Final TDP - PSTA v. 2 · 2018. 10. 24. · 6.2.12 Park-and-Ride Opportunities ... Expenses and Cost per Trip (FY 1994/95 – FY 2006/07).....2-9 Table 2-3 Fixed-Route Service:

PINELLAS SUNCOAST TRANSIT AUTHORITY

2008 TRANSIT DEVELOPMENT PLAN

FINAL

PREPARED FOR:

PINELLAS SUNCOAST TRANSIT AUTHORITY3201 SCHERER DRIVE

ST. PETERSBURG, FLORIDA 33716(727) 540-1800(727) 540-1913

JULY 2008

TINDALE-OLIVER & ASSOCIATES, INC.1000. N. ASHLEY DRIVE, SUITE 100

TAMPA, FLORIDA 33602(813) 224-8862(813) 226-2106

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Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 I Final 2008 Transit Development Plan

Table of Contents

LIST OF TABLES........................................................................................................................... IV

LIST OF FIGURES.......................................................................................................................... V

LIST OF MAPS............................................................................................................................... VI

SECTION 1 INTRODUCTION...................................................................................................... 1-1

1.1 PROJECT VISION AND GOAL ........................................................................................... 1-1

1.2 CONTRIBUTION OF PUBLIC TRANSIT TO COMMUNITIES ............................................ 1-2

1.3 PUBLIC PARTICIPATION................................................................................................... 1-3

1.4 STRATEGIES FOR CREATING A LIVABLE COMMUNITY................................................ 1-3

1.5 TDP REQUIREMENTS ....................................................................................................... 1-5

SECTION 2 EXISTING CONDITIONS ......................................................................................... 2-1

2.1 TRENDS.............................................................................................................................. 2-1

2.1.1 Population ..................................................................................................................... 2-1

2.1.2 Economy ....................................................................................................................... 2-3

2.1.3 Cost of Housing............................................................................................................. 2-4

2.2 FIXED-ROUTE SERVICE ................................................................................................... 2-5

2.2.1 Fares ............................................................................................................................. 2-5

2.2.2 Operating Budget .......................................................................................................... 2-9

2.2.3 Ridership Productivity.................................................................................................... 2-9

2.2.4 Service Frequency ...................................................................................................... 2-16

2.2.5 Increases in Service .................................................................................................... 2-16

2.3 DEMAND RESPONSE SERVICE ..................................................................................... 2-17

2.3.1 Response Time ........................................................................................................... 2-17

2.3.2 Trip Purposes .............................................................................................................. 2-19

2.3.3 Hours and Days of Service.......................................................................................... 2-19

2.3.4 Fares ........................................................................................................................... 2-19

2.3.5 Operating Budget ........................................................................................................ 2-19

2.4 NEAR-TERM FUNDING SHORTFALL ............................................................................. 2-23

2.4.1 Carryover from FY 2007/08 Budget ............................................................................ 2-25

2.4.2 Service Modifications .................................................................................................. 2-25

2.4.3 Reductions to the FY 2008/09 Annual Operating Budget ........................................... 2-25

2.4.4 Fare Structure Modifications ....................................................................................... 2-26

2.4.5 Use of General Reserves ............................................................................................ 2-26

2.4.6 Millage Rate Increase.................................................................................................. 2-26

2.4.7 PSTA Staff Recommendations ................................................................................... 2-29

2.4.8 Budget Approval Schedule.......................................................................................... 2-29

2.5 SERVICE ANALYSIS PROCESS ..................................................................................... 2-29

2.6 PEER REVIEW ANALYSIS ............................................................................................... 2-30

2.6.1 Peer Review Analysis: Current Peers ......................................................................... 2-33

2.6.2 Peer Review Analysis: Future Peers........................................................................... 2-35

SECTION 3 MILESTONES .......................................................................................................... 3-1

3.1 MILESTONE ACHIEVEMENTS: FIXED-ROUTE SERVICE .............................................. 3-1

3.1.1 FY 2007/08 Improvement Projects................................................................................ 3-1

Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 II Final 2008 Transit Development Plan

3.1.2 FY 2006/07 Improvement Projects................................................................................ 3-2

3.2 MILESTONE ACHIEVEMENTS: DEMAND RESPONSE SERVICE................................... 3-3

3.3 BUS STOP AMENITIES ...................................................................................................... 3-6

3.3.1 Passenger Amenity Plan ............................................................................................... 3-6

3.3.2 Examples of Amenities.................................................................................................. 3-7

3.4 BUS AMENITIES............................................................................................................... 3-12

3.5 COMMUNITY PARTNERSHIPS AND OUTREACH.......................................................... 3-14

3.6 PUBLIC INVOLVEMENT EFFORTS................................................................................. 3-17

3.7 PLANNING STUDIES AND REGULATIONS .................................................................... 3-19

3.7.1 Central Avenue BRT Study ......................................................................................... 3-19

3.7.2 Countywide BRT Study ............................................................................................... 3-19

3.7.3 Ulmerton Road BRT Corridor ...................................................................................... 3-19

3.7.4 Downtown Clearwater to Clearwater Beach Bus Rapid Transit ................................. 3-20

3.7.5 TBARTA Regional Transportation Master Plan .......................................................... 3-20

3.7.6 2035 Long Range Transportation Plan (LRTP) .......................................................... 3-20

3.7.7 Pedestrian Safety Law ................................................................................................ 3-21

3.8 DEVELOPMENT COORDINATION .................................................................................. 3-21

3.8.1 Tarpon Wal-Mart Transit Center ................................................................................. 3-21

3.8.2 Gateway Regional Multimodal Transportation District (MMTD) Pilot Project ............. 3-21

3.8.3 Grady Pridgen Sod Farm ............................................................................................ 3-22

3.8.4 Largo Towne Center.................................................................................................... 3-22

SECTION 4 NEEDS ASSESSMENT ........................................................................................... 4-1

4.1 TRADITIONAL TRANSIT MARKETS.................................................................................. 4-1

4.2 DISCRETIONARY TRANSIT MARKETS ............................................................................ 4-3

4.3 ACCESS TO ACTIVITY CENTERS..................................................................................... 4-4

4.4 COMMUTING MARKETS ................................................................................................... 4-8

4.5 JOINT WORKSHOPS (PSTA BOARD OF DIRECTORS AND PMI STEERING

COMMITTEE) ........................................................................................................................... 4-8

4.5.1 First Joint Workshop.................................................................................................... 4-11

4.5.2 Second Joint Workshop .............................................................................................. 4-12

4.6 PSTA TAC WORKSHOPS ................................................................................................ 4-14

4.6.1 First TAC Workshop.................................................................................................... 4-14

4.6.2 Second TAC Workshop............................................................................................... 4-16

4.7 SUMMARY RESULTS OF NEEDS ASSESSMENT.......................................................... 4-22

SECTION 5 10-YEAR VISION PLAN .......................................................................................... 5-1

5.1 VISION OVERVIEW............................................................................................................ 5-1

5.2 SERVICE EXPANSION....................................................................................................... 5-2

5.3 INFRASTRUCTURE IMPROVEMENTS ............................................................................. 5-4

5.4 LAND USE........................................................................................................................... 5-5

5.5 COMMUNITY SUPPORT.................................................................................................... 5-6

5.6 POTENTIAL REVENUE SOURCES ................................................................................... 5-7

5.6.1 Fare Policy .................................................................................................................... 5-8

5.6.2 Ad Valorem Tax............................................................................................................. 5-8

5.6.3 Sales Tax ...................................................................................................................... 5-9

5.6.4 Fuel Tax ...................................................................................................................... 5-11

5.6.5 Rental Car Fee ............................................................................................................ 5-13

5.6.6 Tourist Tax .................................................................................................................. 5-14

5.6.7 Vehicle Tag Fee .......................................................................................................... 5-14

Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 III Final 2008 Transit Development Plan

5.6.8 Impact Fee .................................................................................................................. 5-15

5.6.9 Transit Concurrency.................................................................................................... 5-16

5.6.10 Conclusion................................................................................................................. 5-16

SECTION 6 NEW DIRECTION AND NEXT STEPS.................................................................... 6-1

6.1 PREVIOUS TDP VISION..................................................................................................... 6-1

6.2 NEW DIRECTIONS............................................................................................................. 6-2

6.2.1 Creation of a Livable Community .................................................................................. 6-3

6.2.2 Near-Term Budget Issues ............................................................................................. 6-3

6.2.3 New 10-Year Ridership Objective ................................................................................. 6-3

6.2.4 Emphasis on Top Transit Corridors .............................................................................. 6-3

6.2.5 Focus on Transit-Supportive Land Use and Development ........................................... 6-4

6.2.6 Countywide BRT System Development ........................................................................ 6-4

6.2.7 Service to Tampa International Airport (TIA)................................................................. 6-5

6.2.8 Service to Recreational Areas....................................................................................... 6-5

6.2.9 Central Avenue BRT ..................................................................................................... 6-5

6.2.10 Clearwater Beach Shuttle/BRT ................................................................................... 6-5

6.2.11 TBARTA Planning Coordination.................................................................................. 6-6

6.2.12 Park-and-Ride Opportunities....................................................................................... 6-6

6.3 NEXT STEPS ...................................................................................................................... 6-6

SECTION 7 BUDGET PROJECTIONS ....................................................................................... 7-1

7.1 OPERATING COSTS.......................................................................................................... 7-1

7.2 CAPITAL COSTS ................................................................................................................ 7-2

7.3 OPERATING REVENUES .................................................................................................. 7-3

7.4 CAPITAL REVENUES......................................................................................................... 7-4

SECTION 8 2010 MAJOR UPDATE REQUIREMENTS ............................................................. 8-1

APPENDIX A: BENEFITS OF TRANSIT.....................................................................................A-1

APPENDIX B: PROGRAM OF PROJECTS ................................................................................B-1

APPENDIX C: TRANSIT ORIENTATION INDEX METHODOLOGY ..........................................C-1

APPENDIX D: ANNUAL FAREBOX RECOVERY RATIO REPORT – 2008..............................D-1

APPENDIX E: FDOT DISTRICT SEVEN TDP CHECKLIST.......................................................E-1

APPENDIX F: TBARTA REGIONAL TRANSPORTATION MASTER PLAN............................. F-1

APPENDIX G: HYBRID BUS COST ESTIMATES..................................................................... G-1

APPENDIX H: PEDESTRIAN SAFETY LAW..............................................................................H-1

APPENDIX I: PSTA COMMENTS ON GATEWAY MULTI-MODAL TRANSPORTATION

DISTRICT PILOT PROJECT ........................................................................................................ I-1

Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 IV Final 2008 Transit Development Plan

LIST OF TABLES

Table 1-1 Progress Report Requirements.................................................................................... 1-6

Table 2-1 Fixed-Route Service: PSTA Fare Structure (Effective 10-01-06) ............................... 2-8

Table 2-2 Fixed-Route System: Expenses and Cost per Trip (FY 1994/95 – FY 2006/07) ........ 2-9

Table 2-3 Fixed-Route Service: Annual Ridership (FY 1993/94 to FY 2006/07) ...................... 2-10

Table 2-4 Fixed-Route Service: Ridership Analysis by Route (FY 2006/07) ............................ 2-12

Table 2-5 Fixed-Route Service: Ridership Analysis by Route (October to May) ...................... 2-15

Table 2-6 Demand Response Service: PSTA Fare Structure (Effective 10-01-06) ................. 2-19

Table 2-7 Demand Response Cost per Passenger (FY 1994/95 to FY 2006/07)...................... 2-21

Table 2-8 Growth in Demand Response Trip Volume................................................................ 2-22

Table 2-9 Demand Response Ridership Analysis (October to June)......................................... 2-23

Table 2-10 Operating Budget by Revenue Source (FY 2007/08) .............................................. 2-23

Table 2-11 Effects of Fare Increase on Revenue and Ridership (FY 2008/09) ......................... 2-28

Table 2-12 PSTA Staff Budget Recommendations .................................................................... 2-29

Table 2-13 FY 2006 Peer Group Operating Characteristics ...................................................... 2-32

Table 2-14 Current Peers Analysis (2006 NTD Data) ................................................................ 2-34

Table 2-15 Future Peers Analysis (2006 NTD Data).................................................................. 2-36

Table 3-1 Bikes-on-Buses Ridership (FY 2001/02 – FY 2006/07) ............................................. 3-12

Table 3-2 Bus and Trolley Purchases (FY 2004/05 – FY 2007/08) ........................................... 3-13

Table 4-1 Transit Service Density Thresholds ............................................................................. 4-3

Table 4-2 TAC Recommendations for Improvements ................................................................ 4-15

Table 4-3 Service Improvements Resource Allocation Results ................................................. 4-18

Table 4-4 Service Phasing Trade-Off Preference Results ......................................................... 4-19

Table 4-5 Infrastructure Resource Allocation Results ................................................................ 4-19

Table 4-6 Vehicle Size Trade-Off Preference Results ............................................................... 4-20

Table 4-7 Transfer Center Improvements Resource Allocation ................................................. 4-21

Table 4-8 Vehicle Improvements Resource Allocation Results ................................................. 4-22

Table 6-1 FDOT Work Program Candidate Projects.................................................................... 6-2

Table 7-1 Capital Costs ................................................................................................................ 7-3

Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 V Final 2008 Transit Development Plan

LIST OF FIGURES

Figure 1-1 Fixed-Route Ridership Estimates and Projections ..................................................... 1-2Figure 2-1 Population Growth in Pinellas County by Year ........................................................... 2-2Figure 2-2 School Enrollment in Pinellas County by Year ........................................................... 2-3Figure 2-3 Housing Costs versus Household Income in Pinellas County.................................... 2-4Figure 2-4 Fixed-Route Service: Annual Ridership Trends (FY 1993/94 to FY 2006/07)......... 2-10Figure 2-5 Growth in Demand Response Trip Volume .............................................................. 2-22Figure 2-6 Fixed-Route Service: Operating Budget by Revenue Source (FY 2007/08) ........... 2-24Figure 3-1 New Passenger Shelter with Public Art ...................................................................... 3-2Figure 3-2 Bus Shelter.................................................................................................................. 3-8Figure 3-3 Cantilevered Bus Shelter ............................................................................................ 3-9Figure 3-4 OmniLight

TM................................................................................................................ 3-9

Figure 3-5 Ramp Deployment at Newly Constructed Curb ........................................................ 3-11Figure 3-6 Newly Constructed Curb ........................................................................................... 3-11Figure 5-1 Annual Property Tax Revenue (in Millions)................................................................. 5-9Figure 5-2 Potential Annual Sales Tax Revenue (in Millions) .................................................... 5-11Figure 5-3 Potential Annual Fuel Tax Revenue (in Millions) ...................................................... 5-12Figure 5-4 Potential Annual Rental Car Fee Revenue (in Millions)............................................ 5-13Figure 5-5 Potential Annual Tourist Tax Revenue (in Millions) .................................................. 5-14Figure 5-6 Potential Annual Vehicle Tag Fee Revenue (in Millions).......................................... 5-15Figure 5-7 Potential Annual Impact Fee Revenue (in Millions) .................................................. 5-16Figure 7-1 Operating Costs (in millions) ....................................................................................... 7-2Figure 7-2 Operating Revenue Shortfall....................................................................................... 7-4Figure 7-3 Capital Revenue Shortfall ........................................................................................... 7-5Figure 8-1 TDP Major Update Checklist....................................................................................... 8-2

Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 VI Final 2008 Transit Development Plan

LIST OF MAPS

Map 2-1 Mobile Home Parks ........................................................................................................ 2-6

Map 2-2 PSTA Fixed-Route System ............................................................................................ 2-7

Map 2-3 Top 10 Fixed Routes by Ridership............................................................................... 2-14

Map 2-4 FY 2005/06 & FY 2006/07 Service Changes ............................................................... 2-18

Map 4-1 Traditional Transit Markets............................................................................................. 4-2

Map 4-2 2009 Discretionary Transit Markets ............................................................................... 4-5

Map 4-3 2018 Discretionary Transit Markets ............................................................................... 4-6

Map 4-4 Activity Centers .............................................................................................................. 4-7

Map 4-5 Highest Transit Trip Intensity Corridors.......................................................................... 4-9

Map 4-6 Inter-County Commuting Patterns (2005) .................................................................... 4-10

Map 5-1 Priority Corridor Network ................................................................................................ 5-3

Tindale-Oliver & Associates, Inc. Pinellas Suncoast Transit AuthorityJuly 2008 1-1 Final 2008 Transit Development Plan

Section 1

INTRODUCTION

Public transportation has become an increasingly important component of the

transportation system in Pinellas County and the entire Tampa Bay region. The Pinellas

Suncoast Transit Authority (PSTA) is the public transportation provider for Pinellas

County, operating 43 bus routes throughout the community and providing nearly 12

million trips in 2007.

In January 2008, the PSTA Board of Directors and the Pinellas County Metropolitan

Planning Organization (MPO), through its Pinellas Mobility Initiative (PMI) Steering

Committee, participated in a joint workshop to begin establishing a vision for transit in

Pinellas County. Since that time, PSTA has worked closely with its partners to develop

a comprehensive vision for transit in the community.

1.1 PROJECT VISION AND GOAL

The vision developed by the PSTA Board, PMI Steering Committee, and PSTA staff is to

use enhanced transit service, particularly on major travel corridors, to further Pinellas

County’s transition into a more livable community. Trends in population growth, the

economy, and the cost of housing necessitate an enhanced, affordable, convenient, and

effective public transit system for Pinellas County.

In order to achieve this vision, PSTA established a goal of “doubling fixed-route transit

ridership in the next 10 years from a projected 11.7 million transit trips in FY 2007/08 to

23.4 million transit trips in FY 2017/18, an annualized ridership increase of 7 percent.”

Figure 1-1 illustrates transit ridership since FY 1993/94 and annual ridership increases

necessary to reach the goal in FY 2017/18.

As discussed throughout the plan, this aggressive goal will require a significant

commitment by the PSTA Board, PMI Steering Committee, MPO Board, business

community, local agencies and jurisdictions, and citizens throughout Pinellas County and

the region. This commitment will need to take the form of leadership by decision

makers, capital resources to support new services, and financial resources to fund new

and expanded service operations.


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Figure 1-1Fixed-Route Ridership Estimates and Projections

1.2 CONTRIBUTION OF PUBLIC TRANSIT TO COMMUNITIES

The PSTA Board, PMI Steering Committee, and PSTA staff developed the vision of

transit contributing to Pinellas County as a livable community because of the numerous

benefit transit brings to local communities. A list of the ways that transit contributes to

the livability of a community is provided below.

Local public transit systems provide much needed mobility for those with limited

income who do not own a car or have access to a family vehicle.

A strong local transit system is the foundation of a robust regional transportation

network.

Public transit enhances land use and economic development by connecting

residential areas with major activity centers. This connectivity promotes

education, employment, and entertainment opportunities for area residents and

visitors.

The emission reductions from public transit usage contribute to a cleaner, more

energy-efficient, and sustainable environment.

Emergency preparedness systems can effectively utilize public transit vehicles

for area-wide evacuations and recovery services.


For more detailed information regarding the benefits of transit, see Appendix A.

1.3 PUBLIC PARTICIPATION

Thousands of citizens and visitors have participated in the visioning process used to

define the future of transit in Pinellas County. Public involvement efforts included the

following activities.

A non-user telephone survey of 402 households in Pinellas County was

conducted in 2007.

An on-board user survey of 3,000 existing bus riders on PSTA was conducted in

2007.

Two joint workshops on transit visioning with the PSTA Board and the PMI

Steering Committee were conducted in early 2008.

A presentation of transit funding solutions was made to the PSTA Finance

Committee, the PSTA Board, and the MPO’s Technical Coordinating Committee.

Two workshops were conducted on transit visioning with PSTA’s Transit Advisory

Committee (TAC), as well as invited participants from the staff of the MPO,

Florida Department of Transportation (FDOT) District Seven, and the workforce

development board.

Input received throughout the planning process indicates a sincere interest in expanding

transit to become a more viable mode of transportation not only for individuals

dependent upon transit, but also for individuals who may choose to use transit now and

in the future.

In addition to public input gathered by PSTA, the Tampa Bay Area Regional

Transportation Authority (TBARTA) released survey results from its Regional Resident

survey. The results of this survey showed that the majority of residents support transit

improvements and 68% of residents surveyed indicate that using tax dollars for transit

service improvements is a good use of public funds.

1.4 STRATEGIES FOR CREATING A LIVABLE COMMUNITY

As stated previously, PSTA’s vision is more to enhance transit services that contribute to

the transition of Pinellas County into a more livable community. The vision includes the

following basic principles for service provision:


Continued provision of mobility and accessibility to traditional transit markets,

including elderly, youth, persons with disabilities, and low-income populations.

Improve the service provided in order to meet the needs of discretionary transit

markets (primarily commuters) that choose to use transit as a transportation

alternative either regularly or occasionally.

The following strategies have been identified in order to make this vision a reality.

Service Expansion

Frequent and rapid transit service (15 minutes or better) on the top 10 transit

corridors.

Frequent bus service (30 minutes or better) on the next top 10 transit corridors.

Comprehensive assessment and realignment of local bus service to optimize

transit connectivity throughout the county.

Park-and-ride facilities along major route corridors for convenient access to Bus

Rapid Transit (BRT) and commuter express routes, which then travel more

efficiently to major destinations.

New and expanded circulator services strategically located to enhance

accessibility around major transit centers and BRT stations.

Community Partnerships

Strong partnerships with the business community, with an emphasis on

coordinated opportunities to help serve the transportation needs of major

employers.

Strong partnership with the TBARTA and convenient connections to regional

transit services, such as Hillsborough Area Regional Transit Authority (HART),

Pasco County Public Transportation (PCPT), and Manatee County Area Transit

(MCAT), throughout the Tampa Bay area.

Expanded focus on public relations, marketing, and education to enhance

partnerships throughout the community.

Infrastructure Improvements

Significant expansion of vehicle fleet to include stylized buses for BRT service

and support service expansion.

Transition of buses from clean diesel to hybrid-electric and other alternative-

fueled buses.


Focus on essential infrastructure, such as high quality buses, shelters, and

customer information.

Effective use of technology to improve customer service and enhance the

availability of customer information.

Relocation, reconstruction, or renovation of major transfer facilities, including

Williams Park and Park Street Terminal.

Relocation or renovation of critical transit centers to support service expansion

and modifications.

Coordination with county and municipal staff regarding sidewalk improvement

programs, placing an emphasis on access to bus stops and sidewalk

connections between bus stops and major destinations.

Transit-Supportive Land Use and Development

Encouragement of transit supportive development by better integrating

appropriate policies and procedures in the Land Development Code and the site

plan review process (e.g., Livable Communities Initiative).

Consideration of the impacts of parking policies on public transportation and the

potential for encouraging transit use through parking disincentives (cost and

availability).

Coordination with jurisdictions to secure support for transit supportive land use,

including high density, mixed-use nodes and corridors.

Transit Funding

Expansion of partnerships with development and business community to help

pay for existing and expanded transit services.

