Good morning, everyone.

I'm Council Member Gil Schusser for Chair Hart Board.

Um the Hart Board, please silence all electronic devices for duration of the meeting.

Welcome to the June 1st, 2026 Board of Directors meeting, regular meeting, which is now called to order.

The meeting format is hybrid with board members physically present at the Hart Administrative Offices, 1201 East Seventh Avenue, Florida Conference Room, and participating via communication media technology.

If you can please join me in the Pledge of Allegiance.

Thank you.

Um, you take attendance, please.

I'm sorry, sir.

Attendance?

Yes, please.

Thank you, sir.

I'm sorry.

Dr.

Cameron Cepeda.

Director Clended.

Here.

Dr.

Hobbs?

Here.

Dr.

King?

Present.

Dr.

Knight.

Director MacAlpatrick?

Here.

Director Meyer.

Here.

Director Nieberg.

Here.

Chair Schisler.

Here.

Director Smith.

Present.

Director Vieira.

Here.

Director Williams.

Here.

Director Wilson.

Here.

You do have a quorum, sir.

Thank you very much.

Okay, next is our public comment.

Uh, we will first start with a statement for board counselor, Mr.

Jeff Gibson.

You're recognized.

Thank you, sir.

Members of the public have the right to speak on any relevant issues during the public comment process.

However, certain items may be rooted in contract, pending legal recourse or prohibited by this board's policy, which prohibits involvement by this board in the normal employer-employee relationship between the CEO and other and any other employee or employee union of heart.

While the public could address those matters, board members are advised not to discuss them during this meeting.

Thank you, Mr.

Gibson.

The heart board of directors welcomes comments from citizens about any issue or concern.

Um your opinions are valued in terms of providing input to the board members when addressing the board.

Comments should be directed per should not be directed personally against a board member or staff member, but rather directed at the issues.

This provides a mutual respect between the board, staff, and the public.

One is virtual.

You are recognized.

Greetings, all my name is Dominique Cobb.

I am a business owner, a homeowner, and also an advocate in East Tampa.

Good morning, board.

I'm here to urge Heartline to deeply uh to deepen its investment in Hillsborough County's youth.

Uh when we were building transit, we forgot to have equality for everyone with what's currently going on.

We have a challenge with our youth.

So what I've uh taking a look at is that right now we currently do not have any youth-based programs.

And right now that is a challenge.

This is the first day of school being out in the summer.

So we are facing some realities in our country.

For instance, families that are living in underserved areas.

Right now, I live in East Tampa, and this is a transit desert.

The barriers for mobility is very staggering.

In low-income households, we spend roughly 30% of our income on basic transportations.

In communities like East Tampa or the university area, if a young person secured a life-changing summer internship, but lacks a vehicle, their success relies entirely on you all.

When public transportation routes are limited or too expensive, it does not just create a stall for a ride.

It stalls economic mobility, and we cannot allow a bus fare or a spare route schedule to stand between in between students and their education.

Also, how can Heartline assist?

First, we need to bring back fully subsidized barrier-free seasonal passes.

While the youth pass program provides a high appreciation, a 50% discount, even a $2 a day pass, what could also come up to $32.50 a month is a tough financial choice for a low-income family with multiple children.

Second, heart can activate partners with Hillsborough County Public School system to think routes with high school and the bell schedule.

So I urge uh the Heartline Board to please look into what is going on with our youth right now.

On a personal note, I have multiple students who take the summer, take the bus transit.

Right now we are facing challenges because there are not only are there food challenges, but there are also monetary challenges.

So as an investment in youth transport, it is an investment into regional health, safety, and economic vitality.

Let's make sure that no child in Hillsborough County misses out on the opportunity because they could not get a ride.

Thank you all for your time.

Thank you for your comments, Ms.

Cotton.

Number second on the list, we have the present Valerie.

I'm sorry, Conyers.

Yes, sir.

Well, good morning, welcome.

Good morning.

Good morning.

I'm Valerie Conyers board.

Hope everyone is doing well.

Effective.

Um I was terminated 426.

Um it was an unfortunate situation.

Um the policy states one thing, eye contract states another thing, and it's a contradiction.

What Mr.

Whistle is looking at currently is the top line of that.

Um I'm just seeking to be made whole and get my job back.

Um I have proof.

I was told in my paperwork that I had a specific training, and I didn't have that training.

I have the proof in my phone where I had only quantum training, not avoidance and collision training.

And when you receive a preventable, it's steps.

And I only received one training.

I never received another training.

So I'm just hoping that the board will look into this as soon as possible.

I'm a single mother, just trying to make a way for my daughter.

I've been at heart, it was six years, seven months.

And for this here, it's unfortunate.

And I also see as well how hard the the shortage of drivers, I could be at work.

Only thing I ask for, let me have my training to help out.

Transit time is ridiculous right now.

I've co-workers have reached out to me when you coming back, when you're coming back.

But that's neither here nor there.

My main focus is the policy and also the contract.

It's a contradiction.

One thing says one thing and another says another.

If you guys could please look into this, and I would greatly appreciate it.

Thank you.

Thank you, Ms.

Condri.

Ms.

Director Um Shisler, uh, Chair Sister, sorry about that.

I just want to verify is this the note that goes with her recommendation, uh, her comment?

Okay, thank you.

Next, we have Mr.

John Green.

Mr.

Green, you're recognized.

Good morning, John Green.

And uh, I want to follow up on her comment in terms of how heart is working with two policies.

Um, I mentioned this before, and when I was in the fifth grade, I learned about synonyms, and they it's two words that means the same thing, right?

So we have the performance uh the performance code and work policy, which is the discipline part of policy which she was talking about, and you have the ATU agreement, right?

So whichever one supersedes the other, it needs to be identified and cleared so that these employees don't have to deal with two separate policies coming from this agency.

You have a SOP, you have this performance code, and it has the new the up the upgraded one have ATU performance code and workplace and uh workplace uh work rules policy, right?

But we don't know if the last president even signed it to enact it, right?

So wherever the agency is making up in terms of their policies, that's so that's that's fine.

But which one are we going to use for discipline, right?

You can't use this and then refer to this.

So this is gonna supersede the administration policy.

We need to make that clear so that we can know how to argue these investigations.

Now, in terms of her getting fired, she has on her phone what she got and fired for, which was letting the ramp down, and you can hear it on the video where the with the patron who made the complaint said that if she wasn't talking to someone, she wouldn't have hit that ramp.

But they fired her anyway, and they know it, right?

And we don't know how they're using the videos based upon the ATU contract.

You supposed to go up, you suppose to follow the rule.

I mean, it says in the contact contract that they are supposed to look at the time, specific time that the customer made the complaint in up to 15 minutes.

I don't even know if that was done.

So the way they doing her is absolutely wrong.

Using this performance code, and I don't know what the uh this this here uh performance is because I thought it was uh was supposed to yield some type of results other than firing people.

So this administration had a long good run with the last administration of ATU.

Be prepared to work in a different way because we understand language, we know how to comprehend, and we're gonna maximize every opportunity that we get in this upcoming ATU administration uh executive board.

Thank you.

Thank you, sir.

We appreciate your comments.

Next we have Mr.

Mike Burnett.

Mr.

Burnett, you're recognized.

Good morning.

My name is Michael Burnett.

I'm Valerie's uh co-worker.

And um I'm just here to read you the response that was given to her for her grievance.

It said uh a level two grievance hearing was held on May the 5th, 2026.

The grievance hearing was held on May the 14th.

So I don't know where they get the fifth from.

I believe she had until the fifth to put in her grievance, but this hearing was held on the 14th.

So I don't know where to get the fifth from, and that definitely need to be uh investigated because this is uh heart's official document.

And uh I just think they just need to bring it back.

A lot of mistakes, a lot of timelines that was blowing, and this is not going for her, this is going for I guess everybody that has discipline.

But you know, the contract is clear.

Contract is clear.

So I'm just supporting her today, and all the other ones that lost their uh positions.

Have a good day.

Thank you.

We appreciate your comments.

I have I have nothing else uh asking to speak.

Anyone else in the audience wish to say anything?

Okay, thank you.

Um, as stated by the uh board attorney, um uh by board policy when we are not permitted to uh uh get involved with normal employee employee relationships between the CEO and any other employee of heart.

Um these are matters taken up by the administration and need to be further followed up with them.

This this board cannot take part in this that discussion.

Thank you.

Um thank you for your comments.

Next to the agenda item is the approval of the minutes for the May 4th, 2026 Board of Directors regular meeting.

I just think every chance to review that.

Aye.

The opposed carries.

Um next is the consent agenda, the joint finance of audit and operations of safety committee method of May 18, 2026, the recommended approval of the agenda items 4A.

Um there any questions?

Are there any questions for staff about the consent agenda items?

Second.

We have a motion to approve.

Do we have a second?

Second.

Motion is second, any current any discussion of the motion.

All in favor, please say aye.

Aye.

Opposed.

Motion passes, thank you.

Um next we have board action items for presentations.

The joint um finance and audit and operations of safety committee met on the May 18, 2026, and recommended approval um of the agenda item five items 5A through 5C.

First, we have resolution uh R2026 0623 to approve the proposed program of projects and authorize the chief executive officer to apply for and accept all fiscal year 2026 Federal Transit Administration funding.

Um Ms.

Shirley Shu Hurley, Chief Chief Financial Officer.

You are recognized to uh present the items.

Good morning.

Morning.

Um thank you, Chair Schesler, and morning uh the board and Ms.

Jim.

My name is Shirley Shu Hurley, Chief Financial Officer.

This morning I will be presenting Hart's proposed program project, the POP for boards review.

The POP is a federally required step in our annual grant cycle.

It identifies the specific projects we intended to fund with our FTA formula allocations.

I'll show you the presentation overview.

So here's what we will cover today, the budget calendar first, so you can see what uh where today's action fits in the full FY27 cycle, then the FTA formula grants programs, the three programs HART participates in, and the factors FTA uses to determine each agency's share.

From there, we will look at actual apportionment of section 5307 funds, the proposed program of projects itself, the public outreach schedule, and the summary of our other two federal fundings.

And we will close with the action item.

So today is June 1st.

The board actions on proposed operating uh budget, capital plan and capital budget, and also uh this uh section 5307 and POP.

Um prior to today, and May 28th, we already held public hearings um on the POP, and uh we received no further comments.

HART participated in three FTA formula programs within the 10 passing P urbanized area.

We share with PSTA and PASCO public transportation.

Section 5307 is the primary federal source.

HARTS FY 2026 allocation is 22,677,000 562.

These funds cover the preventative maintenance for fixed route and streetcar operations.

88 paratransit support up to 20 percent of the award, security and safety related project at 1.75 percent, bus transit infrastructure at 1%, and other capital investment.

Section 537 state a good repair is at 1 million six sixty-three thousand six hundred nineteen this year.

These funds are specifically tied to our streetcar fixed gateway for infrastructure.

Section 5339, Boston bus facilities is at 1,652, 734.

Combined Hart's form total formula allocation for 2026 is approximately at 25.4 million.

And so today our focus would be the section 5307, how we are going to spend this money.

Allocation based on FTA factors.

Understanding the factor matters because we uh they directly affect our competitive position with UZA year over year.

The three highest weighted across 5307, 5339, and the bus are bus revenue vehicle miles population and population times density.

Additional factors include a bus incentives, low-income population, and fixed getaway specific metrics.

This data is based on two 2024 FTA information.

What we report annually to the national transit database feeds directly into this calculation.

And this slide showed the factor by factor dollar breakdown of Hart's 5307 allocation relative to PSTA and PASCO County.

HARTS FY 2026 share is 40.4%.

In FY 2025, our share was 41.9%.

So it's roughly uh 1.5 percentage points decreased.

The primary driver is relatively NTD performance, primarily due to the bus revenue vehicle miles.

As PSTA has grown, it's reported as service delivery, which is the San Renner line and Venpo services.

Its proportional share has increased and our has compressed.

So this uh page shows how the proportion is calculated.

FTA calculates the one UCA total amount.

So that's the single lump sum to the entire area.

And uh applies FTA unit value, which is also determined nationally, and step three, which each agency's share is locked in, was just a percentage calculated.

As you can see from this formula, uh the primary driver of the change is this year, um is bus revenue vehicle miles, uh PST has increased both HART and uh um Pascoe County.

Our uh service miles is increased modestly, and but we're proportionally uh decreased by comparison.

So this slide shows um the precise proposed program or project.

Um we separated in two parts in the operation uh areas and the capital projects.

In the operation expenses focus on four areas preventative maintenance is the highest uh portion, and ADA paratransit service, terror leases for bus and para vehicles, and preventative maintenance for streetcar.

And the capital projects list including information technology, uh paratransit computer aided dispatch, auto vehicle location system, roof coating, uh safety security projects, the consultant for our HRIS and ERP modernization, um, bus transit improvement, administrative point of sales system, um, UATC break room renovation.

So the this is a community uh outreach method.

Um so in the during the community outreach uh process, it's a broad outreach effort across print digital and in-person channels.

It's a lead up to um is already conducted and completed.

And this slide showed a quick summary of the other two federal fundings, uh, which is um the section 5337 and uh 5339.

Uh 5337 is related to high-intensity motor bus and fixed gateway.

We have 98.82% of the entire allocation due to our uh fixed getaway uh streetcar operation and the bus bus facilities 5339, we have 41.04 percent.

