fares

11,477,437$ 8,265,314$ 5,746,646$ 7,297,322$ 7,854,261$

Ad Valorem

40,760,104$ 46,435,486$ 49,135,127$ 52,861,038$ 63,796,335$

Operating Grant Revenues

16,829,916$ 30,800,393$ 36,100,159$ 31,478,353$ 36,385,396$

Other Revenues

4,652,989$ 4,037,992$ 3,229,204$ 2,580,976$ 3,754,366$

Total Operating Revenues

73,720,446$ 89,539,185$ 94,211,136$ 94,217,689$ 111,790,358$

Total Op erat ing Expenses

79,232,697$ 81,694,363$ 76,693,257$ 88,130,868$ 98,168,418$

Operating Cost per Total Mile

8.75$ 10.59$ 10.02$ 12.31$ 13.66$

Operating Cost per Revenue Mile

9.66$ 11.45$ 10.67$ 13.47$ 14.91$

Ridership per Revenue Mile

1.47$ 1.17$ 0.80$ 1.47$ 1.68$

Operating Cost per Rider

6.58$ 9.79$ 13.26$ 9.14$ 8.87$

Average Fare p er Rider

0.95$ 0.99$ 0.99$ 0.76$ 0.71$

Percentage of Passenger Fare to

Operating Cost (Fare Recovery)

14.5% 10.1% 7.5% 8.3% 8.0%

EXPENSES

KEY OPERATING INDICATORS

STATISTICS

REVENUES

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.

HILLSBOROUGH TRANSIT AUTHORITY

TREND OF BUS SERVICE

FY2019 to FY2023

Hillsborough Transit Authority FY25 Budget Book 180

Hillsborough Transit Authority FY25 Budget Book 181

Demand Response Paratransit Service

FY19 FY2 0 FY21 FY2 2 FY23

Total M iles *

2,402,235 1,836,848 1,599,966 1,974,734 2,202,061

Revenue M iles *

2,155,760 1,629,486 1,363,101 1,708,365 1,909,425

Total Hours*

138,070 108,036 120,912 146,021 146,640

Revenue Hours*

120,621 93,127 100,864 122,835 124,679

Vehicle Trips*

175,867 126,483 129,316 165,154 180,655

Ridership*

279,278 208,715 147,186 184,771 201,991

Positions*

91.0 121.0 95.0 107.0 103.0

Passenger Fares

$929,626 $764,680 $525,652 $865,294 $783,493

Ad Valorem

$4,074,830 $2,435,143 $3,995,228 $4,675,792 $2,222,291

Operating Grant Revenues

$2,992,853 $4,555,374 $4,751,039 $1,099,004 $7,831,758

Other Revenues

$410 $0 $409 $545 $79,277

Total Operating Revenues

$7,997,719 $7,755,197 $9,272,328 $6,640,635 $10,916,819

Total Op erating Exp enses

$7,997,719 $7,755,197 $9,272,328 $6,640,635 $10,916,819

Operating Cost per Total Mile

$3.33 $4.22 $5.80 $3.36 $4.96

Operating Cost per Revenue Mile

$3.71 $4.76 $6.80 $3.89 $5.72

Ridership per Revenue Mile

0.13 0.13 0.11 0.11 0.11

Operating Cost per Rider

$28.64 $37.16 $63.00 $35.94 $54.05

Average Fare p er Rider

$3.33 $3.66 $3.57 $4.68 $3.88

Percentage of Passenger Fare to Operat ing

Cost (Fare Recovery)

11.6% 9.9% 5.7% 13.0% 7.2%

STATISTICS

REVENUES

EXPENSES

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.

HILLSBOROUGH TRANSIT AUTHORITY

TREND OF PARATRANSIT SERVICE

FY2019 to FY2023

Hillsborough Transit Authority FY25 Budget Book 182

Hillsborough Transit Authority FY25 Budget Book 183

FIXED GUIDEWAY STREETCAR SERVICE

FY19 FY20 FY 21 FY 2 2 FY 23

Total M iles *

117,636 116,357 127,879 126,380 126,282

Revenue M iles *

114,855 115,874 124,055 123,616 126,282

Total Hours*

21,982 21,960 23,620 22,487 23,248

Revenue Hours*

20,758 21,842 23,564 22,487 23,248

Vehicle Trip s*

43,539 44,424 48,862 48,591 49,691

Ridership*

850,853 653,232 712,693 1,107,584 1,281,399

Positions*

29.0 30.0 25.0 32.0 33.0

Passenger Fares

$5,841 $0 $0 $0 $0

Ad Valorem

$0 $0 $0 $0 $0

Operating Grant Revenues

$2,241,425 $2,555,932 $2,540,253 $2,388,792 $2,790,457

Other Revenues

$81 -$3,246 $89,550 $179,550 $182,693

Total Operating Revenues

$2,247,347 $2,552,686 $2,629,803 $2,568,342 $2,973,150

Total Op erating Expenses

$2,247,347 $2,561,056 $2,629,803 $2,568,342 $2,973,150

Operating Cost per Total Mile

$19.10 $22.01 $20.56 $20.32 $23.54

Operating Cost per Revenue Mile

$19.57 $22.10 $21.20 $20.78 $23.54

Ridership per Revenue Mile

7.41 5.64 5.74 8.96 10.15

Operating Cost per Rider

$2.64 $3.92 $3.69 $2.32 $2.32

Average Fare p er Rider

$0.01 $0.00 $0.00 $0.00 $0.00

Percentage of Passenger Fare to

Operating Cost

(Fare Recovery)

0.3% 0.0% 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.