Regular evaluation of fare policy to ensure that existing and future patrons are

contributing to the success of the transit system.

Securement of a new dedicated source of funding for transit that will support the

implementation of the 2008 TDP.

The 2008 TDP lays out the possibilities for achieving a vision for Pinellas County, but

more importantly, it provides a blueprint for making the possibilities become a reality.

1.5 TDP REQUIREMENTS

The 10-year TDP also satisfies a legal requirement for PSTA. To secure certain state

funds, PSTA must complete a TDP every year. Every five years, PSTA must provide a

major update. In the interim years, PSTA must provide annual progress reports. The


last major update was completed in 2007 and this document serves as an annual

progress report.

On February 20, 2007, FDOT promulgated Rule 14-73.001, which substantially changed

the TDP requirements. These changes affected major updates as well as annual

progress reports. Table 1-1 provides a checklist of requirements for the annual progress

report as noted in the new TDP rule.

Table 1-1

Progress Report Requirements

Task Completed Location

Compare past year's accomplishments to originalimplementation program √ Sections 3 & 6

Analyze any discrepancies between the plan and itsimplementation over the past year √ Section 6

Describe steps to be taken to attain original goals √ Sections 3 & 6

If needed, revise implementation program for comingyear √ Sections 4, 5, & 6

Revise the implementation program for the remainingyears √ Sections 5 & 6

Add recommendations for the new tenth year of the plan √ Sections 5 & 6

Revise the financial plan √ Section 6

Revise the list of projects or service needed to meet thegoals and objectives, including projects for which fundingmay not have been identified. √ Sections 5 & 6

PSTA has provided all of the required material for a progress report under the new rule.

In addition to providing all of the required material, PSTA has provided in-depth

information about its vision for transit services throughout Pinellas County for the next 10

years.

In November 2007, Timothy Garling took over as the new executive director of PSTA.

Since starting, Mr. Garling has been working with PSTA’s Board of Directors as well as

stakeholders throughout Pinellas County to create a new transit vision for the next 10

years. Because of the significant shift in direction PSTA has undertaken, the agency

has provided significantly more data and analysis than is typical for a progress report.


The additional information is particularly helpful as it is based on a 10-year planning

horizon, which is the planning horizon now required under the new TDP rule.


(This page intentionally left blank.)


Section 2EXISTING CONDITIONS

This section provides background information reviewed by the PSTA Board, PMI

Steering Committee, and PSTA staff in establishing the new transit vision for Pinellas

County. Data regarding population, economic, and housing trends are provided. This

section provides background for PSTA future operations. PSTA operational statistics

and data are provided for both fixed-route and demand response services.

This background information sets the stage for both near-term and long-term planning

efforts. A discussion of a near-term funding shortfall and the resulting impact it will have

on PSTA is presented in this section. While PSTA has to address this near-term funding

shortage, the agency has been cognizant of the simultaneous need to focus on long-

term planning efforts as well. The long-term vision plan is presented in Section 5. A

peer review analysis is also provided to demonstrate how PSTA compared to current

and future peer transit agencies in FY 2006.

2.1 TRENDS

Because PSTA ridership is influenced by trends in the local community, this section

describes trends affecting population, the economy, and housing costs in Pinellas

County. This background information provides the backdrop for PSTA’s planning efforts.

2.1.1 Population

The population of Pinellas County grew in the 1990s, but it has remained relatively stable in

the 2000s. Between 1990 and 2000, Pinellas county’s population increased by 8 percent,

according to the U.S. Census. Between 2000 and 2006, the county’s population has

increased only one-third of a percent, according to the 2006 American Community Survey.

Population density in Pinellas County is the highest of all Florida counties, making the

county an ideal area for transit growth. Figure 2-1 illustrates population trends from 1990 to

2006.


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Figure 2-1

Population Growth in Pinellas County by Year

Source: Pinellas County Budget FY 2007/08.

In addition to the year-round population presented in Figure 2-1, the 2000 Census found

that 7.1 percent of houses, or 34,111 houses, in Pinellas County are owned for

seasonal, recreational, or occasional use. The Pinellas County Planning Department

estimates that 78,116 people take up seasonal residence in the County each year, which

places additional impact on public services and facilities in the County, but also generates

additional revenue in terms of sales and ad valorem taxes.

The percent of the population over the age of 65 years decreased slightly between 2000

and 2006, from 22.5 percent of the population in 2000 to 20.7 percent in 2006. A similar

trend can be seen for the population share classified as having disability status. The

disabled population age 5 and above decreased from 23.9 percent in 2000 to 17.8 percent

in 2006.

School enrollment in Pinellas County declined over the past three years. The Pinellas

County School Board enrollment decreased from 111,483 in the 2005/06 school year to

106,479 in the 2007/08 school year, a decline of 4.5 percent (see Figure 2-2).


111,483

109,087

106,479

103,000

104,000

105,000

106,000

107,000

108,000

109,000

110,000

111,000

112,000

113,000

2005/06 2006/07 2007/08

School Year

The population and school enrollment trends presented above suggest that population

growth in Pinellas has slowed. Understanding this trend, PSTA has taken this fact into

account in generating its plan to double ridership over the next 10 years. The agency

understands that it cannot simply rely on population growth to drive transit ridership growth.

Figure 2-2

School Enrollment in Pinellas County by Year

Source: Pinellas County School Board (October 2007).

2.1.2 Economy

Economic conditions in Pinellas County are becoming more conducive to transit use. While

the unemployment rate has increased from 4.3 percent in 2000 to 4.7 percent in 2006, the

civilian labor force in Pinellas County remained constant at 58.3 percent of the population

over the age of 16 during the same time period, according to the 2006 American

Community Survey.

The percent of the population below the poverty level has increased from 10.0 percent in

2000 to 12.3 percent in 2006. During the same period, the median household income in

Pinellas County has not kept pace with inflation, increasing from $37,111 in 2000 to

$40,694 in 2005, an increase of 9.7 percent. These trends, in conjunction with increasing


$73,500

$166,200

$96,500

$26,296$37,111 $40,694

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

1990 2000 2005

Year

Median Cost of Owner-Occupied Housing

Median Household Income

fuel prices, suggest an increased propensity for transit use, because those with lower

incomes are more likely to use transit.

2.1.3 Cost of Housing

As shown in Figure 2-3, the median household income in Pinellas County increased 9.7

percent between 2000 and 2005, from $37,111 to $40,694. This increase has not mirrored

the median cost of housing within the County. Housing costs increased by 72 percent,

from $96,500 in 2000 to $166,200 in 2006, stretching the gap between household income

and housing cost (see Figure 2-3).

Since 2005, housing costs have declined which may have mitigated some of the differential

between income growth and housing cost growth shown in Figure 2-3. If this differential

has been mitigated to some extent, some potential buyers who could not enter the market

before may now be able to enter the market, but it is still expected that housing costs will

create a barrier for many Pinellas County residents who would like to purchase a home.

Figure 2-3

Housing Costs versus Household Income in Pinellas County


Mobile home parks, often a source of affordable housing, have been affected by

economic conditions as well. According to data obtained in October 2007 from the

Pinellas County Planning Department and Property Appraiser’s Office, 50 mobile home

parks have closed and 39 may possibly close in the near future. Map 2-1 displays

mobile home parks that have or may be closing.

2.2 FIXED-ROUTE SERVICE

PSTA provides transit service to Pinellas County, the most densely populated county in

Florida. Presently, PSTA has approximately 600 employees and 205 buses. It serves

21 of the 24 communities in Pinellas County plus unincorporated areas.

PSTA's fixed-route system can be generally categorized as a hub and spoke system

with three major hubs: downtown St. Petersburg, Central Plaza, and downtown

Clearwater. The PSTA weekday peak fleet requirement is 171 buses. On Saturdays, the

vehicle requirement is 100 buses, while the Sunday and holiday service requirement is

65 buses. PSTA buses travel over 10.4 million annual route miles and operate for more

than 665,000 hours per year.

