Table of Contents - gohart.orggohart.org/Style Library/GoHart/pdfs/FY2019.pdf · • 1 Bi‐Lingual Paratransit Travel Trainer ... Ivan Maldonado Director of Transportation Mona Karaban

Table of Contents Page # Section I – Operating & Capital Combined Budget Summary

Operating & Capital Revenues by Source ........................................................................... 1 Operating & Capital Revenues by Mode ............................................................................. 2 Operating & Capital Revenues Summary ............................................................................ 3 Adopted Budget ‐ Five Year Historical Perspective ............................................................ 4 Personnel Highlights .......................................................................................................... .5 Employee Holiday Schedule…………………………………………………………………………………………...7 Budget Preparation Calendar…………………………….……………………………………………..……...……8 Organizational Charts…………………………………………………………………………………………..……….10

Section II – Operating Budget Summary

Estimated Revenue Overview………………………………………….……………………………………………15 Operating Revenue Highlights .......................................................................................... 17 Operating Expenditure Highlights .................................................................................... .18 Operating Revenues and Expenses Summary.………………………………………………………..…….19 Operating Budget Summary by Mode………………………….……….………………………………………20

Section III – Capital Budget Summary

Capital Revenue Highlights ............................................................................................... 21 Capital Expenditure Highlights .......................................................................................... 22 Capital Improvement Program Summary………………………………………………………………………23 Capital Improvement Plan Project Summaries…………………………………………….……….……….24

- i -

FY2019 Budget

Hillsborough Transit Authority P a g e | 1

EXECUTIVE SUMMARY

OPERATING & CAPITAL COMBINED BUDGET SUMMARY

The HART budget is comprised of four major components: Bus Service, Paratransit Service, Streetcar Service and Capital Projects. The FY2019 Budget is balanced, with a total budget amount of $111,554,915 which is $11,564,827 greater than the FY2018 Adopted Budget, or an increase of 11.6%.

FY2019 Combined Budget Revenues Operating and Capital ‐ By Revenue Source

$111,554,915

FY2019 Budget


FY2019 Combined Budget Revenues Operating and Capital ‐ By Mode

$111,554,915

Bus Operations$69,803,818

63%

Paratransit Operations$6,609,346

6%

Streetcar Operations$2,514,578

2%

Capital Projects$32,627,173

29%

FY2019 Budget


Operating Revenues FY2019 Budget

Fare Revenues‐Smart Cards $2,731,765

Fare Revenues $3,011,729

Pass Revenues $6,621,777

Advertising Income $936,472

Interest Income $199,180

Other Income $301,468

Ad Valorem Tax Revenue $44,264,946

Ad Valorem Transfers $0

Federal Operating Grants $12,382,352

State Operating Grants $7,894,318

Local County Contributions $2,300,000

Local COT CRA/TIF $450,000

Local In‐Towner to Streetcar $226,000

Local Tampa Historic Streetcar, Inc. $618,578

Fund Balance/Reserves ($3,010,842)

Total $78,927,742

Capital Revenues FY2019 Budget FHWA Surface Transportation Block Grant $12,774,375

FTA Bus and Bus Facilities Formula Grant $4,048,854

FTA Discretionary Grants $3,965,475

Florida Department of Transportation $3,950,100

FTA Urbanized Area Formula Grant $3,246,395

FTA State of Good Repair Formula Grant $2,678,234

HART General Fund $1,460,195

Local Impact/Mobility Fees & Other $503,545

Total $32,627,173

Total $111,554,915

FY2019

Summary of Combined Budget Revenues ‐ Operating and Capital

FY2019 Budget


Adopted Budget: 5‐year Historical Perspective The FY2019 Operating Budget is 11.8% greater than the FY2018 Adopted Operating Budget and the FY2019 Capital Budget is 10.9% greater than the FY2018 Adopted Capital Budget. HART’s Adopted Operating and Capital Budgets 5‐year Historical Perspective for FY15‐FY19 is as follows:

FY2019 Budget


Personnel Highlights

Total authorized Full Time Equivalent (FTE) positions in the FY2019 Budget are 829.5. The breakdown by category, is as follows:

Unit

Approved

FY2015

Approved

FY2016

Approved

FY2017

Budgeted

FY2018

Proposed

FY2019

ATU 628 639 654.5 592.00 644.00

Teamsters 47 49 49 50 53

Non‐bargaining 126 132.81 137.81 132.50 132.50

Total Positions 801 820.81 841.31 774.5 829.5

added in FY19: 55

829.5 FTEs

FY2019 Budget


Personnel Highlights

The total 829.5 FTEs, represent an increase of 55 FTE positions over the FY2018 Adopted Budget which is the result of the following Operations staffing:

FTEs Retained or Added in FY2018 but not in FY2018 budget = 36 • 16 Operators – County funded service Feb 2018 • 13 Operators – FDOT funded 275LX • 7 Operators – FDOT Route 48

New Positions for FY2019 = 19 • 8 Operators – Paratransit service • 1 Bi‐Lingual Paratransit Travel Trainer • 2 Fixed Route Supervisors • 6 Operators – Streetcar morning service • 1 Streetcar Supervisor • 1 Streetcar Mechanics

FY2019 Budget


Employee Holiday Schedule

HOLIDAY TYPE OF SERVICE*

BUS

TYPE OF SERVICE*

PARATRANSIT

TYPE OF SERVICE* STREETCAR

ATU HOLIDAY

TEAMSTER HOLIDAY

NON‐BARGAINING HOLIDAY

Veteran’s Day Sunday Nov. 11, 2018

Sunday Service Schedule

Service as Required

(Bus, Streetcar)


Sunday Nov. 11, 2018

Sunday Nov. 11, 2018

*New* Monday Nov. 12, 2018

Thanksgiving Day Thursday Nov. 22, 2018


Service as Required

(Bus, Streetcar) No Service

Thursday Nov. 22, 2018



Day After Thanksgiving Friday Nov. 23, 2018

Friday Service Schedule

Service as Required

(Bus, Streetcar)

Friday Service Schedule

Friday Nov. 23, 2018



Christmas Eve Monday, Dec. 24, 2018

Monday Service Schedule

Service as Required

(Bus, Streetcar)


Monday, Dec. 24, 2018



Christmas Day Tuesday Dec. 25, 2018


Service as Required

(Bus, Streetcar) No Service

TuesdayDec. 25, 2018

Tuesday Dec. 25, 2018

Tuesday Dec. 25, 2018

New Year’s Day Tuesday Jan. 1, 2019


Service as Required

(Bus, Streetcar)

Tuesday Service Schedule

Tuesday, Jan. 1, 2019



MLK Jr Day Monday Jan. 21, 2019


Service as Required

(Bus, Streetcar)


Monday Jan. 21, 2019



Memorial Day Monday May 27, 2019


Service as Required

(Bus, Streetcar)


MondayMay 27, 2019

Monday May 27, 2019

Monday May 27, 2019

Independence Day Thursday July 4, 2019


Service as Required

(Bus, Streetcar)

Thursday Service Schedule

Thursday July 4, 2019



Labor Day Monday Sept. 2, 2019


Service as Required

(Bus, Streetcar)


Monday Sept. 2, 2019



Floating Holiday Employee’s Birthday

N/A

Must be requested 30 days in advance

* When a federal holiday falls on a Saturday, it is usually observed on the preceding Friday. When the holiday falls on a Sunday, it is usually observed on the following Monday.