HILLSBOROUGH TRANSIT AUTHORITY

TREND OF STREETCAR SERVICE

FY2019 to FY2023

STATISTICS

REVENUES

EXPENSES

KEY OPERATING INDICATORS

Hillsborough Transit Authority FY25 Budget Book 184

Streetcar services became fare free in August of 2018.

Hillsborough Transit Authority FY25 Budget Book 185

EXPENSES BY PROGRAM

HILLSBOROUGH TRANSIT AUTHORITY

EXPENSES BY PROGRAM

FY2014 to FY2023

FY2014

FY2015

FY2016

FY2017

FY2018

OPERATING EXPENSES:

RESTATED

Bus Operations

$37,347,689

$42,664,566

$44,182,428

$47,715,002

$44,052,634

Paratransit Operations

$5,206,235

$4,656,056

$5,429,230

$7,084,468

$7,497,115

Streetcar Operations

$1,547,682

$1,410,802

$1,594,582

$1,687,448

$1,577,705

Administration & Other

$21,856,733

$21,500,756

$23,367,153

$24,476,974

$25,465,538

Op. Exp Reimb by Grants

$1,595,894

$1,793,741

$1,440,203

$1,750,812

$2,477,538

Total Operating Expenses

$67,554,233

$72,025,921

$76,013,596

$82,714,704

$81,070,530

Depreciation Expense

$10,578,252

$11,671,433

$11,652,527

$12,164,514

$12,194,544

Lease Amortization Expense

Total Expenses

$78,132,485

$83,697,354

$87,666,123

$94,879,218

$93,265,074

FY2019

FY2020

FY 2021

FY 2022

FY 2023

OPERATING EXPENSES:

Bus Operations

$53,215,806

$55,974,173

$65,954,761

$73,445,182

$78,539,212

Paratransit Operations

$7,997,719

$7,755,197

$9,272,328

$6,640,635

$10,916,819

Streetcar Operations

$2,247,347

$2,561,056

$2,629,803

$2,568,342

$2,973,150

Administration & Other

$26,016,891

$25,720,190

$10,990,371

$14,685,686

$19,629,206

Op. Exp Reimb by Grants

$693,637

$4,125,879

$3,087,727

$4,845,377

$361,121

Total Operating Expenses

$90,171,400

$96,136,495

$91,934,990

$102,185,222

$112,419,508

Depreciation Expense

$12,353,469

$12,807,484

$12,845,735

$12,086,256

$12,321,051

Lease Amortization Expense

$19,870

$19,784

$716,207

Total Expenses

$102,524,869

$108,943,979

$104,800,595

$114,291,262

$125,456,766

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 FY25 Budget Book 186

Hillsborough Transit Authority FY25 Budget Book 187

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

Hillsborough Transit Authority FY25 Budget Book 188

FY Fiscal Year

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

Hillsborough Transit Authority FY25 Budget Book 189

TBRPM Tampa Bay Regional Planning

Model

TD Transportation Disadvantaged

TDP Transit Development Plan

TDT Training & Development Team

TECO Tampa Electric Company

THEA Tampa Hillsborough Expressway

Authority

THS Tampa Historic Streetcar

TIP Transportation Improvement Program

TPA Tampa International Airport

TPO Transportation Planning Organization

TRAC Transit Riders Advisory Committee

TRIM Truth in Millage

TSI Transportation Safety Institute

UATC University Area Transit Center

USF University of South Florida

USDOT United States Department of

Transportation

VPN Virtual Private Network

WBE Women Business Enterprise

WC Workers Compensation

YTD Year to Date

Hillsborough Transit Authority FY25 Budget Book 190

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 to 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.

Hillsborough Transit Authority FY25 Budget Book 191

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.

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.

Hillsborough Transit Authority FY25 Budget Book 192

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 that 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.

Hillsborough Transit Authority FY25 Budget Book 193

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.

Hillsborough Transit Authority FY25 Budget Book 194

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.

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.

Hillsborough Transit Authority FY25 Budget Book 195

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.

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 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.

Hillsborough Transit Authority FY25 Budget Book 196

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.

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.

Hillsborough Transit Authority FY25 Budget Book 197

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Hillsborough Transit Authority FY25 Budget Book PDF Free Download

Hillsborough Transit Authority FY25 Budget Book PDF free Download. Think more deeply and widely.

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