PSTA operates 33 local Routes, five commuter routes, two express routes, and three

shuttle/circulator routes (i.e., Route 32, Pinellas Park Shuttle [Route 444], and Municipal

Service Center Shuttle [Route 111]). Map 2-2 displays PSTA’s fixed-route system with

the ¼-mile and ¾-mile service boundaries. Map 2-2 displays a ¼-mile buffer which

represents the area in which people can easily walk to reach transit service. The ¾-mile

buffer identifies the area in which the American with Disabilities Act (ADA)

complementary paratransit service.

2.2.1 Fares

PSTA provides a variety of passes to accommodate each passenger’s needs. For the

occasional user, PSTA accepts one-trip cash fares. PSTA offers unlimited ride daily, 7-

day, and 31-day GO cards. Commuters traveling between Pinellas County and Tampa

on Routes 100X and 300X can save 10 percent on every ride with the 20-ride Premium

GO Card.

Senior citizens and persons with disabilities may ride for a reduced rate on cash fares or

passes. Passengers who take advantage of the reduced rate must present an original

Medicare card or a PSTA photo identification card. Students may ride for a reduced

cash fare with a PSTA photo identification card.

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Map 2-1: Mobile Home Parks

Legend

!( Closed/Vacated

!( Possible Closure

PSTA Bus Routes

Major Roads

2008 TRANSIT DEVELOPMENT PLANP i n e l l a s S u n c o a s t T r a n s i t A u t h o r i t y

Source: Pinellas County Property Appraiser

2006-2007

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Map 2-2: PSTA Fixed-RouteSystemLegend


PSTA Bus Routes

Major Roads

1/4-Mile Service Area

3/4-Mile Service Area


PSTA GO Cards are available at PSTA Customer Service Centers and 21 authorized

outlets throughout Pinellas, Hillsborough, and Pasco counties. Passengers can also

purchase a Daily GO Card on board the bus. PSTA photo identification cards are

available at PSTA Customer Service Centers. Table 2-1 displays the current fare

structure.

Table 2-1

Fixed-Route Service: PSTA Fare Structure (Effective 10-01-06)

Fare Type Cost

Child (5 years and under except on 100X & 300X) Free

Full Cash Fare (Cash or Token) $1.50

Special Citizen Reduced Cash Fare1

$0.75

Student Reduced Cash Fare1

$1.00

Premium Cash Fare (Routes 100X & 300X)2

$2.50

Special Citizen Reduced Premium Cash Fare1

$1.25

Daily Full Fare Unlimited Ride GO Card $3.50

Daily Reduced Fare Unlimited Ride Go Card1

$1.75

7-Day Unlimited Ride GO Card $15.00

31-Day Unlimited Ride GO Card $45.00

31-Day Reduced Fare Unlimited Ride GO Card1

$30.00

20-Ride Premium GO Card (Routes 100X & 300X)2

$40.00

Passport3

$85.00

7 -Day Youth Platinum Pass4

$10.00

Summer Youth Haul Pass4

$30.00

Bulk Discount Program Savings

Purchase 100 through 299 tokens Save 5%

Purchase 300 or more tokensSave10%

Purchase 200 or more tokens or passes (purchased by 501(c)(3) and governmentagencies)

Save10%

1Proper photo identification must be shown prior to paying a reduced fare or using a reduced fare GO

Card. Students are not eligible for reduced fare GO Cards. PSTA photo identification cards cost $2.50each and can be obtained at a PSTA Customer Service Center, as well as selected PSTA ticket outlets.2Medicare cardholders and senior/disabled citizens with PSTA-issued photo identification may pay a

reduced cash fare of $0.75 on select trips. Students are not eligible for this discount and reduced fare GOCards will not be accepted.

3Good for unlimited travel during the stated calendar month on all PSTA and HART buses and trolleys.

4PSTA youth identification required except for elementary age school children.


2.2.2 Operating Budget

The operating budget for PSTA fixed-route services has increased from approximately

$23.9 million in FY 1994/95 to $47.9 million in FY 2006/07, an increase of almost 101

percent over the 12-year period. Cost per trip grew from $2.99 in FY 1994/95 to $4.20 in

FY 2006/07, an increase of slightly more than 40 percent. See Table 2-2.

Table 2-2Fixed-Route System: Expenses and Cost per Trip

(FY 1994/95 – FY 2006/07)

Fiscal Year Total Expenses1

PassengerTrips Unit Cost per Trip

1994/95 $23,868,898 7,975,651 $2.99

1995/96 $24,351,920 8,271,908 $2.94

1996/97 $24,136,823 8,719,071 $2.77

1997/98 $24,483,123 9,077,502 $2.70

1998/99 $24,155,732 9,505,696 $2.54

1999/00 $26,369,717 9,701,963 $2.72

2000/01 $28,706,597 9,690,296 $2.96

2001/02 $29,917,237 9,289,701 $3.22

2002/03 $32,832,830 9,487,637 $3.46

2003/04 $35,676,304 9,701,063 $3.68

2004/051

$37,982,193 10,226,584 $3.71

2005/061

$46,025,915 11,141,770 $4.13

2006/071,2

$47,928,414 11,407,445 $4.20

1Total fixed-route ridership includes Looper ridership of 105,259 in FY 2004/05,

120,419 in FY 2005/06 and 109,133 in FY 2006/07.

2Expenses for FY 2006/07 are un-audited.

2.2.3 Ridership Productivity

PSTA sustained fixed-route ridership growth from 7.9 million passenger trips in FY

1993/94 to 11.4 million passenger trips in FY 2006/07, an increase of 45 percent or a

three percent annual growth rate. After declines in FY 2000/01 and FY 2001/02,

ridership increased in each of the last five years. Over the more recent period of FY

2001/02 to FY 2006/07, ridership increased by four percent annually (see Table 2-3 and

Figure 2-4).


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1993

/94

1994

/95

1995

/96

1996

/97

1997

/98

1998

/99

1999

/00

2000

/01

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

Fiscal Year

Rid

ers

hip

Table 2-3Fixed-Route Service: Annual Ridership

(FY 1993/94 to FY 2006/07)

FiscalYear

TotalRidership

% Change FromPrevious Year

1993/94 7,858,669 4.33%

1994/95 7,975,651 1.49%

1995/96 8,271,908 3.71%

1996/97 8,719,071 5.41%

1997/98 9,077,502 4.11%

1998/99 9,505,696 4.72%

1999/00 9,701,963 2.06%

2000/01 9,690,296 -0.12%

2001/02 9,289,701 -4.13%

2002/03 9,487,637 2.22%

2003/04 9,701,063 2.16%

2004/051

10,226,584 5.83%

2005/061

11,141,770 8.95%

2006/071

11,407,445 2.38%

1Includes Looper ridership of 105,259 in FY 2004/05,

120,419 in 2005/06, and 109,133 in 2006/07.

Figure 2-4Fixed-Route Service: Annual Ridership Trends (FY 1993/94 to FY 2006/07)


Table 2-4 provides ridership data by route for FY 2006/07. Overall, PSTA fixed-route

ridership exceeded 11.4 million in FY 2006/07 with a system-wide average of 18.72

passengers per revenue hour and 1.27 passengers per revenue mile.

Routes 18, 19, and 52 each topped the 1 million mark for overall ridership with a

combined total of 3.6 million passenger trips in FY 2006/07. Due to route

enhancements, ridership has increased on the top 10 PSTA routes, which now carry

66.4 percent of all PSTA passengers (see Map 2-3). Ridership also increased on the

commuter routes by 18.2 percent between FY 2005/06 and FY 2006/07. Ridership on

express routes and shuttle/circulator routes decreased by nearly 9 percent between FY

2005/06 and FY 2006/07.