Now this leads to our action items approved the proposed program or project and authorized the chief executive officer to apply for and accept our FY2026 Federal Transit Administration Funding.

Thank you.

With that, I'm happy to take your questions.

Okay, thank you, Mr.

Uh, do we have any questions or comments?

I have one.

Mr.

Russell.

Is there a formula for that urbanized area that you can provide me?

Like is it geographical boundaries?

Is it per capita per acre?

Per capita per mile.

So do you mean the total long sum to the entire tempath CMP or after each gifts?

Whatever is used for that urbanized area slide and phrase that you had up there.

Is this the slides?

Oh, sorry, you can't see any no more.

I don't know.

You had one that said urbanized area.

Yes, so that one.

So is there yeah, is there like a is there a federal formula that you so the total long sum determined from FTA?

And once the awarded to the entire area, there is a formula we calculate it between uh among the three, split among the three.

Can you send me that formula?

Yes.

And I'm assuming that do they consider urbanized area the entire Hillsborough County?

Yeah.

Okay.

So that's yeah, there's multiple factors.

It's gonna keep working against us because of how we've grown compared to Pinellas County.

I mean Pinell, every square inch of land in Pinellas County is developed.

So I'd be very interested to see that.

Thank you.

Thank you.

Any other questions or comments?

I have one.

What can Hart do in the short term the long term to affect the relationship we have with it within the funding formulas?

Yeah, so the largest factor it is about revenue miles.

Basically, the um the service is the determining factor we can influence on.

The others uh population population density, there's very little we can do about that.

The only uh factor we can influence on is the service level.

And so what do we have to do to make that happen?

Ums, increase coverage.

That's exactly all the above.

Yeah.

Okay.

Okay.

All right, thank you very much.

Any other questions or comments?

Okay, appearing to be none.

There's a motion to approve item 5A.

So moved.

Second.

We've motion to second.

Any discussion on the motion?

Appearing to be not all in favor, please give us saying aye.

Aye.

Any opposed?

Thank you.

Motion passes.

Okay.

Um 5B is the resolution R 2026-0624 to approve the fiscal 2027 proposed budget and authorize the uh chief executive officer to submit the approved proposed budget to Hillsborough County, City of Tampa, and City of Temple Terrace.

Mr.

Drakeville, you are recognized.

Thank you, Chair, and good morning again, board members.

So today we're bringing forward Hart's proposed fiscal year 2027 operating budget, capital budget, and five-year capital plan.

Before Shirley walks through the details, I want to acknowledge the work that went into getting us to this point.

This budget reflects a significant amount of coordination across the departments and the executive team.

It's not easy to balance rising costs, service needs and workforce demands, capital priorities, and long-term infrastructure requirements, but the team has done that in a thoughtful and disciplined way.

One of the most important highlights in this proposed operating budget is being held to a 2.13% increase over FY 2026 budget in the current cost environment.

That is a strong result and reflects careful review, prioritization, and restraint.

At the same time, this budget still positions Hart to move forward.

It supports targeted service improvements on high ridership routes, continues investment in fleet replacement and maintenance, advances critical facility and technology needs, and maintains Hart's reserve position above the required 90-day operating service.

Shirley and the finance team have worked closely with departments across the agency to develop a budget that is responsible, realistic, and aligned with Hart's near-term operating needs and long-term capital plan.

With that, I'll turn it over to Shirley and Ms.

Heather Sobush, the director of scheduling planning to welcome the board members through the proposed FY 2027 budget and the major assumptions and the action requested today.

Ms.

Good morning again.

Thank you for your time today.

We're here for the 27 FY27 proposed operating budget, proposed capital budget, and uh the five-year capital plan.

Here's what we are covering today.

I will walk you through the budget calendar and the statutory process and then move into revenue assumptions, expense exemptions, and the proposed operating budget.

Budget decisions are both financial decisions and service decisions.

My colleague from planning will walk you through the proposed service change in the middle of the session, uh, the stack.

Um I will return for FY27 capital budget major projects, revenues, and the five-year capital plan.

And we will close with the action item today.

So this slides show Hart Charter.

According to the Charter Article 7, budget preparation and approval, Section 1 budget preparation on or before the 15th day of June in each year, the executive administrator shall prepare and submit to the board of the directors proposed operating budget, a proposed planning budget, and proposed capital improvement budget for next succeeding fiscal year of the authority.

Section 4 member approval on or before July 1st of each year, the authority shall submit its approved proposed budget and allocation method for the formula, if any, for its next succeeding fiscal year to the governing legislative bodies of each member for such comments as they may care to make.

Section 5 budget hearing before final adoption of the proposed budget by the authority.

The board of directors shall establish a date, place and time for public hearing on the proposed budgets, which budget hearing shall allow for a review of the proposed budget and the comments from the public.

Today is the board actions on the operating budget, uh five-year capital plan and the capital budget and uh the POP which we just covered.

And on the June 30th, it's a submission to the governing legislative body on the one day ahead of June 1st deadline.

And on July 20th, the board action on the proposed mileage rate and rollback rate.

Um the two public hearings are scheduled uh tentatively in September, and that's uh will lead to the final adoption.

One important note here is what you're seeing today is a proposal.

These numbers reflect our current best assumptions, and they will move as FY26 actuals become available.

Staff will revisit the key assumptions, including revenue projections, labor costs, fund balance estimates, and this proposal is also subject to the direction from the hard board directors' input from the governing uh funding bodies and the comment received during the public hearing process.

Um hard budget is presented in two distinct parts: an operating budget and a capital budget.

The operating budget proposed at 129.1 million for FY27 at 2.13% increase over the FY26 adopted budget.

The operating budget answers the question what does it cost to run hard every single day?

This is a labor fuel maintenance administration.

These are expenses that reoccur every year, are fully consumed with the fiscal year and generate no lasting asset.

They keep the bus moving, drivers paid, and passengers served.

We funded the operating budget primarily through advalment tax, federal formula grants, state funding, and fair box revenue, totaling 134.3 million in projected revenue, which produce a modest operating surplus.

The capital budget proposed at 64.3 million for FY27, down 13.3% from FY26.

The capital budget answers a different question.

What are we building, buying, or preserving for HART's long-term future?

This covers bus replacements, facility improvement, technology system, and infrastructure investments.

These are assets that will serve HART for years and decades.

They do not disappear at the year end.

They show up on our balance sheet and uh depreciate over time.

Capital projects are funded primarily through federal and state capital grants with local matching coming partially from the operating supplies.

So while the two budget are separated, but they are not independent.

A healthy operating budget is the foundation of a credible capital program.

The FY27 proposed total budget is 193.4 million.

A few things to anchor in on.

First, at revenue, uh the assumptions grows at 6%, just under $5 million, is our current assumption.

And secondly, the operating budget increase 2.1% is modest relative to the cost pressure when managing labor field insurance.

We have accessed significant discipline on our spending.

Since the edible revenue is our largest proportion of operating revenue, we have a dedicated page to show the historical room revenue and the current revenue assumption.

So 65.5 of total total operating revenue.

That's our largest revenue source.

And for FY27, the gross levy is projected at a 92.6 million.

Per board policy, we budget at 95% of a projected proceeds to count for collect collection timing.

And that nets to 87.9 million of the operating budget.

So this is not increasing in knowledge, it's just uh we're benefiting from the county's economic growth.

FY 2027 operating revenue.

So this page shows from the largest to the uh least from uh different revenue sources.

As you can see, the top ones edible, and the second is uh federal uh grants, and then the sefair and past revenue uh followed by state operating grants and the streetcar contribution, some local contributions.

And this page shows our operating expenses.

Total operating expenses 129.1 million.

Personnel is the dominant story at 71.6 of the budget.

Um 92.8 million seen salaries, fringe and health care combined.

Salaries and wages are at 61.6 million, reflecting the current ATU collective bargaining agreements, including step progression for all existing employees, and the fringe benefit at 16.3 million, up 5.8%.

Health care hold almost flat as 14.9 million.

On the non-personnel side, operating contract services at 11.9 million, parts and supplies at 6.5 million, insurance and claims at 5 million, fuel and oil at 4.5 million.

And admin contracts are down from the base.

We identified approximately 677,000 in savings through a structured line review of consulting and environmental contracts.

The net result is that the operating revenue exceeds operating expenses by 5.2 million, which transferred to support a capital program.

And one of the key assumptions is the workforce things, um, the personnel is our largest line atom.

Um 427 proposed 827.25 total authorized positions, a net increase of 5.5 over at 426, driven by the increase of six para operators.

Hot plus demand has been outpacing our internal capacity, covering the gap uh with overtime and yellow cap overflow of the contract.

Um, so it's um overdue for us to increase the para transit uh positions and um the other positions we're limited in four position non-bargaining.

Um we have a few frozen positions, we just eliminate those, and the others are uh operators' positions.

Now I'm hand over to Heather talking about service changes.

Oh, good morning, Chair uh board members of Mr.

Drainville.

I'm Heather Soversh, Director of Planning and Scheduling.

Um I'm here to present about the service plan assumptions that are included in the budget.

Um so for fixed route, we're projecting ridership of about 10.3 million, and this assumes that our base ridership is flat between fiscal years 26 and 27, plus some additional uh ridership associated with those targeted uh route frequency improvements that were mentioned.

Hours and miles are also also assume a small increase.

Paratransit ridership is projected to have a slight increase based on trends we're seeing so far, and then streetcar was kept flat.

So, as I mentioned, the service plan includes improvements to three high performing routes, the six, nine, and twelve, which are all included as needs in our transit development plan.

So while these improvements are in the budget, they are still contingent on resources such as operators and buses.

So starting with Route 6, um, this provides service between the university area and downtown, also serving Temple Terrace in East Tampa.

It's the highest ridership route and very productive at 26.5 passengers per revenue hour.

So our proposal here is to increase weekday frequency from 20 from 20 minutes to 15 minutes.

And this is projected to generate more than 100,000 extra riders and require two buses, which is also assumed in the budget.

The next one is Route 12, another high ridership route with high productivity at 24 passengers per revenue hour, traveling between USF and downtown.

It also serves Ebor and East Tampa.

Our proposal here is to go from 30 minute frequency to 20 minute frequency, and that would uh need two additional buses.

And then finally, Route 9 also serves uh USF and downtown.

This one traveling between uh by way of East Tampa and the Channel District.

Proposal here is to improve our frequency from 60 minutes to 30 minutes, and this would also require two buses.

And now I'll hand it back to Shirley for the remainder of the presentation.

Um hello again.

We'll come back with the capital budget.

Um so on this slide, you can see on your left hand side are the capital revenue by funding sources.

On your right hand side shows the capital expenditures by category.

Um so our largest expenditure category are vehicle and maintenance and followed by facility and constructions and then technology.

And on our funding sources side, the dominant story is F uh FTA 5339, that's including the formula and the competitive low null.

And these are majority funding sources for our bus replacements.

And this, and then followed by FTA 5307, and the next one is our own capital reserves as a matching funding sources.

And uh among all these capital expenditure proposed budget, uh the only three million uh mapped funding sources from discretionary grants, and the rest are our secured source of funding.

Now this page showed our major capital projects by their category and ranked by the dollar amount.

Um the three largest categories of vehicles, facilities, and technology.

And the vehicles we have bus flee replacement, power transit fund placement, bus midlife overhaul, and engines and transmissions and streetcar rebuilt.

And the facility, our HMF is dominant story and OCC renovation, satellite property improvement.

This is well we are uh improving our HF HMF, and we need a satellite property to store our buses, and that's the preparation work for that alternative uh location.

And the next one is training A's.

And the technology, the top is a fair box replacement and followed by para uh CAD and AVL, and then IT service infrastructure.

And this shows our the five-year capital plan.

And um from now the next five years, as you can see, the largest two-color block is vehicle maintenance and facility constructions.

So these two are still our dominant top priorities.

And um, so before this page, we've been talking about the revenues, expenditures.

That's what we call um income statements elements, which are where the for uh period of time um a physical physical year where the funding source and where the expenditures are.

It reflect um uh resources flow.

Now, fund balance and reserve projection on this page is um balance sheet atoms.

So, what do we call them at a snapshot of picture at a certain date?

What would it look like?

Uh look at the bar chart projected in September 30th to 2027 at the year end.

These are the reserve we estimated would be at what level.

The operating revenue is um what we maintain a minimum reserve equal to 90 days operating expenditures.

These reserves exist for a specific purpose to ensure service continuity when unexpected happens, whether it's a natural disaster or sudden loss of revenue.

It also provides a buffer for unanticipated non-recurring expenditures and immediate cost pressure in the service delivery.

In F427, according to our current operating budget, our 90-day requirements is 31.8 million, and our projected opening balance is at 20 uh 39.5 million.

Um, put us up 7.7 million above the minimum.

So that's give us a comfortable cushion.

We can move to capital reserves when the matching needed.

And before we go into discuss the other reserve type, um, a fair question was raised during the committee uh presentation when we're at this page, and uh it's about how we manage our cash and these reserves.

And currently these um the reserves and and the cash we put in this investment government investment pool called a Florida Prime, and um we have monitored our accounts.

We have basically both uh we have two banking relationships, one's in San Novis is a checking account, the other is Florida Prime is investment.

Um each week we identify projected cash needed.

So we move to the uh checking account in uh SENOAS.

The rest put uh still remain in uh Florida Prime.

Uh Florida Prime is um in the our authority is set by the Florida statutes by section 218, 415, the local government investment policy.

According to this policy, we required a safety first, liquidity second, a yield last, and that permits prime or other government pools and money market funds, qualified public depository deposits and the treasuries.

And the team compared the five Florida pools available to us, all five are triple eight uh rated with the same next day liquidity.

So we decided factors of yield and prime led at about 4.3 percent, and the Florida class was roughly 3.7 percent, uh, with no offsetting advantage.

So prime is uh the best choice allowed for us.

And the yield are as of uh May 22nd review.

Okay.

Now we can uh talk about the other uh reserves.

FTA liability reserve, this reserve addresses basic federal compliance obligation.

While HART disposes of federal funded asset before the end of the useful life, FTA may require repayments of the prorated share of our regional federal investment.

This reserve ensures uh um we're not caught uh without the resources to meet that obligation.

So it's not a discretionary fund, it's just liability recognization against our federal grant portfolio.

And self-insurance reserves, medical benefit reserve, hard uh self-insurers is employees medical benefits, which means we carry the risk directly uh rather than transferring it to a commercial insurer.

To manage that risk responsibly, we maintain a reserve equal to 20% of projected claim.

The projected claim figure derived from our annual independent actual study, and that study models expected claim frequency and severity based on our workforce uh workforce uh profile and authorization history give us um actually grounded targeted rather than a management guess.

Self-insured reserves, uh risk reserves similarly, our risk reserve is sized using the same annual actual process each year.

The actual process is a discounted confidence level analysis, and that our reserve is set to meet 75 percentile confidence level on the present value uh present value basis.

So that brings us to today's action items, approved FY2027 proposed budget, and authorized chief executive officer to submit approved the proposed budget to Hillsburg County, the city of Tampa, and the city of Tempo Terrace.

Um before I'm opening to the questions, um, we often say numbers tell stories.

Um the story we're trying to tell today is FY27 budget is we're expanding service on three of our uh highest performing routes.

We're replacing aging buses, investing technology, and launching the first phase facility that will serve heart for the next 30 years.

And we're doing all of that while holding the operating budget increase only to 2.13 percent.

While just for inflation, that's an effective decrease in real spending, because the the uh most recent CPI as a good proxy of inflation number, the headline number is 3.15%.

Um basically we are increasing all these by uh spending less.

So the budget of heart demonstrating what it means to be a good steward of taxpayers' money and to keep that promise while actually expanding what we offer to the community.

With that, I'm happy to take your question.

Okay, thank you both.

Thank you, both of you.

Okay.

Questions, comments?

Mr.

Watson.

Um I thought this was very impressive.

You did a you did a very good job.

Um it seems like you've settled into your role very well.

So congratulations on that.

Thank you.

Um the federal and state grant flight items.

Do you know if those amounts or percentages typically stay proportionate to the amount of local match, or is it just that, hey, they say this is how much population you have on your area, and this is how much your pot your pot of money is.

Uh that's a very good question.

So um in our our the federal formula grant is based on the formula.

So basically we um to have the key indicators is uh what our the key inputs.

So that's based on that.

And discretionary grants are very just vary year over year.

And uh it's the availability is based on the local matching, and the total available amount is not dependent on the tok local matching.

And on the operating expenses, that's just what we use and we use on the operation size and the capital size.

And on the on the capital side of the this one, I share.

So this uh funding are not this is just a because we're sp expenditures at these much, we just map the funding source by this much.

That's not a total valuable monitor to us.

For example, um the the grilled grant amount is way larger than this, but we are going to spend it this much because that's what we project we will spend on for the next year.

So if um I just want to make sure I understand if if there was a way that came about that bumped Hart's local operating revenue to 200 million dollars a year, I'll just say this how about the state's operating grants bucket of funding.

I've never really looked into how they do it.

Um would they look into your local um match at all, or is it just whatever FDO was appropriated?

It's it it does look at a local match.

Okay, thank you.

Any other comments or questions?

Yes, sir.

Um like here.

Hi.

Good morning.

Um two quick questions.

One, I'm just curious, and I don't have to have the answers today, but so back on the previous slide you had where you broke out what of all of our expenditures are that we have, and it had um you know, salary around 90 per 70 percent, I believe, 90 million, 70 percent.

Uh I'd be curious how that matches up to other uh other transit agencies of the same size.

Is it yeah, it's benchmarked fairly.

Okay.

It's all personnel heavy.

So it's all about the same.

Okay.

Great.

And number two, um so I know we talked about you know making a change and and upping some of the routes from 30 minutes, 20 minutes or or 20 minutes, 15 minutes and all that.

So based off uh Commissioner Wassel's previous um question about how the money is broken up between the the counties, and part of it the biggest one you said that we could affect is the miles that we drive.

Is that correct?

Correct.

So how would say something like that affect that percentage of money that we get?

Would it would it give us a a positive increase?

I would think because now we're turning more stops and more miles?

Is that correct?

Or am I reading that right?

In theory, yes, but it's also a competitive position because total pool of the long sum is a fixed amount.

If Panas County is increasing the leading or their increase is more aggressive than us, then the competitive position won't give us any more in that split.

Gotcha.

Okay, great.

Thank you.

I appreciate that.

Mr.

Wassel.

I just a quick follow-up on that.

PSTA actually is having a substantial loss in actual ridership though.

Like by almost a million.

It's like 760,000, I think, year over year to loss.

And Pinellas County is ha has experienced a population loss for the first time in like a very long time.

Um just because they're spending more money uh driving more empty buses, more empty buses is getting them more FTA grants from us.

Um so the the ridership is not a key input indicators in how they calculate um the federal family grant.

At least right now, it this current apportionment, um, the formula doesn't include ridership.

It does include revenue.

Terrible incentive.

Just run more empty buses and we can we can outcompete the neighboring county.

That's uh that's a terrible revelation.

Okay.

I'll just I'll just dissent.

Thank you.

Okay.

Um other comments or questions.

Um, I'm sorry, I didn't see the light.

Commissioner Harks, please.

No, I was pointing to the Mr.

David.

I didn't I can't see your light on there.

Okay, Mr.

Speaker.

Uh on this uh two points on this dialogue uh about the um grant money that comes in that we share with Pinellas and PASCO.

Um, and and maybe I misunderstand this, but is that not a pool of money that's given to the region and then allocated by letter of agreement among the three of us that that serve from it?

There's a formula that breaks it down, but it's a there's a chunk of money that comes to the region that the formula breaks it down.

Right.

That's what the that's the discussion was what can influence that formula.

Are we debating the um formula that the federal government uses to determine the total amount, or are we debating the letters that we've signed with the um adjacent transit agencies?

We're debating the methodology of breaking down the total pot that the region gets.

The region gets.

The region gets X number of dollars, that's set by FTA.

And then who gets what is is broken down by the and so it's a it's a regional debate that we're having regarding how we choose and agree to allocate um that pool to Hillsborough primarily to Peninsula.

But to that point, who sets the who sets the uh allocation matrix?

That's uh FTA.

FTA sets it.

So that's the existing policy.

And it's it's from my research, it suggests it's primarily driven by population, and we're a large urban area, and so that's a key driver to determine the amount of money that the Tampa Bay region gets total in that pool.

Am I correct in that in that understanding?

The total amount that pool um population, population density and uh service miles.

And how we got the total amount, it's uh yes, urbanized area.

That's that's the and and then once we got the total amount of.

And that and I guess that's the point that I'm trying to make sure I understand.

There is no part of our region that has population which doesn't qualify as an urbanized area.

And I guess that's what I want to get to, like a hundred percent of the Hillsborough County population is qualifying population for the purposes of that calculation.

It doesn't matter if you live in a rural part of the county or in a uh a more densely populated part of the county.

Is that a correct understanding?

I believe so.

Okay, thank you.

That's it's uh that's Commissioner Wassel's point.

Um could go one second.

Did you have anything you need to add to that?

I just wanted to.

Okay.

Councillor McClendetta.

Yeah, I just wanted to make sure the some clarification of uh Pinellas County.

Um, not that I'm here to represent Pinellas County or the PSDA, but it's my understanding that their uh ridership loss was primarily due to the conversion of the sunrunner from um fare-free to fare, but the the I think their bus ridership has been remained fairly stable, but it was the uh just the sunrunner going from the fare-free to fairs that created the drop in ridership in Pinellas County.

Okay.

Any other comments or questions?

Okay, appearing to be none.

Is there a motion to approve item 5A?

5B, excuse me.

Second.

The motion is second.

Any discussion on the motion?

All in favor, please think of saying aye.

Aye.

Aye.

Any opposed?

Thank you.

Motion carries.

Okay.

Last agenda item on the last action on the agenda is resolution R2026 0625 to authorize the CEO to award a three-year contract for the design of the fleet service facility to WSP USA Inc.

in the amount of 4,442,635, plus a contingency of 444,264 dollars for a total not to exceed amount of $4,886,899.

Uh Mr.

Ms.

Linda Cressatini, director of uh capital programs, you're recognized to present this item.

Good morning.

Good morning.

Good morning, Chair Schisler, board members, Mr.

Drainville, uh, Linda Crescentini, I'm director of the capital programs.

Today's presentation is a progress update on the heavy maintenance facility and the phase one design action before you.

This project has been a long-standing capital need for heart.

The purpose today is to show you what has advanced, why the project is now more viable, and what action is needed to keep phase one moving.

This update connects three things: the strength and business case, the funding progress made since the last board update, and the action item needed to advance phase one.

So the business case has strengthened.

The business case for the heavy maintenance facility has strengthened significantly.

Since 2023, dedicated heavy maintenance facility funding has grown from between 10 and 13 million to approximately 45 million today.

This is an important shift.

It moves the project from a long-term facility's need into a more viable, fundable capital program.

At the same time, the operational need has not gone away.

The existing campus is more than 45 years old, and we continue to face facility layout constraints, flooding, stormwater issues, operational and safety challenges.

So the business case has strengthened on both sides.

The need remains urgent, and the funding position is now much stronger.

This project is ultimately about keeping buses on the road, improving maintenance reliability, supporting the workforce that maintains the system every day, and protecting public assets and moving service reliability to our customers.

So what has advanced since 2024?

Most important is that phase one is fully funded.

Phase one includes the foundational work needed to prepare the campus for modernization, including the stormwater remediation, the service lane construction, fueling improvements, and service building needs.

Once that review is complete, our grants administration team will coordinate on grants obligation and drawdown.

The key point is phase one is no longer conceptual.

It is funded and ready to continue moving through design and delivery process.

So what else has changed?

Since August of 2024, we've also taken an important operational step to prepare for construction.

In March of 2026, Hart executed a lease with the Florida Department of Transportation for nearby property to have a support vehicle staging area during construction.

And thanks to our partners at DOT.

This matters because the project has to be delivered while HART continues operating service every day.

We cannot simply shut down the campus while construction occurs.

At the same time, phase two has advanced to the next major funding and design priority.

HART is currently pursuing a $10.4 million build grant to advance phase two design of the heavy maintenance facility.

The total design effort is approximately $13 million, with the grant covering the anticipated 80% federal share, which HART is responsible for the required local match of approximately 2.6 million.

This design work is important because it moves phase two into a more construction ready position.

It would advance the plans, specifications, estimates, engineering, accessibility, resiliency, and procurement readiness.

In other words, phase two is not just a planning exercise.

It will it's what positions HART to compete more effectively for future construction funding and continue moving the heavy maintenance facility from concept to delivery.

So next steps moving from a funding strategy to a delivery plan.

This slide brings together the funding strategy and the delivery plan.

At this stage, there are three tracks moving forward at the same time.

The first track is the phase one readiness.

HART will continue advancing the engineering design, legal procurement grant, and pre-construction work that's needed to move phase one towards delivery.

This includes the final coordination on the grant obligation and drawdown process once USDOT review is complete, as well as confirming the construction schedule, key milestones on the stormwater service lane fueling and service building.

The second track is operational readiness.

As the campus moves into construction, HART still has to maintain the transit operations.

This means we need a clear continuity plan for vehicle staging, fueling access, circulation, service delivery, and campus logistics while work is underway.

And the third track is the phase two planning.

Phase two is a much larger body of work, and we should not assume this will advance as one single construction project.

It will be from a funding and delivery standpoint.

Phase two will likely be broken into smaller fundable deliverable components.

That gives HART more flexibility to pursue federal, state, local, and partnership dollars while continuing to advance the overall campus monetization.

The reason why this is so important is that future construction funding requires more than a concept.

It requires a mature scope, reliable cost estimates, a defined schedule, risk assessment, design readiness, and procurement strategy.

The goal is to return to the board with a refined phase two scope, schedule, funding strategy, and clear decision points that can move Hart from a funding strategy to a real realistic delivery plan.

So the action item today, this action item is before the board.

Staff is asking for the board authorization for CEO Drainville to award a three-year contract to WSP USA for design of the fleet service building.

This contract is 4.4 million plus contingency for a total not to exceed of 4.9 million.

The funding sources include bus and bus facilities grants, state of good repair grants, and annual capital appropriations.

This is a design contract only.

It does not authorize construction.

The design scope.

Sorry.

The design scope includes four fuel lanes, three bus washes, the emergency operation control center, the um high mass lighting, security fencing, backup generator, operational safety and efficiency improvements.

This action will keep phase one moving while Hart completes the federal grant obligation and drawdown process.

So the next step is for the board to award to award a three-year contract for the design of phase one to WSP USA.

Thank you, Ms.

Christine.

Any comments or questions for the board for the report?

Commissioner Mars.

Is there an opportunity for Bonardities?

Subcontractors are contractors to participate with the within the procurement going to be awarded.

I believe the procurement is already completed.

I think uh that's correct.

So the the what's before you today is for the design services and WSP does have um there for small businesses.

Any other questions?

Anybody on the line?

Appeared to be none.

Um is there a motion to prove item five state?

Sir.

Okay.

Appeared to be none.

Please please by saying aye.

Aye.

Opposed.

Motion passes.

Thank you very much for your presentation.

I've been on this board for seven and a half years.

This is finally coming to fruition.

It's excellent.

Uh, next we have the chief executive's report.

Mr.

Drank, for your recognized.

Uh thank you, Chair.

Uh so we'll start off with some financial highlights uh regarding FDOT executed grants on May 7, 2026.

Hart received and signed FDOC grant agreement under the Federal Transit Administration Section 5310 capital funding to purchase up to seven paratransit vehicles.

The budget and grants team has successfully submitted FDOT discretionary grant applications under the service development program for Route 12, weekday frequency improvements as development by the planning team.

This project will increase weekday service frequency from 30 minutes to 20 minutes between downtown Tampa, the university area, enhancing reliability, and supporting ridership growth.

Moving on to ops, the CAD AVL update.

Using the bus in a box or BIB.

This is a great chance to try the system, ask questions, and see how it can make their day for the operators easier with better communication, clearer route information, improve real time.

The learning and development department is continuing the new clever cadaver training for fixed route operators, transit supervisors, and transit controllers.

This new technology will enhance the operator experience.

The new system will track the vehicle's location more accurately, while also digitizing systems like the vehicle pre-trip inspection.

The system will also allow the agency to adapt to emergencies such as detours or other disruptions on our routes and allow us to get real-time information to customers.

So some staffing updates over the last two weeks.

We graduated a class of eight paratransit operators.

They have completed six weeks of training that consists of in-class and hands-on job training with certified training instructor, including extensive instruction on ADA and other topics.

The graduates also received vehicle operations, emergency management, and customer service training.

Also, last week, three new Tico line streetcar operators started their new transportation career.

So we are fully staffed on the operators for the street car.

For shelter and maintenance, the route maintenance department completed a new shelter installation located at the intersection of Melbourne Boulevard and 49th Street.

This shelter serves Route 6 and is located within District 3.

Fiscal year to date, they have been 15 new shelters in District 3.

So Hart continues to enhance the customer service by investing in the upkeep beautification and restoration of its transit centers and facilities throughout the service area.

The facilities maintenance team remains committed to maintaining clean, safe, welcoming environments for passengers and employees alike.

The team completed an extensive pressure washing operations at the Marion Transit Center as part of Hart's ongoing beautification program.

The work included deep cleaning of bus pads, columns, awnings, pavers, and surrounding areas.

These restoration efforts significantly improve the overall appearance of the facility and reinforce Hart's commitment to maintaining high quality transit environments.

Pressure washing was also completed at the University Area Transit Center.

The deep cleaning process refreshed high traffic areas, enhance the appearance of transit center for daily riders and visitors.

We continue to uphold the department informational sessions every two weeks.

They are held in the operators lounge at 21st Avenue's operations and maintenance facility.

Leaders and staff are on hand to answer any questions regarding procedures, upcoming projects, and here concerns on various functional areas of the agency.

Safety and security.

During these visits, Hart's staff engaged residents and discussions regarding Hart's emergency transportation services available during a declared state of emergency.

The team also answered questions related to HARP Plus eligibility and distributed HOP plus program guides to individuals interested in learning more about available services.

And that concludes my report.

Thank you very much.

Any questions from Mr.

Drangle?

Commissioner Mars.

Yes.

Email me, the new bus shelters, the 15th is in district three.

Absolutely.

Thank you.

Any other questions?

There to be none move on to the chair's report.

A couple three things.

Number one, I I understand that some many of some of our directors have some new kidlets, so congratulations to everybody.

I'm I'm well past that, but I know how hard it is to manage all of that.

Anyway, um does the board want to hear.

I I would like to hear what the current status of our what our what our um lobbyists are saying about what's going on with Tallahassee.

Is anybody interested in an update?

We have Ms.

McLean, Jan McLean, or our board counsel, or what our board counsels on on the line.

And perhaps you could give us an update.

Jan Mr.

Yes, good morning.

I'm here.

Good morning, Mr.

Chair and uh board members, um, and CEO Scott Dreamville.

Um, Jan McQueen with Gray Robinson, part of your board counsel team.

Um, we actually um have also Mr.

Mark Delagal is on the line with me.

Um, he is one of the team of your lobbyists that um addresses the state issues.

We're for we're here today to focus any questions that you may have on the special session that's going to be gathered in later this afternoon with regard to um looking at the property tax issues.

Uh there's some proposed legislation.

I'll just give you a little brief and Mark's got all the details.

Um there's a proposed legislation that's already been filed on the Senate side of the legislature at the last time that I talked to Mark, which was early this morning.

Um, there wasn't any legislation that was filed on the house side.

There are meetings that will be scheduled this afternoon to discuss this and how it will impact or not.

Hart um we are watching very closely.

Um Mark, do you want to fill in from there?

Sure.

Uh good morning.

Uh, this is Mark Dallas.

So to keep it uh generally simple, but I'll go add a little colored commentary as we go along.

Um there are two pieces of legislation.

One is a constitutional uh initiative that will be uh proposed to put language on the ballot, and the big ticket ticket items are there is an increase in the homestead exemption.

Um right now, you know, just generally speaking, we're at $50,000.

This would take it up to $250,000 in a stepped approach that goes 150 for uh year two 2027 and then 250, and then um the the other what I call big ticket item in the constitutional provision is a constitutional limitation on what a uh city and a county can do with its money.

Now I I've emphasized that because it doesn't apply to special districts.

In other words, a special district for transportation or health care is not limited by the list.

The list is very narrow right now.

There's uh expected to be an amendment on that uh to broaden it, but right now it's very very narrow.

But again, it does not apply to heart.

Um the uh estimate of the value of the reduction.

Uh that uh it'll be the the homestead exemption will reduce revenue to Hillsborough County by about 20 percent.

Um so you translate that over to Hart, whatever uh revenue is received.

Uh that could uh will be tagged at 20 percent.

Um similarly, because the homestead exemption will apply across the board.

In fact, it applies totally across the board, unlike a lot of the conversation that we're gonna hold schools harmless.

That is not the proposal.

Uh the schools uh will also be impacted by the homestead exemption.

The second component of the legislation is a cap on the valuation increase that can occur year over year for non-homestead property right now.

That's 10%.

That is proposed to be reduced by 5%.

Um that also will have a reduction in revenue.

Um my calculation, now this is marked as opposed to any uh economist, is that will reduce revenue by 12 percent.

Um that that component of the of the proposal um over time.

So those are um kind of the highlights.

Uh I will say procedurally there are expected well already this morning.

There are two amendments filed by uh Democratic Senator in the Florida Senate.

Um I don't know where those are going.

Uh what is strongly rumored is that uh a very powerful Republican senator will be offering amend an amendment to hold school systems harmless from the additional increase in homestead exemption.

The other thing that is likely, this is less certain, but likely, is the the all the conversation has been to hold law enforcement harmless.

That is not in what the governor proposed, but there's uh uh a strong rumor that there will be such an amendment being pursued.

And then there's just all kinds of other uh uh chatter, but those are the kind of the most talked about, and I would say three things.

Again, what a city and county can spend money on uh being greater than what's currently listed in the uh in the in the proposal, and and I could go into detail what's allowed in the proposal and then what the proposal with the new amendment might do if you wanted to know that.

But uh then two schools held harmless and three law enforcement held harmless.

I would put those in the three likely real uh real potentials for this afternoon.

The House, as Jan said, there's absolutely nothing filed, no bill, no constitutional amendment.

The meeting has been noticed for this afternoon at four o'clock.

The agenda for that meeting has not been released.

Uh we'll be released one hour in advance, and like I said, no bill has been filed.

Okay, thank you very much.

Uh uh Council Revere, you have a question.

Thank you, Mr.

Chairman.

Yes, uh, what I would suggest is I mean, and and Mark and Jane, thank you for your uh presentation of your words.

We always appreciate you all and your professionalism.

Is that perhaps you know we we have a larger, more robust discussion on this next month, perhaps?

And settles.

Yeah, it's it's it's already said.

No, no, no, no.

We will we will break the room that does settle with with with this week first.

Okay, good.

Yeah, yeah, because I mean this is I would hate to how shall I say this, regardless of how we're one stands on it.

There are going to be consequences to agency uh service as well as workers potentially, and uh, we should have that discussion, I think, for the public.

So um, but yeah, just yeah, I have my thoughts, but we'll get into them for purposes of time.

Thank you.

We will do that.

Any other comments or questions?

Thank you, Mr.

Terry.

Thank you guys, appreciate it.

Thanks for the update, and uh we'll be looking forward to see what happens.

Um thank you.

Next item.

Um I'd like to bring to the board's consideration the employment agreement for uh uh CEO Drainville.

Um Mr.

Gibson, would you uh care to make a presentation to the board on the circumstances?

Of course, thank you, Chair Schisler.

Um there is currently an employment agreement in place between Hart and Mr.

Drainville uh for three years.

Uh those three are that three-year term expires on September 12th of 2023.

Um the contract provides uh really four options for this board um uh on a going forward basis.

Number one would be to not um extend the contract.

The contract provides that the board is to give the quote reasonable notice if that is the will of the board.

A second option the contract provides is to completely open up the contract uh and renegotiate any or or any terms um of that contract.

A third option would be to simply exercise a one-year option.

Uh the same terms would then go forward through September of 2023.

And then a fourth option would be to extend through two years, uh making the exact same terms of the agreement uh through September 12th of 2025.

And so it would be appropriate if the board so desires to have a motion uh so that this could be brought at next month's meeting uh for a robust discussion and and and any motions that the board would want to take up.

Okay.

Any any comments or discussions?

Mr.

Knight, Director Mike.

Shouldn't that information go to the audit and finance committee?

You know, we can present it to the board.

We have a meeting coming up.

Thank you.

However, that that's a decision, the final decision is going to rest with the board as it goes forward.

Mr.

Wastel.

I would just encourage the CEO to convey what he'd like maybe privately after this meeting um to the board members so that we have an idea.

Good idea.

Okay, any other comments, Commissioner Myers.

I didn't hear all he was more mumbling a little bit on this side over here.

I just said that um go ahead.

If he could just convey what he what he would potentially like to see so that we're not presenting something that he won't even consider to to us privately.

Okay, very good.

Oh, I I would just like to consider following the same um footprints we have with the county administrator, the um uh EPC director.

We don't negoti negotiate the the contracts anymore in public.

We meet with them private with the chair, then we come back with a recommendation.

I I think that's in all fairness to the chair of our boards now.

Well at this point the the the contract as it exists has already been negotiated, it's just that whether we extend it uh for one year or two years, um and potentially reopen it, but that again that again would be done uh not in the in this type of open setting.

There's just too many people involved with that.

So I'm sure it would require some comments from the board members.

Well, sure, sure.

Sure.

Any questions or comments?

Okay, very good.

Um board's counselor report, Mr.

Gibson.

You're recognized.

We'll come back with the we'll come back to the board with with the uh uh and next month for the contract.

Chair um with respect to the issue, the ongoing issue of the TICO street line.

I turned it off.

Uh thank you, Chair.

Um with respect to um uh the ongoing discussion the board has had with respect to the Tico uh line streetcar naming rights.

I don't have anything uh further to report at this board meeting.

However, last week the Tampa Historic Street Car Board met um and there was a a discussion about this issue.

Uh Ms.

Bailey was in in attendance at that um uh meeting, and so I've asked her to brief the board on what what they did um last week.

Good morning.

All right, so before we even get to that, so at your request, um board counsel met with Tico Council um to determine if they were interested in opening up the name and rights conversation.

Um but um the direction from that conversation was that Tico was interested in receiving a proposal from THS.

Um so thereafter we met with Tico Council, City Council, um, and try to determine whether or not they were interested in conferring with their clients to determine whether or not there was a proposal to go back to TICO with.

Um the city of C I'm sorry, the city of Tampa decided that they were not ready to pursue a conversation with TICO at the time, and subsequently last week during the THS meeting, the THS board also decided the same.

So unfortunately, that's where we landed.

Um and they suggested that this was a conversation that they were willing to pick up um during um the expansion project for the streetcar.

Okay, any questions?

Yep.

We own the streetcar, right?

We do own the assets of the street car.

We own the assets.

Well, since it sounds like a complete dereliction of duty by the other parties, I'm gonna be meeting with you privately to see other options then.

Okay, thank you.

Any other questions or comments?

Thank you.

Thank you, Ms.

Bennett.

Thank you, Mr.

Anything else, Mr.

Gibson.

I have nothing further to report.

Okay, um Hart Board Committee reports are section nine of your packet.

The reports on the Hart Board representatives are section 10, and information reports are provided in section 11 of the packet.

Uh, is there any old business?

Thank you, everyone.

This meeting is adjourned.

Have a good day.