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8/10/2019 PSTA Progress Report, FY 2014

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TABLE OF CONTENTS

Section 1: INTRODUCTION............................................................................................................. 1-1

State of Florida Public Transit Block Grant Program ....................................................... 1-1

Organization of Report .................................................................................................... 1-3

Section 2: EXISTING PSTA SERVICE LEVELS ............................................................................ 2-1Existing Service .............................................................................................................. 2-1

Operating Statistics ........................................................................................................ 2-4

Section 3: PROGRESS REPORT ON MILESTONES .................................................................... 3-1

Progress Report on Milestones ....................................................................................... 3-1

Public Outreach .............................................................................................................. 3-15

Section 4: TRANSIT DEVELOPMENT PLAN ................................................................................. 4-1

Analysis of Plan Variances/New Directions ..................................................................... 4-1

Revenue-Constrained Financial Plan .............................................................................. 4-2

APPENDIX A: FAREBOX RECOVERY REPORT ........................................................................... A-1

APPENDIX B: OPERATING BUDGET PROJECTIONS .................................................................. B-1

APPENDIX C: CAPITAL PROJECTS REPORT C 1


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LIST OF TABLES

Table 2-1: Comparison between PSTAs FY 2007/08 and FY 2012/13 Operating Budget................. 2-4

Table 2-2: Total Fixed-Route Ridership .............................................................................................. 2-6

Table 2-3: Ridership Analysis FY 2011/12 (October 20110September 2012) ................................ 2-9

Table 2-4: Ridership Analysis FY 2012/13 (October 2012May 2013) ............................................. 2-11

Table 2-5: Service Profile for Fixed RoutesEffective June 3, 2012 ................................................. 2-13

Table 2-6: PSTA Fare Structure (Effective October 3, 2010) .............................................................. 2-15

Table 2-7: Change in Demand Response Trip Volume ...................................................................... 2-16

Table 4-1: PSTA Priority Projects ....................................................................................................... 4-4

Table 4-2: PSTA Capital Priorities ...................................................................................................... 4-7

Table 4-3: Revenue-Constrained PlanCapital Needs and Operating Projections ........................... 4-10

Table 4-4: New Revenue PlanCapital Needs and Operating Projections ....................................... 4-12

LIST OF MAPS

Map 2-1: -Mile Buffer Service Area .................................................................................................. 2-2

Map 2-2: -Mile Buffer Service Area ................................................................................................. 2-3

Map 3-1: North County Flex Service ................................................................................................... 3-7

Map 3-2: Safety Harbor Jolly Trolley Route ....................................................................................... 3-9

Map 4-1: New Revenue Scenario ...................................................................................................... 4-3Map 4-2: PSTA Priority Projects ......................................................................................................... 4-6

LIST OF FIGURES


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SECTION 1INTRODUCTION

The Ten-Year Transit Development Plan (TDP) is the strategic guide for public transportation in Pinellas

County over the next ten years. A major update to a TDP is conducted every five years and includes a

review of transit planning and policy documents, a documentation of study area conditions and

demographic characteristics, an evaluation of existing Pinellas Suncoast Transit Authority (PSTA) services,

a summary of market research and public involvement efforts, the development of a situation appraisal and

needs assessment, and the preparation of a ten-year transit development plan. The previous TDP majorupdate was adopted by the PSTA Board in September 2010.

STATE OF FLORIDA PUBLIC TRANSIT BLOCK GRANT PROGRAM

The State of Florida Public Transit Block Grant Program was enacted by the Florida Legislature to provide

a stable source of funding for public transit. The Block Grant Program requires public transit service

providers to develop and adopt a Ten-Year TDP. The TDP must be submitted to the Florida Department of

Transportation (FDOT) District Office on or before September 1 stof each year. As indicated, major updates

are due every five years with more substantial reporting requirements. In the interim years, the TDP takes

the form of a progress report, which has less intense reporting requirements. The TDP is the guiding

document for the Pinellas County Metropolitan Planning Organization (MPO) Transportation Improvement

Program (TIP), as well as the FDOT Five-Year Work Program concerning public transportation in Pinellas

County. The TDP must be consistent with the approved local government comprehensive plans and theMPO Long Range Transportation Plan.

Thi l t th i t f TDP t i d ith R l Ch t 14 73 Fl id


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Identification of the Submitting Entity

Agency: Pinellas Suncoast Transit AuthorityTelephone Number: (727) 540-1800Mailing Address: 3201 Scherer Drive, St. Petersburg, FL 33716Authorizing AgencyRepresentative: Bradford Miller, Chief Executive Officer

For further information about this plan, please contact

Mr. John Villeneuve, Planning Manager, PSTA, 3201 Scherer Drive,St. Petersburg, Florida 33716

(727) 540-1804 or Fax (727) 540-1910


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ORGANIZATION OF REPORT

In addition to the Introduction section, the TDP Progress Report includes the following sections:

Section 2 The Existing PSTA Service Levels section describes and presents operational statistics for

existing PSTA services.

Section 3The Progress Report on Milestones documents the past years accomplishments compared to

the original implementation program outlined in the 2010 TDP Major Update. An analysis of discrepancies

is also presented in this section.

Section 4 This section presents the revised ten-year Transit Development Plan. The updated plan

includes a revised tenth year, a new implementation program for projects and services, and an updated

financial plan.


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SECTION 2

EXISTING PSTA SERVICE LEVELS

This section provides a review of existing PSTA service levels and is divided into two subsections including

existing service and operating statistics. The review of existing service includes a general description of

the structure of PSTA and its system characteristics. The operating statistics subsection provides a

summary of existing service levels and productivity.

EXISTING SERVICE

PSTA provides public transportation service to Pinellas County. The county is the smallest, yet most

densely populated county in Florida with a population of over 900,000. Presently, PSTA has 593

employees and 195 buses, and serves 21 of the 24 communities in Pinellas County plus unincorporated

areas. Service is not provided to Kenneth City, Belleair Beach, and Belleair Shores. PSTA's route network

can be generally categorized as a hub-and-spoke system with three major hubs: downtown St. Petersburg,Grand Central Station, and downtown Clearwater. Maps 2-1 and 2-2 illustrate the transit service population

within a quarter-mile and three-quarter-mile distance of the fixed-route network, respectively.

PSTA currently operates buses on 40 local routes (28 fixed routes, 2 circulators, 3 connector routes, 3

commuter routes, 2 express routes and 2 trolley services). In addition, Routes 100X and 300X provide

express service to Tampa. The PSTA weekday peak fleet requirement is 163 in FY 2012/13; the Saturday

vehicle requirement was 95 buses; while the Sunday/Holiday service requirement was 57 buses. PSTA

provides service to St. Pete Beach and Treasure Island via a service contract, although these areas are not

part of the transit authority. In addition, PSTA provides demand response service to persons with


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OPERATING STATISTICS

The current operating budget for FY 2012/13 is $60,578,410. Of this amount, 53 percent is generated fromad 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. St. Pete Beach and Treasure Island, which are not part of the Authority, contract with PSTA for

transit services. Approximately 22 percent of the budget is from passenger revenues, and another 21

percent of revenue comes from state and federal grants. The remaining amount is derived from fuel tax

reimbursement and miscellaneous revenue. Table 2-1 compares the FY 2007/08 and FY 2012/13operating budgets. Compared with the FY 2007/08 budget, the most notable change is the decrease in ad

valorem tax revenues (13.46%). That decrease is consistent with the recent decrease in property values

occurring throughout Florida and the United States. However, an increase in the millage rate assessed for

transit in Pinellas County in FY 2011/12 provided PSTA with sufficient funding for ongoing operations.

Passenger fare revenues increased from $10,890,000 to $13,143,370, a 20.7 percent increase during the

same period due to ongoing record ridership. Figure 2-1 illustrates the FY 2012/13 budget breakdown.

Table 2-1

Comparison between PSTAS FY 2007/08 and FY 2012/13 Operating Budget

Revenue Source

FY 2007/08 FY 2012/13 PercentChange

FY 2007/08FY 2012/13

RevenueGenerated

% of TotalBudget

RevenueGenerated

% of TotalBudget

Ad Valorem Taxes $37,076,200 61.2% $32,108,230 53% -13.46%Passenger Revenue $10,890,000 18.00% $13,143,370 21.7% 20.7%

State & Federal Grants $5,543,300 9.2% $12,865,501 21.2% 132.1%

Fuel Tax Reimbursement & Misc Revenue* $2 735 800 4 5% $2 461 309 4 1% 10 0%


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Tables 2-3 and 2-4 include the PSTA ridership analysis for FY 2011/12 and FY 2012/13, respectively.

Compared to FY 2011/12, wheelchair passenger ridership increased 11.14 percent, Medicaid bus pass

ridership decreased 25.32 percent, and bicycle user ridership increased 2.37 percent in FY 2012/13. In FY2012/13, the number of Medicaid passengers continued to decrease while wheelchair use decreased and

bicycle user ridership continued to increase.

Four routes, Routes 4, 18, 19, and 52, each

total more than 1 million in ridership annually

in FY 2011/12. These four routes carried41.3 percent of all PSTA passengers in FY

2011/12.

Through May of FY 2012/13, Routes 100X,

15, 300X, and 98 have experienced the

largest increase in ridership when compared

to the same period in FY 2011/12. Overall,ridership has increased slightly over the

same period in the previous fiscal year and

PSTA expects that ridership in FY 2012/13 will be higher than ridership in FY 2011/12.

Service Frequency

Five (16%) of PSTA's fixed routes (excluding commuter routes, express routes, circulators, and connector

routes) have peak-hour frequencies of 30 minutes and eleven (35%) provide peak-hour frequencies of 20

minutes or better. The Pinellas Park Shuttle, which serves as a community circulator, operates with service

frequencies greater than 60 minutes and Route 32 which provides circulator service in the downtown St


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Table 2-3Ridership Analysis FY 2011/12 (October 2011September 2012)

PASSENGERS

PER REV.