Table 2-5 provides ridership by route for the first eight months of FY 2007/08. Thus far

in FY 2007/08, ridership has increased 9.6 percent system-wide, with very significant

growth on Routes 4, 15, 32, 66, 76, 78, 80, 93, and 444.


Table 2-4

Fixed-Route Service: Ridership Analysis by Route (FY 2006/07)

FY 2006/07 FY 2005/06

Passengersper Revenue

HourRevenue

Hours

Passengersper

RevenueMile

RevenueMiles

TotalRidership

TotalRidership

PercentChange (FY2005/06 to

FY 2006/07)

Local Routes

1 12.42 3,744 0.90 51,897 46,498 51,728 -10.11%

4 25.52 33,808 1.89 456,773 862,870 870,489 -0.88%

5 17.13 11,587 1.33 148,699 198,496 182,443 8.80%

7 16.31 11,408 1.43 129,783 186,053 185,495 0.30%

11 14.84 16,245 1.21 198,725 241,043 237,810 1.36%

14 22.48 15,585 1.73 202,926 350,278 362,928 -3.49%

15 16.02 10,299 1.22 135,511 164,965 157,411 4.80%

18 22.63 53,731 1.86 654,674 1,215,999 1,122,822 8.30%

19 22.88 61,274 1.51 928,852 1,401,929 1,323,655 5.91%

20 17.97 9,568 1.19 144,044 171,909 173,124 -0.70%

22 11.21 4,542 0.78 65,219 50,896 48,532 4.87%

23 15.57 16,002 1.14 219,155 249,179 270,268 -7.80%

30 7.94 3,880 0.52 59,648 30,808 41,045 -24.94%

35 19.25 19,425 1.77 211,702 373,997 414,574 -9.79%

38 17.68 8,634 1.09 140,526 152,628 157,822 -3.29%

52 23.69 42,777 1.58 641,623 1,013,423 992,384 2.12%

58 7.46 17,140 0.40 319,498 127,813 119,309 7.13%

59 19.41 31,883 1.31 471,924 618,983 585,059 5.80%

60 37.66 13,726 3.06 168,950 516,939 510,637 1.23%

61 13.00 13,236 1.02 168,645 172,064 190,273 -9.57%

62 12.97 11,391 0.71 208,547 147,687 143,543 2.89%

66 13.00 17,201 0.83 270,655 223,529 227,420 -1.71%

67 16.26 6,945 0.87 129,191 112,946 97,368 16.00%

68 15.70 5,763 0.90 100,517 90,500 98,362 -7.99%

73 16.21 8,030 0.91 142,717 130,187 124,847 4.28%

74 15.61 30,550 1.05 455,059 476,952 486,688 -2.00%

75 12.10 10,258 0.79 157,374 124,102 122,530 1.28%

76 17.20 6,016 1.13 91,861 103,456 93,904 10.17%

78 21.98 8,754 1.69 113,619 192,419 149,249 28.92%

79 15.87 32,605 1.08 480,218 517,370 462,010 11.98%

80 15.99 11,316 1.40 129,025 180,990 158,911 13.89%

82 12.88 3,912 0.78 64,469 50,393 49,301 2.21%

777/8881

16.84 30,011 0.84 599,637 505,318 524,772 -3.71%

Subtotal 18.93 581,246 1.30 8,461,663 11,002,619 10,736,713 2.48%


Table 2-4 (continued)Fixed-Route Service: Ridership Analysis by Route (FY 2006/07)

FY 2006/07 FY 2005/06


HourRevenue

Hours

Passengersper

RevenueMile

RevenueMiles

TotalRidership

TotalRidership


FY 2007/08)

Shuttle/Circulator Routes

32 18.57 1,843 1.67 20,508 34,224 33,860 1.08%

111 29.49 384 3.41 3,321 11,323 13,493 -16.08%

444 4.52 1,416 0.38 17,065 6,407 6,953 -7.85%

555 0.00 91 0.00 849 889 3,638 -75.56%

Subtotal 14.15 3,734 1.27 41,743 52,843 57,944 -8.80%

Commuter Routes

90 20.77 1,637 1.13 30,190 34,008 34,285 -0.81%

93 8.47 2,578 0.40 55,043 21,845 19,890 9.83%

96 9.09 2,051 0.40 46,655 18,639 17,777 4.85%

97 16.45 2,782 1.23 37,086 45,759 28,368 61.30%

98 18.45 1,780 1.26 26,089 32,846 29,235 12.35%

Subtotal 14.14 10,828 0.78 195,063 153,097 129,555 18.17%

Express Routes

100 8.07 6,768 0.38 144,569 54,639 62,902 -13.14%

300 5.22 6,714 0.28 126,781 35,059 35,152 -0.26%

Subtotal 6.65 13,482 0.33 271,350 89,698 98,054 -8.52%

Special ServiceRevenue

255 85 -35.29%

Looper Service 109,133 120,419 -9.37%

Grand Total 18.72 609,290 1.27 8,969,819 11,407,445 11,142,770 2.38%

1This route is also known as the Suncoast Beach Trolley

SM.

2Special Service Revenue includes Airport Fire Department, Alternative Transportation Week, Clearwater Jazz

Fest, Dunedin High School, Federal Transit Association, Oldsmar Oktoberfest, Stuff-A-Bus, Pinellas CountyEconomic Development Department, Pinellas County Department of Public Affairs, Pinellas Park ChristmasParade, and Pinellas County Sherriff's Department.

3Looper service is a non-profit service that receives an annual grant from PSTA. It leases PSTA trolleys. Fares

are $0.25 and it runs between the Renaissance Vinoy Resort and Golf Club and the Arts District in St. Petersburg.

Pasco County

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Map 2-3: Top 10 FixedRoutes by Ridership

LegendTop 10 Routes

PSTA Bus Routes

Major Roads



Table 2-5Fixed-Route Service: Ridership Analysis by Route (October to May)

FY 2007/08 FY 2006/07


HourRevenue

Hours

Passengersper

RevenueMile

RevenueMiles

TotalRidership

TotalRidership


FY 2007/08)

Local Routes

1 11.38 2,595 0.84 35,190 29,534 32,541 -9.24%

4 22.28 29,347 1.69 386,438 653,755 557,911 17.18%

5 16.53 8,216 1.36 99,757 135,813 131,166 3.54%

7 16.01 7,870 1.42 88,883 125,995 120,934 4.18%

11 15.54 11,135 1.18 147,031 173,054 157,772 9.69%

14 22.91 10,842 1.83 135,975 248,382 235,761 5.35%

15 17.26 7,232 1.35 92,196 124,814 105,478 18.33%

18 23.59 36,951 1.96 444,646 871,630 805,768 8.17%

19 23.89 41,683 1.63 612,545 995,655 934,585 6.53%

20 16.54 6,467 1.13 94,632 107,000 117,044 -8.58%

22 10.92 2,960 0.73 44,071 32,324 36,279 -10.90%

23 15.47 11,149 1.17 147,086 172,488 168,292 2.49%

30 8.29 2,737 0.55 41,545 22,681 20,139 12.62%

35 19.86 13,662 1.87 144,859 271,384 248,566 9.18%

38 17.21 6,157 1.13 93,979 105,942 100,446 5.47%

52 25.60 29,440 1.75 430,922 753,728 669,124 12.64%

58 7.53 11,721 0.41 214,364 88,277 85,681 3.03%

59 18.81 23,999 1.29 350,694 451,524 407,775 10.73%

60 39.43 9,895 3.40 114,635 390,135 339,288 14.99%

61 13.34 9,204 1.07 115,015 122,825 114,348 7.41%

62 13.21 8,163 0.74 145,499 107,870 96,963 11.25%

66 14.16 12,053 0.93 183,681 170,700 144,814 17.88%

67 16.49 4,825 0.91 87,126 79,567 75,737 5.06%

68 16.08 4,017 1.01 64,156 64,575 62,176 3.86%

73 16.86 5,646 0.99 96,248 95,218 86,357 10.26%

74 14.67 23,222 0.98 346,353 340,685 318,317 7.03%

75 12.20 6,956 0.81 104,419 84,859 81,199 4.51%

76 20.19 4,191 1.37 61,742 84,614 68,075 24.30%

78 24.79 6,120 2.02 75,133 151,700 125,594 20.79%

79 16.38 22,207 1.14 319,624 363,710 339,382 7.17%

80 17.75 8,302 1.67 88,179 147,342 117,917 24.95%

82 12.72 2,721 0.80 43,398 34,601 34,691 -0.26%

777/8881

24.12 15,604 0.96 390,726 376,397 341,769 10.13%

Subtotal 19.59 407,288 1.37 5,840,745 7,978,778 7,281,889 9.57%


Table 2-5 (continued)