FY2019 Budget


FY2019 BUDGET PREPARATION CALENDAR

DATE MILESTONE

February 19‐23, 2018 Preliminary estimate of FY2018 revenues and expenses to determine deficit/surplus target for FY2019. Budget worksheets developed.

March 5, 2018 Distribution of FY2019 budgeting materials and instructions for operating and capital budget development to division chiefs/directors/managers.

March 2018 Development of departmental budgets. Department managers and budget staff meet as necessary.

March 19, 2018 Budget development preview presented to Finance and Audit Committee by CFO.

April 2, 2018 Budget development preview presented to HART Board of Directors.

April 6, 2018 All operating and capital budget requests due in Fin‐Budgets SharePoint for Finance/CFO review.

April 9‐13, 2018 Finance review of departmental budget submissions.

April 16‐May 4, 2018 Meetings with ICEO/ICFO and Chiefs/Directors for senior level discussion on operating and capital budgets.

May 16, 2018 Proposed FY2019 Streetcar Operating Budget to THS Board of Directors.

May 21, 2018 Proposed FY2019 Operating and Capital Budget to Finance & Audit Committee.

May 21‐June 4, 2018 Conduct one‐on‐ones with HART Board of Directors.

June 4, 2018 Proposed FY2019 Operating and Capital Budget presented to HART Board.

June 5–July 31, 2018 Meetings with ICEO/ICFO and Chiefs/Directors for senior level discussion and finalization of operating and capital budgets.

July 1, 2018 Tax roll is certified by Property Appraiser on June 26, 2018.

July 6, 2018 Proposed FY2019 Streetcar Operating Budget due to City of Tampa.

July 16, 2018 HART Board of Directors resolve to advise the Property Appraiser of its proposed millage rate, the rolled back millage rate, and the date, time and place of a public hearing to consider proposed millage rate and tentative budget.

July 18, 2018 Tentative FY2019 Streetcar Operating Budget to THS Board of Directors.

August 20, 2018 Tentative FY2019 Operating and Capital Budgets to Finance and Audit Committee.

September 7, 2018 Tentative FY2019 Budget published on HART’s Transparency Website.

September 10, 2018

First public hearing will be held on the proposed budget and millage. At this hearing, the Board adopted a tentative millage and budget. Within fifteen (15) days after the first public hearing, HART advertised its intent to finally adopt the millage rate and budget.

September 21, 2018 FY2019 Notice of Tax Increase and Budget Summary advertisements in the Tampa Bay Times, notifying the public of the final public hearing.

September 24, 2018

Final public hearing held. At the completion of this public hearing, the Board adopted the final millage by resolution prior to adopting the final budget by resolution.

September 27, 2018 Resolutions adopting the final millage rate sent to the property appraiser, the tax collector, and the Department of Revenue.

October 1, 2018 FY2019 Adopted Budget published on HART’s Transparency Website.

FY2019 Budget


LOCAL GOVERNMENT TRIM TIMETABLE (STATE GUIDELINES)

DAY # “TYPICAL” DATE* AGENCY MILESTONE

1 July 1 or Date of Certification, Whichever is Later

Property Appraiser

Property Appraiser certifies interim roll (form DR‐420).Delivers an estimate of the total assessed value of nonexempt property for the calendar year to the presiding officer of each taxing authority in county; for budget planning purposes only.

Within 30 July 15 – July 30 Taxing Authority

Chief Finance or Budget Officer submits tentative budget to taxing authority.

35 August 4 Taxing Authority

Taxing authority advises Property Appraiser of prior year millage rate, current year proposed millage, rolled‐back rate, and date, time and place of the TENTATIVE BUDGET HEARING with July 1 certification.

55 August 24 Property Appraiser

Property Appraiser prepares notice of proposed property taxes (DR‐474, TRIM Notice).

Between 65/80

September 3 – Sept. 18 (Assuming notice is mailed 8/24)

Taxing Authority

Tentative budget and millage hearing. The tentative budget and millage are adopted at this hearing. This hearing cannot be held sooner than 10 days following the mailed notice.

Between 80/95

Sept. 18 – October 3 Taxing Authority

Advertisement of final budget and millage hearing. Advertise this final hearing within 15 days after the tentative budget and millage are adopted. Notice of Proposed Tax Increase and budget Hearing and Budget Summary Advertisement.

Between 2‐5 Days After Ads

Sept. 20 – October 8 Taxing Authority

Final budget and millage hearing. The final budget and millage are adopted at this hearing. This hearing CANNOT be held sooner than 2 days nor later than 5 days after it is advertised in the newspaper.

Within 3 Days After Adoption

Sept. 23 – Oct. 11 Taxing Authority

Taxing Authority certifies adopted millage to Property Appraiser and Tax Collector. Send resolution adopting final millage rate to property appraiser, the tax collector and Department of Revenue.

Typically, After the Value Adjustment Board (VAB)

Property Appraiser

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

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

Taxing Authority

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

Within 30 Days of Final Millage Taxable Value

Taxing Authority

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

FY2019 Budget


Organizational Charts

Jeffrey SewardInterim Chief Executive Officer

Ruthie Reyes BurckardChief Operating Officer

Kemly GreenManager of Paratransit

& Customer Service

Judith AnselmeAdmin Asst

Catharine SanchezCS Coordinator

Walter Duncan Jr.Trave l Trainer

VacantTrave l Trainer

CSRs12

Melissa HernandezAdmin Asst

Kristin HubaAdministrative

Assistant

Dale SmithManager of Facilities

Maintenance

VacantFleet Database Administrator

Michael HuntAsst. Mgr of Maint

Ralph GarciaManager of Fleet

Maintenance

Transitway Supv2

Route Maint Supv1

Maint Att - Fac23

Mechanics45

Service Attendants15

Maint Att - Vehicle12

Ivan MaldonadoDirector of

Transportation

Mona KarabanAdmin Asst

David KelseyMgr of Transit Supv

Brian AbramsBus Transportation

Manager

Bus Operators355

Transit Supervisors16

Donna PasleyAdmin Asst

Steven Fe igenbaumDirector of Service

Development

Scott DrainvilleDirector of Maintenance

Phillip St. PierreManager of Scheduling

Services

Christina BuchananScheduler I

Sherman PurnellHARTFlex Scheduler I

William MozalParatransit Sched II

Linda WalkerPlanner II – Land Use

Mieko Allen-HudsonPlanning Aide

Christopher CochranManager of Planning

Monica GonzalezPlanning Aide

Marvin JonesPlanning Assistant

Gregory Brack inDirector of Operations

Support/ADA

Yelena PetitDirector of Board

Relations

Danielle ArthurAdmin Asst

Vacant Chief Financial Officer

Joan BrownDir of Financial Ops

VacantDirector of Procurement

& Contracts

Lynda CrescentiniDirector of Enterprise Project Management

Cynthia JenningsOffice Manager

Retail Sales Reps5

Gail DahlbackManager of Payroll

Sandy AmmonsTemp Payro ll Assistant

II

Lois GrimesPayroll Assistant I

Lisa BarcoMgr of Accounting

Rose-Merline NoelAccountant II -

Revenue

Wanda AdcockAccountant II

Nancy AlvarezAccounting Asst I

Helenar SwainAccounting Asst I - AR

Katrina HighsmithAccounting Asst I -

Retail

Cynthia ZambellaDirector of Budgets &

Grants and Interim Director of Procurement

Joanne CaceresGrants Mgmt &

Financia l Analyst

Kristine KarmazonGrants & Rep Analyst

Kimberly SmithManager of Accounts

Payable

Irina FarnsworthAP Asst II

Brian AllanDirector of Streetcar

Operations

SC Maint Supervisor1

Streetcar Motormen7

Darlene Lo llieProcurement Analyst

Tina WhiteBuyer

Cathy ZickefooseContracts Spec Lead

Karen BradyContracts Spec Lead

VacantContracts Spec I

Brenda NicholsContracts Spec I

Daniel RodriguezProject Manager I

Kenyatta LeeChief Administrative Officer/

Interim Chief of Staff

Yolanda JenningsOffice Manager

Brooke BasquitDirector of HR &

EEO Officer

Diane RandallTemp Director of Risk

Kelli WhiteSr. HR Generalist –

Labor Relations

Carol WebsterHR Support Specia list

Donna AllenManager of HR – Benefits & HRIS

VacantHR Gen – Ben &

Leave

Gabriela SyffusHR Gen - Compliance

Wanda Hord Manager of HR

Chandra SpanHR Gen – ER & Org

Development

VacantHR Recruiter

Jason WrightManager of Risk

Gisela Rivera-RiosRisk Adjuster II

Tiffani McBrideRisk Adjuster II

Colin MulloyDirector of Safety &

Safety Officer

Judy Hays-EvonSafety Support

Specialist

VacantMgr of Safety & Security

Chester SimonSafety & Sec Spec -

Rail

Deborah SapperSafety Assurance

Analyst

Dexter CorbinDirector of Technology

& Innovation

Anita KnightonSr. Prog Analyst - ERP

Richard KinningProg Analyst - ERP

Timothy WicktorProg Analyst - DBA

William GannonLead IT Support

Analyst

Pamela McCrayIT Support Analyst

Lee ArciniegasSenior Manager

Technology & Innovation

Tiana HawkinsIT Support Specialist

Robert MatosNetwork Admin

Michael BartholomewSystems Admin

Norman Rivera Systems Admin

Sylvia BerrienDir of Legal Services

Michael RosenSenior Litigation Staff

Attorney

Sharde BrooksParalegal

Carolyn House Stewart Attorney

Erika BlackburnLead Paralegal

Emmanuel NunezMgr of Revenue &

Retail Sales

Laura Jean FlowersAdministrative

Assistant

Olga RobertsParatransit Eligibility

Coordinator

Comm/Elec Techs5

Facilities Maint Tech6

Kenneth BurkMaint Training

Instructor

Maint Att - Route9

Paint & Body Tech4

SC Fac Maint Tech3

SC Gen Maint Att1

SC Mechanic3

SC Paint & Body1

SC Svc Att Cleaner2

Yailis FelicianoMgr of Training &

Development

Barry MichaelTraining Specialist

Richard CampbellTraining Specialist

Cherie LeoparttiCompliance Officer &

DBELO

VacantEnvironmental

Program Manager

Christine MieczkowskiFleet Maintenance

Planner

Sherna WilburnVan Transportation

Manager

Van Operators86

Vanessa BrooksDirector of

Communications & Marketing

VacantProject Manager


Shannon Haney Project Manager - ITS

Robert DorseySafety & Security

Specialist

Lakeviya HardnettSafety Coordinator

(Part Time)

Sandra MorrisonDeputy Press Secretary

Kirk MieczkowskiSr. Graphics Designer

Carla WilliamsManager of Community

Engagement

Yolanda MorenoCommunity

Engagement Associate

Donny MurrayCommunity Engagement

Associate

Renee Pratt-CocroftDBE Coordinator

Ilia Burns Project Manager I

Chenier IsraelNetwork Engineer

Michael SheldonGraphics Tech II

Lillybeth SalasExecutive Assistant

Jerry PresleySenior Manager Business

Development and Government Relations

Luis RodriguezCommunity

Engagement Assistant

LaDonna Langley-BryantAdmin Asst

Lorena DonaldsonProject Manager I

Gayle TorresAccountant I – Fixed

Assets

Quynh Thai-ButlerFinance Support

Specialist

Shelly BoccaccioAccountant Regional

Revenue eFares

Frank WyszynskiDigital Media Specialist

Maintenance Supv11 (1 Temp)

Dorcas JamesonAdmin Asst

Jonathan BurnettAdministrative

Assistant/Front Desk

VacantManager of

Communications & Creative Services

VacantContracts Spec II

Transit Dispatchers17

Inv Control Supv1

Asst Inv Con Supv1

Storekeeper6

Ship & Rec Agent1

Inv Con Asst1

VacantInventory Control

Manager

Roger Brewington BeyMgr of Dispatch Control

Center

FY2019 Budget


Kenyatta LeeChief Administrative Officer

Jeff SewardInterim Chief Executive

Officer

Ruthie Reyes- BurckardChief Operations Officer

Brooke BasquitEEO Officer

Colin MulloySafety Officer

Cherie LeporattiDBELO

Jerry PresleySenior Manager Business

Development & Government Relations

Yelena PetitDirector of Board Relations

Lilybeth SalasExecutive Assistant

FY2019 Budget


Ruthie Reyes BurckardChief Operating Officer

Kemly GreenManager of Paratransit

& Customer Service

Judith AnselmeAdmin Asst

Catharine SanchezCS Coordinator

Walter Duncan Jr.Travel Trainer

Luis Rodriguez Trave l Trainer

CSRs12

Melissa HernandezAdmin Asst

Kristin HubaAdmin Asst

Dale SmithManager of Facilities

Maintenance

VacantFleet Database Administrator

Michael HuntAsst. Mgr of Maint

Ralph GarciaManager of Fleet

Maintenance

Transitway Supv2

Route Maint Supv1

Maint Att - Fac23

Mechanics45

Service Attendants15

Maint Att - Vehicle12

Ivan MaldandoDirector of

Transportation Ops

Mona KarabanAdmin Asst

David KelseyMgr of Transit Supv

Brian AbramsBus Transportation

Manager

Bus Operators355

Transit Supervisors16

Donna PasleyAdmin Asst

Steven Fe igenbaumDirector of Service

Development

Scott DrainvilleDirector of Maintenance

Phillip St. PierreManager of Scheduling

Services

Christina BuchananScheduler I

Sherman PurnellHARTFlex Scheduler I

William MozalParatransit Sched II

Linda WalkerPlanner II – Land Use

Miek o Allen-HudsonPlanning Aide

Christopher CochranManager of Planning

Monica GonzalezPlanning Aide

Marvin JonesPlanning Assistant

Gregory Brack inDirector of Operations

Support/ADA

Cynthia JenningsOffice Manager

Brian AllanDirector of Streetcar

Operations

SC Maint Supervisor1

Streetcar Motormen7

Olga RobertsParatransit Eligibility

Coordinator

Comm/Elec Techs5

Facilities Maint Tech6

Kenneth BurkMaint Training

Instructor

Maint Att - Route9

Paint & Body Tech4

SC Fac Maint Tech3

SC Gen Maint Att1

SC Mechanic3

SC Paint & Body1

SC Svc Att Cleaner2

Christine MieczkowskiMaint Coord

Sherna WilburnVan Transportation

Manager

Van Operators86

Mike SheldonGraphics Tech II

Maintenance Supv11 (1 Temp)

Transit Dispatchers17

Inv Control Supv1

Asst Inv Con Supv1

Storekeeper6

Ship & Rec Agent1

Inv Con Asst1

VacantInventory Control

Manager

Roger Brewington BeyMgr of Dispatch Control

Center

FY2019 Budget


Vacant Chief Financial Officer

Joan BrownDir of Financial Ops

VacantDirector of Procurement

& Contracts

Lynda CrescentiniDirector of Enterprise Project Management

Gail HillFinance Asst

Retail Sales Reps5

Gail DahlbackManager of Payroll

Sandy AmmonsTemp Payro ll Assistant

II

Lois GrimesPayroll Assistant I

Lisa BarcoMgr of Accounting

Rose-Merline NoelAccountant II -

Revenue

Gayle TorresAccountant I – Fixed

Assets

Wanda AdcockAccountant II

Nancy AlvarezAccounting Asst I

Helenar SwainAccounting Asst I - AR

Katrina HighsmithAccounting Asst I -

Retail

Cynthia ZambellaDirector of Budgets & Grants and Interim Director of Procurement

Joanne CaceresGrants Mgmt &

Financial Analyst

Kristine KarmazonGrants & Rep Analyst

Kimberly SmithManager of Accounts

Payable

Irina FarnsworthAP Asst II

Darlene Lo llieProcurement Analyst

Tina WhiteBuyer

Cathy ZickefooseContracts Spec Lead

Karen BradyContracts Spec Lead

VacantContracts Spec I

Brenda NicholsContracts Spec I

Daniel RodriguezProject Manager I

Emmanuel NunezMgr of Revenue &

Retail Sales

Laura Jean FlowersAdministrative Assistant

VacantEnvironmental

Program Manager

Shelley BoccaccioAccountant Regional

Revenue eFares

Ilia BurnsProject Manager 1

Lorena DonaldsonProject Manager I

Quynh Thai-ButlerProject Coordinator II

VacantContracts Spec II

FY2019 Budget


Kenyatta LeeChief Administrative Officer /

Interim Chief of Staff

Yolanda JenningsOffice Manager

Brooke BasquitDirector of HR & EEO

Officer

Diane RandallTemp Director of

Risk

Kelli WhiteSr. HR Generalist –

Labor Relations

Carol WebsterHR Support Specia list

Donna AllenManager of HR – Benefits & HRIS

VacantHR Gen – Ben &

Leave

Gabriela SyffusHR Gen -

Compliance

Wanda Hord Manager of HR

Chandra SpanHR Gen – ER & Org

Development

Jason WrightManager of Risk

Gisela Rivera-RiosRisk Adjuster II

Tiffani McBrideRisk Adjuster II

Colin MulloyDirector of Safety &

Safety Officer

Judy Hays-EvonSafety Support

Specialist

VacantMgr of Safety & Security

Chester SimonSafety & Sec Spec -

Rail

Deborah SapperSafety Assurance

Analyst

Dexter CorbinDirector of Technology

& Innovation

Anita KnightonSr. Prog Analyst - ERP

Richard KinningProg Analyst - ERP

Timothy WicktorProg Analyst - DBA

William GannonLead IT Support

Analyst

Pamela McCrayIT Support Analyst

Lee ArciniegasSenior Manager


Tiana HawkinsIT Support Specialist

Robert MatosNetwork Admin

Michael Bartholomew

Systems Admin

Norman Rivera Systems Admin

Sylvia BerrienDir of Legal Services

Michael RosenSenior Litigation Staff

Attorney

VacantParalegal

Carolyn House Stewart Attorney

Sharde BrooksLegal Asst

Erika BlackburnLead Paralegal

Yailis FelicianoMgr of Training &

Development

Barry MichaelTraining Specialist

Richard CampbellTraining Specialist

Cherie LeoparttiCompliance Officer

Vanessa BrooksDirector of

Communications & Marketing

VacantProject Manager


Shannon Haney Project Manager - ITS

Robert DorseySafety & Security

Specialist

Lakeviya HardnettSafety Coordinator

(Part Time)

Sandra MorrisonDeputy Press Secretary

Frank WyszynskiDigital Media

Specialist

Kirk Mieczkowski

Sr. Graphics Designer

Chenier IsraelNetwork Engineer

LaDonna Langley-BryantAdministrative Assistant

Carla WilliamsManager of Community

Engagement

Yolanda MorenoCommunity Engagement

Specialist

Donny MurrayCommunity Engagement

Associate

Renee Pratt-Cocroft

DBE Coordinator

VacantCommunity Engagement

Assistant

VacantManager of

Communications & Creative Services

Dorcas JamesonAdmin Asst

VacantHR Recruiter

Jonathan BurnettAdministrative Assistance/

Front Desk

FY2019 Budget


FY2019 Budget


OPERATING BUDGET SUMMARY

Estimated Revenues Overview

Ad Valorem Property Tax: Final certified property valuation of $93,189,360,143 10.08% increase in property values from FY2018 Proposed (not to exceed) millage rate of 0.5000 same as FY2017‐FY2019 $46,594,680 of revenue generated; $4,052,200 increase in revenue over FY2018 Budgeted at 95% = $44,264,946

$31,400,934

$27,881,559

$28,927,036

$28,123,428

$30,194,135

$32,372,379

$34,855,292

$37,527,150

$40,212,746

$44,264,946

0.4682 0.4682

0.5000

0.4500

0.4600

0.4700

0.4800

0.4900

0.5000

0.5100

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

$50,000,000

Property Tax Revenue and Millage 10 year History

Ad Valorem

FY2019 Budget


Estimated Revenue Overview

Fares/Passes Estimated revenue of $12,365,270 is $1,515,485 less than the FY2018 Adopted Budget,

due to a decrease in ridership since FY2017.

State and Local Grants Estimated revenue of $11,488,896 is $4,825,807 greater than the FY2018 Adopted

Budget, primarily attributed to:

FDOT new grants for: Increased Streetcar service and free fares, Route 48 Temple Terrace and University Area, Route 275LX Wesley Chapel and Tampa International Airport.

County additional contribution for existing service. City of Tampa – CRA/TIF.

Urbanized Area Formula Funding Program (Federal Transit Administration Section 5307) Estimated revenue of $12,382,352 is $970,744 greater than the FY2018 Adopted Budget.

FY2019 Budget


Operating Revenue Highlights The HART FY2019 Operating Budget is composed of a variety of different revenue sources. The major revenue sources for HART are: Ad valorem property taxes, the largest, single source of revenue; fares and passes; Federal Formula; other (Federal/State/Local) Grants; and Other Revenue (e.g. use agreements, advertising, etc.).

FY2019 Operating Revenues ‐ By Source

$78,927,742

Overall estimated operating revenues for FY2019 are $78,927,742, which is $8,360,354 greater than the FY2018 Adopted Budget, or an increase of 11.8%. State and Local contributions only, expected in FY2019 are $11,488,896, which is $4,825,808 greater than the FY2018 Adopted Budget, or an increase of 72.4%.

* Net of dropping $3M+ to fund balance

Ad Valorem*$41,254,104

52%

Passenger Fares$12,365,270

16%

FTA Formula Grant$12,382,352

16%

State and Local Grants

$11,488,896 14%

Other Revenues$1,437,120

2%

FY2019 Budget


Operating Expenditure Highlights The HART FY2019 Budget operating expenditures are $78,927,742, which is $8,360,354 greater than the FY2018 Adopted Budget operating expenditures, or an increase of 11.8%. Major expense categories for HART are: fuel/fluids, parts/supplies, and contract/professional services, with the largest expense category being salaries/fringe (includes health care) benefits, which constitutes 68% of the Operating Budget. Estimated expenditures for the FY2019 Operating Budget are:

FY2019 Operating Expenses $78,927,742

FY2019 Budget


Operating RevenuesFY2017

Actual

FY2018

Adopted

Budget

FY2019

Adopted

Budget

Variance

FY19 vs.

FY18 Fare Revenues $3,819,391 $3,462,602 $5,743,494 $2,280,892

Pass Revenues $10,345,383 $10,418,154 $6,621,777 ($3,796,377)

Advertising Income $1,072,635 $828,367 $936,472 $108,105

Interest Income $122,610 $80,000 $199,180 $119,180

Other Income $494,485 $774,330 $301,468 ‐$472,862

Ad Valorem Tax Revenue $37,509,438 $40,212,746 $44,264,946 $4,052,200

Ad Valorem Transfers $0 ($100,000) $0 $100,000

Federal Operating Grants $12,409,977 $11,411,608 $12,382,352 $970,744

State Operating Grants $5,335,689 $5,379,360 $7,894,318 $2,514,958

Local Operating Grants $671,004 $650,000 $2,976,000 $2,326,000

Tampa Historic Streetcar, Inc. $382,969 $633,728 $618,578 ($15,150)

Fund Balance/Reserves ($3,183,507) ($3,010,842) $172,665

Total $72,163,581 $70,567,388 $78,927,742 $8,360,354

Operating ExpensesFY2017

Actual

FY2018

Adopted

Budget

FY2019

Adopted

Budget

Variance

FY19 vs.

FY18

Salaries and Wages $41,257,605 $36,399,255 $38,125,205 $1,725,950

Fringe Benefits* $18,357,023 $13,059,702 $15,523,756 $2,464,054

Fuel and Oil $4,065,775 $3,324,950 $4,622,781 $1,297,831

Parts and Supplies $4,333,618 $3,504,584 $4,401,503 $896,919

Operational Contract Services $4,443,684 $4,925,243 $5,945,309 $1,020,066

Administrative Contract Services $1,240,406 $1,612,533 $1,281,311 ($331,222)

Legal Services $314,518 $690,905 $652,931 ($37,974)

Marketing and Printing $376,199 $533,935 $753,442 $219,507

Insurance Costs $2,505,596 $3,447,475 $3,756,386 $308,911

Utilities $1,144,622 $1,061,146 $1,073,150 $12,004

Taxes and Fees $181,858 $145,351 $129,187 ($16,163)

Other Administrative Expenses $2,783,793 $1,862,309 $2,662,781 $800,472

Total $81,004,698 $70,567,388 $78,927,742 $8,360,354

Revenues over Expenses ($8,841,117) $0 $0 $0

Summary of Operating Revenues and Expenses

FY2017 to FY2019

* net of employee contribution for healthcare premium

FY2019 Budget


Operating Revenues Streetcar Paratransit Bus Total

Fare Revenues $185,646 $5,557,848 $5,743,494

Pass Revenues $30,000 $462,880 $6,128,897 $6,621,777

Advertising Income $936,472 $936,472

Interest Income $199,180 $199,180

Other Income $412 $301,056 $301,468

Ad Valorem Tax Revenue $3,177,014 $41,087,932 $44,264,946

Ad Valorem Transfers $0

Federal Operating Grants $200,000 $2,783,394 $9,398,958 $12,382,352

State Operating Grants $990,000 $6,904,318 $7,894,318

Local Operating Grants $676,000 $2,300,000 $2,976,000

Tampa Historic Streetcar, Inc. $618,578 $618,578

Fund Balance ($3,010,842) ($3,010,842)

Total $2,514,578 $6,609,346 $69,803,818 $78,927,742

Operating Expenses Streetcar Paratransit Bus Total

Salaries and Wages $1,313,798 $3,917,638 $32,893,769 $38,125,205

Fringe Benefits $308,782 $888,903 $14,326,071 $15,523,756

Fuel and Oil $265,017 $4,357,764 $4,622,781

Parts and Supplies $227,287 $223,646 $3,950,570 $4,401,503

Operational Contract Services $42,462 $1,231,519 $4,671,328 $5,945,309

Administrative Contract Services $41,467 $6,356 $1,233,488 $1,281,311

Legal Services $652,931 $652,931

Marketing and Printing $198,300 $555,142 $753,442

Insurance Costs $120,000 $3,636,386 $3,756,386

Utilities $241,198 $831,952 $1,073,150

Taxes and Fees $129,187 $129,187

Other Administrative Expenses $21,284 $76,267 $2,565,230 $2,662,781

Total $2,514,578 $6,609,346 $69,803,818 $78,927,742

% each mode represents of budget 3% 8% 89% 100% * net of employee contribution for healthcare premium

FY19 Adopted Operating Budget by Mode

FY2019 Budget


FY2019 Budget


CAPITAL BUDGET SUMMARY

The FY2019 Capital Improvement Projects (CIP) Budget includes projects and services to implement new infrastructure; update and expand facilities; maintain the fleet, technology and equipment in a good state of repair; enhance security of the system; and undertake important transit studies. Capital Revenue Highlights The HART FY2019 CIP Revenue Budget is $32,627,173, which is $3,204,473 greater than the FY2018 Adopted CIP Budget, or an increase of 10.9%. The ability to undertake capital projects each year is based largely on the amount of Federal grant revenues available to HART. In FY2019, Federal funding constitutes 82% of the CIP Budget. The breakdown of funding sources for FY2019 is as follows:

FTA Formula$9,973,483

31%

FTA Discretionary$3,965,475

12%

FTA/FHWA Transfer

$12,774,37539%

FDOT$3,950,100

12%

Local$503,545

2%

Hart General Fund$1,460,195

4%

Revenue Sources$32,627,173

FY2019 Budget


Capital Expenditure Highlights The HART FY2019 CIP Expenditure Budget is $32,627,173, which is $3,204,473 greater than the FY2018 Adopted CIP Budget, or an increase of 10.9%. The breakdown of expenditure categories for FY2019 is as follows:

Expenditures $32,627,173

Vehicles and Maintenance$11,635,776

36%

Support Functions and Equipment$8,320,845

26%

Facilities and Construction$7,328,654

22%

Transit Planning/Studies

$2,750,0008%

Safety and Security

$1,776,3345%

Bus Stops and Shelters$815,564

3%

FY2019 Budget


FHWA Surface Transportation Block Grant $12,774,375

FTA Bus and Bus Facilities Formula Grant $4,048,854

FTA Discretionary Grants $3,965,475

Florida Department of Transportation $3,950,100

FTA Urbanized Area Formula Grant $3,246,395

FTA State of Good Repair Formula Grant $2,678,234

HART General Fund $1,460,195

Local Impact/Mobility Fees & Other $503,545

Total $32,627,173

CAD/AVL ITS System Replacement $5,420,000

HM Building Renovation $5,340,348

CNG Bus Replacements (10) $5,290,981

Tampa Arterial Corridor (BRT) Study $2,500,000

Streetcar Vehicle Maintenance $2,178,234

Diesel Bus Replacements (8) $1,428,195

Regional Revenue Collection ‐ Flamingo $1,295,816

IT Hardware and Software Upgrades $1,105,029

Paratransit Van Replacements (15) $1,047,234

Autonomous Vehicle Pilot $990,000

Streetcar ROW Infrastructure Upgrades $880,006

Security Surveillance ‐ Paratransit Vehicles $862,000

Bus Stops and Shelters $815,564

Engine and Transmission Replacements $701,132

Marion Transit Center Infrastructure Improvements $678,300

Bus Seat Safety Improvements $611,410

Transit Asset Management (TAM) Software $500,000

Security Surveillance System $302,924

Bus Stop Study $250,000

21 Ave. Admin Facility Air Conditioner Rehab $165,000

Streetcar Facility Door Upgrade $165,000

Operator Breakroom ‐ Northwest $100,000

Total $32,627,173

Revenues

Projects/Expenses

Capital Improvements Plan‐Revenues & Projects/Expenses

FY2019 Adopted Budget

FY2019 Budget


Improvements Plan ‐ Project Summaries CAD/AVL ITS System Replacement ‐ $5,420,000 HART needs to replace the Intelligent Transportation System (ITS) technology on the fleet. Currently, the Orbital Computer Aided Dispatch (CAD) and Automatic Vehicle Location (AVL), OrbCAD/AVL system, hereafter referred to as (CAD/AVL) is used to support day‐to‐day bus operations, including OneBusAway, regional fare collection efforts, and cellular/Wi‐Fi technologies. The CAD/AVL system at HART was first installed in 2007. Spare parts for many components are no longer available except from used sources and all of the hardware components will reach the end of useful life in 2019. The CAD/AVL system allows "closed microphone" communication channels between the vehicle and central dispatch to ensure privacy. In addition to this feature, the CAD/AVL system tracks the vehicle location in real time, records the vehicle routes, monitors vehicle health, provides an emergency alarm, displays the correct route on bus reader board signs, counts the passengers, has in‐vehicle security cameras, provides ADA in‐vehicle annunciations, and feeds real‐time arrival information to OneBusAway and Google for each vehicle that is part of the CAD/AVL system. In 2018, HART will be fully deploying Flamingo, the regional fare collection solution. It is extremely critical that the CAD/AVL system is stable in order to collect fares in operations, which could result in loss of revenue. The CAD/AVL system at HART is the core of day‐to‐day operations for all bus, van, and streetcar operations. The risk of a CAD/AVL system failure would directly impact day‐to‐day operations and cause associated applications such as OneBusAway and the regional fare collection systems to fail or be highly impacted. The reliability of the mobile surveillance system on our fleet has degraded and is no longer supported, while the need to review video surveillance has increased. Additionally, the quality of ADA announcements has been hindered by limitations of the obsolete annunciation system. The current CAD/AVL system no longer meets the needs and requirements for HART operations, security and cybersecurity, nor in providing the best customer service while taking people to places that enhance their lives. HM Building Renovation ‐ $5,340,348 The current Heavy Maintenance (HM) facility located at HART'S 21st Ave location, is almost 40 years old and no longer serves the functional requirements of HART. The facility no longer meets current building code requirements for wind loading, accessibility, mechanical and ventilation, and other structural elements essential for building support. Several of the bus inspection pits have been closed due to environmental reasons and the structure is such that very significant upgrades would be required just to add additional mechanical equipment. Additionally, the entire roof is in need or replacing. Taken together, the cost to upgrade the facility is greater than replacing it with a new facility. This new direction would support the design and construction of a new facility and provide HART with a 40 year building life to maintain its fleet operations. Currently the Design portion of this undertaking is fully funded.

Capital Improvements Plan ‐ Project Summaries

FY2019 Adopted Budget

FY2019 Budget


CNG Bus Replacements (10) ‐ $5,290,981 In order to support HART operations, ten (10) forty‐foot Compressed Natural Gas (CNG) powered heavy duty transit buses are required to replace vehicles that have outlived their useful life (12 years). The replacements are necessary to support fixed route service and to provide a reliable fleet. The purchase is funded by Federal Transit Administration Surface Transportation Block Grant Program and Section 5339 Bus and Bus Facilities discretionary funds. All prices were determined fair and reasonable and a contract was awarded by LYNX on December 12, 2013, to Gillig LLC. Tampa Arterial Corridor (BRT) Study ‐ $2,500,000 The Tampa Arterial Bus Rapid Transit Study (BRT) will evaluate the Florida, Nebraska, and Fowler corridors between the USF and Downtown Tampa areas. This study will evaluate the needs and potential for improved safety, connectivity, and operational improvements in these corridors with the goal of developing short‐term and long‐term BRT improvements. The study is comprised of 6 phases from Planning and Design through more than 75% Engineering. At 30% Engineering (the third phase), HART will have the option of entering into the Federal Transit Administration (FTA) small starts application process. HART is intending to select and present a final contract for approval at the November 2018 board meeting and for work on this project to begin prior to the calendar year's end. Streetcar Vehicle Maintenance ‐ $2,178,234

In order to support HART operations and maintain a state of good repair of the streetcar fleet, up to

three streetcars will be sent to a contract shop for overhaul and updating of systems. The remainder of

the fleet will receive upgrades performed by HART staff. The updates will include new air conditioners,

new air compressors, rebuilt trucks and propulsion equipment as well as interior and exterior

refurbishment.

Diesel Bus Replacements (8) ‐ $1,428,195 In July 2018, Sarasota County made available six 2011 forty‐foot diesel Gillig buses and two 2012 forty‐foot diesel Gillig buses for acquisition as a result of reduction in their bus fleet. In accordance with the HART fleet plan, up to eight buses are required. Six 2011 model transit buses still have five years of useful life and two 2012 model transit buses have six years of useful life still available. HART conducted a maintenance inspection of each of the vehicles. Vehicles are equipped with the Gillig BRT package, high back cloth seats, and overhead luggage racks. The transit buses are in excellent condition. HART will assume FTA interest in the amount of $230,812.89.

Regional Revenue Collection Flamingo ‐ $1,295,816

Flamingo Fares is a new payment system for the Tampa region, simplifying transit use. It allows a rider

to pay using a re‐loadable smart card or smartphone app, across 5 participating transit agencies

including: Hernando (The Bus), Hillsborough (HART), Pasco (PCPT), Pinellas (PSTA/Jolley Trolley), and

Sarasota (SCAT).

FY2019 Budget


IT Hardware and Software Upgrades (11 projects) ‐ $1,105,029

1. Demilitarized zone (DMZ) Server Environment ‐ Security Requirement: A DMZ (sometimes referred

to as a perimeter network) is a physical or logical subnetwork that contains and exposes an

organization's external‐facing services to an untrusted network, usually a larger network such as the

Internet. This server hardware will support the following projects: a. Work Place Mobility

(Requisitions approval via your phone), b. External facing applications (gohart.org website, Street Car

Website, Cisco Jabber (Expressways) and HART’s FTP site), c. Any new applications requiring external

access.

2. Security Software: (3 Year Support and Maintenance) Cisco Identity Services Engine (ISE) is a next‐

generation identity and access control policy platform that enables HART’s Technology Infrastructure

Division (TID) to enforce compliance and enhance infrastructure security. Cisco ISE allows HART’s

enterprise to gather real‐time contextual information from networks, users, and devices.

3. Universal Serial Bus (USB) Secure Devices: This is to satisfy a TID audit finding, the overriding goal of

this new hardware policy is to protect the integrity of the private and confidential data that resides

within HART’s technology infrastructure. This policy intends to prevent this data from being

deliberately or inadvertently moved outside the agency network and/or the physical premises where

it can potentially be accessed by unsanctioned resources. A breach of this type could result in loss of

information, damage to critical applications, loss of revenue, and damage to HART’s public image.

4. Internet Router Replacement for HART'S 21st Ave location: This would replace our existing End of

Life (EOL) internet routers and give us hardware redundancy if one device fails in the future.

5. Internet Router Replacement for HART'S 7th Ave YBOR location: This would replace our existing End

of Life (EOL) internet routers and give us hardware redundancy if one device fails in the future at our

YBOR location.

6. Core Distribution Layer for the 21st Ave location: This would replace our End of Life Local Area

Network (LAN) based routers and layer 3 switches. This layer ensures that packets are properly

routed between subnets and Virtual Local Area Networks (VLANs) in your enterprise.

7. Core Distribution Layer for YBOR location: This would replace our End of Life LAN‐based routers and

layer 3 switches. This layer ensures that packets are properly routed between subnets and VLANs in

your enterprise.

8. Wide Area Network (WAN) routers for 21st Ave and YBOR locations: This would replace our End of

Life wide area network (WAN) are called border routers at our 21st Ave and YBOR locations.

9. Access Switches at our 21st Ave location: This would replace our End of Life access layer is responsible

for providing end user devices with a connection to network resources. This layer is sometimes

referred to as the desktop layer, because it focuses on connecting client nodes to the network.

10. Access Switches at our YBOR location: This would replace our End of Life access layer is responsible for providing end user devices with a connection to network resources. This layer is sometimes

referred to as the desktop layer, because it focuses on connecting client nodes to the network.

11. Industry Safe Software: This software supports Short Message Service (SMS) implementation at

HART including safety assurance, data analysis, audit, inspection, hazard management, and

accident/incident collection. It will provide greater efficiency and productivity while meeting new

FTA SMS requirement.

FY2019 Budget


Paratransit Van Replacements (15) ‐ $1,047,234 In order to support HART operations, fifteen (15) 23foot Paratransit cutaway vans with mobility lifts are required to replace vehicles that have outlived their useful life (5 years). The replacements are necessary to support paratransit service and provide a reliable fleet. The Florida Department of Transportation (FDOT) Transit Research Inspection and Procurement Services(TRIPS), conducted a procurement to establish to a statewide purchasing agreement for transit agencies in Florida, including HART, in accordance with the public procurement policies and procedures. Autonomous Vehicle Pilot ‐ $990,000 In early 2016, the City of Tampa with as many as 40 letters of support from major public and private institutions, submitted an application for the U.S. DOT Smart Cities Initiative. The application included provisions for a downtown Autonomous Mobility Service. HART has taken the lead to identify, operate, and deploy this service to connect parking and transit while demonstrating safety through the use of autonomous and connected vehicle technology. Streetcar ROW Infrastructure Upgrades ‐ $880,006 HART will be replacing wood cross ties on the ballasted track sections of the streetcar line, to keep up with the demands of the extended service. This work is necessary due to drainage issues that have shortened the life of the wood ties in these sections. The City of Tampa is correcting the drainage problems, and replacing the cross ties which will allow for 20 years of service in these sections. Security Surveillance ‐ Paratransit Vehicles ‐ $862,000

In order to improve security for HART paratransit riders, this project will install mobile security cameras throughout the entire HARTPlus fleet. The installation of the mobile camera system will also provide options for automatic download as vehicles are entering the bus yard thus improving efficiency in video retrieval. This project will also assist in security claim mitigation with the addition of video footage as well as audio in the entire paratransit fleet E Bus Stops and Shelters ‐ $815,564

This program is for the improvement of bus stops and of transit facilities to ADA compliance for new and existing service at various locations. As well as to provide accessible means to and from the bus stops, including sidewalks, benches, trash cans, lighting, bike racks and other passenger amenities.

FY2019 Budget


Engine and Transmission Replacements ‐ $701,132 HART’s maintenance department will be replacing the remaining engines and transmissions on the 2009 and 2010 Gillig bus fleets to keep up with the demands and service requirements that HART provides. Midlife replacements are suggested between 250,00 and 350,000 miles or seven years. The current 2009 and 2010 buses have a useful life of 12 years. Currently the 2009 fleet has an average of 487,500 miles and the 2010 fleet has an average of 431,000 miles. Marion Transit Center Infrastructure Improvements ‐ $678,300

The pavement surrounding three sides of the Marion Transit Center are in need of repair and replacement. Laurel Street was repaired in 2014 due to curb, asphalt and concrete degradation. The repair was curb to curb and full concrete street replacement, this has been extremely effective. Morgan Street has substantial pavement issues especially surrounding a City of Tampa stormwater vault which has movement when buses transverse it. Marion and Fortune streets are showing signs of pavement cracking lifting in various sections. Curb to Curb restoration is the best method of repair. Bus Seat Safety Improvements ‐ $611,410 In the interest of the safety of our patrons, HART will be retrofitting a barrier deficiency of the ADA seating configuration on the 2009‐2013 bus fleets, which includes 85 Gillig buses out of the 172. It was determined that current seat configuration on 2009‐2013 Gillig buses could be a safety and risk issue. The first two rows of forward facing seats do not have a barrier that prevents patrons from being projected out of their seats during sudden emergency stops. The mitigation of potential injuries and claims requires that the first two rows of forward facing seats be eliminated and replaced with a three seat perimeter seating assembly and adding a half wall barrier with a pole. Transit Asset Management (TAM) Software ‐ $500,000 In 2012, the U.S. Department of Transportation identified an $89.8 billion State of Good Repair (SGR) backlog for the transportation industry nationally. In response to this finding, it mandated the Federal Transit Administration (FTA) to develop a rule requiring transit agencies to create and maintain a Transit Asset Management (TAM) Plan. On July 26, 2016, the FTA published its Transit Asset Management Final Rule (49 CFR Part 625) requiring federal formula grant recipients to develop a TAM Plan detailing their ongoing asset management planning process and providing accountability through annual reporting to the National Transit Database (NTD). HART certified its TAM Plan to the FTA on September 30, 2018. HART currently manages its assets through different systems and databases. Purchasing an integrated system will help HART more effectively and efficiently procure, record, operate, inspect, maintain, rehabilitate, and replace transit capital assets. Staff will be better able to manage asset performance, risks, and costs over their lifecycles, for the purpose of providing safe and reliable public transportation, as well as prioritize and allocate funding where it is needed the most.

FY2019 Budget


Security Surveillance System ‐ $302,924 HART has completed the first phase of the Security Surveillance System. This second phase includes security camera installation throughout the Marion Transit Center and University Area Transit Center. The installation of the cameras will provide additional security for HART ridership and the Tampa community. Over half of all HART daily ridership passes through the Marion Transit Center and University Area Transit Center. The enhanced security infrastructure assists with coordination between HART, law enforcement and contract security.

Bus Stop Study ‐ $250,000 A Bus Stop Study was conducted in 2008 by Tindale‐Oliver and HART staff inventorying conditions at bus stops and facilities and developing a plan to improve accessibility, security and passenger amenities throughout HART’s system. The study was initiated in response to HART Board’s request for a plan to bring bus stops throughout the system into compliance with accessibility requirements. At the time, there were approximate 4,500 bus stops and 18 park and rides. Due to Mission Max, all of the bus stop improvements and stop consolidation over the last ten years, a new inventory and assessment is needed.

21st Ave. Administration Facility Air Conditioner Rehab ‐ $165,000 The Chiller for the 21st Ave HART’s Administration Building is past its useful life; an air cooled chiller has a typical life span of 12 years. The current chiller was installed in the year 2000 and has had several major failures. The cost of these failures are thousands of dollars. This chiller currently cools approximately 50% of the Administration Building. A catastrophic failure of this piece of equipment will cause major problems during the summer. A new chiller will provide cooling with minimal chance of breakdown. The new chiller will be environmentally friendly by using a Non‐CFC refrigerant. A new chiller will also run more efficiently and will reduce electric costs by nearly $12,000.00 per year. TECO offers a replacement Chiller Program which will increase incentives to $175 per KW for replacing inefficient cooling equipment with higher efficiency equipment. The two air handlers that supply air to 50% of the administration building are in need of replacement. We have not many repair issues with the air handlers, but they are past their useful life. The replacements could be deferred for a year or so, but they are past their useful life. One of the most important building systems for a commercial building are the cooling components.

Streetcar Facility Door Upgrade ‐ $165,000 The current track and access configuration at the HART’s YBOR 7th Avenue location is unable to house all of the Street Cars during a storm event. Track 5 currently has a standard opening and roll down door that cannot accommodate a streetcar, the goal of this project is to increase the opening and place a new vehicle door.

Operator Breakroom Northwest ‐ $100,000 This project will provide an operator breakroom, addition to the existing layout of the Northwest Transfer Center located at Waters Ave and Sheldon road. This addition will provide operators a room to rest and be able to have meals out of the public’s view.

Table of Contents - gohart.orggohart.org/Style Library/GoHart/pdfs/FY2019.pdf · • 1 Bi‐Lingual Paratransit Travel Trainer ... Ivan Maldonado Director of Transportation Mona Karaban

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