HOUR

FY 2011/12

REVENUE

HOURS

FY 2011/12

PASSENGERS

PER REV. MILE

FY 2011/2012

REVENUE MILES

FY 2011/2012

TOTAL RIDERSHIP

FY 2011/2012

TOTAL

RIDERSHIP

FY 2010/11

RIDERSHIP

PERCENT

CHANGE

WHEELCHAIR

PASSENGERS

FY 2011/2012

WHEELCHAIR

PASSENGERS

FY 2010/11

WHEELCHAIR

PERCENT

CHANGE

BICYCLE

PASSENGERS

FY 2011/2012

BICYCLE

PASSENGERS

FY 2010/11

BICYCLE

PERCENT

CHANGE

MEDICAID

PASSENGERS FY

2011/2012

MEDICAID

PASSENGERS

FY 2010/11

MEDICAID

PERCENT

CHANGE

1 7 3,621 0 59,869 23,109 22,643 2.06% 108 178 -39.33% 1006 7 03 43.10% 310 394 -21.32%

4 27 43,503 2 588,017 1,125,880 1,065,514 5.67% 6,301 5,428 16.08% 26,144 23,460 11.44% 41,696 54,962 -24.14%

5 18 11,679 1 146,733 200,124 209,179 -4.33% 1,623 1,556 4.31% 3,722 4,1 75 -10.85% 6,652 10,194 -34.75%

7 17 8,304 1 103,107 136,064 137,893 -1.33% 700 504 38.89% 3,066 2,796 9.66% 3,486 5,825 -40.15%

11 21 12,002 2 158837 245,455 233,124 5.29% 1294 813 59.16% 4,360 4,155 4.93% 6,346 8,133 -21.97%

14 25 15,633 2 201,786 375,031 369,827 1.41% 2,077 2,307 -9.97% 6,480 6,302 2.82% 15,778 20,938 -24.64%

15 22 6,945 1 100,899 145,302 154,414 -5.90% 1,227 1,201 2.16% 3,175 2,722 16.64% 4,888 9,267 -47.25%

18 25 54,483 2 661,636 1,293,330 1,329,381 -2.71% 11,539 10,988 5.01% 40,046 42,971 -6.81% 23,787 35,649 -33.27%

19 28 60,585 2 896,180 1,623,947 1,577,308 2.96% 6,751 5,700 18.44% 54,392 52,559 3.49% 26,196 36,726 -28.67%

20 19 9,418 1 137,886 169,563 158,732 6.82% 695 655 6.11% 4,465 3,714 20.22% 5,138 6,081 -15.51%

23 16 16,057 1 211,910 252,473 233,084 8.32% 1,089 1,290 -15.58% 4,220 4,184 0.86% 9,011 10,607 -15.05%

30 8 1,946 1 28,446 13,937 12,399 12.40% 37 20 85.00% 684 586 16.72% 107 201 -46.77%

35 26 23,588 2 294,915 837,532 281,277 197.76% 3,342 1,217 174.61% 11,959 9,226 29.62% 10,430 10,003 4.27%

38 19 9,569 1 140,244 170,815 165,461 3.24% 1,080 1,112 -2. 88% 5,693 4,782 19.05% 4,592 6,148 -25.31%

52 31 43,858 2 621,570 1,316,257 1,299,237 1.31% 6,754 6,052 11.60% 36,161 36,564 -1.10% 51,112 55,935 -8.62%

58 11 5,165 1 89,393 52,794 47,910 10.19% 107 123 -13.01% 2,834 2,846 -0.42% 334 473 -29.39%

59 24 35,471 2 536,728 816,734 781,611 4.49% 3,328 2,957 12.55% 27,287 23,990 13.74% 15,104 20,684 -26.98%

60 38 14,114 3 174,810 520,409 551,615 -5.66% 1,870 1,343 39.24% 14,821 12,954 14.41% 6,779 9,933 -31.75%

61 15 13,500 1 168,975 190,591 192,929 -1.21% 942 1,396 -32.52% 5,787 5,394 7.29% 3,963 5,451 -27.30%

62 15 13,964 1 232,255 194,449 186,917 4.03% 590 599 -1.50% 7,927 8,867 -10.60% 3,226 4,826 -33.15%

66 17 18,630 1 283,714 306,682 300,597 2.02% 2,027 2,109 -3.89% 11,054 10,524 5.04% 4,080 5,596 -27.09%

67 23 75,801 1 129,234 167,709 162,851 2.98% 933 934 -0.11% 4,660 5,729 -18.66% 1,253 1,548 -19.06%

68 19 5,735 1 82,419 101,433 113,759 -10.84% 476 440 8.18% 4,191 4,365 -3.99% 1,154 2,248 -48.67%

73 19 7,358 1 113,523 134,803 120,415 11.95% 912 738 23.58% 4,941 4,297 14.99% 1,683 2,590 -35.02%

74 19 32,585 1 483,837 590,816 555,816 6.30% 4,862 4,634 4.92% 18,474 20,694 -10.73% 12,056 15,277 -21.08%

75 15 10,226 1 136,395 151,064 144,100 4.83% 826 629 31.32% 3,788 3,785 0.08% 2,872 5,097 -43.65%

76 22 6,129 2 82,951 129,340 125,860 2.76% 353 379 -6.86% 3,708 3,459 7.20% 1,435 1,381 3.91%

78 33 8,162 3 104,688 257,441 245,339 4.93% 1,360 1,309 3.90% 7,863 6,816 15.36% 4,462 4,634 -3.71%

79 21 29,363 1 425,695 580,459 570,422 1.76% 3,853 3,777 2.01% 17,260 15,855 8.86% 12,353 22,053 -43.98%

Suncoast

Beach

TrolleySM

42 31,608 3 597,908 644,443 771,740 -16.49% 1,043 1,044 -0.10% 21,369 24,502 -12.79% 3,681 7,385 -50.16%

SUBTOT AL 642 629,002 44 7,994,560 12,767,986 12,121,354 5.33% 68,099 61,432 10.85% 361,537 352,976 2.43% 283,964 380,239 -25.32%

(75% of AVG) 16.1 1.1


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2-10

Table 2-3 (Contd)Ridership Analysis FY 2011/12 (October 2011September 2012)

SHUTTLE/

CIRCULATOR

ROUTE

PASSENGERS

PER REV.

HOUR

FY 2011/12

REVENUE

HOURS

FY 2011/12

PASSENGERS

PER REV. MILE

FY 2011/2012

REVENUE MILES

FY 2011/2012

TOTAL RIDERSHIP

FY 2011/2012

TOTAL

RIDERSHIP

FY 2010/11

RIDERSHIP

PERCENT

CHANGE

WHEELCHAIR

PASSENGERS

FY 2011/2012

WHEELCHAIR

PASSENGERS

FY 2010/11

WHEELCHAIR

PERCENT

CHANGE

BICYCLE

PASSENGERS

FY 2011/2012

BICYCLE

PASSENGERS

FY 2010/11

BICYCLE

PERCENT

CHANGE

MEDICAID

PASSENGERS

FY 2011/2012

MEDICAID

PASSENGERS

FY 2010/11

MEDICAID

PERCENT

CHANGE

32 17 2,495 2 19,656 41,718 40,795 2.26% 780 748 4.28% 332 258 28.68% 2213 2744 -19.35%

444 7 2,218 1 25,472 14,396 13,534 6.37% 611 407 50.12% 96 104 -7.69% 178 299 -40.47%

SUBTOT AL 24 4713 3 45128 56114 54329 3.29% 1391 1155 20.43% 428 362 18.23% 2391 3043 -21.43%

(75% of AVG) 9.0 1.1

PEAK-HOUR

COMMUTER

ROUTES

PASSENGERS

PER REV.

HOUR

FY 2011/12

REVENUE

HOURS

FY 2011/12

PASSENGERS

PER REV. MILE

FY 2011/2012

REVENUE MILES

FY 2011/2012

TOTAL RIDERSHIP

FY 2011/2012

TOTAL

RIDERSHIP

FY 2010/11

RIDERSHIP

PERCENT

CHANGE

WHEELCHAIR

PASSENGERS

FY 2011/2012

WHEELCHAIR

PASSENGERS

FY 2010/11

WHEELCHAIR

PERCENT

CHANGE

BICYCLE

PASSENGERS

FY 2011/2012

BICYCLE

PASSENGERS

FY 2010/11

BICYCLE

PERCENT

CHANGE

MEDICAID

PASSENGERS

FY 2011/2012

MEDICAID

PASSENGERS

FY 2010/11

MEDICAID

PERCENT

CHANGE

90 17 1,678 1 30,460 28,438 33,908 -16.13% 43 27 59.26% 456 527 -13.47% 350 805 -56.52%

97 18 2,708 1 39,133 45,618 46,847 -2.62% 147 117 25.64% 1,917 1,851 3.57% 894 1,638 -45.42%

98 23 1,625 2 25,017 36,536 31,529 15.88% 83 92 -9.78% 938 753 24.57% 832 479 73.70%

SUBTOT AL 58 6,011 4 94,610 110,592 112,284 -1.51% 273 236 15.68% 3,311 3 ,131 5.75% 2,076 2,922 -28.95%

(75% of AVG) 14.5 1.0

EXPRESS

ROUTE

PASSENGERS

PER REV.

HOUR

FY 2011/12

REVENUE

HOURS

FY 2011/12

PASSENGERS

PER REV. MILE

FY 2011/2012

REVENUE MILES

FY 2011/2012

TOTAL RIDERSHIP

FY 2011/2012

TOTAL

RIDERSHIP

FY 2010/11

RIDERSHIP

PERCENT

CHANGE

WHEELCHAIR

PASSENGERS

FY 2011/2012

WHEELCHAIR

PASSENGERS

FY 2010/11

WHEELCHAIR

PERCENT

CHANGE

BICYCLE

PASSENGERS

FY 2011/2012

BICYCLE

PASSENGERS

FY 2010/11

BICYCLE

PERCENT

CHANGE

MEDICAID

PASSENGERS

FY 2011/2012

MEDICAID

PASSENGERS

FY 2010/11

MEDICAID

PERCENT

CHANGE

100X 11 5,826 1 119,828 57,949 52,827 9.70% 275 180 52.78% 3003 2955 1.62% - - -

300X 8 4,591 0 106,636 35,408 38,081 -7.02% 336 319 5.33% 1,674 1,980 -15.45% - - -

SUBTOT AL 19 10417 1 226464 93357 9090 8 2.69% 611 499 22.44% 4677 4935 -5.23%

(75% of AVG) 7.1 0.4

GRAND

TOTAL20.08 650,143 1.41 8,360,762 13,028,049 12,378,875 5.24% 70,374 63,322 11. 14% 369,953 36 1,404 2.37 % 288,431 386,204 -25.32%

Source: PSTA Finance Department, 2013


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Table 2-4Ridership Analysis FY 2012/13 (October 2012 - May 2013)

PASSENGERS

PER REV.

HOUR

FY 2012/13

REVENUE

HOURS

FY 2012/13

PASSENGERS

PER REV.

MILE FY

2012/2013

REVENUE

MILES FY

2012/2013

TOTAL

RIDERSHIP FY

2012/2013

TOTAL

RIDERSHIP

FY 2011/12

RIDERSHIP

PERCENT

CHANGE

WHEELCHAIR

PASSENGERS

FY 2012/2013

WHEELCHAIR

PASSENGERS

FY 2011/12

WHEELCHAIR

PERCENT

CHANGE

BICYCLE

PASSENGERS

FY 2012/2013

BICYCLE

PASSENGERS

FY 2011/12

BICYCLE

PERCENT

CHANGE

MEDICAID

PASSENGERS

FY 2012/2013

MEDICAID

PASSENGERS

FY 2011/12

MEDICAID

PERCENT

CHANGE

1 7 2,396 0 39,461 16,765 15,117 10.90% 81 65 24.62% 744 659 12.90% 185 192 -3.65%

4 28 28, 935 2 390,5 19 776,972 715,994 8.52% 4,673 3975 17.56% 16866 16,723 0.86% 22,675 28,211 -19.62%

5 18 7,761 1 98,779 136,984 128,701 6.44% 1,076 1,124 -4.27% 2,745 2,386 15.05% 4,015 4,507 -10.92%

7 18 5,514 1 67,940 97,881 88,960 10.03% 459 469 -2.13% 2,270 1,904 19.22% 2,377 2,333 1.89%

11 23 7,985 2 105643 173946 159,030 9.38% 732 797 -8.16% 3934 2,688 46.35% 4541 3,895 16.59%

14 26 10,363 2 133,703 263,465 236,668 11.32% 1,613 1,373 17.48% 4,456 4,418 0.86% 13,500 9,920 36.09%

15 24 4, 607 2 66, 361 106,726 91,264 16.94% 675 779 -13.35% 2,603 2,003 29.96% 3,522 3,170 11.10%

18 26 36, 203 2 451,4 23 888,343 850,818 4.41% 7,071 7,706 -8.24% 27,013 26,261 2.86% 14,520 16,133 -10.00%

19 30 40,238 2 595,057 1,147,072 1,074,504 6.75% 4,147 4,551 -8.88% 38,206 35, 715 6.97% 18,854 16, 590 13.65%

20 20 6,250 1 91,450 120,008 109,587 9.51% 598 411 45.50% 3,545 2,746 29.10% 3,683 3,251 13.29%

23 17 10,650 1 140,904 117,135 163,810 -28.49% 701 873 -19.70% 3,146 2,798 12.44% 6,981 5,954 17.25%

30 9 1,292 1 18,830 10,226 9,999 2.27% 21 16 31.25% 457 438 4.34% 48 65 -26.15%

35 24 22,963 2 28 0,722 600,778 542,369 10.77% 2,357 2,851 -17.33% 12,876 11,633 10.69% 7,865 9,289 -15.33%

38 19 6, 346 1 94, 223 118,392 113,012 4.76% 1,163 672 73.07% 3,892 3,835 1.49% 2,304 3,113 -25.99%

52 31 29, 359 2 413,2 53 879,316 849,376 3.52% 4,768 4,903 -2.75% 24,300 24,245 0.23% 28,085 34,861 -19.44%

58 11 3,448 1 59,671 34,448 35,235 -2.23% 79 92 -14.13% 1,842 1,807 1.94% 158 236 -33.05%

59 25 23,701 2 357,794 557,868 533,130 4.64% 2,106 2,106 0.00% 17,828 17,710 0.67% 7,338 10,664 -31.19%

60 40 9,414 3 121,628 366,125 342,432 6.92% 1,369 1,063 28.79% 9,090 10,455 -13.06% 5,111 4,679 9.23%

61 16 8, 911 1 111,931 138,730 122,474 13.27% 801 599 33.72% 4,009 3,929 2.04% 3,052 2,596 17.57%

62 15 9,293 1 154,654 134,121 130,065 3.12% 459 352 30.40% 6,204 5,053 22.78% 1,685 2,130 -20.89%

66 18 12,454 1 190,159 216,127 206,205 4.81% 761 1,359 -44.00% 7,020 7,344 -4.41% 2,989 2,736 9.25%

67 23 5,052 1 85,788 112,278 117,002 -4.04% 213 701 -69.61% 4,0 59 3,116 30.26% 657 674 -2.52%

68 19 3,804 1 55,949 69,076 67,112 2.93% 333 308 8.12% 3,463 2,561 35.22% 648 798 -18.80%

73 19 4,892 1 75,391 89,643 90,605 -1.06% 870 597 45.73% 3,022 3,608 -16.24% 909 1,182 -23.10%

74 21 21,716 1 32 2,683 432,631 388,416 11.38% 2,543 3,526 -27.88% 14,979 11,398 31.42% 6,882 7,948 -13.41%

75 16 6,788 1 90,495 107,261 99,759 7.52% 682 558 22.22% 2,843 2,502 13.63% 1,900 1,904 -0.21%

76 24 4,088 2 54,403 94,780 85,653 10.66% 226 216 4.63% 2,437 2, 508 -2.83% 1,199 958 25.16%

78 33 5,402 3 69,566 171,311 173,413 -1.21% 685 896 -23.55% 5,017 5,382 -6.78% 2,292 3,153 -27.31%

79 21 19,617 1 278,896 399,642 380,993 4.89% 2,285 2,802 -18.45% 10,862 11,472 -5.32% 9,325 8,127 14.74%

Suncoast

Beach

TrolleySM

23 18,016 1 356,564 446,318 438,465 1.79% 643 725 -11.31% 15,154 14,339 5.68% 1,961 2,594 -24.40%

SUBTOT AL 644 377458 43 5,373,840 8,824,368 8,360,168 5.55% 44,190 46,465 -4.90% 254,882 241,636 5.48% 179,261 191,863 -6.57%

(75% of

AVG)16.1 1.1


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2-13

Table 2-5Service Profile for Fixed RoutesEffective June 3, 2012

Daily Route Miles Daily Route Hours Service Headway Service Period AM/PM Vehicle Requirements

Fixed

RouteM-TH FRI SAT Sun M-TH FRI SAT SUN M-TH FRI SAT SUN M-TH FRI SAT SUN

M-F

Peak

M-F

Off

Peak

SAT SUN

1/30 209.77 209.77 209.77 None 12:15 12:15 12:15 None30/60/70/80

min

30/60/70/80

min

30/60/70/80

minNone 7:15/6:36 7:15/6:36 7:15/6:36 None 2 2 2 None

4 2171.42 2171.42 1221.45 521.00 8:20 8:20 12:10 9:10 15/30 min 15/30 min 25/30 min 30/60 min 5:45/10:55 5:45/10:55 5:30/10:45 8:15/6:45 10 10 5 3

5 601.62 601.62 368.34 207.57 18:20 18:20 4:10 12:2530/35/55/60

/85 min

30/35/55/60

/85 min60/85 min 90 min 6:00/8:30 6:00/8:30 6:30/8:25 8:00/7:00 4 4 2 1

7 315.61 315.61 293.89 326.34 2:03 2:03 21:51 22:12 15/68 min 15/68 min 60 min 60 min 5:50/7:30 5:50/7:30 5:45/8:00 5:45/8:00 1 1 2 3

11 581.04 581.04 350.26 161.59 17:07 17:07 0:55 10:55 60 min 60 min 60 min 120 min 6:00/7:25 6:00/7:25 6:00/6:10 7:50/6:05 3 3 2 1

14 712.19 712.19 699.94 203.06 3:12 3:12 1:16 13:0025/30/35

min

25/30/35

min25/30/35 min 95 min 5:40/8:50 5:40/8:50 5:40/8:50 6:45/7:05 6 7 6 1

15 317.53 317.53 322.39 216.71 20:39 20:39 21:46 16:08 60/65 min 60/65 min 60 min 60 min 5:25/8:10 5:25/8:10 5:48//7:50 5:48//7:50 1 1 1 None

18 2637.95 2637.95 1837.22 742.68 23:47 23:47 3:05 2:2020/25/30/45

/55 min

20/25/30/45

/55 min30/60/75 min 60 min 5:10/11:30 5:10/11:30 5:15/10:30 6:10/7:50 12 13 8 4

19 3352.37 3352.37 2524.58 898.24 17:10 17:10 20:00 11:00

15/20/25/

30/35/50/60

min

15/20/25/

30/35/50/60

min

15/25/30/35

min60 min 5:15/11:25 5:15/11:25 5:10/10:20 6:20/7:05 15 15 10 5

20 442.23 442.23 442.23 366.31 3:55 3:55 3:55 23:10 60 min 60 min 60 min 60 min 5:25/7:10 5:25/7:10 5:25/7:10 7:20/6:10 2 2 2 2

23 761.08 761.08 700.31 172.39 6:35 6:35 2:19 10:00 30/90 min 30/90 min 30 min 85/95 min 5:20/8:30 5:20/8:30 5:20/8:30 8:20/5:30 2 2 2 1

32 88.26 88.26 88.26 None 8:45 8:45 8:45 None 35/40 min 35/40 min 35/40 min None 8:55/5:00 8:55/5:00 8:55/5:00 None 0 1 1 None38 462.92 462.92 459.53 285.31 4:59 4:59 3:51 18:22

45/50/55/60

min

45/50/55/60

min45/50/60 min 60 min 5:35/9:45 5:35/9:45 6:00/8:45 7:35/6:20 1 2 4 1

52 2189.47 2189.47 936.58 694.26 8:52 8:52 16:54 0:47

15/20/25/30

/35/40/45

min

15/20/25/30

/35/40/45

min

45/50/60/65

min60 min 4:55/11:55 4:55/11:55 5:00/9:45 7:05/7:53 10 9 4 4

58 403.48 403.48 None None 22:25 22:25 None None45/60/65/75

/80 min

45/60/65/75

/80 minNone None 5:35/7:00 5:35/7:00 None None 2 2 None None

59 2014.40 2014.40 773.50 756.14 7:58 7:58 22:36 19:4315/20/25/30

/40 min

15/20/25/30

/40 min

45/50/60/66

5/70 min60/65 min 5:10/9:38 5:10/9:38 5:45/10:00 5:35/9:10 10 10 3 3

60 508.74 508.74 350.40 298.56 21:57 21: 57 7:40 1:30

20/25/30/50

/55/60/65

min

20/25/30/50

/55/60/65

min

30/35/60 min30/35/60/65

min5:10/11:20 5:10/11:20 5:00/9:30 7:25/9:20 4 4 2 2

61 558.05 558.05 546.16 324.86 18:50 18:50 18:15 21:30 30/60 min 30/60 min 60/65 min 60/90 min 5:25/8:15 5:25/8:15 5:25/8:15 7:20/6:35 3 3 3 2

62 915.00 915.00 492.03 None 4:35 4:35 2:20 None35/40/60/70

/75/80 min

35/40/60/70

/75/80 min60/135 min None 5:05/8:30 5:05/8:30 6:40/7:30 None 3 4 2 None

66 1175.25 1175.25 914.41 364.14 20:10 20:10 8:45 21:45 60 min 60 min 60 min 120 min 5:10/7:50 5:10/7:50 5:10/7:50 None 6 6 4 2

67 469.19 469.19 453.23 None 2:30 2:30 1:20 None55/60/65

min

55/60/65

min60 min None 6:00/6:55 6:00/6:55 6:00/6:45 None 2 2 2 None

68 260.01 260.01 276.90 250.46 14:53 14:53 17:45 15:55 55/60 min 55/60 min 60 min 60 min 6:10/9:40 6:10/9:40 6:00/10:45 6:45/9:50 2 2 1 1

73 437.01 437.01 253.48 None 3:25 3:25 14:57 None60/70/75

min

60/70/75

min120 min None 5:50/6:55 5:50/6:55 5:55/6:55 None 2 2 1 None

74 1910.69 1910.69 658.15 532.66 2:44 2:44 18:20 7:4020/30/40

min

20/30/40

min60/65/70 min 60/65 min 5:15/8:47 5:15/8:47 5:45/7:50 8:15/6:45 10 11 1 3

75 413.52 413.52 368.58 375.70 6:31 6:31 3:39 2:5855/60/75

min

55/60/75

min60 min 60 min 5:15/8:20 5:15/8:20 7:00/8:10 7:00/7:45 2 2 3

76 318.70 318.70 286.99 None 22:25 22:25 20:22 None 60 min 60 min 60 min None 5:55/6:50 5:55/6:50 7:00/6:45 None 2 3 1 None

78 432.51 432.51 262.07 157.44 5:07 5:07 18:56 10:2015/25/30/35

/40/60 min

15/25/30/35

/40/60 min60 min 75 min 5:30/7:50 5:30/7:50 6:25/7:50 7:50/5:10 3 2 2 1

79 1474.90 1474.90 843.77 516.18 5:40 5:40 6:42 7:21 30/35 min 30/35 min 30/60 min60/65/80/140

min5:30/8:25 5:30/8:25 5:35/8:14 7:55/7:08 7 7 4 3

444 104.89 104.89 None None 8:55 8:55 None None 100/105min 100/105min None None 9:00/5:35 9:00/5:35 None None 1 1 None None

SUBTOT AL 26368.27 26368.27 17062.90 8371.57 1,764.15 1,771.50 1,134.82 546.18 128 133 77 46


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Table 2-6

PSTA FARE STRUCTURE(EFFECTIVEOctober 3, 2010)

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

Full Cash Fare (Cash or Token)(Single Ride) ....................................................................................................... $ 2.00

Special Citizen Reduced Cash Fare with ID* ......................................................................................................... $ 1.00

Student Reduced Cash Fare with ID* .................................................................................................................... $ 1.25

Route 100X and 300X Premium Cash Fare *** ..................................................................................................... $ 3.00

Daily Full Fare Unlimited Ride GO Card................................................................................................................ $ 4.50

Daily Reduced Fare Unlimited Ride GO Card........................................................................................................ $ 2.257-Day Unlimited Ride GO Card............................... .............................................................................................. $ 20.00

31-Day Unlimited Ride GO Card............................................................................................................................ $ 65.00

31-Day Reduced Fare Unlimited Ride GO Card*........................................................................................ $ 35.00

20-Ride Premium GO Card(Routes 100X & 300X)*** ........................................................................................... $ 48.00

Premium Cash Fare (tokens not accepted) ........................................................................................................... $ 3.00

Special Citizen Reduced Premium Cash Fare* ..................................................................................................... $ 1.50

Passport

.............................................................................................................................................................. $ 85.007 -Day Youth Platinum Pass............................................................................................................................... $ 12.50

Summer Youth Haul Pass(May 15 thru August 31) ........................................................................................... $ 35.00

Demand Response Cash Fare** (Single Ride) ...................................................................................................... $ 4.00

10-Ride Demand Response Punch Ticket** .......................................................................................................... $ 40.00

*Proper ID 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 ID

cards can be obtained at a PSTA Customer Service Center, as well as at selected PSTA ticket outlets for $2.50.**Demand Response Service is for people who, because of their disability, are unable to independently use the regular, accessible PSTA buses. Certification

and reservations are required.

***Medicare Cardholders and Senior/Disabled Citizens with PSTA-issued Photo ID may pay reduced cash fare of $1.50 on select trips. Students are not eligible

for this discount and reduced fare GO Cards will not be accepted


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Demand Response Transportation Operating Statistics

Demand response trip volumes increased from 303,291 one-way passenger trips in FY 2010/11 to 304,684

one-way passenger trips in FY 2011/12 (a .46% increase). Since FY 2007/08, demand response ridershiphas increased 30.96 percent. Table 2-7 and Figure 2-3 reflect the change in total demand response trip

volume over time.

Table 2-7Change In Demand Response Trip Volume

Fiscal Year Total Ridership % Change From Previous Year

1993/94 189,314 4.3%

1994/95 166,711 -11.9%1995/96 179,346 7.6%

1996/97 183,367 2.2%

1997/98 192,236 4.8%

1998/99 237,305 23.4%

1999/00 249,437 5.1%

2000/01 242,353 -2.8%

2001/02 239,777 -1.1%

2002/03 242,383 1.1%2003/04 257,560 6.3%

2004/05 255,413 -0.1%

2005/06 258,714 1.3%

2006/07 256,309 -0.9%

2007/08 239,754 -6.5%

2008/09 228,463 -5.2%

2009/10 258,111 13.0%

2010/11 303,291 17.5%

2011/12 304,684 0.46%

Fi 2 3


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SECTION 3PROGRESS REPORT ON MILESTONES

A progress report on milestones achieved during the last year is presented in this section to describe how

PSTA is working to address market impacts and plan objectives identified in previous TDP efforts. In

addition to the progress report on milestones, this section also documents the Greenlight Pinellas efforts

being undertaken by PSTA over the next year and the associated public outreach.

PROGRESS REPORT ON MILESTONES

A number of accomplishments have been underway for a number of years in which some have been

completed and others are still underway. The following section will summarize major milestones achieved

and provides a progress report on other activities PSTA is working on in its efforts to meet changing market

conditions.

Transit Infrastructure

Reconstruct Portland Concrete Cement (PCC) Pavement and Related Work

In FY 2011/12, PSTA awarded the reconstruction project to Pepper Contractors which began the work in

May 2012. The project, which will also include the implementation of a number of security upgrades such

as security fencing, and monitoring devices and software, will total approximately $9.75 million and is

anticipated to be complete by late 2013. Funding for the project is being provided through the Federal

Transit Administration (FTA), a Department of Homeland Security Grant, and PSTA.

ADA Landing Pad Installation


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automobile mechanics can earn an Automotive Service Excellence (ASE) certification, students who

complete the two-year FDOT/CUTR course will earn an ASE Bus Master Technician certification.

On-site training occurs at the PSTA Scherer Drive facility using a maintenance bay and a classroom

reserved specifically for the program. Use of the facility is open to community colleges and universities that

offer post-secondary vocational programs and students participating in the program can earn 33 credits

toward their Associates Degree. Classroom materials and hands-on equipment such as bus vehicle parts

have been purchased through a funding agreement executed between PSTA and FDOT.

AVL/Real-Time Bus Information Project (ARRA Funding)

PSTA has completed the installation of a new Automatic Vehicle Location (AVL) system that includes

annunciators for all buses, real-time passenger information, and all other related support amenities.

Passenger amenities include predicted arrival times at terminals and transfer centers using Dynamic

Message Signs (DMS), which have been installed outside and under canopies at each bus bay at PSTA

bus terminals. Passengers will also be able to access predicted arrival times remotely using personaldigital assistants (PDAs), cell phones, and other electronic devices. There are numerous ways to access

the system including:

Unique bus stop ID# QR Codes on every bus stop sign Automated voice recognition

Text messaging Email PSTA InfoLine

t t
http://www.psta.net/http://www.psta.net/http://www.psta.net/


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Largo Commons PSTA has been working with the City of Largo, property owners, and

developers for the Largo Commons transfer facility at thenew commercial center located at the

intersection of Roosevelt Boulevard and US Highway 19. This site will house a new Walmart whichis currently under construction and is planned to be open in late 2013. Sometime prior to the

completion of the Walmart, PSTA will be provided with an easement which will allow PSTA to place

a Bus Transfer facility onsite. The final design is complete and is proposed to include: sheltered

waiting area, lighting, security cameras, and enough space for five buses at any one time.

Downtown Clearwater

PSTA is working with the City of Clearwater on a site location for a futuredowntown Intermodal Terminal. With a $1.25 million earmark that was provided by FTA, the

funding will be used for a site selection and design of the facility. The City of Clearwater has

purchased the St. Petersburg Times property at the northwest corner of Court and Myrtle in the

downtown Clearwater area and is currently proposing a new City Hall on the site that could also

accommodate a bus transfer facility. Some of the preliminary design concepts include parking for

the City and multimodal concepts that could include light rail, local and express bus, Bus Rapid

Transit (BRT) and a variety of complementary modes including charter buses, pedestrians,bicycles, taxis, vanpools, and carpools.


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Transit Planning and Land Use Planning Studies

Pinellas County Alternatives Analysis and Howard Frankland Bridge StudyIn collaboration with FDOT, the Tampa Bay Area Regional Transportation Authority (TBARTA), and the

Pinellas County Metropolitan Planning Organization (MPO), PSTA has participated in two major transit

studies that will impact the future of public transportation services in Pinellas County. The Howard

Frankland Bridge Study is looking at premium transit service alternatives over the Howard Frankland

Bridge, one of three bridges connecting Pinellas County and Hillsborough County over Tampa Bay. This

study will finalize the public engagement in late 2013 and should be completed in early 2014. The Pinellas

County Alternatives Analysis (AA) which was completed in 2012 includes an approved Locally Preferred

Alternative (LPA) recommending passenger rail from St. Petersburg to Clearwater via the Greater Gateway

area. This corridor has been identified as a project to be funded by a Sales Tax Referendum proposed to

be on the ballot in the November 2014 County election and will also include extensive bus upgrades

throughout the entire County.

Greenlight PinellasIn 2013, PSTA developed a public engagement program that will provide education to the community on

the various local and regional transit plans by compiling them into a concise and salient message. The

program developed was the Greenlight Pinellas brand which PSTA has been using to develop materials,

and messaging to the public, elected officials and other stakeholders towards a Sales Tax Referendum in

November 2014. In addition, the Plan includes three outreach committees which are currently meeting to

discuss a strategy for moving forward with the Plan. The three communities, civic, business and

government are comprised of individuals and agencies throughout the county reflecting the diverse

interests of stakeholders.


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As part of the study, a comprehensive analysis was provided which outlines what transit service should

look like in Pinellas County and its surrounding travel markets over the next 10 years. As a result, three

funding scenarios were provided; an optimal (unconstrained), new revenue (one cent sales tax) and no newrevenue (current funding). An incremental service plan will be developed that will guide the achievement of

a 5-year and 10-year scenario from the new revenue scenario. Additionally, both 15-year and 25-year

horizons will be assessed in order to lay the groundwork for and facilitate long range transportation

planning efforts in the county with regard to rail.

Metropolitan Planning Organization 2040 Long Range Master Plan Update

The Pinellas Metropolitan Planning Organization (MPO) is preparing the 2040 Long Range Transportation

Plan (LRTP) Update. As part of that effort, the MPO will evaluate Transit Oriented Development (TOD)

opportunities around the area where stations have been identified through the Pinellas Alternatives

Analysis Locally Preferred Alternative (LPA). Efforts include outreach and specific visualization tools of

conceptual station designs. PSTA partnered with the MPO on funding and staffing the project, which

involved extensive outreach with interested business and developer stakeholders and community leaders in

an attempt to define station locations, preferences, and economic development potential.

Charettes were undertaken at 8 of the 16 stations in which citizens and interested stakeholders were

invited to provide comments and suggestions on how they would like to see the stations developed. As a

result, these land use scenarios begin to set the stage for the type of development which can occur along

the LPA corridor which can provide economic development and appropriate population growth for

sustainable public transportation.

HART/PSTA Consolidation Study

I t HB 455 PSTA d Hill b h A R i l T it A th it (HART) i di ti


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Transit Service Delivery

North County Connector Service

PSTA implemented the Connector service in North Pinellas County beginning in December 2012 with much

success. Flex service, which is short for flexible service, offers passengers the option of calling for a pick-

up on the route-deviated service or picking up the flex vehicle at one of its fixed bus stops. The flex vehicle

provides seating for 16-passengers with space for two wheelchairs. Currently there are three routes: East

Lake, Palm Harbor, and Tarpon Springs. The routes travel within the flex zones, picking up and dropping

passengers off within the zone and connecting them to fixed-route bus service at designated transfercenters for travel outside the zone. Two of the three were initiated from Urban Corridor funding from FDOT

in the amounts of $285,000 and $211,000. These routes provide connections between Tarpon Springs,

Palm Harbor, Oldsmar, portions of Safety Harbor, and unincorporated Pinellas County. Map 3-1 illustrates

the routing and service areas of the three routes.


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PSTA. The three facilities include: Oldsmar, Ulmerton Road near Starkey Road in Largo and 22ndAvenue

North at I-275 in St. Petersburg. Park-and-Ride program funding in the amount of $200,000 was received

from FDOT in May 2012, and has been identified for use in the St. Petersburg area. The Bus CommunityBus Plan has identitfied Park and Ride locations throughout the County (see Map 4-3). The study also

identified a site in the north county area to better serve North County residents and commuters from

neighboring Pasco County who commute into Pinellas County and could be drawn to using public transit.

Transit Coordination with Other Agencies

Pinellas Planning Council (PPC) Coordination

PSTA has been working closely with the PPC in the development of station area typologies, which are a

critical element in the Locally Preferred Alternative. The typologies have been used for the identification of

station locations and possible Transit Oriented Development (TOD) sites. Pinellas Countys ability to

attract TOD and economic development is a major part of seeking New Starts funding from FTA to develop

a light rail system.

A joint Land Use and Transportation Working Group was formed to collaboratively consolidate existing

Countywide Land Use categories into a more streamlined plan. This effort has involved extensive

coordination between the PPC, Pinellas County, and municipalities within the county. The final

recommended plan will be provided to the Board of County Commissioners in late 2013. This plan will also

allow for more intense growth along the existing LPA corridor and should provide Pinellas County with an

opportunity for future growth along the corridor that will allow for long term sustainable public transportation.

PSTA will work closely with all communities in the development of Special Area Plans and proposed

Activity Centers (ie Largo Mall Clearwater US 19 at Countryside Mall) in ensuring that public transit needs


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In 2012, PSTA became the Pinellas County Community Transportation Coordinator, which allowed PSTA

to oversee the TD program, along with the current paratransit service. PSTA can now provide better

oversight of these key transportation programs for eligible residents and acts as a full mobility managementagency for the entire County.

Transit Security Grants

PSTA was awarded a $1.2 million Transit Security Grant under a Department of Homeland Security Grant.

The grant will be used to fund two projects.

Protection of Key Operating Assets: Physical Hardening/Security of Control

Center/Security of Stored Bus Yard/Maintenance/Transportation Facilities

Protection of key operating assets will involve the hardening of entry gates and access points,

establishing security perimeter fencing, new alarm communication with vehicle scanning, viewed/

displayed/monitored/recording capacity Closed Circuit Televisions (CCTVs), and security perimeter

cameras and recording devices. The amount of the grant to be expended on this effort is$1,118,112. This project will be completed in late 2013 and will be completed by Pepper

Contractors.

Public Awareness and Education ProgramCommunity Awareness Results in Everyones

Safety (CARES)

In 2012, PSTA began a public awareness program incorporating the basics of the Transit Watch

program including additional information unique to the Tampa Bay Region. The program is called

"PSTA CARES Public Awareness Campaign Through the implementation of this program PSTA


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Wireless Internet (Wi-Fi)

PSTA is developing specifications for a passenger accessible Wi-Fi that will include the purchase of vehiclemodems, installation services, and data services for a WIFI network supported by a 4G LTE infrastructure

for the entire fleet of PSTA buses. The goal is to provide free wireless internet access to PSTA passengers

in Pinellas County. PSTA will procure a qualified vendor for the development and installation of the entire

project. It is anticipated that this project will be completed in early 2014.

Regional Fare Collection

PSTA and HART are leading the development of a regional fare collection system that will allow

interoperability with seamless common fare media for passengers throughout the Tampa Bay region. This

project will consider equipment and technology needs along with the development of common fare policies

and processes and work towards the evaluation, procurement, and implementation of a single fare media.

This project is currently underway and is planned to be completed in late 2014. The development of

equipment specifications for the RFP is funded through a MOU with TBARTA. Phase 1 of theimplementation is funded through a JPA between HART and FDOT on behalf of the region

Sustainability Plan

PSTA has drafted an Environmental Plan which identifies areas where the agency is currently applying best

practices for environmentally friendly vehicles and energy conservation practices for all buildings owned by

PSTA. In 2010, the PSTA Board approved a program to purchase hybrid-electric vehicles and to date thefleet consists of 40 vehicles. The benefit of these vehicles has been to provide a significant reduction in

tailpipe emissions and to provide improved fuel efficiency and improved mileage thus reducing our


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2. Trolley Leases: Working with the cities of St. Petersburg and Clearwater, PSTA established

vehicle lease agreements and operator training for community-based transit services. Each

community operates trolley vehicles in accordance with a service plan, which accompanieseach respective lease agreement. The PSTA regular bus system and the trolley services

operated by local governments are closely coordinated to provide the opportunity for travel

connections without service duplication.

3. Purchased Service: The City of St. Pete Beach and Treasure Island do not currently belong

to the PSTA. However, these communities jointly purchase PSTA transit service that

operates in their communities along Gulf Boulevard.

4. Development Coordination & Review: Staff works closely with local communities to review

development plans and incorporate passenger amenities as part of those projects. This

program known as the Amenity Partnership provides matching funds to communities for the

purchase and placement of passenger shelters and benches throughout the community. Staff

has also developed a Bus Stop and Facilities Technical Design Standards which can be usedby local communities for all existing and future projects.

5. WorkNet Pinellas: Human Resources staff works with case managers to provide PSTA

information relevant to jobseekers and employers. Participation in WorkNet job fairs is

ongoing. TDP- specific activities coordinated with WorkNet Pinellas included participation by

WorkNet staff in a TDP Service Priorities Workshop and the opportunity to review the Draft

TDP and Final TDP Major Update in 2010. PSTA is continuing to coordinate with WorkNet

staff with regard to improving the coordination of WorkNet needs and resources with PSTA

services Future efforts may include a survey of WorkNet bus pass recipients


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program included assistance from local disability groups and organizations. These

organizations also refer passengers to PSTA for travel training. Approximately 50 travel

training sessions were completed over the last year.

8. Social Service Agency Coordination: For many years, PSTA has leased surplus

paratransit vehicles to area social service agencies to increase the accessibility of the TD

system. Since 2007, PSTA has leased surplus staff cars for use by job coaches for supported

employment programs. Monthly unlimited-ride bus passes are provided by PSTA free of

charge to approximately 12 agencies for their travel trainers use while training clients to ride

the bus. Staff also works with local agencies on the provision of passenger amenities

including benches, shelters, curb cuts, and passenger boarding and alighting areas for those

bus stop locations serving agency clients.

9. Inter-Agency Cooperation: PSTAis a very active partner in transit and transportation efforts

in Pinellas County. Staff attends the monthly meeting of the MPO and the following MPO

sub-committees:a. Bicycle Advisory Committee (BAC),

b. Local Coordinating Board (LCB),

c. Pedestrian Transportation Advisory Committee (PTAC), and

d. Technical Coordinating Committee (TCC).

e. Citizen Advisory Committee (CAC)

10. Inter-County Transit Service: Regional connection points and transfer centers are

maintained by PSTA in Tarpon Springs and Clearwater. These centers facilitate transit

service connections between PSTA PCPT and HART Coordination efforts include the


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its services via a number of social networking websites including Facebook, Twitter, and

Linkedin. An agency blog has been launched that allows PSTA to further reach the public with

information about new services, helpful rider hints, and other useful information.

5. Public Input: Each PSTA Board meeting includes an open forum where comments are

provided with respect to discussion topics not on the Board Agenda. Before the Board votes

on any action item, public input is also solicited. Public input is also solicited for

reports/correspondence agenda items.

6. Schedule Outlets: The PSTA Marketing Department serves 196 locations by providing route

schedules and system maps through the mail, and another 89 locations are directly served by

marketing staff. These locations include hotels, motels, restaurants, governmental offices,

private corporations, and tourist attractions.

7. Bus Information: Each bus has interior ad cards that address topics such as passenger

seating and assistance, fares, Employers Choice, Emergency Ride Home Program, serviceimprovements, and PSTA Board meetings. Passengers are afforded the opportunity to use

various PSTA services and participate in commuter programs.

8. Community Programs: Staff participates in education programs, including new rider

assistance for supported employment and social service programs.

9. Customer Service: The PSTA information line receives more than 1,600 calls per day,

Monday through Saturday, and more than 500 calls on Sundays and Holidays. Customer

service personnel staff offices at Park Street Terminal Grand Central Station and Williams


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(e.g., proposed passenger amenities, damaged bus stops, additional areas of concern, etc.).

Supervisors review these forms with an opportunity for further review, investigation, and action .

11.Transit Advisory Committee (TAC): The PSTA TAC is comprised of passengers and

interested citizens that provide ongoing input to PSTA staff and the Board. The TAC meets

monthly and provides input regarding service enhancement priorities and proposed service and

fare modifications. Regular TAC bus ride reports provide information such as passenger

volumes, activity at terminal and transfer facilities, construction activity and resulting

problems/concerns, stop locations and spacing, bus operator commendations, and operational

concerns.

12.Greenlight Pinellas: The Greenlight Pinellas Plan has been developed to provide extensive

public outreach and education on the merits of public transportation. The emphasis of this effort

will lead to a sales tax referendum in 2014. The overall strategy will include outreach to various

target markets, business leaders and the community to engage as many people as possible in

the discussion about transit improvements. All audiences will be approached with the same

message that we all want to improve our community, help our economy grow and that this

Greenlight Pinellas effort is about doing just that by dramatically improving public transportation

in Pinellas County and we would like them to get involved in the conversation about it. This

effort will consist of Speakers Bureau, a Greenlight Pinellas website, social media, and

collateral materials, i.e. pens, magnets, bags, etc.


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reduce frequency of service to outlying and lower ridership areas. This strategy would allow for a more

concentrated system along the core routes to maximize resources given the reduction in funding.

NEW REVENUE FINANCIAL PLAN

The Community Bus Plan identified three funding scenarios; an optimal (unconstrained), new revenue (one

cent sales tax) and no new revenue (current funding). It is anticipated that over the next few months, the new

revenue funding scenario will be identified for the Sales Tax Referendum which will outline a new Core Route

system emphasis and more focus on a grid system to embellish the existing hub transfer system. This

revenue system will include in addition to 24 miles of light rail along the LPA, significant improvements to the

bus system including premium routes, an underlying route network to serve the entire county and several

options for local circulator services including trolleys and flex services. Map 4-1 provides an overview of the

services which would be developed in the new revenue scenario vision plan.

REVENUE-CONSTRAINED FINANCIAL PLAN

Under current economic conditions, PSTA is operating in an environment where no significant growth in the

system is possible due to the lack of new funds to support such growth. The no-new revenue funding

scenario is reflective of a financial situation as existing revenue streams currently being used by PSTA will

not keep up with rising operating costs.

To address the shortfalls in the Revenue-Constrained Plan, PSTA has implemented a mix of strategies

including implementing a number of service adjustments in October 2011, raising the ad valorem millage

rate to 0.7305, and continuing efforts to limit growth and expenditures. Consistent with the efforts to pursue

a sales tax referendum a strategy to use reserves to balance the budget has been implemented and is


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The projects are not shown in priority order and should be considered as candidates for any additional

operational funding including funding from FDOT discretionary grant programs.

Table 4-1Priority Projects

Route Number Description Fully Allocated Cost

4 Sunday: Extend 6:00 PM Trip from Williams Park to Roy Hanna $3,076.77

5Weekday/Saturday/Sunday: Re-route around Tyrone Square

Mall.$0.00

7 Weekday: Add PM Trip both directions $30,919.60

14 Weekday: Start first AM Trip earlier for transfers at GrandCentral Station.

$1,932.48

15 Weekday: Add AM Trip. First trip has standing load. $13,527.33

19

Sunday: Extend PM trip to Huey & Tarpon;

Weekday/Saturday/Sunday: Remove TP Hampton Road and

make it Clearwater Mall.

$2,637.26

20 Weekday: SB AM Trip start earlier; Extra PM Trip $21,257.23

52

Weekday: Need earlier AM Trip into Shoppes at Park Place

(current first trip is at 725 AM) $1,932.48

66

Weekday: Add NB AM Trip to Tarpon Springs add PM Trip.

Remove the Causeway Plaza TP pull-off location; make the TP

point on street. Re-route into Park Street Terminal; remove

Court Street.

$60,679.72

74

Saturday: Review AM Trip running times on Park Blvd between

Belcher Rd & Starkey Rd both directions. Issues with Wagon

Wheel Flea Market.

$0.00

75Weekday/Saturday/Sunday: Gateway Mall to Shoppes at Park

Place need earlier AM Trip$11,064.67

79 Weekday: Need PM Trips both directions $50,630.85


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Capital Priorities

Similar to operating priorities, a capital priorities list has been prepared in the event additional capital

funding is secured. PSTA continues to seek funding through competitive state and federal capital grant

programs and will continue to do so to supplement funding received through the FTA Section 5307

Urbanized Area Grant Program. Capital priorities for which PSTA may pursue additional state and federal

funding are shown in Table 4-2 and include vehicle replacement, facilities, passenger amenities and a host

of software and vehicle technology. See Appendix C for current Capital Program for PSTA adopted by

Board in 2013. The total section 5307 allocation for FY 2012/13 is $12,059,735.


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10-Year Financial Plan Summary

The 10-year capital needs and operating projections for the No-New Revenue Plan and New Revenue Plan(upon passing of the 1% Sales Tax referendum) are shown in Tables 4-3 and 4-4, respectively. As shown

in Table 4-3, total operating expenses under the No-New Revenue Plan equal $676.9 million over the ten-

year period, whereby, operating revenues total $669.5 million over the same ten-year period, leaving a $7.4

million shortfall over ten-years. Operating revenues are projected to begin falling behind in FY 2015/16 and

a shortfall is projected to continue throughout the ten-years. Table 4-3, continues to show that Capital

Costs under the No New Revenue Plan total $69.1 million dollars and Capital Revenues total $48.2 million,

leaving a total Capital Shortfall of $20.9 million over the ten-year period.

Table 4-4 outlines the same operational and capital budgets for the same ten-year period; however, it

assumes the passage of the 2014 1% Sales Tax under the New Revenue Plan. Operation Costs for the

ten-year plan total just over $1.06 billion, with Operating Revenues generating $1.16 billion, providing a

total surplus of $100.5 million over ten-years. The New Revenue Plan projects a budget shortfall of $3

million in FY 2014/15 and $15 million in FY 2015/16 before tax revenues would be seen in 2016. After FY2016/17, significant operational surpluses are projected for the remaining 7 years of the plan. Capital

Costs under the New Revenue Plan, as shown in Table 4-4, show a total of $278.4 million, and Capital

Revenues reach $84.1 million over the ten-years of the plan, with shortfalls occurring each year of the ten-

year plan totaling $194.2 million.

The No New Revenue Plan has negative implications on service within the ten-year planning horizon of the

TDP due to budget constraints. It is anticipated that significant service reductions will need to be made in

the event that the No New Revenue Plan is implemented. As a result, it is anticipated that service

reductions in the face of budget constraints would have a negative impact on ridership system wide


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.


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4-10

Table 4-3 No New Revenue PlanCapital Needs and Operating Projections

Fixed-Route Bus 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 10-Year Total

Capital Costs

Vehicles $5,491,000 $5,358,000 $8,069,000 $2,847,000 $2,979,000 $1,436,000 $4,363,333 $4,363,333 $4,363,333 $4,363,333 $4,363,333 $42,505,667

Passenger Facilities $806,250 $519,100 $680,850 $522,600 $489,350 $554,650 $595,400 $595,400 $595,400 $595,400 $595,400 $5,743,550

Technology $1,402,889 $976,892 $320,800 $1,327,800 $3,115,333 $4,443,083 $1,931,100 $1,931,100 $1,931,100 $1,931,100 $1,931,100 $19,839,408

Street ROW Improvement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Operating Facilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other $426,250 $55,000 $215,000 $55,000 $20,000 $20,000 $131,800 $131,800 $131,800 $131,800 $131,800 $1,024,000

Total $8,126,389 $6,908,992 $9,285,650 $4,752,400 $6,603,683 $6,453,733 $7,021,633 $7,021,633 $7,021,633 $7,021,633 $7,021,633 $69,112,625

Capital Revenues

FDOT Park-and-Ride $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

FTA State-of-Good-Repair $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Federal GrantsCapital $8,339,710 $7,216,294 $6,986,894 $5,084,800 $4,838,100 $4,582,400 $4,317,200 $4,042,300 $3,757,200 $3,461,600 $3,155,200 $47,441,988

Pass Through (Section 5303) $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $800,000

Total $8,419,710 $7,296,294 $7,066,894 $5,164,800 $4,918,100 $4,662,400 $4,397,200 $4,122,300 $3,837,200 $3,541,600 $3,235,200 $48,241,988

Revenues Minus Costs $293,321 $387,302 ($2,218,756) $412,400 ($1,685,583) ($1,791,333) ($2,624,433) ($2,899,333) ($3,184,433) ($3,480,033) ($3,786,433) ($20,870,637)

Rollover from Prev. Period $0 $387,302 ($1,831,454) ($1,419,054) ($3,104,637) ($4,895,970) ($7,520,403) ($10,419,737) ($13,604,170) ($17,084,203)

Capital Surplus/Shortfall $387,302 ($1,831,454) ($1,419,054) ($3,104,637) ($4,895,970) ($7,520,403) ($10,419,737) ($13,604,170) ($17,084,203) ($20,870,637) ($20,870,637)

Table 4-3 Continued on next page


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4-11

Table 4-3 No New Revenue PlanCapital Needs and Operating Projections (cont.)


Operating Costs

Total Costs (Existing Service) $59,335,400 $62,658,200 $66,167,000 $69,872,300 $60,544,000 $62,965,900 $65,484,400 $68,104,000 $70,828,200 $73,661,200 $76,607,500 $676,892,700

Operating Revenues

Passenger Fares $15,125,500 $15,712,488 $16,026,738 $16,347,273 $14,240,914 $14,525,732 $14,816,247 $15,112,572 $15,414,823 $15,723,120 $16,037,582 $153,957,487

Auxiliary Revenues $480,100 $489,700 $499,500 $509,500 $519,700 $530,100 $540,700 $551,500 $562,500 $573,800 $585,300 $5,362,300

Non-Transportation Revenue $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $5,213,000

Property Tax $32,108,200 $32,782,500 $33,470,900 $34,341,100 $35,234,000 $36,150,100 $37,090,000 $38,054,300 $39,043,700 $40,058,800 $41,100,300 $367,325,700

Local Beach Trolley $767,800 $790,800 $814,500 $838,900 $864,100 $ 890,000 $916,700 $944,200 $972,500 $1,001,700 $1,031,800 $9,065,200

State Reimbursement - Fuel Tax $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $6,121,000

State Grants $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $48,768,000

Federal Grants - Operating $6,006,600 $6,227,900 $6,457,300 $6,695,200 $6,941,900 $7,197,600 $7,462,800 $7,737,700 $8,022,800 $8,318,400 $8,624,800 $73,686,400

Transfer from Reserves $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Revenues $60,498,400 $62,013,588 $63,279,138 $64,742,173 $63,810,814 $65,303,732 $66,836,647 $68,410,472 $70,026,523 $71,686,020 $73,389,982 $669,499,087

Revenues Minus Costs $1,163,000 ($644,612) ($2,887,862) ($5,130,127) $3,266,814 $2,337,832 $1,352,247 $306,472 ($801,677) ($1,975,180) ($3,217,518) ($7,393,613)

Rollover from Prev. Year $0 $1,163,000 $518,388 ($2,369,474) ($7,499,602) ($4,232,788) ($1,894,956) ($542,709) ($236,238) ($1,037,915) ($3,013,095)

Surplus/Shortfall $1,163,000 $518,388 ($2,369,474) ($7,499,602) ($4,232,788) ($1,894,956) ($542,709) ($236,238) ($1,037,915) ($3,013,095) ($6,230,613) ($7,393,613)

Farebox Ratio: 25.49% 25.08% 24.22% 23.40% 23.40% 23.40% 23.40% 23.40% 23.40% 23.40% 23.40% 22.74%

Farebox Ratio with AuxiliaryRevenue: 26.3% 25.9% 25.0% 24.1% 24.4% 23.9% 23.5% 23.0% 22.6% 22.1% 21.7% 23.5%

Source: 2014-2023 Operating Budget is based on p rojections for Draft Community Bus Plan from PSTA received 8/2013, assumes 28% cut in service in 2017.


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4-12

Table 4-4 New Revenue PlanCapital Needs and Operating Projections


Capital Costs

Vehicles $5,491,000 $11,934,000 $13,680,000 $62,412,000 $12,360,000 $34,464,000 $23,390,167 $23,390,167 $23,390,167 $23,390,167 $23,390,167 $251,800,833

Passenger Facilities $806,250 $519,100 $680,850 $522,600 $489,350 $554,650 $595,400 $595,400 $595,400 $595,400 $595,400 $5,743,550

Technology $1,402,889 $976,892 $320,800 $1,327,800 $3,115,333 $4,443,083 $1,931,100 $1,931,100 $1,931,100 $1,931,100 $1,931,100 $19,839,408

Street ROW Improvement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Operating Facilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other $426,250 $55,000 $215,000 $55,000 $20,000 $20,000 $131,800 $131,800 $131,800 $131,800 $131,800 $1,024,000

Total $8,126,389 $13,484,992 $14,896,650 $64,317,400 $15,984,683 $39,481,733 $26,048,467 $26,048,467 $26,048,467 $26,048,467 $26,048,467 $278,407,791

Capital Revenues

FDOT Park-and-Ride $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

FTA State-of-Good-Repair $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Federal Grants - Capital $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $8,339,710 $83,397,100

Pass Through (Section 5303) $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $800,000

Total $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $8,419,710 $84,197,100

Revenues Minus Costs $293,321 ($5,065,282) ($6,476,940) ($55,897,690) ($7,564,973) ($31,062,023) ($17,628,757) ($17,628,757) ($17,628,757) ($17,628,757) ($17,628,757) ($194,210,691)

Rollover from Prev. Period $0 ($5,065,282) ($11,542,222) ($67,439,912) ($75,004,885) ($106,066,908) ($123,695,665) ($141,324,421) ($158,953,178) ($176,581,935)

Capital Surplus/Shortfall ($5,065,282) ($11,542,222) ($67,439,912) ($75,004,885) ($106,066,908) ($123,695,665) ($141,324,421) ($158,953,178) ($176,581,935) ($194,210,691) ($194,210,691)

Table 4-4 Continued on next page


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4-13

Table 4-4 New Revenue PlanCapital Needs and Operating Projections (Cont.)


Operating CostsTotal Costs (Existing + NewService) $59,335,400 $62,658,200 $66,167,000 $101,308,100 $105,360,500 $109,574,900 $113,957,900 $118,516,200 $123,256,800 $128,187,100 $133,314,600 $1,062,301,300

Operating Revenues

Passenger Fares $15,125,500 $15,712,488 $16,026,738 $21,521,429 $21,951,858 $22,390,895 $22,838,713 $23,295,487 $23,761,397 $24,236,625 $24,721,357 $216,456,988

Auxiliary Revenues $480,100 $489,700 $499,500 $509,500 $519,700 $530,100 $540,700 $551,500 $562,500 $573,800 $585,300 $5,362,300

Non-Transportation Revenue $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $521,300 $5,213,000

Bus Tax Revenue $32,108,200 $32,782,500 $33,470,900 $53,787,250 $94,214,000 $98,675,000 $103,271,000 $108,004,000 $90,779,000 $95,800,000 $100,972,000 $811,755,650

Local Beach Trolley $767,800 $790,800 $814,500 $838,900 $864,100 $890,000 $916,700 $944,200 $972,500 $1,001,700 $1,031,800 $9,065,200

State Reimbursement - Fuel Tax $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $612,100 $6,121,000State Grants $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $4,876,800 $48,768,000

Federal Grants - Operating $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $6,006,600 $60,066,000

Transfer from Reserves $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Revenues $60,498,400 $61,792,288 $62,828,438 $88,673,879 $129,566,458 $134,502,795 $139,583,913 $144,811,987 $128,092,197 $133,628,925 $139,327,257 $1,162,808,138

Revenues Minus Costs $1,163,000 ($865,912) ($3,338,562) ($12,634,221) $24,205,958 $24,927,895 $25,626,013 $26,295,787 $4,835,397 $5,441,825 $6,012,657 $100,506,838

Rollover from Prev. Year $0 $1,163,000 $297,088 ($3,041,474) ($15,675,695) $8,530,263 $33,458,158 $59,084,171 $85,379,959 $90,215,356 $95,657,181

Surplus/Shortfall $1,163,000 $297,088 ($3,041,474) ($15,675,695) $8,530,263 $33,458,158 $59,084,171 $85,379,959 $90,215,356 $95,657,181 $101,669,838 $100,506,838

Farebox Ratio: 25.49% 25.08% 24.22% 21.24% 21.24% 21.24% 21.24% 21.24% 21.24% 21.24% 21.24% 20.38%Farebox Ratio with AuxiliaryRevenue: 26.3% 25.9% 25.0% 21.7% 21.3% 20.9% 20.5% 20.1% 19.7% 19.4% 19.0% 20.9%

Source: 2014-2023 Operating Budget is based on p rojections for Draft Community Bus Plan from PSTA received 8/2013


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APPENDIX AFAREBOX RECOVERY REPORT


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2012 ANNUAL FAREBOX RECOVERY REPORT

HB 985, passed in 2007, requires that PSTA monitor its farebox recovery ratio. The rule also requires thatPSTA specifically address potential enhancements to productivity and performance which would have the

effect of increasing farebox recovery ratio. This section contains farebox recovery ratio calculations along

with potential enhancements.

CURRENT FAREBOX RECOVERY RATIO

The following section contains a calculation of farebox recovery over time. Farebox recovery was 28.3

percent in FY 2011/12.

Table C-1Farebox Recovery (FY 1995/96 to FY 2011/12)

Fiscal Year Total Expenses FareRevenue FareboxRecovery

1995/96 $24,351,920 $5,670,117 23.3%

1996/97 $24,136,823 $6,106,522 25.3%

1997/98 $24,483,123 $6,656,894 27.2%

1998/99 $24,155,732 $6,938,031 28.7%

1999/00 $26,369,717 $7,562,815 28.7%

2000/01 $28,706,597 $7,747,691 27.0%

2001/02 $29,917,237 $7,817,301 26.1%

2002/03 $32 832 830 $7 985 832 24 3%


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EFFECTIVE FARE CHANGES

The following section provides a listing of the enhancements PSTA is undertaking to enhance the fareboxrecovery ratio.

Fare increase: PSTA implemented a fare increase in October 2008, which helped increase the

fare recovery ratio.

Monitoring: PSTA continuously monitors its performance to determine whether adjustments need

to be made. In October 2010, PSTA undertook a five percent reduction in service in order to

streamline operations. This streamlining helped increase the farebox recovery ratio.

Public Input: PSTA continuously seeks input from the public. The input provides valuable

information on how to make services more convenient and useful to patrons. By providing services

that better meet the needs of its customers, PSTA can increase ridership. Increasing ridership can

increase farebox recovery. PSTA has an open-door policy with regard to public input; publiccomments are always welcome.

Paratransit: PSTA will continue to increase ridership by transitioning passengers from paratransit

service to fixed-route service.

Marketing: PSTAs vigorous marketing campaign, which includes television and print

advertisements, helps bring in additional passengers and revenue.

C t C t i t PSTA i ti i t k t li it h ibl t h l i


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APPENDIX BOPERATING BUDGET PROJECTIONS


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Pinellas Suncoast Transit Authority

Finance Department

Operating Budget Projections

FY 2014 - 2016

Proposed Budget Budget Projections

Fiscal Fiscal Fiscal

Year Year Year

2014 2015 2016

0.7305 Millage 0.7305 Millage 0.7305 Millage

Revenue

Passenger Fares $ 14,187,870 $ 14,187,870 $ 14,187,870Auxiliary 383,560 391,231 399,056

Non-Transportation 578,710 578,710 578,710

Taxes 33,115,200 33,876,850 34,825,402Local Beach Trolley& Rt. 35 843,813 869,127 895,201StateReimbursement -Fuel Tax 613,160 613,160 613,160

State Grants 6,988,456 6,988,456 6,988,456Federal Grants 5,667,006 5,243,227 5,243,227Federal Grants MPOPass-Thru 80,000 80,000 80,000Transfer (To) FromReserves 1,184,668 4,292,421 7,100,777

Total $ 63,642,443 $ 67,121,052 $ 70,911,859

Expenditures

Salaries 27,977,300 29,376,165 30,844,973Fringe Benefits 10,862,092 11,456,704 12,183,764

Services 2,945,210 3,063,018 3,185,539


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C-2

APPENDIX CCAPITAL PROJECTS REPORT


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C-3



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C-5

GRANT PROJECTS INFORMATION

CURRENT OPEN PROJECTS THROUGH FY 2013

(Current Grant Totals as of July 2013)FY2014 - FY2018 CAPITAL IMPROVEMENT PROGRAM

TOTAL

PROJECT

COST

TOTAL FUNDS

OBLIGATED

REMAINING BALANCE

(Including FY2013 CIP)

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

TOTAL CIP

REQUESTS

Training/3rd

Party

Contracts

20 3rd Party Contractual Agreements 464,085 462,806 1,279 295,000 25,000 25,000 25,000 25,000 395,000

20.5 Financial Model/P3 Consultant 0 0 0 270,000 0 0 0 0 270,000

20.6Contract - In-Person Assessments & ADA Traveltraining

65,941 64,662 1,279 25,000 25,000 25,000 25,000 25,000 125,000

21 Employee Education/Training 29,106 25,766 3,340 20,000 20,000 20,000 20,000 20,000 100,000

Passenger

Amenities

22 Bus Shelter 1,234,878 329,748 905,130 284,100 285,850 287,600 289,350 354,650 1,501,550

22.1 Purchase and Install Passenger Shelters 1,015,138 177,508 837,631 200,000 200,000 200,000 200,000 200,000 1,000,000

22.3 Purchase Big Belly Trash Compactors 112,304 112,304 (0) 56,000 56,000 56,000 56,000 56,000 280,000

22.4 Purchase Bus Stop Trash Cans - Galvanized 0 0 0 0 0 0 0 18,900 18,900

22.5 Purchase Simme-Seats 30,631 30,631 0 0 0 0 0 31,000 31,000

22.6 Purchase and Install Passenger Benches 67,500 0 67,500 21,150 22,450 23,750 25,050 25,000 117,400

22.7 Purchase Bike Racks 5,724 5,724 0 6,950 7,400 7,850 8,300 8,750 39,250

22.8 Shelter Glass - Williamn Park 3,581 3,581 0 0 0 0 0 0 0

22.9 Passenger Amenities - Bus Stop Poles/Hardware 0 0 0 0 0 0 0 15,000 15,000

23 Pedestrian Access/Walkways 2,412,127 1,687,127 725,000 200,000 200,000 200,000 200,000 200,000 1,000,000

Passenger

Amenities

Continued

24 Preliminary Engineering - Intermodal Terminal 1,250,000 336 1,249,664 0 0 0 0 0 0

24.1 Final Design Service - 3rd Party 400,000 0 400,000 0 0 0 0 0 0

24.2 Preliminary Engineering - 3rd Party 450,000 0 450,000 0 0 0 0 0 0

24.3 Other 3rd Party Contractual Services 100,000 0 100,000 0 0 0 0 0 0

24.4 Force Account - Other 250,000 212 249,788 0 0 0 0 0 0

24.5 Project Administration 50,000 124 49,876 0 0 0 0 0 0

25 Rehab/Renovate Terminal 241,420 65,809 175,611 35,000 0 0 0 0 35,000

25.2 Reroofing - Park Street Terminal 175,611 0 175,611 0 0 0 0 0 0

25.5 Grand Central Station Re-Painting (Exterior) 0 0 0 35,000 0 0 0 0 35,000

26 Largo Commons 600,000 0 600,000 0 0 0 0 0 0

26.1Shelters and Amenities at Largo Commons (BusShelters)

350,000 0 350,000 0 0 0 0 0 0

26.2Pre-Engineered Bathroom at Largo Commons (Pur bikeacc, Fac, & equip on b uses)

250,000 0 250,000 0 0 0 0 0 0

27 Shoppes at Park Place 518,793 0 188,793 0 0 0 0 0 0

27.1 Shoppes at Park Place CSC Construction 230,000 0 230,000 0 0 0 0 0 0

27.2 Shoppes at Park Place CSC Construction - Pinellas Park 100,000 0 100,000 0 0 0 0 0 0

27.3Pre-Engineered Bathroom at Shoppes at Park Place (PurBike Acc, Fac, & Equip on Buses)

188,793 0 188,793 0 0 0 0 0 0

28 Park & Ride Lot 200,000 0 200,000 0 0 0 0 0 0

30 Purchase Misc. Bus Station Equip 222,257 222,257 (0) 0 0 0 0 0 0

30.1 Waterless Urinals - Ulmerton Road P&R 1,425 1,425 0 0 0 0 0 0 0


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GRANT PROJECTS INFORMATIONCURRENT OPEN PROJECTS THROUGH FY 2013(Current Grant Totals as of July 2013) FY2014 - FY2018 CAPITAL IMPROVEMENT PROGRAM

TOTAL

PROJECT COST

TOTAL FUNDS

OBLIGATED

REMAINING BALANCE

(Including FY2013 CIP)

FY

2014

FY

2015

FY

2016

FY

2017

FY

2018

TOTAL CIP

REQUESTS

31 Computer Hardware 1,652,040 838,835 813,205 535,000 0 2,000 299,600 467,000 1,303,600

Technology 31.1 Purchase Document Scanners 2,616 2,616 0 0 0 2,000 0 0 2,000

31.2 Purchase Servers 114,604 114,604 0 200,000 0 0 0 175,000 375,000

31.3 Purchase High Capacity Network Printers 37,000 16,648 20,352 0 0 0 0 0 0

31.4Printers ( 27 HP Large Format Printer, &

LaserJet Printers & Trays)50,200 0 50,200 0 0 0 150,000 0 150,000

31.5 Purchase Laptops 18,671 5,471 13,200 0 0 0 0 0 0

31.6 WIFI 235,000 0 235,000 0 0 0 0 0 0

31.7Upgrade Audio Visual Equipment in

Board Room0 0 0 335,000 0 0 0 0 335,000

31.8

Replacement/Upgrade Phone System and

Phones 0 0 0 0 0 0 0 250,000 250,00031.10 Misc. Computer Equipment 197,821 183,836 13,985 0 0 0 0 0 0

31.13 Plotter for mapping (Auto CAD) 0 0 0 0 0 0 0 30,000 30,000

31.14Fuel Management System Replacement

(Fleetwatch)196,990 1,990 195,000 0 0 0 0 0 0

31.15 Polycom Conference Phones 0 0 0 0 0 0 3,600 0 3,600

31.16 Upgrading of UPSs 18,000 0 18,000 0 0 0 0 0 0

31.17 Virtual Desktop Server Hardware 66,100 19,819 46,281 0 0 0 0 0 0

31.18Replacement of the Server Room UPS

Backup System65,000 0 65,000 0 0 0 0 0 0

31.19 Replacement of Format Laminator 3,500 0 3,500 0 0 0 0 0 0

31.20On-Board GIS Computers for Connector

Services24,000 4,539 19,461 0 0 0 0 12,000 12,000

31.21Service Lane Infrastructure (Fuel dis &sup

equip)

130,000 0 130,000 0 0 0 0 0 0

31.23 Replacement Work Stations 100,000 96,774 3,226 0 0 0 146,000 0 146,000


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GRANT PROJECTS INFORMATION

CURRENT OPEN PROJECTS THROUGH FY 2013

(Current Grant Totals as of July 2013)FY2014 - FY2018 CAPITAL IMPROVEMENT PROGRAM

TOTALPROJECT

COST

TOTAL FUNDSOBLIGATED

REMAINING BALANCE(Including FY2013 CIP)

FY2014

FY2015

FY2016

FY2017

FY 2018TOTAL CIPREQUESTS

32 Computer Software 984,101 456,677 527,424 75,800 69,800 825,800 914,800 1,901,000 3,787,200

Technology 32.2 Procurement Management System 125,000 0 125,000 0 0 0 0 0 0

Continued 32.6 Misc. Computer Software 297,944 31,396 266,548 0 0 0 0 0 0

32.7 Electronic Signature Software (Purchasing) 1,000 0 1,000 0 0 0 0 0

32.8 RTBI Software Replacement 0 0 0 0 0 0 0 1,000,000 1,000,000

32.13 Arc View Software 37,320 37,320 0 6,000 0 0 0 6,000

32.14 Flex Service Connection Software 7,500 7,500 0 0 0 0 0 0 0

32.15 DART Software - Route Match 125,000 122,460 2,540 0 0 0 0 125,000 125,000

32.16Financial Planning Software - BudgetSoftware

60,460 60,460 0 0 0 0 0 0 0

32.17 Replacement System Software 75,000 50,564 24,436 0 0 0 0 0 0

32.18Business Enterprise SW Replacement (FinMan Sys Upgrade)

0 0 0 0 0 756,000 756,000 756,000 2,268,000

32.19 Cisco 3750 POE Switched 0 0 0 0 0 0 30,000 0 30,000

32.20 Hastus Upgrade 2014 69,800 0 69,800 69,800 69,800 69,800 69,800 0 279,20032.21 Microsoft Office 20XX Version 0 0 0 0 0 0 39,000 0 39,000

32.22 Microsoft Office Professional VL 2010 38,100 0 38,100 0 0 0 0 0 0

32.23 Risk Man. Software Upgrade - CS Star 0 0 0 0 0 0 20,000 20,000 40,000

33New Freedom - Mobility Management(MPO)

51,000 0 51,000 0 0 0 0 0 0

33.1 TD Comp HW/SW for IVR System 35,000 0 35,000 0 0 0 0 0 0

33.2 TD Comp SW for POS System 16,000 0 16,000 0 0 0 0 0 0

34 Misc. Support Equipment 26,713 19,539 7,174 0 0 0 0 64,000 64,000

34.2 Replacement of Digital Camera 1,000 819 181 0 0 0 0 0 0

34.3 DART Electronic Payment Card 0 0 0 0 0 0 0 39,000 39,000

34.4 Photo ID System 19,915 12,922 6,993 0 0 0 0 25,000 25,000

35 Misc. Communication Equipment 7,745,505 7,745,505 (0) 0 0 0 0 128,650 128,650

35.4 APC Units 95,043