Fixed-Route Service: Ridership Analysis by Route (October to May)

FY 2007/08 FY 2006/07


HourRevenue

Hours

Passengersper

RevenueMile

RevenueMiles

TotalRidership

TotalRidership


FY 2007/08)

Shuttle/Circulator Routes

32 18.68 1,509 1.79 15,716 28,175 21,661 30.07%

111 18.98 258 2.18 2,251 4,899 8,124 -39.70%

444 4.93 1,136 0.40 14,000 5,601 4,122 35.88%

555 0.00 0 0.00 0 0 889 N/A

Subtotal 13.33 2,902 1.21 31,966 38,675 34,796 11.15%

Commuter Routes

90 19.77 1,117 1.09 20,215 22,078 21,331 3.50%

93 12.09 1,815 0.59 37,102 21,934 14,036 56.27%

96 8.79 1,413 0.40 31,239 12,427 12,279 1.21%

97 17.74 1,840 1.25 26,180 32,650 30,002 8.83%

98 19.53 1,212 1.37 17,305 23,677 21,383 10.73%

Subtotal 15.24 7,398 0.85 132,040 112,766 99,031 13.87%

Express Routes

100 8.01 4,737 0.39 97,390 37,945 36,289 4.56%

300 5.08 4,919 0.23 107,236 24,990 23,658 5.63%

Subtotal 6.52 9,656 0.31 204,626 62,935 59,947 4.98%

Grand Total2, 3

19.18 427,244 1.32 6,209,378 8,193,154 7,475,663 9.60%

1This route is also known as the Suncoast Beach Trolley

SM.

2There have been 60 passenger trips provided under Special Service Revenue ridership to date in FY 2007/08.

3Looper ridership is not included in the grand total figure.

2.2.4 Service Frequency

Fifteen (35%) of PSTA's routes have peak-hour frequencies of 30 minutes and seven

(16%) have peak-hour frequencies of 20 minutes or less. Fourteen routes (33%) have

60-minute, peak-hour frequency. Two routes operate with headways that are greater

than 120 minutes. The five commuter routes operate between four and 10 one-way trips

per day.

2.2.5 Increases in Service

In FY 2005/06, PSTA undertook the largest single service increase in its history. Service

frequency was increased on six routes (Routes 5, 7, 15, 18, 78, and 79). Commuter

Route 97, which travels between St. Petersburg and Mid-County, was added to the

system. Other service improvements were also initiated at this time. In 2006/07, PSTA


increased frequency on Routes 4, 59, 60, and 74. Evening service was extended on

Routes 11, 18, 38, 52, 59, 60, 61, 62, 66, 74, and 79. Map 2-4 displays the changes to

the system that were undertaken in FY 2005/06 and FY 2006/07.

2.3 DEMAND RESPONSE SERVICE

PSTA offers a door-to-door, shared ride service that is often referred to as Demand

Response Transportation (DART). DART is provided as part of PSTA’s efforts to meet

the requirements of the ADA. DART service must be reserved one day in advance.

Passengers are picked up in sedans or wheel-chair accessible vans.

Demand response service is provided for those individuals who cannot use fixed-route

services. The ADA requires that transit systems provide demand response service to

anyone who cannot access the fixed-route system and lives within and travels to within

¾ miles of the fixed route. While ADA implementing regulations require complementary

paratransit service for those persons whose disability prevents use of the fixed-route

system, it is expected that as new equipment and facilities are put into place,

transportation for persons with disabilities will largely be provided by fixed-route

services. This shift will cause demand for demand response services to decline.

The PSTA demand response system serves 21 incorporated communities, plus a portion

of the unincorporated areas of Pinellas County. The origin and destination of demand

response trips are closely monitored to ensure that all trips correspond with a ¾-mile

corridor dimension of fixed-route service availability. The ADA does not require

complementary paratransit service in areas where the provider does not have the legal

authority to operate. In Pinellas County, these areas include Belleair Beach, Belleair

Shores, and Kenneth City. In addition, complementary paratransit service does not have

to be provided along fixed routes that provide only commuter service, such as PSTA’s

commuter routes.

2.3.1 Response Time

Next-day scheduling is provided until 5:00 P.M. Pick-up times are negotiated with the

rider in an effort to maximize the multi-loading of passenger trips and avoid capacity

constraints. However, pick-up times in excess of one hour must be agreed to by the

rider (i.e., the rider has the right to require a pick up time within an hour before or after

his/her requested time). Pick-up times are negotiated whenever possible in an effort to

increase the possibilities for multi-loading trips and to maximize the efficiency of the

demand response system.

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Map 2-4:FY 2005/06 &

FY 2006/07Service Changes

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Increased Frequency

Major Roads

No Change

Extended Service

Increased Frequency &Extended Service

Realignment of Service


2.3.2 Trip Purposes

PSTA does not prioritize trips by purpose. Trips are scheduled on a first-come, first-

served basis. Subscription service is not required according to ADA implementing

regulations; however, eligible passengers can schedule subscriptions for repetitive trips

for employment and acute medical treatment.

2.3.3 Hours and Days of Service

Demand response transportation is a complement to PSTA’s regular bus service.

Therefore, service for eligible passengers is available during the same days and hours

as the regular bus service for any given trip request. In this way, comparable service

levels are maintained on both the fixed-route and demand response systems.

2.3.4 Fares

Under the ADA, fares for demand response services cannot be more than twice the rate

of fixed-route services offered at a similar time. In compliance with this rule, PSTA

charges a one-way cash fare of $3.00 for demand response service, while a one-way

cash fare on fixed-route service is $1.50. PSTA does not sell discounted fare passes for

demand response service. Currently, demand response trips that would require more

than one bus are not charged a higher fare. Table 2-6 provides the current fare rates for

the demand response system.

Table 2-6Demand Response Service:

PSTA Fare Structure (Effective 10-01-06)

Fare Type Cost

Demand Response Cash Fare $3.00

1-Ride Punch Ticket $3.00

10-Ride Demand Response Punch Ticket $30.00

Note: Demand response service is for people who, because of theirdisability, are unable to independently use the regular, accessiblePSTA buses. Certification and reservations are required.

2.3.5 Operating Budget

Prior to October 1995, private operators were responsible for the provision of a large

portion of PSTA demand response trips. In order to achieve additional cost savings,

PSTA amended its contract with these local operators to allow for complete privatization


of all functional areas of PSTA demand response service, effective October 1995.

Privatization also presented an opportunity to proceed with full next-day scheduling

earlier than anticipated, effective January 1996, rather than January 1997 as originally

proposed.

With full privatization of demand response service, the unit cost per passenger trip

declined from $14.12 in FY 1994/95 to $9.52 in FY 1995/96 (i.e., a decrease of 32.6

percent). Because new rates are negotiated, new contracts with private operators often

lead to an increase in cost per trip such as in FY 1998/99 and FY 2003/04. It is

expected that the new contract awarded at the beginning of FY 2008/09 will not deviate

from this trend. Table 2-7 provides detailed cost per passenger data for demand

response services.

