PSTA Progress Report, FY 2014

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PINELLAS SUNCOAST TRANSIT AUTHORITY
Transit Development Plan

Progress Report
FY 2014 FY 2023
Prepared By:
Pinellas Suncoast Transit Authority
3201 Scherer Drive
St. Petersburg, FL 33716
Phone: (727) 540-1800
Fax: (727) 540-1913
TABLE OF CONTENTS
Section 1: INTRODUCTION.............................................................................................................
State of Florida Public Transit Block Grant Program .......................................................
Organization of Report ....................................................................................................
1-1
1-1
1-3
Section 2: EXISTING PSTA SERVICE LEVELS ............................................................................

Existing Service ..............................................................................................................
Operating Statistics ........................................................................................................
2-1
2-1
2-4
Section 3: PROGRESS REPORT ON MILESTONES ....................................................................

Progress Report on Milestones .......................................................................................
Public Outreach ..............................................................................................................
3-1
3-1
3-15
Section 4: TRANSIT DEVELOPMENT PLAN .................................................................................

Analysis of Plan Variances/New Directions .....................................................................
Revenue-Constrained Financial Plan ..............................................................................
4-1
4-1
4-2
APPENDIX A: FAREBOX RECOVERY REPORT ...........................................................................

APPENDIX B: OPERATING BUDGET PROJECTIONS..................................................................
APPENDIX C: CAPITAL PROJECTS REPORT ..............................................................................
A-1
B-1
C-1
LIST OF TABLES
Table 2-1: Comparison between PSTAs FY 2007/08 and FY 2012/13 Operating Budget .................
Table 2-2: Total Fixed-Route Ridership ..............................................................................................
Table 2-3: Ridership Analysis FY 2011/12 (October 20110 September 2012) ................................
Table 2-4: Ridership Analysis FY 2012/13 (October 2012 May 2013) .............................................
Table 2-5: Service Profile for Fixed Routes Effective June 3, 2012 .................................................
Table 2-6: PSTA Fare Structure (Effective October 3, 2010) ..............................................................
Table 2-7: Change in Demand Response Trip Volume ......................................................................
Table 4-1: PSTA Priority Projects .......................................................................................................
Table 4-2: PSTA Capital Priorities ......................................................................................................
Table 4-3: Revenue-Constrained Plan Capital Needs and Operating Projections ...........................
Table 4-4: New Revenue Plan Capital Needs and Operating Projections .......................................
2-4
2-6
2-9
2-11
2-13
2-15
2-16
4-4
4-7
4-10
4-12
LIST OF MAPS
Map 2-1: -Mile Buffer Service Area ..................................................................................................
Map 2-2: -Mile Buffer Service Area .................................................................................................
Map 3-1: North County Flex Service ...................................................................................................
Map 3-2: Safety Harbor Jolly Trolley Route .......................................................................................
Map 4-1: New Revenue Scenario ......................................................................................................
Map 4-2: PSTA Priority Projects .........................................................................................................
2-2
2-3
3-7
3-9
4-3
4-6
LIST OF FIGURES
Figure 2-1: FY 2012/13 Operating Budget by Revenue Source..........................................................
Figure 2-2: Total Fixed-Route Ridership .............................................................................................
Figure 2-3: Change in Demand Response Trip Volume .....................................................................
ii
2-5
2-6
2-16
SECTION 1
INTRODUCTION
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 major
update 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 1st of 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 the
MPO Long Range Transportation Plan.
This plan meets the requirement for a TDP progress report in accordance with Rule Chapter 14-73, Florida
Administrative Code (FAC).
1-1
Identification of the Submitting Entity

Agency:
Telephone Number:
Mailing Address:
Authorizing Agency
Representative:

(727) 540-1800
3201 Scherer Drive, St. Petersburg, FL 33716
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
1-2
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 3 The 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.
1-3
1-4
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
disabilities in accordance with the Americans with Disabilities Act (ADA) implementing regulations.
2-1
2-2
2-3
OPERATING STATISTICS
The current operating budget for FY 2012/13 is $60,578,410. Of this amount, 53 percent is generated from
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. 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 2012/13
operating 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
FY 2007/08
Revenue Source
Ad Valorem Taxes
Passenger Revenue
State & Federal Grants
Fuel Tax Reimbursement & Misc. Revenue*
Transfer to Reserves
TOTALS
Revenue
Generated
$37,076,200
$10,890,000
$5,543,300
$2,735,800
$56,245,300
% of Total
Budget
61.2%
18.00%
9.2%
4.5%
100%
FY 2012/13
Revenue
Generated
$32,108,230
$13,143,370
$12,865,501
$2,461,309
($2,585,313)
$60,578,410
% of Total
Budget
53%
21.7%
21.2%
4.1%
100%
Percent
Change
FY 2007/08
FY 2012/13
-13.46%
20.7%
132.1%
-10.0%
7.7%
* Misc. Revenue includes: Auxiliary Revenue ($480,000), Non-transportation Revenue ($521,300), Local Beach Trolley ($767,849), and Pass-thru Grant
($80,000), for a total of $1,849,249).
Source: PSTA Finance Department, 2013
2-4
Figure 2-1
FY 2012/13 Operating Budget by Revenue Source
Fuel Tax
Reimbursement
& Misc.
Revenue*
4%
State & Federal
Grants
21%
Ad Valorem
Taxes
53%
Passenger
Revenue
22%
Fixed-Route Service Operating Statistics

Table 2-2 and Figure 2-2 show PSTA fixed-route ridership from FY 1993/94 through FY 2011/12. As
shown in the table and figure, ridership was slightly lower in FY 2010/11 from 2009/10, by 1.30%, but
increased to an all-time high by 3.13% in 2011/12 to 12.7 million passenger trips. Average passengers per
revenue hour was 21.25 and passengers per revenue mile was 1.47 in FY 2010/11, average passengers
per revenue hour decreased to 20.08 and passengers per revenue mile also decreased to 1.41 in FY
2011/12. The current system service profile shown in table 2-5 is effective as of June 2013 and includes
deadheads within the service periods.
2-5
Table 2-2
Total Fixed-Route Ridership
Fiscal Year
Total Ridership
% Change From Previous Year
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
2007/08
2008/09
2009/10
2010/11
2011/12
7,858,669
7,975,651
8,271,908
8,719,071
9,077,502
9,505,696
9,701,963
9,690,296
9,289,701
9,487,637
9,701,063
10,226,584*
11,141,770*
11,298,669
12,522,319
11,865,604
12,541,131
12,380,638
12,767,986
4.3%
1.5%
3.7%
5.4%
4.1%
4.7%
2.1%
-0.1%
-4.1%
2.2%
2.2%
5.8%
9.0%
1.4%
10.8%
-5.2%
5.4%
-1.3%
3.13%
*Includes Looper ridership of 105,259 and 120,419 in FY 2004/05 and 2005/06, respectively.
Figure 2-2
Total Fixed-Route Ridership
2-6
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 FY
2012/13, 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 carried
41.3 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.
Petersburg area, has a 35-minute service frequency during off-peak hours. The remaining fixed routes
have 45-minute or greater peak-hour frequencies. Table 2-5 includes the service profile for PSTA fixed
routes that took effect on June 2, 2013.
Fares
PSTAs current fare structure is presented in Table 2-6. Unlimited Ride Go Cards are also available. They
include Daily, 7-Day, and 31-Day Unlimited Ride Go Cards.
Senior citizens and persons with disabilities may ride for a reduced cash fare or use a reduced fare GO
Card with an original Medicare card or a PSTA Photo ID card. Students may ride for a reduced cash fare
also with a PSTA Photo ID card. Passenger fares are an important revenue source for PSTA operations
and the current fare structure was put in place on October 3, 2010.
2-7
2-8
Table 2-3
Ridership Analysis FY 2011/12 (October 2011 September 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
3,621
59,869
23,109
22,643
2.06%
108
178
-39.33%
1006
703
43.10%
310
394
-21.32%
27
43,503
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%
18
11,679
146,733
200,124
209,179
-4.33%
1,623
1,556
4.31%
3,722
4,175
-10.85%
6,652
10,194
-34.75%
17
8,304
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
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
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
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
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
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
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
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
1,946
28,446
13,937
12,399
12.40%
37
20
85.00%
684
586
16.72%
107
201
-46.77%
35
26
23,588
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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%
SUBTOTAL
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
2-9
Table 2-3 (Contd)

Ridership Analysis FY 2011/12 (October 2011 September 2012)
SHUTTLE/
CIRCULATOR
ROUTE
32
444
SUBTOTAL
(75% of AVG)
PEAK-HOUR
COMMUTER
ROUTES
90
97
98
SUBTOTAL
(75% of AVG)
EXPRESS
ROUTE
100X
300X
SUBTOTAL
(75% of AVG)
GRAND
TOTAL
PASSENGERS
PER REV.
HOUR
FY 2011/12
17
7
24
9.0
PASSENGERS
PER REV.
HOUR
FY 2011/12
17
18
23
58
14.5
PASSENGERS
PER REV.
HOUR
FY 2011/12
11
8
19
7.1
20.08
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
2,495
2,218
4713
2
1
3
1.1
19,656
25,472
45128
41,718
14,396
56114
40,795
13,534
54329
2.26%
6.37%
3.29%
780
611
1391
748
407
1155
4.28%
50.12%
20.43%
332
96
428
258
104
362
28.68%
-7.69%
18.23%
2213
178
2391
2744
299
3043
-19.35%
-40.47%
-21.43%
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
1,678
2,708
1,625
6,011
1
1
2
4
1.0
30,460
39,133
25,017
94,610
28,438
45,618
36,536
110,592
33,908
46,847
31,529
112,284
-16.13%
-2.62%
15.88%
-1.51%
43
147
83
273
27
117
92
236
59.26%
25.64%
-9.78%
15.68%
456
1,917
938
3,311
527
1,851
753
3,131
-13.47%
3.57%
24.57%
5.75%
350
894
832
2,076
805
1,638
479
2,922
-56.52%
-45.42%
73.70%
-28.95%
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
5,826
4,591
10417
1
0
1
0.4
119,828
106,636
226464
57,949
35,408
93357
52,827
38,081
90908
9.70%
-7.02%
2.69%
275
336
611
180
319
499
52.78%
5.33%
22.44%
3003
1,674
4677
2955
1,980
4935
1.62%
-15.45%
-5.23%
650,143
1.41
8,360,762
13,028,049
12,378,875
5.24%
70,374
63,322
11.14%
369,953
361,404
2.37%
288,431
386,204
-25.32%
2-10
Table 2-4
Ridership 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
2,396
39,461
16,765
15,117
10.90%
81
65
24.62%
744
659
12.90%
185
192
-3.65%
28
28,935
390,519
776,972
715,994
8.52%
4,673
3975
17.56%
16866
16,723
0.86%
22,675
28,211
-19.62%
18
7,761
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%
18
5,514
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
105643
173946
159,030
9.38%
732
797
-8.16%
3934
2,688
46.35%
4541
3,895
16.59%
14
26
10,363
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
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
451,423
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
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
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
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
1,292
18,830
10,226
9,999
2.27%
21
16
31.25%
457
438
4.34%
48
65
-26.15%
35
24
22,963
280,722
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
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
413,253
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
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
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
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
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
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
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
85,788
112,278
117,002
-4.04%
213
701
-69.61%
4,059
3,116
30.26%
657
674
-2.52%
68
19
3,804
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
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
322,683
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
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
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
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
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
356,564
446,318
438,465
1.79%
643
725
-11.31%
15,154
14,339
5.68%
1,961
2,594
-24.40%
SUBTOTAL
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
2-11
Table 2-4 (Contd)

Ridership 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
1,655
1,481
3136
2
1
3
1.1
13,371
16,997
30368
27,198
9,644
36842
26,026
9,334
35360
4.50%
3.32%
7.82%
525
329
854
536
389
925
-2.05%
-15.42%
-17.48%
110
49
159
223
57
280
-50.67%
-14.04%
-64.71%
1,392
113
1505
1515
115
1630
-8.12%
-1.74%
-9.86%
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
1,113
1,809
1,068
3,990
1
1
2
4
1.0
20,181
26,220
16,700
63,101
18,461
30,935
27,585
76,981
19,613
30,202
24,077
73,892
-5.87%
2.43%
14.57%
4.18%
25
85
76
186
29
94
60
183
-13.79%
-9.57%
26.67%
1.64%
239
1,140
827
2,206
343
1,250
608
2,201
-30.32%
-8.80%
36.02%
0.23%
239
461
387
1,087
228
638
597
1,463
4.82%
-27.74%
-35.18%
-25.70%
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
3,872
3,090
6962
1
0
1
0.4
79,061
71,073
150134
46,992
27,965
74957
39,001
24,119
63120
20.49%
15.95%
18.75%
114
187
301
236
221
457
-51.69%
-15.38%
-34.14%
2,422
1,006
3428
1879
1,005
2884
28.90%
0.10%
18.86%
0
0
0
0
0
0
0.00%
0.00%
0.00%
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
2,839
27,592
2,371
227
3,067
42,124
9,205
32
458
17
3,235
40,314
4,885
54
178
35
6
1.5
9141
0
0.0
110030
16461
87
863
53
18.98
400,687
1.28
5,727,473
9,029,609
8,532,540
5.83%
45,618
48,030
-5.02%
261,538
247,001
5.89%
181,906
194,956
-6.69%
32
444
SUBTOTAL
(75% of AVG)
17
7
24
9.0
90
97
98
SUBTOTAL
(75% of AVG)
PASSENGERS
PER REV.
HOUR
FY 2012/13
17
18
27
62
15.5
100X
300X
SUBTOTAL
(75% of AVG)
PASSENGERS
PER REV.
HOUR
FY 2012/13
13
10
23
8.6
811 (12/1205/13)
812 (12/1205/13)
813 (12/1205/13)
SUBTOTAL
(75% of AVG)
GRAND
TOTAL
2-12
Table 2-5
Service Profile for Fixed Routes Effective June 3, 2012
Daily Route Miles
Daily Route Hours
Service Headway
Fixed
Route
M-TH
FRI
SAT
Sun
M-TH
FRI
SAT
SUN
1/30
209.77
209.77
209.77
None
12:15
12:15
12:15
None
2171.42
2171.42
1221.45
521.00
8:20
8:20
12:10
9:10
601.62
601.62
368.34
207.57
18:20
18:20
4:10
12:25
7
11
315.61
581.04
315.61
581.04
293.89
350.26
326.34
161.59
2:03
17:07
2:03
17:07
21:51
0:55
22:12
10:55
14
712.19
712.19
699.94
203.06
3:12
3:12
1:16
13:00
15
317.53
317.53
322.39
216.71
20:39
20:39
21:46
16:08
18
2637.95
2637.95
1837.22
742.68
23:47
23:47
3:05
2:20
19
3352.37
3352.37
2524.58
898.24
17:10
17:10
20:00
11:00
20
23
32
442.23
761.08
88.26
442.23
761.08
88.26
442.23
700.31
88.26
366.31
172.39
None
3:55
6:35
8:45
3:55
6:35
8:45
3:55
2:19
8:45
23:10
10:00
None
38
462.92
462.92
459.53
285.31
4:59
4:59
3:51
18:22
52
2189.47
2189.47
936.58
694.26
8:52
8:52
16:54
0:47
58
403.48
403.48
None
None
22:25
22:25
None
None
59
2014.40
2014.40
773.50
756.14
7:58
7:58
22:36
19:43
60
508.74
508.74
350.40
298.56
21:57
21:57
7:40
1:30
61
558.05
558.05
546.16
324.86
18:50
18:50
18:15
21:30
62
915.00
915.00
492.03
None
4:35
4:35
2:20
None
66
1175.25
1175.25
914.41
364.14
20:10
20:10
8:45
21:45
67
469.19
469.19
453.23
None
2:30
2:30
1:20
None
68
260.01
260.01
276.90
250.46
14:53
14:53
17:45
15:55
73
437.01
437.01
253.48
None
3:25
3:25
14:57
None
74
1910.69
1910.69
658.15
532.66
2:44
2:44
18:20
7:40
75
413.52
413.52
368.58
375.70
6:31
6:31
3:39
2:58
76
318.70
318.70
286.99
None
22:25
22:25
20:22
None
78
432.51
432.51
262.07
157.44
5:07
5:07
18:56
10:20
Service Period AM/PM

FRI
SAT
SUN
Vehicle Requirements
M-F
Off
SAT
Peak
FRI
SAT
SUN
30/60/70/80
min
15/30 min
30/35/55/60
/85 min
15/68 min
60 min
25/30/35
min
60/65 min
20/25/30/45
/55 min
15/20/25/
30/35/50/60
min
60 min
30/90 min
35/40 min
45/50/55/60
min
15/20/25/30
/35/40/45
min
45/60/65/75
/80 min
15/20/25/30
/40 min
20/25/30/50
/55/60/65
min
30/60 min
35/40/60/70
/75/80 min
60 min
55/60/65
min
55/60 min
60/70/75
min
20/30/40
min
55/60/75
min
60 min
15/25/30/35
/40/60 min
30/60/70/80
min
15/30 min
30/35/55/60
/85 min
15/68 min
60 min
25/30/35
min
60/65 min
20/25/30/45
/55 min
15/20/25/
30/35/50/60
min
60 min
30/90 min
35/40 min
45/50/55/60
min
15/20/25/30
/35/40/45
min
45/60/65/75
/80 min
15/20/25/30
/40 min
20/25/30/50
/55/60/65
min
30/60 min
35/40/60/70
/75/80 min
60 min
55/60/65
min
55/60 min
60/70/75
min
20/30/40
min
55/60/75
min
60 min
15/25/30/35
/40/60 min
30/60/70/80
min
25/30 min
None
7:15/6:36
7:15/6:36
7:15/6:36
None
None
30/60 min
5:45/10:55
5:45/10:55
5:30/10:45
8:15/6:45
10
10
60/85 min
90 min
6:00/8:30
6:00/8:30
6:30/8:25
8:00/7:00
60 min
60 min
60 min
120 min
5:50/7:30
6:00/7:25
5:50/7:30
6:00/7:25
5:45/8:00
6:00/6:10
5:45/8:00
7:50/6:05
1
3
1
3
2
2
3
1
25/30/35 min
95 min
5:40/8:50
5:40/8:50
5:40/8:50
6:45/7:05
60 min
60 min
5:25/8:10
5:25/8:10
5:48//7:50
5:48//7:50
None
30/60/75 min
60 min
5:10/11:30
5:10/11:30
5:15/10:30
6:10/7:50
12
13
15/25/30/35
min
60 min
5:15/11:25
5:15/11:25
5:10/10:20
6:20/7:05
15
15
10
60 min
30 min
35/40 min
60 min
85/95 min
None
5:25/7:10
5:20/8:30
8:55/5:00
5:25/7:10
5:20/8:30
8:55/5:00
5:25/7:10
5:20/8:30
8:55/5:00
7:20/6:10
8:20/5:30
None
2
2
0
2
2
1
2
2
1
2
1
None
45/50/60 min
60 min
5:35/9:45
5:35/9:45
6:00/8:45
7:35/6:20
45/50/60/65
min
60 min
4:55/11:55
4:55/11:55
5:00/9:45
7:05/7:53
10
SUN
None
None
5:35/7:00
5:35/7:00
None
None
None
None
45/50/60/66
5/70 min
60/65 min
5:10/9:38
5:10/9:38
5:45/10:00
5:35/9:10
10
10
30/35/60 min
30/35/60/65
min
5:10/11:20
5:10/11:20
5:00/9:30
7:25/9:20
60/65 min
60/90 min
5:25/8:15
5:25/8:15
5:25/8:15
7:20/6:35
60/135 min
None
5:05/8:30
5:05/8:30
6:40/7:30
None
None
60 min
120 min
5:10/7:50
5:10/7:50
5:10/7:50
None
60 min
None
6:00/6:55
6:00/6:55
6:00/6:45
None
None
60 min
60 min
6:10/9:40
6:10/9:40
6:00/10:45
6:45/9:50
120 min
None
5:50/6:55
5:50/6:55
5:55/6:55
None
None
60/65/70 min
60/65 min
5:15/8:47
5:15/8:47
5:45/7:50
8:15/6:45
10
11
60 min
60 min
5:15/8:20
5:15/8:20
7:00/8:10
7:00/7:45
60 min
None
5:55/6:50
5:55/6:50
7:00/6:45
None
None
75 min
5:30/7:50
5:30/7:50
6:25/7:50
7:50/5:10
5:30/8:25
5:30/8:25
5:35/8:14
7:55/7:08
9:00/5:35
9:00/5:35
None
None
1
128
1
133
None
77
None
46
60 min
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 min
444
SUBTOTAL
104.89
26368.27
104.89
26368.27
None
17062.90
None
8371.57
8:55
1,764.15
8:55
1,771.50
None
1,134.82
None
546.18
100/105min
100/105min
None
2-13
M-TH
M-F
Peak
M-TH
60/65/80/140
min
None
Table 2-5 (Contd)

Service Profile for Fixed Routes June 3, 2013
Daily Route Miles
Daily Route Hours
Service Trips
Commuter
Route
M-TH
FRI
SAT
Sun
M-TH
FRI
SAT
SUN
M-TH
FRI
SAT
SUN
M-TH
FRI
90
125.90
125.90
125.90
125.90
6:00
6:00
6:00
6:00
7:05/8:20/4:00
/5:10
97
246.41
246.41
None
None
14:51
14:51
None
None
None
None
5:00-9:00/3:008:00
98
SUBTOTAL
140.83
513.14
140.83
513.14
None
125.90
None
125.90
8:26
27.28
8:26
27.28
None
6.00
None
6
None
None
5:45/9:45
7:05/8:20/4
:00/5:10
5:009:00/3:008:00
5:45/9:45
Daily Route Miles
Daily Route Hours
Service Headway
M-F
Off
SAT
Peak
SAT
SUN
M-F
Peak
4:20/5:30
4:20/5:30
None
None
None
None
None
None
1
3
0
3
None
1
None
1
M-F
Off
SAT
Peak
SUN
Express
Route
M-TH
FRI
SAT
Sun
M-TH
FRI
SAT
SUN
100X
528.52
528.52
None
None
2:10
2:10
None
None
300X
497.19
497.19
None
None
22:45
22:45
None
None
SUBTOTAL
1025.71
1025.71
48.92
48.92
Trolley
Service
M-TH
FRI
SAT
Sun
M-TH
FRI
SAT
SUN
M-TH
FRI
SAT
SUN
M-TH
FRI
SAT
SUN
M-F
Peak
Central
Avenue
Trolley
1478.88
1575.22
1155.89
1019.69
11:55
19:05
16:05
5:10
10/15/20/30/
35/40/45/50/
55 min
10/15/20/30/3
5/40/45/50/55
min
25/30/40 min
15/25/30/
35/40 min
5:50/11:45
5:50/12:15
5:50/12:15
5:50/11:45
Suncoast
Beach Trolley
1578.38
1900.25
1874.58
1669.70
17:30
1:20
0:20
15:15
15/20/23/25/
27/30/33/35/
39/40 min
15/20/23/25/2
7/30/33/35/39
/40 min
15/20/23/25/27/
30/33/35/40 min
15/20/23/
25/27/30/
33/35/40
min
4:45/11:30
4:45/1:00
5:00/1:00
5:00/11:30
SUBTOTAL
3057.26
3475.47
3030.47
2689.39
197.42
212.42
184.42
164.4
2
12
13
11
10
Daily Route Miles
M-TH
FRI
SAT
SUN
M-TH
FRI
SAT
SUN
M-F
Peak
30/60/120/1
80 min
30/45/60/11
5/165/175
min
30/60/120/180
min
None
None
5:20/7:40
5:20/7:40
None
None
None
None
30/45/60/115/
165/175 min
None
None
6:15/7:55
6:15/7:55
None
None
None
None
Daily Route Hours
Daily Route Miles
Service Headway
Daily Route Hours
Service Headway
FLEX ROUTE
M-TH
FRI
SAT
Sun
M-TH
FRI
SAT
SUN
M-TH
FRI
SAT
SUN
M-TH
FRI
SAT
SUN
811
812
813
SUBTOTAL
261.59
393.71
342.84
998.14
261.59
393.71
342.84
998.14
None
311.28
279.24
590.51
None
None
None
0.00
22:00
1:47
1:43
73.50
22:00
1:47
1:43
73.50
None
19:00
17:50
36.83
None
None
None
70 min
60 min
60 min
70 min
60 min
60 min
None
60/65/70 min
60 min
None
None
None
7:45/7:10
7:35/6:25
7:05/7:10
7:45/7:10
7:35/6:25
7:05/7:10
None
9:00/7:20
8:30/5:30
None
None
None
2-14
M-F
Peak
2
2
2
6
M-F
Off
SAT
Peak
M-F
Off
SAT
Peak
1
2
2
2
1
None
4
4
SUN
SUN
SUN
None
None
None
0
Table 2-6
PSTA FARE STRUCTURE (EFFECTIVE October 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........................................................................................................ $ 2.25
7-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 .............................................................................................................................................................. $ 85.00
7 -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.
Good for unlimited travel for an entire calendar month on all PSTA and HART buses and trolleys.
PSTA Youth ID required except for elementary age school children.
2-15
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 ridership
has increased 30.96 percent. Table 2-7 and Figure 2-3 reflect the change in total demand response trip
volume over time.
Table 2-7
Change In Demand Response Trip Volume
Fiscal Year
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
2007/08
2008/09
2009/10
2010/11
2011/12
Total Ridership
189,314
166,711
179,346
183,367
192,236
237,305
249,437
242,353
239,777
242,383
257,560
255,413
258,714
256,309
239,754
228,463
258,111
303,291
304,684
% Change From Previous Year

4.3%
-11.9%
7.6%
2.2%
4.8%
23.4%
5.1%
-2.8%
-1.1%
1.1%
6.3%
-0.1%
1.3%
-0.9%
-6.5%
-5.2%
13.0%
17.5%
0.46%
Figure 2-3
Change in Demand Response Trip Volume
2-16
SECTION 3
PROGRESS 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
Using American Recovery and Reinvestment Act (ARRA) funding, PSTA has improved over 600 passenger
boarding and alighting areas, performing curb retrofits and enhancing the connectivity to adjacent
sidewalks that provide a complete accessible route for bus service customer travel. Accessibility
improvements are being made consistent with Americans with Disabilities Act Accessibility Guidelines
(ADAAG). This project was completed in early 2013 and all close out reports have been submitted to FTA.
PSTA is currently in the process of finalizing bid specifications to procure a new contractor for ongoing ADA
landing pad installation. The current Capital Improvement Plan has committed $200,000 in funding to
continue this program throughout the PSTA bus network as warranted. To date, PSTA has provided ADA
landing pads at over 50% of all bus stops throughout the County.
Regional Maintenance Training Facility Development
PSTA has partnered with FDOT and the Center for Urban Transportation Research (CUTR) to develop a
certified transit maintenance technician program. Development of the program was spurred by an effort on
the part of Florida transit agencies to improve the quality of maintenance staff across the state. Just as
3-1
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 personal
digital 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
www.psta.net
Automated display signs at transfer facilities with audio announcements
Intermodal Facilities
Four major intermodal facilities projects have been planned for the county and it is intended that they will
serve as major hubs of transit activity in the near future.
Downtown St. Petersburg Over the last few years, several sites in and around downtown St.
Petersburg have been considered for a new Downtown Multimodal Center. The intent is that the
site will provide enough space for buses to park and maneuver, and that will minimize schedule
and routing changes to the existing service. This effort is being coordinated with the City of St.
Petersburg to improve bus, pedestrian, bicycle, and automobile circulation within the downtown St.
Petersburg core. At this time, a final site has yet to be confirmed by the City, and in addition,
funding for this project has still not been identified by the City or PSTA and will be necessary
before any engineering and design is undertaken.
3-2
Largo Commons PSTA has been working with the City of Largo, property owners, and
developers for the Largo Commons transfer facility at the new commercial center located at the
intersection of Roosevelt Boulevard and US Highway 19. This site will house a new Walmart which
is 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 future
downtown 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.
New Transit Center in Pinellas Park PSTA has been working closely with the City of Pinellas
Park on the development of a new transit center to serve mid-county passengers located at the
current transfer location at the Shoppes at Park Place. This project is currently under bid and it is
anticipated to be open in early 2014. This facility will include public restroom facilities, ticket
center, and Automatic Vehicle Locator Signs.
3-3
Transit Planning and Land Use Planning Studies

Pinellas County Alternatives Analysis and Howard Frankland Bridge Study
In 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 Pinellas
In 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.
Community Bus Plan
PSTA completed a Community Bus Plan which recommends the bus system for PSTA be designed as a
grid system as opposed to the current hub system which has numerous transfer and transit centers. In
addition, the plan proposes a system for transit ridership with core routes and aggressive frequencies and
to build the ridership on those routes. Without additional revenues, however, this would mean some loss of
service to non-core areas and lower ridership routes, but once the core routes become more robust and
farebox revenues are increased, service can then be integrated back into the secondary routes.
3
Another significant outcome of the study is to reduce the number of transfer and transit centers and
encourage quick and efficient on-street transfers where possible by ensuring regular frequencies on core
routes and therefore better connections between trips. This approach will also be reinforced by reducing
the number of route deviations throughout the entire network and developing more direct routes between
destinations, thus providing passengers with shorter trips and better on-time performance for making
connections to other routes.
3-4
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 new
revenue (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
In response to HB 455, PSTA and Hillsborough Area Regional Transit Authority (HART), in coordination
with TBARTA, undertook an analysis to identify and evaluate the advantages, challenges and opportunities
for further collaboration between HART and PSTA, consolidating specific functions, or merging the two
agencies.
The study was conducted in 2012 and concluded that the many operational efficiencies were in place and
that the two organizations have many similar features, however, given the geographic distinction between
the two properties and the need for both agencies to serve their populations, there would be little or no
consolidation of capital assets such as buildings, buses, and maintenance facilities. The most cost savings
could be achieved through the consolidation of senior positions. Other administrative functions such as
funding, political representation, and regional service were highlighted and have led to the legislature
providing funding in the amount of $200,000 to further define potential cost savings. The next phase will be
spearheaded by TBARTA which has selected the firm of KPMG to conduct the analysis.
3-5
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 pickup 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 transfer
centers 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.
3-6
3-7
Service Development Funding - Clearwater/Dunedin/

Tarpon Springs Trolley Planning
Since 2010, PSTA in partnership with the Jolley Trolley
Group has been providing service to the North County
with the Coastal Trolley service. This service has
proven to be a very popular and successful route
connecting Clearwater Beach, Dunedin, Palm Harbor,
and Tarpon Springs. The Jolley Trolley Group also
provides service from Clearwater Beach to the City of
Clearwater with funding support from the City of
Clearwater. Ridership on all these routes in FY
2011/12 through May 2013 totals 328,265 passenger
trips. The North County Jolley Trolley service is
provided on Fridays, Saturdays, and Sundays, and begins at approximately 10:00 a.m. and ends at
approximately 11:00 p.m. with 60-minute service frequency. The trolley service serves select destination
points and provides connectivity to other PSTA services including the current PSTA Route 66. This route
has helped local businesses enhance public transit options for both residents and visitors. The affected
local communities have provided the match requirements needed for securing the Service Development
grant funds which have expired and currently the Jolley Trolley Group is in the process of securing funding
from the participating communities to maintain the service.
Jolley Trolley Shuttle Service to Clearwater Marine Aquarium (CMA)
To serve the expanded CMA attractions associated with Dolphin Tale movie tourism, the Jolley Trolley
enhanced its Clearwater service to provide a shuttle from the Aquarium to the city-based movie exhibit
annex. During this past Spring Break, ridership on this short shuttle grew to 2,500 per day.
Safety Harbor Jolley Trolley Shuttle
PSTA is in the process of working closely with the City of Safety Harbor for the expansion of the current
Jolley Trolley Shuttle service to serve the eastern portion of Pinellas County. The service would mirror the
North County Trolley by providing service on Fridays, Saturdays, and Sundays, and with hours of service to
be developed as needed with 60-minute service frequency. The trolley service will serve select destination
points such as the Safety Harbor Spa and the Countryside Mall with service to the City of Dunedin. Map 3-2
illustrates the routing of the proposed route.
Regional Park-and-Ride Facilities
To augment the existing network of county park-and-ride facilities, PSTA has been actively developing a
Park-and-Ride program that will consist of a regional network of facilities that will connect inter and intracounty commuter express services and meet regional travel needs. Although many informal park-and ride
facilities exist throughout the county, only three are officially maintained and operated either by FDOT or
3-8
3-9
PSTA. The three facilities include: Oldsmar, Ulmerton Road near Starkey Road in Largo and 22nd Avenue
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 Community
Bus 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
are considered and identified to ensure consistency with the proposed Countywide Land Use Plan. In
addition, the development of service lanes and elevated overpasses along US 19 will be closely
coordinated to ensure that transit needs are considered and addressed.
FTA Section 5317 New Freedom Funding
PSTA received New Freedom funding in November 2011 to continue its efforts in the development of a
Countywide Mobility Management Program. As part of this effort, the Mobility Manager has been actively
involved in facilitating the effort to establish PSTA as the primary provider of human service transportation
in Pinellas County. Currently, nearly 1.8 million Medicaid and transportation disadvantaged (TD)-funded
bus trips are provided in the County annually in addition to over 300,000 ADA-paratransit trips provided by
PSTAs contracted service providers.
3-10
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 management
agency 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 Program Community 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
seeks to improve transit security, identify security-related barriers to transit, and provide for
enhanced coordination and communication with its safety and security partners within the
community.
Disability Ambassador Relations Transit Specialist (DARTS)

To better meet the needs of the DART program, PSTA has committed staffing resources to serve as liaison
between the public, DART service users, PSTA staff, the Transit Advisory Committee (TAC), and the PSTA
Board. The specialist will assist DART applicants with travel training needs, application assistance needs,
the appeals process, and/or recommendations for Personal Care Attendants (PCA). Additionally, the
DARTS will serve as a conduit of information to nursing homes, clinics, and other organizations that assist
ADA-eligible persons. Such information will include community outreach and presentations regarding
DART eligibility certification and Choice services. Monthly reporting on outreach efforts and travel training
will also be maintained by the DARTS. This specialist position enhances DART customer services with asneeded, in-depth personal assistance and information.
3-11
Wireless Internet (Wi-Fi)

PSTA is developing specifications for a passenger accessible Wi-Fi that will include the purchase of vehicle
modems, 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 the
implementation 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 the
fleet 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
dependence on foreign fuels and is consistent with our Federal Transit Administration policies for better use
of alternative fueled vehicles.
OTHER PLANNING EFFORTS
1.
Regional/Service Coordination: PSTA staff has coordinated with HART and Pasco County
Public Transportation (PCPT) on regional transit funding and services. The three agencies
effectively share FTA Section 5307 formula funding and jointly developed a Regional Job
Access and Reverse Commute Program. In 2011, the three agencies submitted a joint
application to FDOT for coordinated services between the three counties (Pinellas County,
Hillsborough County, and Pasco County). In addition, TBARTA is now part of the Section
5307 formula funding partnership, so this will also provide for more coordination between the
partners as well.
3-12
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 accompanies
each 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 used
by 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.
6.
Accessible Bus Stop Signage: In coordination with PSTAs Transit Advisory Committee,
new bus stop signs were developed to differentiate the bus stop from other poles along
roadways. These tactile signs include raised and Braille characters for 100 select PSTA bus
stops that were identified with input from visually-impaired passengers.
7.
Travel Training/Travel Aids Program: Travel training is offered by PSTA to persons with
disabilities so they can gain the skills and knowledge necessary for independent travel. An
independent contractor of PSTA serves in the capacity as travel trainer and works with
individuals as they learn to navigate the regular bus system. New communication systems
are also available for low vision, blind, and deaf-blind passengers to assist with identifying bus
routes. Using this Bus Identifier Kit, passengers can prepare a hand-held sign with the
number of the bus route on which they want to travel. Use of this kit alerts the bus operator
as to the specific bus route the waiting passenger wishes to board. Development of this
3-13
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: PSTA is 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
provision of passenger benches and shelters, route and schedule information, shared bus
stop locations, and planning requirements. Passengers can also utilize a monthly bus pass
for seamless travel between Pinellas and Hillsborough Counties. The Passport provides
unlimited travel on PSTA and HART routes and inter-county connections via Routes 100X,
200X, and 300X.
11. Service Requests and Programmed Service Improvements: The PSTA website is utilized
to receive requests for new and improved transit services from passengers. Each request is
reviewed by staff and a written or verbal response is provided to the passenger. The website
also includes programmed service improvements, including those in the adopted 10-year
Transit Development Plan.
12. TD Bus Pass Program: Customer service staff at PSTA terminals now distributes in excess
of 3,500 passes per month for the TD program. This program, formerly managed by a private
3-14
contractor, allows those who are transportation disadvantaged to obtain a bus pass by paying
a specific co-pay amount. PSTA customer service representatives also take more than 1,500
calls each month from passengers inquiring about the program and their particular eligibility
status, and mail out more than 100 applications each month.
PUBLIC OUTREACH
PSTA has launched Greenlight Pinellas which will provide extensive outreach over the next year providing a
strategic approach to educating the public on the benefits of public transit. This Plan will also be used to
spearhead efforts for a future Sales Tax Referendum and it is anticipated that this pursuit will be delivered by
a private sector consortium on behalf of PSTA. Other on-going outreach efforts are also being performed in
parallel with Greenlight Pinellas as summarized below;
1. Community Presentations and Local Public Involvement Programs: Marketing staff
provided over 150 special presentations in the last year to various groups in the community
with respect to PSTA services and programs. Life skills presentations for bus travel are
provided, particularly for supported employment and rehabilitation programs.
2. Employers Choice Program: The PSTA Marketing Department staff vigorously promotes
this program whereby the employer can fully subsidize the cost of public transit commute
benefits and purchase 31-day Unlimited Ride Go Cards. With this benefit, employees get a
tax-free transit benefit and the employer receives a tax-reduction for the expense. Another
option is for the employee to pay the full cost for the purchase of transit passes with pre-tax
salary dollars. Finally, the employer and employees can share the cost of transit passes and
share the tax benefit.
3. Speakers Bureau Show Me Service: The PSTA Marketing Department has a group of
volunteers that offers presentations to community groups regarding the role of PSTA as
transportation provider, route and schedule information, and fare options. Also, "Show Me"
service volunteers escort first-time riders on a complete round-trip that includes instruction on
reading route schedules, understanding fare information, and travel tips.
4. PSTA Web Page: In February 2001, PSTA launched its website, www.PSTA.net. The site is
continually updated with minutes and videos of the monthly Board meeting, special events,
employment opportunities, planning, and financial reports. There were over 725,000 visits to
the site in 2010. In 2013, visits are exceeding 130,000 per month. Surveys also have been
provided on the website to allow the public to provide feedback on proposed service
modifications and route performance. Trip planning is available 24 hours a day, 7 days a week
through the PSTA website or by using Google Transit and PSTA has extended web access to
3-15
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, service
improvements, 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
Park where bus passes are sold, route and schedule information is available, and assistance is
provided for passenger questions and concerns.
10. Bus Operations:
Each bus operator receives customer service training and uses a form
known as From the Driver Seat. This provides an opportunity to document passengers
complaints, concerns, or requests, as well as issues that arise during daily service provision
3-16
(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.
3-17
SECTION 4
TRANSIT DEVELOPMENT PLAN
This section presents the updated PSTA Transit Development Plan including revisions to the
implementation program and revised financial plan. Plan revisions are consistent with the goals,
objectives, and strategies developed in the 2010 TDP Major Update. The Major Update included two
financial plans: a revenue-constrained plan and a vision plan. The revenue-constrained plan provides a
financial plan under the assumption that current revenue sources continue, but no new revenue sources
are secured. The vision plan assumes that a new revenue source is secured and provided for future transit
growth that meets the demand for transit service and that will support the economic development and
transit-supportive land use planning efforts occurring throughout the county.
The establishment of a Locally Preferred Alternative (LPA) from the AA process has led PSTA to
reexamine the Vision Plan, including the operational, capital, and programming included in that plan. In
addition, over the last year, PSTA has undertaken a Community Bus Plan which has provided a more
refined vision for service in the future which will be outlined in this report.
ANALYSIS OF PLAN VARIANCES
PSTA continues to achieve milestones that were reflected in the 2010 TDP Major Update each year and
continues to work on and pursue efforts that will improve the image of the agency, enhance the
professionalism of its staff, and promote partnerships within the community. In 2012, PSTA launched
Greenlight Pinellas which will provide direction and guidance towards a Sales Tax Referendum in 2014 in an
effort to provide PSTA with a long term sustainable funding source to fully develop its Vision Plan developed
for the 2010 TDP Major Update and since refined by the LPA and The Community Bus Plan Study.
The Revenue-Constrained Plan has remained largely the same and continues to reflect a no-growth scenario
with operating and capital shortfalls being reflected over the 10-year planning horizon. This is consistent with
information developed for the 2010 TDP Major Update and the 2013 TDP Progress Report. PSTA continues
to employ a mix of strategies in its effort to maintain a balanced operating budget. The long term forecast if no
new revenue is realized could result in a reduction of services to the entire system estimated at 28% which
could drastically undermine the ongoing ridership growth which has occurred for several years.
The approach being considered by the PSTA Board which has been identified by the Community Bus Plan
is to focus transit investments into core routes such as the 4, 19, and 52 and provide significant resources
such as frequencies and fewer route deviations which will build ridership and maintain a viable system. One
of the trade-offs of this approach is to reduce some of the emphasis on coverage, whereby, PSTA would
still have routes providing service throughout the County to maintain access to the system, but would
4-1
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
anticipated to be in effect in the short-term only to maintain as much service as possible until another
funding source is secured.
Project Priorities
A listing of priority projects has been prepared in the event that additional funding becomes available prior
to the implementation of a new dedicated funding source, i.e., sales tax. That priority list of projects is
shown in Table 4-1 and Map 4-2 and includes a mixed group of projects including the following:
Frequency enhancements and evening service on several of the core routes

New Trolley Service to Safety Harbor, and other north county areas
Inter-county services to Hillsborough County
4-2
4-3
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 4-1
Priority Projects
Route Number
4
5
7
14
15
19
20
52
66
74
75
79
90
100X
14 & 23
7 & 15
67
52
Description
Sunday: Extend 6:00 PM Trip from Williams Park to Roy Hanna
Weekday/Saturday/Sunday: Re-route around Tyrone Square
Mall.
Weekday: Add PM Trip both directions
Weekday: Start first AM Trip earlier for transfers at Grand
Central Station.
Weekday: Add AM Trip. First trip has standing load.
Sunday: Extend PM trip to Huey & Tarpon;
Weekday/Saturday/Sunday: Remove TP Hampton Road and
make it Clearwater Mall.
Weekday: SB AM Trip start earlier; Extra PM Trip
Weekday: Need earlier AM Trip into Shoppes at Park Place
(current first trip is at 725 AM)
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.
Saturday: Review AM Trip running times on Park Blvd between
Belcher Rd & Starkey Rd both directions. Issues with Wagon
Wheel Flea Market.
Weekday/Saturday/Sunday: Gateway Mall to Shoppes at Park
Place need earlier AM Trip
Weekday: Need PM Trips both directions
Weekdays/Saturday/Sunday: Re-route back to Grand Central
Station use 31st Street instead of 34th Street.
Saturday: Add Saturday Service to Tampa
Sunday: Need and extra buses. Service needs additional two
buses, one each for routes 14 & 23. To provide hourly service
Weekday: Routes 7 & 15: need peak: 30 minute frequency and
1:00 hour frequency off-peak; similar to the 2007 schedule.
Sunday: Currently NO service on Sunday to Oldsmar. To
provide hourly service route will need 2 buses.
Weekday: Create a new Route 52 Express; both for passengers
and would help with operator reliefs.
Fully Allocated Cost

$3,076.77
GRAND TOTAL
$2,766,447.82
Source: PSTA Scheduling Department, 2013
4-4
$0.00
$30,919.60
$1,932.48
$13,527.33
$2,637.26
$21,257.23
$1,932.48
$60,679.72
$0.00
$11,064.67
$50,630.85
$0.00
$96,942.04
$126,588.48
$816,663.94
$121,753.20
$1,406,841.80
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.
4-5
4-6
Table 4-2
Capital Priorities
Category
Vehicles
Intermodal Centers
Amenities
IT
Misc
Capital Priority
Purchase 40' Replacement Buses

Purchase 40' Expansion Buses
Purchase Replacement Support Vehicles
Purchase Hybrid Support vehicles
Purchase Maintenance Truck
North County Terminal
Largo Commons Transfer Center
St. Petersburg Intermodal Center
Clearwater Intermodal Center
Pinellas Park Transit Center
Cost
$50,437,682.00
$117,824,318.00
$1,646,406.00
$1,060,955.00
$585,451.00
$510,000.00
$600,000.00
$23,080,000.00
$22,080,000.00
$518,793.00
Shelters
Solar Light Installation
$2,338,350.00
$300,800.00
Clever CAD Traffic Signal Priority

Clever/CAD Yard Mapping
Computer Software
Clever CAD Turn Warning
Cisco 3750 POE Switched
Geographic Information Systems
$100,000.00
$300,000.00
$1,703,600.00
$280,000.00
$30,000.00
$50,000.00
4- Drive on Buses lifts

Furniture (tables, Chairs, Appliances)
Rehab/Renovate Facilities
Scherer Drive Re-painting (interior & exterior)
4-7
$560,000.00
$440,000.00
$480,000.00
$250,000.00
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 tenyear 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 FY
2016/17, 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 tenyear 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.
Current efforts, such as the Community Bus Plan, are expected to include components that will reconcile
these financial issues and will be developed to address funding shortfalls so that PSTA can successfully
achieve its goals and objectives.
4-8
4-9
Table 4-3 No New Revenue Plan Capital 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
$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
$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
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
$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
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$800,000
$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
$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)
$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)
$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)
Passenger Facilities
Technology
Capital Revenues
Federal Grants Capital

Pass Through (Section 5303)
Total
Revenues Minus Costs
Rollover from Prev. Period
Capital Surplus/Shortfall
Table 4-3 Continued on next page
4-10
($20,870,637)
Table 4-3 No New Revenue Plan Capital Needs and Operating Projections (cont.)
Fixed-Route Bus
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
10-Year Total
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
$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
$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
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$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
$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)
$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)
$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)
25.49%
25.08%
24.22%
23.40%
23.40%
23.40%
23.40%
23.40%
23.40%
23.40%
23.40%
22.74%
26.3%
25.9%
25.0%
24.1%
24.4%
23.9%
23.5%
23.0%
22.6%
22.1%
21.7%
23.5%
Operating Revenues
Passenger Fares
Property Tax
Transfer from Reserves

Total Revenues
Rollover from Prev. Year
Surplus/Shortfall
Farebox Ratio:
Farebox Ratio with Auxiliary
Revenue:
Source: 2014-2023 Operating Budget is based on projections for Draft Community Bus Plan from PSTA received 8/2013, assumes 28% cut in service in 2017.
4-11
Table 4-4 New Revenue Plan Capital 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
$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
$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
$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
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
$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
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$80,000
$800,000
$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
$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)
$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)
($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)
Passenger Facilities
Technology
Capital Revenues
Federal Grants - Capital

Pass Through (Section 5303)
Total
Rollover from Prev. Period
Capital Surplus/Shortfall
Table 4-4 Continued on next page
4-12
($194,210,691)
Table 4-4 New Revenue Plan Capital Needs and Operating Projections (Cont.)
Fixed-Route Bus
Operating Costs
Total Costs (Existing + New
Service)
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
10-Year Total
$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
$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
$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
$6,121,000
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
$6,006,600
$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
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$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
$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
$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
$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
25.49%
25.08%
24.22%
21.24%
21.24%
21.24%
21.24%
21.24%
21.24%
21.24%
21.24%
20.38%
26.3%
25.9%
25.0%
21.7%
21.3%
20.9%
20.5%
20.1%
19.7%
19.4%
19.0%
20.9%
Operating Revenues
Passenger Fares
Bus Tax Revenue
Transfer from Reserves

Total Revenues
Rollover from Prev. Year
Surplus/Shortfall
Farebox Ratio:
Farebox Ratio with Auxiliary
Revenue:
Source: 2014-2023 Operating Budget is based on projections for Draft Community Bus Plan from PSTA received 8/2013
4-13
APPENDIX A
FAREBOX RECOVERY REPORT
A-1
2012 ANNUAL FAREBOX RECOVERY REPORT

HB 985, passed in 2007, requires that PSTA monitor its farebox recovery ratio. The rule also requires that
PSTA 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-1
Farebox Recovery (FY 1995/96 to FY 2011/12)
Fare
Farebox
Fiscal Year Total Expenses
Revenue
Recovery
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%
2003/04
$35,676,304
$8,060,506
22.6%
2004/05
$37,982,193
$8,252,157
21.7%
2005/06
$46,025,915
$9,045,137
19.7%
2006/07
$48,418,065
$10,717,941
22.1%
2007/08
$50,981,021
$11,298,758
22.6%
2008/09
$51,494,018
$11,500,513
22.3%
2009/10
$49,811,888
$10,845,845
21.8%
2010/11
$49,747,458
$12,572,895
25.3%
2011/12
$49,505,055
$14,029,482
28.3%
These expenses are based upon financial audit reports and exclude depreciation and purchased
transportation expenses.
A-2
EFFECTIVE FARE CHANGES

The following section provides a listing of the enhancements PSTA is undertaking to enhance the farebox
recovery 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; public
comments 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.
Cost Containment: PSTA is continuing to work to limit expenses where possible to help increase
the farebox.
A-3
A-4
APPENDIX B
OPERATING BUDGET PROJECTIONS
B-1

Finance Department
Operating Budget Projections
FY 2014 - 2016
Proposed Budget
Fiscal
Year
2014
0.7305 Millage
Revenue
Passenger Fares
Auxiliary
Non-Transportation
Taxes
Local Beach Trolley
& Rt. 35
State
Reimbursement Fuel Tax
State Grants
Federal Grants
Federal Grants MPO
Pass-Thru
Transfer (To) From
Reserves
Total
Expenditures
Salaries
Fringe Benefits
Services
Diesel Fuel
Supplies
Insurance
Utilities
Taxes & Licenses
Purchased
Transportation DART
Purchased
Transportation - TD
Purchased
Transportation Trolleys
Miscellaneous
Total
Budget Projections
Fiscal
Fiscal
Year
Year
2015
2016
0.7305 Millage
0.7305 Millage
14,187,870
383,560
578,710
33,115,200
14,187,870
391,231
578,710
33,876,850
14,187,870
399,056
578,710
34,825,402
843,813
869,127
895,201
613,160
6,988,456
5,667,006
613,160
6,988,456
5,243,227
613,160
6,988,456
5,243,227
80,000
80,000
80,000
1,184,668
63,642,443
4,292,421
67,121,052
7,100,777
70,911,859
27,977,300
10,862,092
2,945,210
8,008,160
3,548,060
1,638,000
1,050,740
862,730
29,376,165
11,456,704
3,063,018
8,808,976
3,689,982
1,703,520
1,092,770
862,730
30,844,973
12,183,764
3,185,539
9,689,874
3,837,581
1,771,661
1,136,481
862,730
4,703,000
4,938,150
5,185,058
790,000
821,600
854,464
603,371
653,780
63,642,443
627,506
679,931
67,121,052
652,606
707,128
70,911,859
B-2
APPENDIX C
CAPITAL PROJECTS REPORT
C-2
C-3
GRANT PROJECTS INFORMATION
3
4
Vehicles
6
7
7.1
7.2
9
9.3
9.7
Operating
9.8
9.9
9.10
10
10.1
10.2
11
12
12.1
12.2
12.3
12.4
13
15
15.1
15.2
18
19

Purchase 25' Replacement Buses (Cut
Aways)
Purchase Replacement Support
Vehicles
Purchase support vehicles
Purchase Maintenance Truck (Facilities
Maint & Maint)
Misc. Support Equipment
DVR Program Upgrade/ Bus Security
Upgrade
Farebox Replacement Project/GFI Vault
Replacement
Farebox Upgrade Proiject
Purchase Replacement Facilities Trailer
Replace 3 Golf Cart & 3 Gators
FDOT - 5310 - Mobility Management
Mobility Manager
Mobility Specialist
5303 Funding
New Freedom - Mobility Management
(MPO)
Mobility Manager
Public Outreach - Internal
Public Outreach - Contractor
Project Administration
Lease Capital Maintenance (Tire
Lease)
PM
Bus Parts
Labor
Short Range Planning (Planning)
TOTAL OPERATING
CURRENT OPEN PROJECTS THROUGH FY 2013

(Current Grant Totals as of July 2013)
TOTAL
TOTAL FUNDS
REMAINING BALANCE
PROJECT COST
OBLIGATED
(Including FY2013 CIP)
11,455,742
9,887,747
1,567,995
0
0
0
FY2014 - FY2018 CAPITAL IMPROVEMENT PROGRAM

FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
5,553,091
1,384,459
4,993,293
1,384,459
4,090,061
0
1,500,000
0
1,500,000
0
TOTAL CIP
REQUESTS
17,636,445
2,768,918
1,168,000
1,168,000
895,614
566,366
329,248
47,363
28,411
73,158
415,021
563,953
644,015
314,767
329,248
73,158
150,706
223,864
251,599
251,599
47,363
28,411
264,315
340,089
2,015,850
1,030,955
984,895
77,092
400,000
1,868,933
1,886,933
4,232,958
400,000
400,000
400,000
1,200,000
1,468,933
1,468,933
2,937,866
984,894
0
0
0
0
0
80,000
0
0
0
0
0
0
80,000
984,894
0
0
0
0
0
0
0
20,000
57,092
116,325
64,687
51,638
80,000
0
0
0
0
0
0
80,000
0
0
0
0
0
0
80,000
0
0
0
0
0
0
80,000
0
18,000
0
0
0
0
80,000
0
38,000
57,092
116,325
64,687
51,638
400,000
390,500
227,208
163,292
305,000
25,000
30,000
30,500
201,086
12,953
0
13,169
103,914
12,047
30,000
17,331
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2,179,641
2,179,461
180
420,000
432,600
445,578
458,945
472,713
2,229,836
26,490,003
12,989,690
13,500,313
125,000
449,255
26,406,532
12,906,219
13,500,313
0
159,499
83,471
83,471
0
125,000
289,756
4,404,581
2,000,000
2,404,581
175,000
66,950
5,066,531
4,568,677
2,060,000
2,508,677
175,000
66,950
5,243,227
4,555,699
2,121,800
2,433,899
175,000
66,950
5,243,227
5,542,332
2,185,454
3,356,878
175,000
66,950
6,243,227
5,528,564
2,251,018
3,277,546
175,000
66,950
6,243,227
24,599,853
10,618,272
13,981,581
875,000
334,750
28,039,439
C-4
Training/3rd
Party
Contracts
Passenger
Amenities
Passenger
Amenities
Continued
20
20.5
20.6
21
22
22.1
22.3
22.4
22.5
22.6
22.7
22.8
22.9
23
24
24.1
24.2
24.3
24.4
24.5
25
25.2
25.5
26
26.1
26.2
27
27.1
27.2
3rd Party Contractual Agreements

Financial Model/P3 Consultant
Contract - In-Person Assessments & ADA Travel
training
Employee Education/Training
Bus Shelter
Purchase and Install Passenger Shelters
Purchase Big Belly Trash Compactors
Purchase Bus Stop Trash Cans - Galvanized
Purchase Simme-Seats
Purchase and Install Passenger Benches
Purchase Bike Racks
Shelter Glass - Williamn Park
Passenger Amenities - Bus Stop Poles/Hardware
Pedestrian Access/Walkways
Preliminary Engineering - Intermodal Terminal
Final Design Service - 3rd Party
Preliminary Engineering - 3rd Party
Other 3rd Party Contractual Services
Force Account - Other
Rehab/Renovate Terminal
Reroofing - Park Street Terminal
Grand Central Station Re-Painting (Exterior)
Largo Commons
Shelters and Amenities at Largo Commons (Bus
Shelters)
Pre-Engineered Bathroom at Largo Commons (Pur bike
acc, Fac, & equip on buses)
Shoppes at Park Place
Shoppes at Park Place CSC Construction
Shoppes at Park Place CSC Construction - Pinellas Park

TOTAL
TOTAL FUNDS
REMAINING BALANCE
PROJECT
OBLIGATED
COST
464,085
462,806
1,279
0
0
0

FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
TOTAL CIP
REQUESTS
295,000
270,000
25,000
0
25,000
0
25,000
0
25,000
0
395,000
270,000
65,941
64,662
1,279
25,000
25,000
25,000
25,000
25,000
125,000
29,106
1,234,878
1,015,138
112,304
0
30,631
67,500
5,724
3,581
0
2,412,127
1,250,000
400,000
450,000
100,000
250,000
50,000
241,420
175,611
0
600,000
25,766
329,748
177,508
112,304
0
30,631
0
5,724
3,581
0
1,687,127
336
0
0
0
212
124
65,809
0
0
0
3,340
905,130
837,631
(0)
0
0
67,500
0
0
0
725,000
1,249,664
400,000
450,000
100,000
249,788
49,876
175,611
175,611
0
600,000
20,000
284,100
200,000
56,000
0
0
21,150
6,950
0
0
200,000
0
0
0
0
0
0
35,000
0
35,000
0
20,000
285,850
200,000
56,000
0
0
22,450
7,400
0
0
200,000
0
0
0
0
0
0
0
0
0
0
20,000
287,600
200,000
56,000
0
0
23,750
7,850
0
0
200,000
0
0
0
0
0
0
0
0
0
0
20,000
289,350
200,000
56,000
0
0
25,050
8,300
0
0
200,000
0
0
0
0
0
0
0
0
0
0
20,000
354,650
200,000
56,000
18,900
31,000
25,000
8,750
0
15,000
200,000
0
0
0
0
0
0
0
0
0
0
100,000
1,501,550
1,000,000
280,000
18,900
31,000
117,400
39,250
0
15,000
1,000,000
0
0
0
0
0
0
35,000
0
35,000
0
350,000
350,000
250,000
250,000
518,793
230,000
100,000
0
0
0
188,793
230,000
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
27.3
Pre-Engineered Bathroom at Shoppes at Park Place (Pur

Bike Acc, Fac, & Equip on Buses)
188,793
188,793
28
30
30.1
Park & Ride Lot

Purchase Misc. Bus Station Equip
Waterless Urinals - Ulmerton Road P&R
200,000
222,257
1,425
0
222,257
1,425
200,000
(0)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
C-5
Technology
31
31.1
31.2
31.3
31.4
31.5
31.6
31.7
31.8
31.10
31.13
31.14
31.15
31.16
31.17
31.18
31.19
31.20
31.21
31.23
Computer Hardware
Purchase Document Scanners
Purchase Servers
Purchase High Capacity Network Printers
Printers ( 27 HP Large Format Printer, &
LaserJet Printers & Trays)
Purchase Laptops
WIFI
Upgrade Audio Visual Equipment in
Board Room
Replacement/Upgrade Phone System and
Phones
Misc. Computer Equipment
Plotter for mapping (Auto CAD)
Fuel Management System Replacement
(Fleetwatch)
Polycom Conference Phones
Upgrading of UPSs
Virtual Desktop Server Hardware
Replacement of the Server Room UPS
Backup System
Replacement of Format Laminator
On-Board GIS Computers for Connector
Services
Service Lane Infrastructure (Fuel dis &sup
equip)
Replacement Work Stations

TOTAL
TOTAL FUNDS
REMAINING BALANCE
PROJECT COST
OBLIGATED
1,652,040
838,835
813,205
2,616
2,616
0
114,604
114,604
0
37,000
16,648
20,352

FY
2014
535,000
0
200,000
0
FY
2015
0
0
0
0
FY
2016
2,000
2,000
0
0
FY
2017
299,600
0
0
0
FY
2018
467,000
0
175,000
0
TOTAL CIP
REQUESTS
1,303,600
2,000
375,000
0
50,200
50,200
150,000
150,000
18,671
235,000
5,471
0
13,200
235,000
0
0
0
0
0
0
0
0
0
0
0
0
335,000
335,000
250,000
250,000
197,821
0
183,836
0
13,985
0
0
0
0
0
0
0
0
0
0
30,000
0
30,000
196,990
1,990
195,000
0
18,000
66,100
0
0
19,819
0
18,000
46,281
0
0
0
0
0
0
0
0
0
3,600
0
0
0
0
0
3,600
0
0
65,000
65,000
3,500
3,500
24,000
4,539
19,461
12,000
12,000
130,000
130,000
100,000
96,774
3,226
146,000
146,000
C-6
Technology
Continued
32
32.2
32.6
32.7
32.8
32.13
32.14
32.15
32.16
32.17
32.18
32.19
32.20
32.21
32.22
32.23
33
33.1
33.2
34
34.2
34.3
34.4
35
35.4
Computer Software
Procurement Management System
Misc. Computer Software
Electronic Signature Software (Purchasing)
RTBI Software Replacement
Arc View Software
Flex Service Connection Software
DART Software - Route Match
Financial Planning Software - Budget
Software
Replacement System Software
Business Enterprise SW Replacement (Fin
Man Sys Upgrade)
Cisco 3750 POE Switched
Hastus Upgrade 2014
Microsoft Office 20XX Version
Microsoft Office Professional VL 2010
Risk Man. Software Upgrade - CS Star
New Freedom - Mobility Management
(MPO)
TD Comp HW/SW for IVR System
TD Comp SW for POS System
Replacement of Digital Camera
DART Electronic Payment Card
Photo ID System
Misc. Communication Equipment
APC Units

TOTAL
TOTAL FUNDS
REMAINING BALANCE
PROJECT
OBLIGATED
COST
984,101
456,677
527,424
125,000
0
125,000
297,944
31,396
266,548
1,000
0
1,000
0
0
0
37,320
37,320
0
7,500
7,500
0
125,000
122,460
2,540

FY
2014
FY
2015
FY
2016
FY
2017
75,800
0
0
0
0
6,000
0
0
69,800
0
0
0
0
0
0
0
825,800
0
0
0
0
0
0
0
914,800
0
0
0
0
0
0
0
1,901,000
0
0
0
125,000
3,787,200
0
0
0
1,000,000
6,000
0
125,000
FY 2018
1,000,000
TOTAL CIP
REQUESTS
60,460
60,460
75,000
50,564
24,436
756,000
756,000
756,000
2,268,000
0
69,800
0
38,100
0
0
0
0
0
0
0
69,800
0
38,100
0
0
69,800
0
0
0
0
69,800
0
0
0
0
69,800
0
0
0
30,000
69,800
39,000
0
20,000
0
0
0
0
20,000
30,000
279,200
39,000
0
40,000
51,000
51,000
35,000
16,000
26,713
1,000
0
19,915
7,745,505
95,043
0
0
19,539
819
0
12,922
7,745,505
95,043
35,000
16,000
7,174
181
0
6,993
(0)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
64,000
0
39,000
25,000
128,650
128,650
0
0
64,000
0
39,000
25,000
128,650
128,650
C-7
Facilities
36
36.1
39
40
40.3
40.4
40.8
40.12
40.13
40.14
40.15
40.16
40.18
40.19
40.20
40.21
40.22
40.24
40.25
40.27
40.29
41
41.1
41.2
42
42.1
43
Continued
43.1
Facilities
43.2
43.3
44
44.1
44.2
44.3
Purchase Signage
Purchase Bus Stop Signs
Rehab/Renovate Yard and Shops - (Concrete)
Check Sealer
Misc. Revenue Room Equipment
Misc. Equipment
Static Brake Test Equipment
In-Line 5 Assembly Engine Diagnostic Equipment
Cummings Engine Diagnostic Specialty Tool Kit
DFI Filter Cleaning Kit
2 - ARI Portable Lifts
Furniture (tables, Chairs, Appliances)
Shop Hose Exhaust Replacement
Lift Station Pump Replacement
Parts Washer Replacement
Bus Wash Brush Replacement
Analog Meters
Revenue Room Misc. Equipment for Addition
HVAC Equipment
Purchase two 52" Zero Turn Mowers
Construction - Facilities
Addition to Revenue Room Building
Bus Wash Roof
Lease Misc. Support Equipment
Lease mailing Equipment
Rehab/Renovate Facilities
Scherer Drive Re-painting (Interior & Exterior) &
Carpet Replacement
IT. Server Room AC Upgrade/ AC Control Upgrade
Waterless Urinals - All Locations
Purchase Surveillance/Security Equipment
PSTA Facilities Security Access
Revenue Room Misc. Security Equipment for
Addition
Misc. Camera, Lights, etc.

TOTAL PROJECT
TOTAL FUNDS
REMAINING BALANCE (Including
COST
OBLIGATED
FY2013 CIP)
178,149
147,416
30,733
32,072
1,339
30,733
9,078,470
8,688,750
389,720
740,735
384,484
356,251
0
0
0
3,833
3,833
0
336,581
54,500
282,081
0
0
0
0
0
0
8,942
0
8,942
0
0
0
0
0
0
5,203
5,203
0
14,000
0
14,000
7,500
0
7,500
0
0
0
0
0
0
25,000
20,134
4,866
25,000
0
25,000
44,000
30,139
13,861
0
0
0
206,250
196,714
9,536
206,250
196,714
9,536
0
0
0
20,640
20,640
0
20,640
20,640
0
154,163
0
154,163

FY
2014
0
0
0
283,000
0
25,000
0
125,000
3,000
0
50,000
0
0
0
0
65,000
15,000
0
0
0
0
0
0
0
0
0
0
FY
2015
0
0
0
151,000
0
35,000
0
0
0
0
0
0
100,000
0
0
0
0
0
0
0
16,000
115,000
0
115,000
0
0
80,000
FY
2016
0
0
0
100,000
0
0
0
0
0
0
0
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
35,000
FY
2017
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
FY
2018
0
0
0
15,500
7,500
0
0
0
0
0
0
0
0
8,000
0
0
0
0
0
0
0
0
0
0
0
0
0
TOTAL CIP
REQUESTS
0
0
0
549,500
7,500
60,000
0
125,000
3,000
0
50,000
100,000
100,000
8,000
0
65,000
15,000
0
0
0
16,000
115,000
0
115,000
0
0
115,000
80,000
80,000
154,163
0
246,326
0
0
0
40,405
0
154,163
0
205,921
0
0
0
0
0
0
0
0
0
0
35,000
0
0
0
0
21,000
21,000
0
0
0
0
0
35,000
21,000
21,000
35,000
29,003
5,997
211,326
11,402
199,924
C-8
Consultants
47
47.1
47.2
47.3
47.4
47.5
47.6
Contingency
48
48.1
50
51
52
Short Range Planning

Short Range Planning
Short Range Planning for Rev Room Addition (TO
#61)
Bus Study
Messaging & Branding
LRTP Assistance
HFB Study / AA Study Consultants/ &
Administration
Long Range Planning
New Starts Consulting
Safety & Security in Transportation Planning
CARES (Phase 1 & 2)
Contingencies
TOTAL

TOTAL
TOTAL FUNDS
REMAINING BALANCE
PROJECT COST
OBLIGATED
3,393,151
3,185,352
207,799
851,986
644,188
207,798

FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
200,000
200,000
250,000
250,000
100,000
100,000
100,000
100,000
400,000
400,000
TOTAL CIP
REQUESTS
1,050,000
1,050,000
19,425
19,425
700,000
330,000
300,000
700,000
330,000
300,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,191,740
1,191,740
0
0
40,000
514,500
3,682,734
95,727,533
0
0
40,000
444,628
0
81,299,347
0
0
0
69,872
3,682,734
14,098,186
0
0
0
0
329,850
14,582,611
200,000
200,000
0
0
398,154
13,524,194
0
0
0
0
298,154
11,780,000
0
0
0
0
229,154
13,374,085
0
0
0
0
199,654
13,685,614
200,000
200,000
0
0
1,454,966
66,946,504
12,059,735
1,384,459
116,325
0
80,000
0
942,092
2,522,876
0
12,059,735
1,384,459
0
0
80,000
0
0
1,464,459
0
11,700,000
0
0
0
80,000
0
0
80,000
0
11,700,000
0
0
1,594,085
80,000
0
0
1,674,085
0
11,700,000
0
0
1,905,614
80,000
0
0
1,985,614
0
59,219,470
2,768,918
116,325
3,499,699
400,000
0
942,092
7,727,034
0
REVENUES
Federal Section 5307 Appropriation
Federal Section 5339 Bus & Bus Facilities Grant Funding
Federal Section 5310 Funding (Via FDOT)
Funds from 6.1 million Capital
Federal Section 5303 Funding (Via MPO)
Federal New Freedom Funding (Via MPO)
Federal Section 5307 funding (FL 90-X723)
Total Additional Funds
Balance
Note: Only projects that have a remaining balance in the current grants or that are listed in the FY 2014-2018 CIP are shown. However, current grant totals include funding for all projects.
Public Hearing for FY2013 Secton 5307, 5339, & 5310 Funding Only
Yellow - FY 2013 Federal Section 5307 Funding
Orange - FY 2013 Federal Section 5339 - Bus & Bus Facilities Funding
Green - FY 2013 Federal Section 5310 Funding (Via FDOT)
Purple - Annual Federal Section 5303 Funding (Via MPO)
Red - FY 2012 Federal New Freedom Funding (Via MPO)
Grey - FY 2012 Federal New Freedom Funding (Via MPO)
TOTAL FUNDING FY2014 CIP WORKSHEET
$12,059,735
$1,384,459
$116,325
$80,000
$0
$942,092
$14,582,611
- Public Hearing May 15, 2013

C-9

PSTA Progress Report, FY 2014

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THIS PAGE INTENTIONALLY LEFT BLANK

PINELLAS SUNCOAST TRANSIT AUTHORITY

Transit Development Plan

THIS PAGE INTENTIONALLY LEFT BLANK

Section 2: EXISTING PSTA SERVICE LEVELS ............................................................................

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

Section 4: TRANSIT DEVELOPMENT PLAN .................................................................................

APPENDIX A: FAREBOX RECOVERY REPORT ...........................................................................

Identification of the Submitting Entity

Pinellas Suncoast Transit Authority

Mr. John Villeneuve, Planning Manager, PSTA, 3201 Scherer Drive,

THIS PAGE INTENTIONALLY LEFT BLANK

Source: PSTA Finance Department, 2013

Fixed-Route Service Operating Statistics

% Change From Previous Year

Source: PSTA Finance Department, 2013

THIS PAGE INTENTIONALLY LEFT BLANK

Table 2-3 (Contd)

Source: PSTA Finance Department, 2013

Table 2-4 (Contd)

Source: PSTA Finance Department, 2013

Daily Route Hours

Service Period AM/PM

Table 2-5 (Contd)

Daily Route Hours

Service Period AM/PM

Daily Route Miles

Daily Route Hours

Service Period AM/PM

Daily Route Miles

Daily Route Hours

Daily Route Miles

Daily Route Hours

Service Period AM/PM

Service Period AM/PM

Source: PSTA Finance Department, 2013

Demand Response Transportation Operating Statistics

% Change From Previous Year

Unique bus stop ID#

Transit Planning and Land Use Planning Studies

Transit Service Delivery

Service Development Funding - Clearwater/Dunedin/

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

Public Awareness and Education Program Community Awareness Results in Everyones

Disability Ambassador Relations Transit Specialist (DARTS)

Wireless Internet (Wi-Fi)

10. Bus Operations:

Frequency enhancements and evening service on several of the core routes

Fully Allocated Cost

Source: PSTA Scheduling Department, 2013

Purchase 40' Replacement Buses

Clever CAD Traffic Signal Priority

4- Drive on Buses lifts

Source: PSTA Finance Department, 2013

10-Year Financial Plan Summary

THIS PAGE INTENTIONALLY LEFT BLANK

Street ROW Improvement

Federal Grants Capital

Table 4-3 Continued on next page

Local Beach Trolley

State Reimbursement - Fuel Tax

Federal Grants - Operating

Transfer from Reserves

Street ROW Improvement