The current contract for demand response service was executed in October 2003. A

new contract will be awarded at the beginning of FY 2008/09 following a Request for

Proposals process. PSTA budgeted $4.9 million in FY 2007/08 for demand response

service, which is nearly nine percent of PSTA’s annual operating budget.


Table 2-7Demand Response Cost per Passenger (FY 1994/95 to FY 2006/07)

Fiscal Year Total Expenses1,2

Total Trips Unit Cost per Trip

1994/95 $2,354,506 166,711 $14.12

1995/96 $1,707,829 179,346 $9.52

1996/97 $1,865,047 183,637 $10.77

1997/98 $2,077,432 192,236 $10.81

1998/99 $3,090,457 237,305 $13.02

1999/00 $3,394,065 249,437 $13.61

2000/01 $3,664,119 242,353 $15.12

2001/02 $3,808,034 239,777 $15.88

2002/03 $4,089,596 242,383 $16.87

2003/04 $4,375,490 257,560 $16.99

2004/05 $4,459,666 255,413 $17.45

2005/06 $4,524,549 258,714 $17.49

2006/073

$4,534,434 256,237 $17.70

1Expenses for the demand response system exclude fare revenues collected by

PSTA’s contract carriers.

2Demand response expenses include a subsidy for Looper service.

3Expenses for FY 2006/07 are un-audited.

Demand response for the first seven months of FY 2007/08 is down almost nine percent

when compared to demand response ridership in FY 2006/07. See Table 2-9.


18

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1993

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1994

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1995

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1996

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1997

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1998

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1999

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2000

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2001

/02

2002

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2003

/04

2004

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2005

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2006

/07

Table 2-8Growth in Demand Response Trip Volume

FiscalYear

TotalRidership

% Change FromPrevious Year

1993/94 189,314 4.30%

1994/95 166,711 -11.90%

1995/96 179,346 7.58%

1996/97 183,367 2.24%

1997/98 192,236 4.84%

1998/99 237,305 23.44%

1999/00 249,437 5.11%

2000/01 242,353 -2.84%

2001/02 239,777 -1.06%

2002/03 242,388 1.09%

2003/04 257,560 6.26%

2004/05 255,413 -8.00%

2005/06 258,714 1.26%

2006/07 256,367 -0.91%

Figure 2-5Growth in Demand Response Trip Volume


Table 2-9Demand Response Ridership Analysis (October to June)

PassengersMonth

FY 2007/08 FY 2006/07

PercentChange

October 21,620 23,088 -6.36%

November 20,107 21,651 -7.13%

December 19,137 20,928 -8.56%

January 20,487 22,281 -8.05%

February 19,672 21,097 -6.75%

March 19,446 23,215 -16.24%

April 20,049 21,898 -8.44%

May 20,226 22,034 -8.21%

June 19,228 19,923 -3.49%

Total 179,972 196,115 -8.23%

2.4 NEAR-TERM FUNDING SHORTFALL

The current adopted operating budget for FY 2007/08 is $56.2 million for both fixed-route

and demand response service. Ad valorem taxes from the 19 communities participating

in the Authority (excluding Belleair Beach, Belleair Shores, Kenneth City, St. Pete

Beach, and Treasure Island) and property within unincorporated Pinellas County

generate 65.9 percent of revenue for PSTA. St. Pete Beach and Treasure Island, which

are not part of the Authority, contract with PSTA for transit services. Belleair Beach,

Belleair Shores, and Kenneth City do not have transit service provided by PSTA.

Approximately 19.4 percent of operating revenue is from passenger revenue, and

another 10.0 percent of revenue is from state and federal grants. The remaining 4.7

percent is derived from special transit fares, auxiliary revenue (e.g., bus and shelter

advertising), investment income, non-transportation revenue, State of Florida

reimbursement for fuel taxes, and purchased service (see Table 2-10 and Figure 2-6).

Table 2-10Operating Budget by Revenue Source (FY 2007/08)

Revenue SourceRevenue

Generated% of TotalRevenue

Ad Valorem Taxes $37,076,200 65.9%

Passenger Revenue $10,890,000 19.4%

State & Federal Grants $5,623,300 10.0%

Fuel Tax Reimbursement & Misc. Revenue $2,655,800 4.7%

Total $56,245,300 100.0%

Note: The above breakdown is from the FY 2007/08 adopted budget.


4.7%

19.4%

10.0%

65.9%

Ad Valorem

Taxes

State and

Federal

Grants

Passenger

Revenue

Fuel Tax

Reimbursement

& Misc. Revenue

Figure 2-6Fixed-Route Service: Operating Budget by Revenue Source (FY 2007/08)

On January 29, 2008, the citizens of Florida voted to enact Amendment 1, which rolled

back ad valorem rates. As ad valorem taxes make up 65.9 percent of PSTA’s revenue,

the loss of revenue combined with rapidly increasing fuel prices has left PSTA with a

deficit in the FY 2008/09 budget. The deficit is approximately $5.8 million. The following

options are being explored by the PSTA Board in an effort to balance the budget.

The PSTA Board of Directors first met May 5, 2008, for a special workshop to discuss

how to balance the FY 2008/09 budget. The finance committee of the Board of Directors

then followed with a meeting on May 16, 2008. The Board is tasked with the decision as

to how to balance the budget for FY 2008/09. Options include the following:

carryover from FY 2008 budget,

service modifications,

reductions to the FY 2008/09 annual operating budget,

fare increases,

use of general reserves, and

millage rate increases.

Details on these options are presented in the following subsections. PSTA staff

recommendations and the schedule for budget approval are also presented below.


2.4.1 Carryover from FY 2007/08 Budget

PSTA staff projects approximately $0.94 million from the FY 2007/08 budget will be

unspent. Staff recommends that this surplus be carried forward into FY 2008/09 in order

to alleviate some of the projected budget shortfall.

2.4.2 Service Modifications

To assist the Board of Directors in its decision as to whether or not to cut service in order

to balance the FY 2008/09 budget, PSTA staff analyzed and presented five service

modification scenarios: no change, 2.5 percent reduction, 5 percent reduction, 7.5

percent reduction, and 10 percent reduction in fixed-route service.

PSTA staff recommended the 5-percent service reduction plan, which would result in

41,250 fewer hours of service and the elimination of 22 transportation positions, one

administration position, and three bus maintenance positions. In total, the 5-percent

reduction plan would eliminate 26 positions in the FY 2008/09 budget. The 5-percent

reduction plan requires the following service modifications:

restructuring five routes,

re-aligning 17 (possibly 18) routes,

eliminating selected trips on 21 routes,

reducing frequency on five (possibly seven) routes,

eliminating Sunday service on one route, and

eliminating three routes.

In most cases, the eliminated routes would be served by nearby parallel routes. It is

estimated that this plan will save PSTA $1.43 million in FY 2008/09. This service

modification plan was approved on June 25, 2008.

2.4.3 Reductions to the FY 2008/09 Annual Operating Budget

PSTA staff also explored further reduction of the budget for FY 2008/09. PSTA staff

recommended cutting several budget items:

$72,000 for lobbying,

$192,000 for bus stop custodial services,

$750,000 in labor, fringe benefits, and DART contract fees,


$150,500 in bus part purchases, and

$200,000 in advertising.

Other costs savings that were less than $50,000 each were identified. These cuts were

proposed by each department and include cuts in training, field observations, custodial

servic

Documents

Final TDP - PSTA v. 2 · 2018. 10. 24. · 6.2.12 Park-and-Ride Opportunities ... Expenses and Cost per Trip (FY 1994/95 – FY 2006/07).....2-9 Table 2-3 Fixed-Route Service: