Jta TDP 2019 2029

Transit Development Plan
Major Update
FY 2019 – FY 2029
November 2019
Transit Development Plan Major Update
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Transit Development Plan Major Update | Contents
CONTENTS
Executive Summary ...................................................................................................................................... 1
1 Introduction ............................................................................................................................................. 9
1.1 TDP Components ....................................................................................................................... 10
1.2 Statutory/Legislative Requirements and TDP Checklist ............................................................. 11
2 Baseline Conditions .............................................................................................................................. 15
2.1 Overview of Study Area .............................................................................................................. 15
2.2 Population and Employment ....................................................................................................... 16
2.3 Demographic and Employment Spatial Analysis ........................................................................ 41
2.4 Land Use/Growth Characteristics ............................................................................................... 61
2.5 Travel/Mobility Characteristics .................................................................................................... 71
3 Existing Services & Performance Evaluation ....................................................................................... 75
3.1 Duval County Existing System Profile ........................................................................................ 75
3.2 Clay County Existing System Profile .......................................................................................... 95
3.3 System Performance Evaluation ................................................................................................ 96
3.4 Farebox Report ......................................................................................................................... 139
4 Public and Internal Involvement ......................................................................................................... 142
4.1 Public Involvement Plan ........................................................................................................... 144
4.2 Phase 1 ..................................................................................................................................... 145
4.3 Phase 2 ..................................................................................................................................... 147
4.4 Internal Agency Engagement ................................................................................................... 147
4.5 Phase 3 ..................................................................................................................................... 148
5 Situational Appraisal ........................................................................................................................... 149
5.1 Transportation Plans and Policies ............................................................................................ 149
5.2 Socioeconomic Trends ............................................................................................................. 155
5.3 Land Use ................................................................................................................................... 155
5.4 Organizational Issues ............................................................................................................... 156
5.5 Technology ............................................................................................................................... 156
5.6 Transit-Friendly Land Use & Urban Design Efforts .................................................................. 162
5.7 10-Year Ridership Projections .................................................................................................. 168
6 Goals and Objectives ......................................................................................................................... 169
6.1 Vision Statement ....................................................................................................................... 169
6.2 Mission Statement .................................................................................................................... 169
6.3 Core Values .............................................................................................................................. 170
6.4 Goals and Objectives ................................................................................................................ 170
6.5 Tracking and Monitoring ........................................................................................................... 170
7 System FrameworK: Long-Term System Concept ............................................................................ 171
7.1 Recommendation Development Process ................................................................................. 171
7.2 Principles for Recommendations .............................................................................................. 174
7.3 10-Year TDP Alternatives ......................................................................................................... 175
7.4 Long-Term System Concepts ................................................................................................... 190
8 10-Year Transit Plan ........................................................................................................................... 200
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8.1 Introduction ............................................................................................................................... 200

8.2 Scenarios Overview .................................................................................................................. 200
8.3 Estimating Transit Demands ..................................................................................................... 201
8.4 Future Network Summary ......................................................................................................... 202
9 Implementation Plan ........................................................................................................................... 209
9.1 Phasing Plan ............................................................................................................................. 209
9.2 Financial Plan ........................................................................................................................... 212
9.3 Action Plan ................................................................................................................................ 224
A Public Involvement Plan ..................................................................................................................... 226
B Public Outreach Materials .................................................................................................................. 238
C Public Outreach Survey Results ......................................................................................................... 348
D Peer Selection .................................................................................................................................... 362
E Comprehensive Operational Analysis ................................................................................................ 367
F Route Profiles ..................................................................................................................................... 416
G Transit Demand Estimation with TBEST ............................................................................................ 605
H ReadiRide Ridership Estimation ......................................................................................................... 618
I Paratransit Ridership Estimation Appendix ........................................................................................ 621
J Recommendation Route Profiles ........................................................................................................ 631
K TDP Financial Planning Tool .............................................................................................................. 745
FIGURES
Figure 1: Duval County Transit Potential ...................................................................................................... 2
Figure 2: Jacksonville Regional Transportation Center rendering ................................................................ 4
Figure 3: Peak-Hour Headways of Services Proposed in 10-Year Transit Plan .......................................... 7
Figure 4: Duval County 2010 Population by Census Tract ......................................................................... 17
Figure 5: Duval County Estimated 2017 Population by Census Tract ........................................................ 18
Figure 6: Clay County 2010 Population by Census Tract ........................................................................... 21
Figure 7: Clay County Estimated 2017 Population by Census Tract .......................................................... 22
Figure 8: Duval County 2010 Population Below 150 Percent of the Poverty Level .................................... 24
Figure 9: Duval County Estimated 2017 Population Below 150 Percent of the Poverty Level ................... 25
Figure 10: Duval County 2010 Zero-Car Households ................................................................................. 27
Figure 11: Duval County Estimated 2017 Zero-Car Households................................................................ 28
Figure 12: Duval County 2017 Median Age ................................................................................................ 29
Figure 13: Duval County Estimated 2017 Unemployment Rate ................................................................. 31
Figure 14: Clay County 2010 Population Below 150 Percent of the Poverty Line...................................... 33
Figure 15: Clay County Estimated 2017 Population Below 150 Percent of the Poverty Level ................... 34
Figure 16: Clay County 2010 Zero-Car Households ................................................................................... 36
Figure 17: Clay County Estimated 2017 Zero-Car households .................................................................. 37
Figure 18: Clay County 2017 Median Age .................................................................................................. 38
Figure 19: Clay County Estimated 2017 Unemployment Rate ................................................................... 40
Figure 20: Duval County Population Density .............................................................................................. 42
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Figure 21: Duval County Employment Density ........................................................................................... 43

Figure 22: Duval County Transit Potential .................................................................................................. 44
Figure 23: Duval County Transit-Oriented Population Origin Index............................................................ 46
Figure 24: Duval County Commuter Origin Index ....................................................................................... 47
Figure 25: Duval County Employment Destination Index ........................................................................... 49
Figure 26: Duval County Activity Destination Index .................................................................................... 50
Figure 27: Clay County Population Density ................................................................................................ 52
Figure 28: Clay County Employment Density ............................................................................................. 53
Figure 29: Clay County Transit Potential .................................................................................................... 54
Figure 30: Clay County Transit-Oriented Population Origin Index.............................................................. 57
Figure 31: Clay County Commuter Origin Index ......................................................................................... 58
Figure 32: Clay County Employment Destination Index ............................................................................. 59
Figure 33: Clay County Activity Destination Index ...................................................................................... 60
Figure 34: Duval County Existing Land Use ............................................................................................... 63
Figure 35: Duval County Future Land Use ................................................................................................. 64
Figure 36: Developments of Regional Impact in Duval County .................................................................. 65
Figure 37: Clay County Existing Land Use ................................................................................................. 68
Figure 38: Clay County Future Land Use ................................................................................................... 69
Figure 39: Developments of Regional Impact in Clay County .................................................................... 70
Figure 40: Peak Period Trips, All Modes, 2010 .......................................................................................... 72
Figure 41: Off-Peak Period Trips, 2010 ...................................................................................................... 73
Figure 42: County-to-County Trips, 2010.................................................................................................... 74
Figure 43: JTA System Map, December 2018 ............................................................................................ 77
Figure 44: Frequent Routes ........................................................................................................................ 78
Figure 45: Mainline Routes ......................................................................................................................... 79
Figure 46: Connector Routes ...................................................................................................................... 80
Figure 47: Limited Connector Routes ......................................................................................................... 81
Figure 48: Express Routes.......................................................................................................................... 82
Figure 49: First Coast Flyer Routes ............................................................................................................ 83
Figure 50: The First Coast Flyer Red Line .................................................................................................. 86
Figure 51: JTA’s Skyway San Marco Station .............................................................................................. 91
Figure 52: Rendering of the Jacksonville Regional Transportation Center ................................................ 94
Figure 53: Urban and Service Area Characteristics Peer Comparison, FY 2017....................................... 99
Figure 54: Agency-wide Expenses and Revenue Peer Comparison, FY 2017 ........................................ 103
Figure 55: Fixed Route General Measures Peer Comparison, FY 2017 .................................................. 105
Figure 56: Fixed Route Vehicle Measures Peer Comparison, FY 2017 ................................................... 106
Figure 57: A CMAX BRT bus in Columbus ............................................................................................... 107
Figure 58: Fixed Route Service/Service Effectiveness Measures Peer Comparison, FY 2017 ............... 108
Figure 59: An IndyGo BRT bus in Indianapolis ......................................................................................... 109
Figure 60: Fixed Route Expense and Revenue Peer Comparison, FY 2017 ........................................... 111
Figure 61: Fixed Route Efficiency Peer Comparison, FY 2017 ................................................................ 113
Figure 62: A JTA bus beneath the Skyway ............................................................................................... 114
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Figure 63: Demand-Response General Measures Peer Comparison, FY 2017 ...................................... 116
Figure 64: Demand-Response Vehicle Measures Peer Comparison, FY 2017 ....................................... 117
Figure 65: Demand-Response Service/Service Effectiveness Measures Peer Comparison, FY 2017 ... 119
Figure 66: Demand-Response Expense and Revenue Peer Comparison, FY 2017 ............................... 122
Figure 67: Demand-Response Efficiency Peer Comparison, FY 2017 .................................................... 124
Figure 68: JTA ferry in the St. Johns River ............................................................................................... 128
Figure 69: Automated Guideway General Measures Peer Comparison, FY 2017 ................................... 131
Figure 70: Automated Guideway Vehicle Measures Peer Comparison, FY 2017 .................................... 132
Figure 71: The Miami-Dade County DTPW–Transit Metromover ............................................................. 133
Figure 72: Automated Guideway Service/Service Effectiveness Measures Peer Comparison, FY 2017 134
Figure 73: Automated Guideway Expense and Revenue Measures Peer Comparison, FY 2017 ........... 136
Figure 74: Automated Guideway Service/Service Effectiveness Measures Peer Comparison, FY 2017 138
Figure 75: How often do you ride JTA? (n = 106) ..................................................................................... 145
Figure 76: What is your primary reason for not riding any local transit? (n = 39) ..................................... 146
Figure 77: Do you agree with the following statements? (n = 65) ............................................................ 146
Figure 78: Outreach on Route Recommendations at Gateway Transit Hub, June 2019 ........................ 174
Figure 79: Frequent Routes ...................................................................................................................... 176
Figure 80: Mainline Routes ....................................................................................................................... 177
Figure 81: Connector Routes .................................................................................................................... 178
Figure 82: Limited Connector Routes ....................................................................................................... 179
Figure 83: Express and Express Select Routes ....................................................................................... 180
Figure 84: Clay Community Transportation Routes .................................................................................. 181
Figure 85: ReadiRide Zones ..................................................................................................................... 182
Figure 86: Peak-Hour Headways by Route and Branch, Proposed Services .......................................... 183
Figure 87: Agile Plan – Autonomous Shuttle Implementation Candidate Sites ........................................ 192
Figure 88: Example of Time-Bound TNC Subsidy Program (Detroit, MI) ................................................. 197
Figure 89: Example of Microtransit Service (Sacramento, CA) ................................................................ 198
Figure 90: Existing and Potential Skyway Stations Under Full System Expansion .................................. 205
TABLES
Table 1: Existing and Proposed Route Types............................................................................................... 6
Table 2: Transit Development Plan Requirements and Recommended Practice Checklist ....................... 12
Table 3: Duval Population Characteristics 2010 vs. 2017 .......................................................................... 16
Table 4: 2030 and 2040 Population Projections for Duval County ............................................................. 16
Table 5: 2030 and 2040 Employment Projections for Duval County .......................................................... 19
Table 6: Clay Population Characteristics 2010 vs. 2017 ............................................................................ 20
Table 7: 2030 and 2040 Population Projections for Clay County ............................................................... 20
Table 8: 2030 and 2040 Employment Projections for Clay County ............................................................ 23
Table 9: Duval County Population Below 150 Percent of the Poverty Level 2010 vs. 2017 ...................... 23
Table 10: Duval County Zero-Car Households 2010 vs. 2017 ................................................................... 26
Table 11: Annual Average Unemployment Rate 2010-2017 ...................................................................... 30
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Table 12: Clay County Population Below 150 Percent of the Poverty Level 2010 vs. 2017 ...................... 32
Table 13: Zero-Car Households 2010 vs. 2017 .......................................................................................... 35
Table 14: Annual Average Unemployment Rate 2010-2017 Clay vs Duval Count .................................... 39
Table 15: Duval County Employment by Industry, 2010, 2030, 2040 ........................................................ 61
Table 16: Clay County Employment by Industry 2010, 2030, 2040............................................................ 66
Table 17: Fiscal Year 2018 Performance Standards .................................................................................. 85
Table 18: JTA Fixed Route Performance.................................................................................................... 87
Table 19: Other JTA Service Performance ................................................................................................. 89
Table 20: Connexion Performance ............................................................................................................. 90
Table 21: JTA Park-n-Ride Lots .................................................................................................................. 92
Table 22: Myrtle Avenue Operations Campus Facilities ............................................................................. 93
Table 23: FTE Data Peer Comparison, FY 2017 ...................................................................................... 100
Table 24: JTA Agency-wide Expenses and Revenue, FY 2015 – FY 2017 ............................................. 100
Table 25: JTA Agency-wide Operating Revenue, FY 2015 - FY 2017 ..................................................... 101
Table 26: JTA Agency-wide Capital Revenue, FY 2015 – FY 2017 ......................................................... 101
Table 27: Agency-wide Expenses and Revenue Peer Comparison, FY 2017 ......................................... 102
Table 28: JTA Fixed Route General Measures, FY 2015 – FY 2017 ....................................................... 104
Table 29: JTA Fixed Route Vehicle Measures, FY 2015 – FY 2017 ........................................................ 106
Table 30: JTA Fixed Route Service/Service Effectiveness Measures, FY 2015 – FY 2017 .................... 107
Table 31: JTA Fixed Route Expense and Revenue Measures, FY 2015 – FY 2017 ............................... 109
Table 32: Fixed Route Expense and Revenue Peer Comparison, FY 2017 ............................................ 110
Table 33: JTA Fixed Route Efficiency Measures, FY 2015 – FY 2017..................................................... 112
Table 34: JTA Demand-Response General Measures, FY 2015 – FY 2017 ........................................... 115
Table 35: JTA Demand-Response Vehicle Measures, FY 2015 – FY 2017 ............................................ 117
Table 36: JTA Demand-Response Service/Service Effectiveness Measures, FY 2015 – FY 2017......... 118
Table 37: JTA Demand-Response Expense and Revenue Measures, FY 2015 – FY 2017 .................... 120
Table 38: Demand-Response Expense and Revenue Peer Comparison, FY 2017 ................................ 121
Table 39: JTA Demand-Response Efficiency Measures, FY 2015 – FY 2017 ......................................... 123
Table 40: JTA Ferry General Measures, FY 2016 – FY 2017 .................................................................. 126
Table 41: JTA Ferry Vehicle Measures, FY 2016 – FY 2017 ................................................................... 127
Table 42: JTA Ferry Service/Service Effectiveness Measures, FY 2016 – FY 2017 ............................... 127
Table 43: JTA Ferry Expense and Revenue Measures, FY 2016 – FY 2017 .......................................... 128
Table 44: JTA Ferry Efficiency Measures, FY 2016 – FY 2017................................................................ 129
Table 45: JTA Automated Guideway General Measures, FY 2015 – FY 2017 ........................................ 130
Table 46: JTA Automated Guideway Vehicle Measures, FY 2015 – FY 2017 ......................................... 132
Table 47: JTA Automated Guideway Service/Service Effectiveness Measures, FY 2015 – FY 2017 ..... 133
Table 48: JTA Automated Guideway Expense and Revenue Measures, FY 2015 – FY 2017 ................ 135
Table 49: Automated Guideway Expense and Revenue Measures Peer Comparison, FY 2017 ............ 135
Table 50: JTA Automated Guideway Efficiency Measures, FY 2015 – FY 2017 ..................................... 137
Table 51: Fixed-Route Bus Fare Revenue and Operating Expenses for Fixed-Route Bus Services (FY
2014 – FY 2018) ........................................................................................................................ 141
Table 52: Farebox Recovery Ratio for Non-Fixed Bus Services (2018) ................................................... 141
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Table 53: TDP Public Meeting Locations and Dates ................................................................................ 143
Table 54: Pop-Up Events .......................................................................................................................... 143
Table 55: Average Support Score for Each Recommendation (Phase 3 Survey) .................................... 172
Table 56: Route Characteristics ................................................................................................................ 184
Table 57: Headways for JTA Services as Proposed ................................................................................ 186
Table 58: Approximate Spans of Service for JTA Services as Proposed ................................................. 188
Table 59: Origin and Destinations for Vanpool Programs (Suggested) .................................................... 194
Table 60: Fixed-Route Bus Average Daily Ridership ............................................................................... 202
Table 61: Fixed-Route Bus Annual Summary........................................................................................... 203
Table 62: Ferry Annual Summary ............................................................................................................. 204
Table 63: ReadiRide Forecasting Summary ............................................................................................. 204
Table 64: Paratransit Forecasting Summary ............................................................................................ 204
Table 65: Systemwide Annual Summary .................................................................................................. 206
Table 66: Number of Routes or Zones by Service Class .......................................................................... 207
Table 67: Average Headways ................................................................................................................... 207
Table 68: Revenue Hours by Service Class ............................................................................................. 208
Table 69: Service Improvement Phasing .................................................................................................. 211
Table 70: Operating and Capital Cost Assumptions ................................................................................. 213
Table 71: Operating and Capital Revenue Assumptions .......................................................................... 214
Table 72: Operating Cost Forecast (figures in thousands) ....................................................................... 216
Table 73: Planning Expenses (figures in thousands) ............................................................................... 216
Table 74: Operating Revenue Forecast (figures in thousands; excludes planning 5307 revenue) .......... 218
Table 75: Capital Expenditures by Year (figures in thousands)................................................................ 219
Table 76: Capital Revenue (figures in $ thousands) ................................................................................. 221
Table 77: Net Operating Balance (figures in $ thousands) ....................................................................... 223
Table 78: Net Capital Balance (figures in $ thousands) ........................................................................... 223
Table 79: Summary of TDP Action Items.................................................................................................. 224
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Transit Development Plan Major Update | Executive Summary
EXECUTIVE SUMMARY
The Jacksonville Transportation Authority (JTA) is the agency legally permitted to offer
transit services in Duval County and, as requested, assumed Clay County services in
2019. As mandated by state statutes, this Transit Development Plan (TDP) major
update serves as a comprehensive self-evaluation of the agency’s existing services
relative to its mission, values, goals, and objectives and the practices and performance
of peer agencies. The TDP outlines JTA’s array of strategies to improve its services
considering changing demographic and economic conditions and to align with other
plans for the Northeast Florida region over the period from 2019 to 2030.
Baseline Conditions
As a foundation for analysis and planning, this plan surveys baseline population, employment, and land
use conditions in the JTA service area. JTA provides transit services to all of Duval County, including
Jacksonville, Atlantic Beach, Baldwin, Jacksonville Beach, and Neptune Beach. As of 2019, JTA also
provides paratransit and bus transit services to neighboring Clay County, as well as, express bus services
which connect Jacksonville to Nassau County in the north and Clay County to the southwest.
Population and Employment

The population of Duval County was 912,043 in 2017. Between 2010 and 2017, the county’s total
population grew by six percent, less than the statewide population, which grew by eight percent over the
same period. By 2040, the population of Duval County is forecast to surpass 1 million, an increase of 24
percent from 2010. Like population projections, total employment is projected to grow by 22 percent
between 2010 and 2040, surpassing 635,000 jobs. Approximately 26 percent of Duval County residents
are below 150 percent of the poverty level and eight percent of households do not have a car. Both
groups have grown since 2010, underscoring the need for public transit options.
The population of Clay County grew by nine percent between 2010 and 2017, at a greater rate than the
statewide population, reaching 201,472. Total population is forecast to surpass 315,000 by 2040, an
increase of 65 percent from 2010. Employment in Clay County is also projected to steadily increase to
over 89,000 jobs by 2040, a 30-year change of 63 percent. Clay County serves as a bedroom community
for Jacksonville, with 48 percent of workers commuting to Duval County for work. As in Duval County, the
proportion of residents below 150 percent of the poverty level has increased.
Transit Potential Areas

As a part of the socioeconomic analysis, areas with a high combination of population and employment
density (Figure 1), origins with a significant presence of transit-oriented populations or commuters, and
destinations for employment or other activities were identified as key areas for transit services. These
areas were present throughout the JTA service area and included dense and low-income neighborhoods,
job centers, universities, and shopping destinations. Beyond existing transit potential areas, future land
use plans in Duval and Clay counties are supportive of the development of a more transit-friendly
environment, including policies and incentives that promote the creation of denser, more affordable
housing along existing and planned mass transit corridors beyond the urban core of Jacksonville.
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Figure 1: Duval County Transit Potential
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Travel Patterns
JTA analyzed current and projected travel patterns to identify common origins, destinations, and
transportation needs in the Jacksonville metropolitan area. Major travel patterns in and around Duval
County connect to downtown Jacksonville from all directions, in both peak and off-peak periods. The St.
Johns River acts as a natural barrier to travel across the city, limiting trips between east and west
Jacksonville to the seven bridges that cross the river. The greatest county-to-county volumes occur
between Duval County and St. Johns County, followed the second highest volume of trips to and from
Clay County.
Existing Transit and Service Evaluation

In order to evaluate JTA’s existing transit system and identify areas for improvement, each bus route and
service was profiled based on numerous performance metrics. JTA currently offers regular and express
bus service, community shuttles, First Coast Southeast Corridor Flyer bus rapid transit (BRT) routes, the
Skyway people mover in downtown Jacksonville, St. Johns River Ferry, paratransit services, on-demand
ReadiRide zones, and Gameday Xpress service for major sporting events. Since 2019, JTA has offered
deviated fixed-route bus service and paratransit service through a contractor in Clay County.
Fixed Route Bus Transit

Fixed-route bus service in Jacksonville is provided by 630,000 annual revenue hours of fixed-route
service on 37 local routes, which provide high frequency and broad coverage, and four express routes,
which connect outlying areas to the urban core during peak periods. In addition, JTA’s First Coast Flyer
premium BRT service offers three routes of frequent, all-day service.
JTA evaluates fixed routes for productivity, cost efficiency, on-time performance, and farebox recovery.
As of 2018, most routes are below agency standards for passengers per revenue hour, passengers per
revenue mile, and average passenger load. JTA routes consistently perform at or above the agency’s 75
percent on-time performance standard, with trips arriving on-time 79 percent of the time. Many routes
exhibit sub-standard economic and financial performance. JTA’s farebox recovery ratio for fixed-route
buses decreased between FY 2017 and FY 2018, as a result of diverging fare revenue and operating
expense trends. However, proposed changes to the fare structure may help close the gap between
revenues and expenses within the TPD ten-year horizon. As a result of this comprehensive operational
analysis, JTA is considering various strategies to enhance performance and strengthen its services.
These include:
 Intelligent Transportation System (ITS) investments to improve calculations of revenues by route;

 Development of a three-variable cost model to provide more complete cost estimates by route;
 Service modifications that leverage efficient routing and scheduling to increase performance; and
 Revising standards to set realistic, attainable goals and better identify underperforming routes.
Compared to peer agencies, JTA offers more revenue hours and miles of fixed-route service. Despite
covering longer distances and offering more service, JTA also operates fewer vehicles, resulting in the
highest revenue miles per vehicle in maximum service among its peers. Ridership per capita is lower for
JTA, although passenger trips per revenue hour and revenue mile are higher than peer agencies. As with
other agencies, productivity has declined over recent years along, similar to the nationwide trend in transit
ridership. Financially, JTA has higher than average expenses which are met by greater than average
revenues.
Other Transit Services

As the largest U.S. city by land area, Jacksonville’s sheer size and relatively low density cannot be
effectively served by fixed route transit alone. In order to provide flexible coverage and high-quality
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service when and where fixed route transit may be unfit, JTA offers numerous non-fixed route services
across many modes of transit. In Downtown Jacksonville, the elevated Skyway people mover connects
the urban core with free and frequent automated service. Introduced in 2018, JTA’s ReadiRide service
offers affordable, on-demand transportation in eight flex zones in Duval County, connecting riders to
activity centers and fixed-route transit. JTA’s other bus services include Gameday Xpress, which offers
direct service to TIAA Bank Field from fan lots during major sporting events, and paratransit service in
both Duval and Clay counties. In addition, the St. Johns River Ferry continues to provide passage for
automobiles, bicyclists, and pedestrians between Mayport and Fort George Island every 30 minutes.
Beginning in 2019, JTA initiated operations of two flexible bus routes in northeastern Clay County.
Operating under the name Clay Community Transportation (CCT), the Red and Blue routes offer
deviated-fixed route service on weekdays between Middleburg, Orange Park Mall, Green Cove Springs,
and Jacksonville Naval Air Station. For an extra fee, riders can call and request a pick-up off of the
designated route.
JTA is above its peers for demand-response transportation services, providing more revenue miles and
revenue hours than average. The agency’s productivity is in line with peers, achieving similar rates for
passenger trips per revenue mile and passenger trips per revenue hour. JTA has higher than average
expenses, however, its revenues are also above the peer average.
Capital and Infrastructure

In support of its fixed and non-fixed route services, JTA operates seven transit centers throughout Duval
County, including Rosa Parks Transit Station in downtown Jacksonville and transit hubs at shopping
centers and colleges. JTA’s newest transit center, the Jacksonville Regional Transportation Center
(Figure 2), is under construction and will replace the Rosa Parks Transit Station as the central hub of
Jacksonville’s transit system in 2020. Other JTA transit facilities include eight Skyway stations, ten Park-
n-Ride lots, and two operations and maintenance centers.
Figure 2: Jacksonville Regional Transportation Center rendering
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Other Modes
Additional transit modes and services are under evaluation for future implementation. The First Coast
Southeast Corridor Commuter Rail service would provide a direct transit connection between St. Johns
County and Downtown Jacksonville. The Jacksonville Skyway Modernization Program plans to overhaul
and expand the existing Skyway system with the Ultimate Urban Circulator (U2C) autonomous vehicle
service in downtown and adjacent neighborhoods.
In order to expand beyond fixed-route and paratransit bus services to provide innovative multimodal
transportation services, the JTA Technology and Innovation Department continues to realize the agency’s
vision for the integration and adoption of new mobility services. From the deployment of autonomous
vehicles, to the use of artificial intelligence and data analytics, to the growing concerns around risk
management and cybersecurity, JTA aims to leverage technology and smart, data-driven decisions that
will be responsive to the future.
Goals and Objectives

All future plans for the Jacksonville transit system are formed and informed by the mission and vision of
JTA. The mission, vision, goals, and objectives for JTA were defined in the agency’s Blueprint for
Transportation Excellence in 2015 and remain consistent with the goals of other north Florida
transportation agencies. With a vision for “universal access to dynamic transportation solutions,” the
agency’s mission is “to improve Northeast Florida’s economy, environment, and quality of life by providing
safe, reliable, efficient, and sustainable multimodal transportation services and facilities.” To fulfill this
mission, JTA has identified seven goals and objectives:
 Safety and Security: Ensure safety and security throughout the transportation system and in the
Authority work environment
 Employee Success: Strengthen workforce through professional development opportunities that
enhance knowledge, skills, and leadership abilities
 Customer Satisfaction: Deliver a superior and reliable customer experience
 Financial Stability: Ensure long-term financial sustainability
 Organizational Efficiency and Effectiveness: Attain the highest level of agency performance.
 Sustainability: Advance transportation solutions that support environmental goals and are mindful of
the context of our community
 Transformative Mobility Solutions: Deliver innovative transportation choice providing accessible
mobility throughout the community.
In addition to the goals defined for JTA as an agency, the objectives of service improvements were
identified and evaluated based on public and stakeholder outreach. Public feedback was solicited in three
phases throughout the development of the TDP and included 23 meetings with Jacksonville’s six Citizens
Planning Advisory Committees (CPACs) and other local and regional organizations, as well as an online
survey and a face-to-face survey at three major transit hubs in Duval County and Orange Park Mall in
Clay County.
10-Year Transit Plan

A key piece of the TDP major update is the development of a future service framework and long-term
system concept which provide recommended changes to JTA’s transit network over the 10-year plan
horizon. This process was informed by the observed downward trend in ridership and productivity, which
highlighted the need to attract new customers to JTA services or remain an attractive transportation
option for existing customers. The service improvement recommendations aim to increase the integration
of transportation modes, employ innovative methods to serve customers, match levels of service with
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transit demand, simplify services, improve connections to jobs, provide stronger crosstown connections,
and increase offerings of all-day service. The recommendations were developed without constraints, but
will take effect in a phased implementation between 2019 and 2030 according to expected ridership and
available budget. Figure 3 shows the frequency of service throughout the JTA system if all
recommendations are implemented.
Service Improvement Recommendations

Recommended improvements to the service framework account for the transition of the downtown transit
hub from the Rosa Parks Transit Station to the Jacksonville Regional Transportation Center, including an
expanded frequent transit network, increased service coverage, and the replacement of underperforming
routes with more efficient fixed-routes or ReadiRide services. The improved network will also include the
southwest BRT route (First Coast Flyer Orange line), and new Express Select commuter bus services to
Baker, Clay, and St. Johns counties. In Clay County, CCT Red and Blue routes will be converted to fixed
bus routes with fixed stops at regular intervals, and the CCT Magenta route is being re-introduced to
provide service between Keystone Heights and Gainesville.
As a part of the improved service framework, ReadiRide services will be expanded across Duval and Clay
counties. By 2023, seventeen zones will offer demand-response transportation to complement JTA’s fixed
route network. JTA will also continue to operate St. Johns Ferry seven days a week, every 30 minutes.
Alternative modes for the future transit network in the metropolitan region are also under consideration.
JTA continues to analyze opportunities to leverage Jacksonville’s extensive rail network for commuter rail
service, especially along the I-95 corridor between Downtown Jacksonville and St. Augustine in St. Johns
County. In addition, the Skyway Modernization Project will bring innovative autonomous vehicle
technology to Downtown Jacksonville, reutilizing the Skyway’s elevated guideway and expanding the
system farther across the urban core.
In total, the JTA transit system will include 48 fixed routes and 17 ReadiRide flex zones, as well as ferry,
Skyway, paratransit, and commuter rail services (Table 1).
Table 1: Existing and Proposed Route Types
Service Class Existing System Proposed System

First Coast Flyer 3 4
Frequent Routes 5 8
Mainline Routes 13 10
Connector Routes 12 12
Limited Connector Routes 4 4
Community Shuttles 3 --
Express Routes 4 3
Express Select Routes 1 4
Clay Community Transportation Routes 2 3
ReadiRide Zones 8 17
Ferry, Skyway, Ferry, Skyway/ U2C,
Other Major JTA Services
Paratransit Paratransit, Southeast Rail
6
Figure 3: Peak-Hour Headways of Services Proposed in 10-Year Transit Plan
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Online and in-person surveys measured public opinion on each proposed service change, resulting in an
approval rating for each change. All proposed changes to fixed-route service received a score of 3.5 or
higher out of five, on the approval side of the scale. Public comments were also used to improve
recommendations where possible, resulting in the final proposed service improvements for JTA’s fixed
route system between 2019 and 2030.
Future Network Evaluation

Future year recommendations for JTA’s transit network were evaluated against the existing system for
quality of service, ridership, productivity, cost, and cost efficiency. Forecasts for non-fixed route services
mirrored population growth in Duval and Clay counties, projecting increased ridership for St. Johns Ferry,
ReadiRide, and paratransit services. The existing and future proposed fixed route network were
compared using the Transit Boardings and Estimation Simulation Tool (TBEST) modeling software.
Outputs from TBEST were adjusted against observed ridership and operations data for JTA’s 2018
system. The model showed that in 2030, the proposed fixed route system will have over four million more
riders annually, higher average frequencies, and more revenue hours of service every day of the week.
The system will serve a greater proportion of Duval and Clay counties, reaching 37 percent of the
population, and will continue to provide access to over half of the counties’ jobs. The recommended
service improvements will increase the average system travel speed and improve productivity to serve
more passengers per hour and mile of service. In addition, the system will be more efficient, costing less
per service mile and per passenger served.
Implementation and Financial Plan

The realization of JTA’s future 10-Year Transit Plan requires the phased implementation of all proposed
service improvements and new services between 2019 and 2030. The implementation plan outlined in
this TDP provides a constrained phasing schedule, guided by several principles:
 Support planned JTA service changes and capital improvements;

 Constrain phasing plan to reasonable increases in costs;
 Implement related improvements at the same time; and
 Prioritize improvements based on ridership potential, cost, and productivity of recommendations.
The TDP Financial Plan describes the specific funding strategies used to implement the phasing plan
according to estimated annual financial needs. The financial plan covers operating costs, operating
revenues, funding sources, and capital needs, including investments in the existing system, fleet
expansion to support the service recommendations of this TDP, and investment in new fixed-guideway
infrastructure. In particular, the U2C Skyway project represents a large share of anticipated capital
expenses within the ten-year TDP horizon.
Action Plan
In view of the service improvements, technology investments, administrative goals, and other objectives
defined in this plan and the Blueprint for Transportation Excellence, JTA developed an action plan
containing all items to be implemented and monitored moving forward. As the responsible agency for
these action items, JTA will manage and report progress on these objectives in future TDP Annual
Updates.
8
Transit Development Plan Major Update | Introduction
1 INTRODUCTION
The Jacksonville Transportation Authority (JTA) is the agency legally permitted to offer
transit services in Duval County and, as requested, assumed Clay County services in
2019. In 2019, in order to better provide transit services to residents, employees, and
visitors in Northeast Florida, and as mandated by state statutes, JTA conducted a
comprehensive self-evaluation, hereafter referred to as the Transit Development Plan
(TDP). The TDP outlines strategic initiatives and imagines future service plans for JTA
for the ten-year period from 2019 to 2030.
Changes in travel patterns, fluctuations in the economy, increases or decreases in access to financial
resources, and advances in technology all suggest a need to periodically reexamine the transit system
and adapt to evolving conditions. The TDP is integral to JTA’s long-term health, because it affords the
agency the chance to assess its operational performance, as well as, the opportunity to develop a
strategic blueprint for continued success.
Broadly, this document reviews JTA’s vision, mission, goals, objectives, services and strategies for
improvement. The TDP summarizes the existing state of Duval County’s demographics, land use and
travel patterns and of JTA’s operations. It also incorporates findings from JTA’s studies on a variety of
modes of transport—including bus, bus rapid transit, commuter rail, ferry, skyway, autonomous transit
services, and park and ride facilities—as well as, from other related long-range plans developed by the
City of Jacksonville, Duval County, and neighboring Clay County. Indeed, this TDP is but one element of
a larger transportation planning effort across Northeast Florida. In the course of compiling this TDP, JTA
developed a Public Involvement Plan (PIP) to offer opportunities for members of the public and local
agencies to provide feedback on JTA’s provision of public transit. This feedback significantly informed the
TDP and is included herein; the specifics of the PIP are included in Appendix A: Public Involvement
Plan.
There is an additional financial incentive to the TDP, transportation projects become eligible for
specialized state funding streams when they are included in a TDP. Also, in order for a project to receive
state funding, it must be included in the North Florida TPO’s Long Range Transportation Plan (LRTP) or
the State Transportation Improvement Program (STIP). At the regional/local level, projects must be
included in the TPO’s Transportation Improvement Plan (TIP), which serves as the region’s short-range
planning document. In order to ensure this TDP aligns with the mission and direction of local, regional,
and statewide agencies’ plans, JTA reviewed many relevant initiatives, including:
 FDOT’s 2060 Florida Transportation Plan (FTP), including its 2016 Strategic Intermodal System (SIS)
Policy Plan;
 North Florida TPO’s 2040 Long Range Transportation Plan;
 Northeast Florida Regional Council’s 2014 Strategic Regional Policy Plan;
 Northeast Florida Regional Transportation Commission’s 2017 Regional Multimodal Transportation
Plan;
 North Florida TPO’s 2016 Duval County Transportation Disadvantaged Service Plan;
 Reality Check First Coast (a 2009 visioning exercise) and First Coast Vision;
 City of Jacksonville’s 2030 Mobility Plan & 2030 Comprehensive Plan; and
 Clay County’s 2040 Comprehensive Plan.
9
The last “major update” to JTA’s TDP was conducted in 2014; major updates are conducted every five
years. A “minor update” is also undertaken annually.
1.1 TDP Components

The TDP process has eight components, described in brief in each of the following subsections:
 Baseline Conditions;
 Existing Services & Performance Evaluation;
 Public and Internal Involvement;
 Situational Appraisal;
 Goals and Objectives;
 Service Framework: Long-Term System Concept;
 10-Year Transit Plan: Alternatives Development and Education; and
 Implementation Plan.
This document was developed in accordance with the state rule governing Transit Development Plans
(Florida Administrative Code 14-73.001).
1.1.1 Baseline Conditions

The Baseline Conditions include a review of Duval and Clay County trends in population, employment,
and socioeconomic variables; spatial analyses of population and employment densities and their relation
to transit propensity; analyses of current and future land use scenarios, including with respect to
employment and activity centers; and an analysis of travel patterns.
1.1.2 Existing Services and Performance Evaluation

The Existing System Profile comprises an overview of the system, both fixed-route and paratransit
services; an overview of capital and infrastructure projects, both customer-facing and internal to JTA; and
a summary of other transportation providers in the region. The Performance Evaluation included a trend
analysis and comparisons to peers’ fixed-route, demand-response, ferry, and skyway services.
Additionally, an analysis of the farebox recovery ratio, and potential strategies to improve it, was
conducted.
1.1.3 Public and Internal Involvement

The Public and Internal Involvement section discusses the PIP in-depth, reviewing findings from surveys
and public meetings conducted over three phases of outreach. It also discusses the process by which
JTA employees were engaged in the development of the TDP via biweekly phone calls and three days of
workshops.
1.1.4 Situational Appraisal

The Situational Appraisal underscores the significance of the findings from the preceding sections,
looking at Regional Coordination, Socioeconomic Trends, Community Feedback, Organizational Issues,
Land Use Plans and Policies, Technology, and Mode-level Summary and Trends.
The Regional Coordination appraisal analyzes some of the state and regional plans referenced earlier in
this Introduction, including the FDOT FTP, the FDOT SIS Policy Plan, and the North Florida LRTP. It also
analyzes some of JTA’s own plans and policies, including the previous TDP (2014), Blueprint 2020, on-
board surveys, and the MOVE plan. This section focuses on the synergies between JTA’s initiatives and
the longer-term state and regional visions for mobility.
10
The Socioeconomic Trends appraisal analyzes transit propensity in Duval and Clay counties relative to
the state of Florida with respect to the counties’ trends in median age, employment status, and car
ownership.
The Community Feedback appraisal reviews the input given by members of the public in outreach
sessions and comment periods.
The Organizational Issues appraisal reviews the management structure and recent strategic initiatives of
JTA.
The Land Use Plans and Policies appraisal continues the analysis of the other regional and municipal
plans referenced earlier in this Introduction, including the Reality Check First Coast, First Coast Vision,
the City of Jacksonville’s plans, and Clay County’s 2040 Comprehensive Plan. This section focuses on
the synergies between JTA’s initiatives and local plans for land use and transit-oriented development.
The Technology appraisal analyzes the technologies and software in use for internal and external JTA
operations, including safety and security, customer- and employee-facing apps, and transformative
mobility solutions. There is considerable attention given to Mobility as a Service as a framework for future
technological innovations.
1.1.5 Goals and Objectives

The Goals and Objectives section assesses JTA’s public transportation services and how these services
are developed and implemented by reviewing the agency’s existing mission, vision, core values, and
goals.
1.1.6 Service Framework: Long-Term System Concept

The Service Framework section lays out the development process and principles for a Long-Term System
Concept. It then proposes long-term service concepts and 10-year TDP alternatives with maps containing
recommended service types and frequencies and tables listing proposed services and their
characteristics.
1.1.7 10-Year Transit Plan: Alternatives Development and Evaluation

The 10-Year Transit Plan summarizes Alternatives Development and Evaluation based on the results of
the Transit Boardings Estimation and Simulation Tool (TBEST), with reference to critical indicators liked
revenue hours, revenue miles, costs, and ridership. The route recommendations are also summarized in
Appendix J: Route Recommendation Profiles.
1.1.8 Implementation Plan

The Implementation Plan is comprised of three parts: the Phasing Plan, the Financial Analysis and Plan,
and the Action Plan. The Phasing Plan includes system maps in 2020 and 2030 detailing the changes to
service over time. It also lists unfunded needs and summarizes TBEST systemwide estimates. The
Financial Analysis and Plan reviews assumptions and operating and capital costs and revenues. The
Action Plan details the steps JTA will need to take in order to implement these service changes.
1.2 Statutory/Legislative Requirements and TDP Checklist

Agencies that wish to receive public transit grant funds administered by FDOT must adopt a major update
to their TDP once every five years and a minor update every year. Similarly, FDOT and North Florida
TPO are required to consult the JTP TDP in the development of their Five-Year Work Program and TIP,
respectively.
11
The list of elements that must specifically be addressed within the TDP document is dictated by the
Florida Administrative Code (F.A.C.) 14-73.001. These requirements and TDP practices recommended by
FDOT are shown in Table 2 along with their locations in the document.
Table 2: Transit Development Plan Requirements and Recommended Practice Checklist
TDP Component Location in TDP
Baseline Conditions Assessment Chapter 2: Baseline Conditions
Demographic 2.2. Population & Employment
2.3. Demographic and Employment Spatial Analyses
Socioeconomic 2.3 Demographic and Employment Spatial Analyses
Land Use 2.4 Land Use/Growth Characteristics
Growth 2.4 Land Use/Growth Characteristics
Travel/Mobility 2.5 Travel/Mobility Characteristics
Existing Services & Performance Chapter 3: Existing Services & Performance Evaluation
Evaluation
Existing System Profile 3.2 Duval County Existing System Profile
3.3 Clay County Existing System Profile
Appendix E. Comprehensive Operational Analysis
Appendix F. Route Profiles
Trend Analysis 3.4 System Performance Evaluation
Peer Review Analysis 3.4 System Performance Evaluation
Farebox Report 3.5 Farebox Report
Public Involvement Chapter 4: Public and Internal Involvement
Approved TDP Public Involvement 4.2 Public Involvement Plan

Plan
Appendix A. Public Involvement Plan
Opportunities for public involvement Chapter 4: Public and Internal Involvement

outlined in PIP
Appendix A. Public Involvement Plan
Solicit comments from regional Chapter 4: Public and Internal Involvement

workforce boards
Advise FDOT, regional workforce Chapter 4: Public and Internal Involvement

board, MPO of public meetings
Provide review opportunities to Chapter 4: Public and Internal Involvement

FDOT, regional workforce board,
MPO
12
Situation Appraisal Chapter 2: Baseline Conditions
Chapter 5: Situational Appraisal
Plans and Policy 5.1 Transportation Plans and Policies
Socioeconomic Trends 2.2. Population & Employment
2.3. Demographic and Employment Spatial Analyses
5.2 Socioeconomic Trends
Land Use 2.4 Land Use/Growth Characteristics
5.3 Land Use
Organizational Issues 5.4 Organizational Issues
Technology/Innovation 5.5 Technology
Transit Friendly Land Use and 5.6 Transit-Friendly Land Use & Urban Design Efforts
Urban Design Efforts
10-year Transit Ridership 5.7 10-Year Ridership Projections

Projections
Chapter 8: 10-Year Transit Plan
Appendix G: Transit Demand Estimation with TBEST
Goals and Objectives Chapter 6: Goals and Objectives
Agency’s Mission & Vision 6.1 Vision Statement
6.2 Mission Statement
Agency’s Goals and Objectives 6.4 Goals and Objectives
Tracking and Monitoring 6.5 Tracking and Monitoring
Transit Demand Assessment Chapter 2: Baseline Conditions
Chapter 8: 10-Year Transit Plan
Traditional Markets 2.3 Demographic and Employment Spatial Analyses
Discretionary Markets 2.3 Demographic and Employment Spatial Analyses
Travel Markets 2.5 Travel/Mobility Characteristics
Ridership Projections Chapter 8: 10-Year Transit Plan
Appendix G: Transit Demand Estimation with TBEST
13
Transit Needs Development and Chapter 7: Service Framework: Long-Term System

Evaluation Concept
10-Year TDP Alternatives Chapter 7: Service Framework: Long-Term System

Concept
Public Outreach/Feedback Recommendations Development Process
Alternatives Evaluation Chapter 8: 10-Year Transit Plan
Appendix J: Recommendation Route Profiles
10-Year Transit Plan: Alternative Chapter 8: 10-Year Transit Plan

Courses of Action
Chapter 9: Implementation Plan
TDP Alternatives Chapter 8: 10-Year Transit Plan
9.2 Phasing Plan
Financial Plan 9.3 Financial Plan
Implementation Plan Appendix K. Financial and Implementation Plan
List of Unfunded Needs Appendix K. Financial and Implementation Plan
Performance Monitoring 9.4 Action Plan
Plan Implementation and Chapter 5: Situational Appraisal

Coordination
Chapter 6: Goals and Objectives
Consistency with State and Local Chapter 6: Goals and Objectives

plans, regional transportation goals
5.1 Transportation Plans and Policies
and objectives, and FDOT Work
Program 5.6 Transit-Friendly Land Use & Urban Design Efforts
14
Transit Development Plan Major Update | Baseline Conditions
2 BASELINE CONDITIONS
2.1 Overview of Study Area

JTA is the agency legally permitted to offer transit services in Duval County, including
Jacksonville, Atlantic Beach, Baldwin, Jacksonville Beach, and Neptune Beach. As of
2019, JTA also assumed paratransit and bus transit services for Clay County and
express services that connect Nassau County and Clay County to Jacksonville. In the
coming years, JTA is also considering providing additional service between Jacksonville
and both St. Johns and Baker Counties, and between Keystone Heights and
Gainesville. The study area for this Transit Development Plan encompasses Duval and
Clay Counties but is sensitive to regional conditions.
Due to the consolidation of the City of Jacksonville with Duval County (October 1, 1968), the geographical
areas of the County and the City coincide. Duval County is bordered by Nassau County to the north, Clay
County and St. Johns County to the south, Baker County to the west, and the Atlantic Ocean to the east.
Within Duval County, JTA’s service area encompasses close to 1 million people across 798 square miles.
Clay County lies south and west of Duval County. It is bordered by Duval County to the north, Baker and
Bradford Counties to the west and Putnam County to the south. Clay County is a bedroom community to
Duval County; 48 percent of the workers in Clay County work in Duval County and commute daily. The St.
Johns River divides the City of Jacksonville into two parts and separates Clay County and St. Johns
County. The seven bridges across the St. Johns River in Jacksonville create bottlenecks within the City
and have an impact on traffic congestion throughout the greater metropolitan area. It is important that
transit service adequately traverses both sides of the St. Johns River and extends to other parts of the
region.
The Baseline Conditions chapter reviews the socioeconomic, land use, and travel conditions for Duval
and Clay Counties. The analysis examines recent trends in the demographic characteristics of the two
counties, with special emphasis given to the populations with a higher propensity to use transit, such as
low-income persons, youth and elderly, and those without access to an automobile. A demographic and
spatial analysis identifies the locations where transit is most likely to be successful. This demographic
analysis is complimented by a forward-looking examination of changes to land use and a consideration of
travel flows in the region. The findings of this Baseline Conditions assessment are complimented by the
evaluation of transit services in Chapter 3: Existing Services & Performance Evaluation and further
analysis of conditions affecting JTA’s ability to effectively provide transit services in Chapter 5:
Situational Appraisal.
15
2.2 Population and Employment

Addressing transit needs starts with an understanding of where people are going to and coming from. It is
important to examine the population and demographic characteristics of a region to gain a better
understanding of the growth and demand on transit services throughout the planning area. The following
sections provide an overview of these characteristics in Duval and Clay Counties. Unless stated
otherwise, data is derived from the U.S. Census Bureau, 2013-2017 American Community Survey (ACS)
5-Year Estimate.
2.2.1 Duval County Population Trends

Duval County has a diverse and growing population. The County is the seventh largest in the State, with
an estimated total population of 912,043 in 2017, making up 4.5 percent of the total state population. The
population characteristics for Duval County and the state of Florida are shown in Table 3. Between 2010
and 2017, the total population of Duval County grew by six percent, from 864,263 in 2010 to an estimated
population of 912,043 in 2017. However, the estimated population growth in Duval County was lower than
the state of Florida, which grew by eight percent, from a population of 18,801,310 in 2010 to an estimated
population of 20,278,447 in 2017. The total number of households in Duval County increased by two
percent, from 342,450 households in 2010 to an estimated 347,783 households in 2017. The percent
growth in the number of households in Duval County was slightly greater than the state of Florida, which
had an overall increase of one percent between 2010 and 2017, with 7,420,802 households in 2010, and
approximately 7,510,882 households in 2017. The 2010 and 2017 populations by census tract in Duval
County are mapped in Figure 4 and Figure 5.
Table 3: Duval Population Characteristics 2010 vs. 2017
Percent Change
2010 2017 (2010-2017)
Duval Duval Duval
County Florida County Florida County Florida
Total
864,263 18,801,310 912,043 20,278,447 6% 8%
Population
Total
342,450 7,420,802 347,783 7,510,882 2% 1%
Households
Source: MySidewalk; U.S. Census 2010 Table DP-1; U.S. Census Bureau, 2013-2017 ACS 5-Year Estimates Table
B01003, Table B11005
Population trends in Duval County aid in depicting the socioeconomic status in the region. Table 4 shows
population projections for Duval County in the years 2030 and 2040. Projections were taken from the
Northeast Regional Planning Model (NERPM) using data from the North Florida Transportation Planning
Organization (TPO) 2040 Long Range Transportation Plan (LRTP). The total population of Duval County
is projected to grow to approximately 1,002,508 by 2030, and to approximately 1,071,614 by 2040,
according to NERPM projections. Between 2010 and 2040, the total population is projected to grow by 24
percent.
Table 4: 2030 and 2040 Population Projections for Duval County
Percent Change
2010 2030 2040 (2010-2040)
Total
864,263 1,002,508 1,071,614 24%
Population
Source: U.S. Census 2010, NERPM projections, North Florida TPO 2040 LRTP
16
Figure 4: Duval County 2010 Population by Census Tract
17
Figure 5: Duval County Estimated 2017 Population by Census Tract
18
2.2.2 Duval County Employment Trends

Table 5 shows employment projections for Duval County in the years 2030 and 2040. The total
employment in Duval County is projected to grow to 597,835 by 2030 and to 635,765 by 2040. Between
2010 and 2040, the total employment is projected to grow by 22 percent. Approximately 1.9 percent of
Duval County workers 16 years and over commuted to work using public transportation in 2017.
According to Who Rides Public Transportation, a study conducted in 2017 by the American Public
Transportation Association (APTA), 71 percent of all transit users nationwide are employed, and seven
percent are students.
Table 5: 2030 and 2040 Employment Projections for Duval County
Percent Change
2010 2030 2040 (2010-2040)
Total
519,141 597,835 635,765 22%
Employment
2.2.3 Clay County Population Trends

Clay County’s population has approximately 73 percent of residents who are white, non-Hispanic; 90
percent who speak English only at home; and 76 percent of people age 25 or older who have not earned
a bachelor’s degree. In 2010, the total population in Clay County was 184,295 and the population density
was 315.8 people per square mile. Between 2010 and 2017, the total population of Clay County grew by
approximately nine percent, from about 184,295 in 2010 to an estimated population of 201,472 in 2017.
This is higher than the estimated population growth for the entire state of Florida, which grew by eight
percent, over the same period. The population characteristics for Clay County and the state of Florida are
shown in Table 6.
Population trends in Clay County help depict the socioeconomic status of the region. Table 7 shows
population projections for Clay County in the years 2030 and 2040. Projections were taken from the
Northeast Regional Planning Model (NERPM) using data from the North Florida Transportation Planning
Organization (TPO) 2040 Long Range Transportation Plan (LRTP). The total population of Clay County is
projected to grow to approximately 274,090 by 2030, and to approximately 315,703 by 2040, according to
NERPM projections. Between 2010 and 2040, the total population is projected to grow by 65 percent.
19
Table 6: Clay Population Characteristics 2010 vs. 2017
Percent Change
2010 2017 (2010-2017)
Clay County Florida Clay County Florida Clay County Florida

Total
184,295 18,801,310 201,472 20,278,447 9% 8%
Population
Total
67,493 7,420,802 71,939 7,510,882 7% 1%
Households
Source: MySidewalk; U.S. Census 2010 Table DP-1; U.S. Census Bureau, 2013-2017 ACS 5-Year Estimates Table
B01003, Table B11005
Table 7: 2030 and 2040 Population Projections for Clay County
Percent Change
2010 2030 2040 (2010-2040)
Total
184,295 274,090 315,703 65%
Population
20
Figure 6: Clay County 2010 Population by Census Tract
21
Figure 7: Clay County Estimated 2017 Population by Census Tract
22
2.2.4 Clay County Employment Trends

Table 8 shows employment projections for Clay County in the years 2030 and 2040. Much like the
population, employment is projected to steadily increase. In 2010, the total employment in Clay County
was 54,454. This number is projected to grow to 77,514 in 2030, and to 89,027 by 2040. Between 2010
and 2040, the total employment is projected to grow by 63 percent. Of the 91,495 workers over age 16 in
Clay County, approximately 101, or 0.1 percent, commuted to work using public transportation in 2017.
Table 8: 2030 and 2040 Employment Projections for Clay County
Percent Change
2010 2030 2040 (2010-2040)
Total
54,454 77,514 89,027 63%
Employment
2.2.5 Duval County Socio-Economic Trends by Variable

Population below 150 Percent of Poverty Line
Populations living in households with incomes 150 percent of the poverty level and below are often
considered ‘low-income’ and targeted for social services. The U.S. Census Bureau reports that a total of
21 percent of transit-using households nationwide have a household income of less than $15,000, and in
2017, the U.S. Census Bureau poverty threshold was $25,094 for a family of four.
The population below 150 percent of the poverty level in Duval County and the state of Florida is shown
in Table 9. In Duval County, the population below 150 percent of the poverty level increased by 19
percent, from 191,621 in 2010 to approximately 227,865 in 2017. The percent of the total population in
Duval County below 150 percent of the poverty level increased from 23 percent in 2010 to approximately
26 percent in 2017. In Florida, the population below 150 percent of the poverty level increased by 20
percent, from 4,295,674 in 2010 to approximately 5,162,521 in 2017. The percent of the total population
in Florida below 150 percent of the poverty level increased from 24 percent in 2010 to approximately 26
percent in 2017. The 2010 and 2017 population below 150 percent of the poverty level by census tract in
Duval County is shown in Figure 8 and Figure 9. Locating the areas of Duval County with a higher
percent population below 150 percent of the poverty level provides a better picture of the socioeconomic
characteristics of the region. It also allows for locating potential areas that may need increased access to
transit service. JTA can use this information to help ensure that it is adequately serving disadvantaged
populations.
Table 9: Duval County Population Below 150 Percent of the Poverty Level 2010 vs. 2017
Percent Change
2010 2017 (2010-2017)
Duval Duval Duval
Population Below
191,621 4,295,674 227,865 5,162,521 19% 20%
150% Poverty Level
Population Percent
Below 150% of Poverty 23% 24% 26% 26% +3% +2%
Level
Source: U.S. Census Bureau, 2006-2010 ACS 5-Year Estimates Table C17002; U.S. Census Bureau, 2013-2017
ACS 5-Year Estimates Table C17002
23
Figure 8: Duval County 2010 Population Below 150 Percent of the Poverty Level
24
Figure 9: Duval County Estimated 2017 Population Below 150 Percent of the Poverty Level
25
Zero-Car Households
Examining the number of zero-car households in Duval County and the state of Florida allows for further
analysis of transit ridership, as these populations may rely on transit as their primary mode, either by
choice or due to necessity. A 2017 APTA study reported that approximately 54 percent of all transit users
nationwide indicated a vehicle available to them on a regular basis, and 46 percent indicated that they
had no vehicle available. The number of zero-car households in Duval County and the state of Florida is
shown in Table 10.
From 2010 to 2017, the number of zero-car households in Duval County increased by 12 percent, from
25,351 to 28,351 households. Zero-car households make up seven percent of the total number of
households in Duval County. The number of zero-car households in Florida increased by nine percent,
from 462,112 households in 2010 to approximately 502,079 households in 2017. The number of zero-car
households make up six percent of the total number of households in Florida. The number of zero-car
households by census tract in Duval County in 2010 and 2017 are shown in Figure 10 and Figure 11.
Table 10: Duval County Zero-Car Households 2010 vs. 2017
Percent Change
2010 2017 (2010-2017)
Duval Duval Duval
Zero-Car
25,351 462,112 28,351 502,079 12% 9%
Households
Percent of the
total number of 7% 6% 8% 7% +1% +1%
households
Source: U.S. Census Bureau, 2006-2010 ACS 5-Year Estimates Table B25044; U.S. Census Bureau, 2013-2017
ACS 5-Year Estimates Table B25044
Age
The estimated median age of residents by census tract in Duval County in 2017 is shown in Figure 12.
Examining the median age of the region provides additional demographic information that can be used in
assessing transit services. A 2017 APTA study reported that 79 percent of all transit users nationwide fall
in the age range of 25 to 54. In 2017, the median age of residents countywide is 36. The median age of
residents in the state of Florida is 42.
26
Figure 10: Duval County 2010 Zero-Car Households
27
Figure 11: Duval County Estimated 2017 Zero-Car Households
28
Figure 12: Duval County 2017 Median Age
29
Unemployment Rate
The estimated annual average unemployment rate for Duval County from 2010 to 2017 is shown in Table
11, based on data from the Bureau of Labor Statistics. The unemployment rate greatly increased after the
recession but has gradually decreased since 2010. The average unemployment rate for Duval County is
4.1 percent. The estimated unemployment rate for Duval County in 2017 by census tract is shown in
Figure 13. The rate has dropped even further in 2019 to 3.6 percent.
Table 11: Annual Average Unemployment Rate 2010-2017
Source: MySidewalk; U.S. Census Bureau, 2006-2010 ACS 5-Year Estimates; U.S. Census Bureau,
2013-2017 ACS 5-Year Estimates
30
Figure 13: Duval County Estimated 2017 Unemployment Rate
31
2.2.6 Clay County Socio-Economic Trends by Variable

Population below 150 Percent of Poverty level
Populations living in households with incomes 150 percent of the poverty level and below are often
considered ‘low-income’ and targeted for social services. The U.S. Census Bureau states that a total of
21 percent of transit-using households nationwide have a household income of less than $15,000, and in
2017, the U.S. Census Bureau poverty threshold was $25,094 for a family of four.
The population below 150 percent of the poverty level in Clay County and the state of Florida is shown in
Table 12. In Clay County, the population below 150 percent of the poverty level increased by 40 percent,
from 27,655 in 2010 to 38,813 in 2017. The percent of the total population in Clay County below 150
percent of the poverty level increased from 15 percent in 2010 to 19 percent in 2017. In Florida, the
population below 150 percent of the poverty level increased by 20 percent, from 4,295,674 in 2010 to
5,162,521 in 2017.
The percent of the total population in Florida below 150 percent of the poverty level increased from 24
percent in 2010 to 26 percent in 2017. The population below 150 percent of the poverty level by census
tract in Clay County in 2010 and 2017 is shown in Figure 14 and Figure 15. Locating the areas of Clay
County with a higher percentage of population below 150 percent of the poverty level provides a better
picture of the socioeconomic characteristics of the region. It also allows for locating potential areas that
may need increased access to transit service.
Table 12: Clay County Population Below 150 Percent of the Poverty Level 2010 vs. 2017
Percent Change
2010 2017 (2010-2017)
Clay Clay Clay
Population Below
27,655 4,295,674 38,813 5,162,521 40% 20%
150% Poverty Level
Population Percent
Below 150% of Poverty 15% 24% 19% 26% +4% +2%
Level
Source: U.S. Census Bureau, 2006-2010 ACS 5-Year Estimates Table C17002; U.S. Census Bureau, 2013-2017
ACS 5-Year Estimates Table C17002
32
Figure 14: Clay County 2010 Population Below 150 Percent of the Poverty Line
33
Figure 15: Clay County Estimated 2017 Population Below 150 Percent of the Poverty Level
34
Zero-Car Households
Examining the number of zero-car households in Clay County and the state of Florida allows for further
analysis of transit ridership, as these populations may rely on transit as their primary mode, either by
choice or due to necessity. A 2017 APTA study reported that approximately 54 percent of all transit users
nationwide indicated that they have a vehicle available to them on a regular basis, and 46 percent
reported that they had no vehicle available. The number of zero-car households in Clay County and the
state of Florida is shown in Table 13.
The number of zero-car households in Clay County remained virtually unchanged, from 2,073 households
in 2010 to 2,039 households in 2017. Zero-car households make up three percent of the total number of
households in Clay County. The number of zero-car households in Florida increased by nine percent,
from 462,112 households in 2010 to 502,079 households in 2017. In 2010, the number of zero-car
households made up six percent of the total number of households in Florida. In 2017, this number is
seven percent. The number of zero-car households by census tract in Clay County in 2010 and 2017 is
shown in Figure 16 and Figure 17.
Table 13: Zero-Car Households 2010 vs. 2017
Percent Change
2010 2017 (2010-2017)
Clay Clay Clay
Zero-Car
2,073 462,112 2,039 502,079 -2% 9%
Households
Percent of the
total number of 3% 6% 3% 7% 0% +1%
households
Source: U.S. Census Bureau, 2006-2010 ACS 5-Year Estimates Table B25044; U.S. Census Bureau, 2013-2017
ACS 5-Year Estimates Table B25044
Age
The estimated median age of residents by census tract in Clay County in 2017 is shown in Figure 18.
Examining the median age of the region provides additional demographic information that can be used in
assessing transit services. A 2017 APTA study that approximately 79 percent of all transit users
nationwide fall in the age range of 25 to 54. In 2017, the median age of residents countywide is 39. The
median age of residents in the state of Florida is 42.
35
Figure 16: Clay County 2010 Zero-Car Households
36
Figure 17: Clay County Estimated 2017 Zero-Car households
37
Figure 18: Clay County 2017 Median Age
38
Unemployment Rate
The estimated annual average unemployment rate for Clay County from 2010 to 2017 is shown in Table
14, based on data from the Bureau of Labor Statistics. The unemployment rate greatly increased after the
recession but has gradually decreased since 2010. The average unemployment rate for Clay County in
2017 is 3.9 percent. The estimated unemployment rate for Clay County in 2017 by census tract is shown
in Figure 19. The rate has dropped even further in 2019 to 3.3 percent.
Table 14: Annual Average Unemployment Rate 2010-2017 Clay vs Duval Count
Annual Average Unemployment Rate

Clay County vs Duval County
12
Duval County
Clay County
10
0
2010 2011 2012 2013 2014 2015 2016 2017 2018
39
Figure 19: Clay County Estimated 2017 Unemployment Rate
40
2.3 Demographic and Employment Spatial Analysis

2.3.1 Duval County Transit Potential
High transit ridership is most likely to be sustained in areas where significant concentrations of population
and employment exist. Combining population and employment density together provides a measure of
transit potential that shows the overall viability of transit service in each area.
Population Density
Most public transportation riders will access bus services by walking to a bus stop. Thus, the geographic
areas served by transit are generally those within a quarter- or half-mile distance from a bus stop, or a 10-
minute walk. Denser residential areas have more people living close enough to access a bus stop,
making these stronger markets for transit. Figure 20 shows the population density of JTA’s service area,
with darker colors corresponding to higher densities.
The densest residential areas of the service area are:
 Urban Core: Downtown Jacksonville, Hogan’s Creek, Brentwood, and Riverside;

 Southside: San Jose, Baymeadows, and Craven;
 Westside: Hillcrest, Hyde Park, Confederate Point, Ortega Farms, and Jacksonville Heights;
 Arlington: Regency, University Park, Holiday Hill, and Woodland Acres; and
 Jacksonville Beach: Along Highway A1A.
Employment Density
Employment density is a strong indicator of demand for transit, as most public transportation trips begin
or end at work. Serving employment centers also provides access to job opportunities for residents. As
with population density, higher densities are needed to support fixed-route transit service. In Figure 21,
areas above this threshold are shown with darker colors corresponding to higher densities. Areas with
higher densities can also support greater transit frequencies.
The densest employment areas of the service area are:
 Urban Core: Downtown Jacksonville, Midtown, Hogan’s Creek, Brooklyn, Riverside;

 Southside: Riverplace, St. Nicholas, Southpoint, Deerwood, Deerwood Center, Windy Hill, Regency,
and the Mayo Clinic;
 Westside: Normandy, Fairfax; and
Population and Employment Density

Combining both measures helps JTA understand where the overall viability of transit service in the region
is highest. Blocks with densities over five jobs plus population per acre are areas dense enough to
support fixed transit, while blocks with densities between one and five jobs plus population per acre may
still benefit from alternative transit options such as flexible or on-demand service. Figure 22 maps
population and employment density together to show transit potential.
The areas with the highest levels of transit potential are:
 Urban Core: Downtown Jacksonville, Brooklyn, Riverside, Hogan’s Creek, and Brentwood;
 Southside: Riverplace, Spring Park, Southpoint, Deerwood Center, Deerwood, Windy Hill,
Baymeadows, Craven, Regency, and the Mayo Clinic;
 Westside: Hillcrest, Fairfax, Confederate Point, Jacksonville Heights, and Normandy; and
41
Figure 20: Duval County Population Density
42
Figure 21: Duval County Employment Density
43
Figure 22: Duval County Transit Potential
44
2.3.2 Duval County Transit Propensity

While some use transit only to commute between home and work, others rely on transit as a lifeline to
services, such as shopping, medical appointments, and government services. The Transit Propensity
indices below identify four key transit markets: transit-oriented populations, commuter populations,
employment destinations, and activity destinations.
The indices draw on demographic, employment, and geographic characteristics from the ACS and
Longitudinal Employer-Household Dynamics (LEHD) datasets. These measures are then weighted based
on their relevance to transit ridership to generate each index’s score. Together with other information on
transit potential and travel flows, these indices form a basis for planning transit service in the Jacksonville
region.
Transit-Oriented Populations Origin Index

The Transit-Oriented Population Origin Index (Figure 23) shows where residents who are likely to use
transit live. This includes populations of young and senior citizens, low-income residents, households with
one or fewer cars, and persons with disabilities. Areas with high concentrations of these populations are
most in need of all-day, local transit services, providing access to downtown and crosstown destinations.
In JTA’s service area, the highest propensity areas are:
 The Urban Core and the Northside neighborhoods east of New Kings Road;
 Southside: San Marco, Spring Glen, San Jose, Craven, and Royal Lakes;
 Westside: Jacksonville Heights, Confederate Point, Cedar Hills Estate, Lackawanna, Murray Hill,
Hillcrest, and Hyde Park; and
 Arlington: Jacksonville University, Regency Mall, Woodland Acres, and Holiday Hill.
Commuter Origin Index

The Commuter Origin Index (Figure 24) details where commuters live. The data sources for this index
include residents who are in the labor force or are employed, with a special emphasis on individuals who
commute by transit or by means other than driving alone. Areas with high commuter origin propensity are
most suitable for peak period, commuter or limited stop service, often directed towards downtown, but
also serving high density residential and employer locations not located in the downtown. In JTA’s service
area, the highest propensity areas are:
 Urban Core: Springfield, Brentwood, Riverside;

 Southside: San Jose, Craven, Royal Lakes, and Greenland;
 Westside: Murray Hill, Hyde Park, Confederate Point, and Ortega Farms;
 Arlington: Jacksonville University, University Club, Lake Lucina, Arlington Hills, Holiday Hill,
Woodland Acres, Sandalwood, and Golden Glades; and
 Jacksonville Beach and south Atlantic Beach.
45
Figure 23: Duval County Transit-Oriented Population Origin Index
46
Figure 24: Duval County Commuter Origin Index
47
Employment Destination Index

The Employment Destination Index (Figure 25) shows where jobs in all sectors are heavily concentrated
in the region. Areas with high employment destination propensity are most suitable for peak period,
commuter or limited stop service, often directed towards downtown, but also serving high-density
residential and employer locations not located in the downtown. Job density is highest in:
 Urban Core: Downtown Jacksonville, Brooklyn, Riverside;

 Southside: Riverplace, Spring Park, St. Nicholas, Sans-Souci, Southpoint, Deerwood Center, Royal
Lakes, Deercreek, and the Mayo Clinic;
 Westside: Normandy and Fairfax;
 Regency Mall; and
 Jacksonville Beach.
Activity Destination Index

The Activity Destination Index (Figure 26) illustrates other work destinations where residents might use
transit to travel either for non-work trips or for lower-income service jobs. These destinations include
retail, health care, social assistance, education, government facilities, recreation, and restaurants. Areas
with high activity destination propensity benefit from both all day local service and peak hour high
frequency service. The highest propensity areas are:
 Urban Core: Downtown Jacksonville, Brooklyn, and Riverside;

 Southside: Riverplace and Memorial Hospital in Sans-Souci;
 Westside: Normandy and Fairfax;
 Arlington: Retail near Windy Hill, Loretto, and Girvin; and
 Jacksonville Beach along Highway A1A.
Summary
The areas with the highest propensities for transit will score highly in one or more of the four indices. An
area with a high score in either the Commuter Origin Index or Employment Destination Index is suitable
for peak period service that would connect higher density residential areas with higher density
employment centers. The area’s most suitable for peak period service include:
 Urban Core: Downtown Jacksonville, Brooklyn, and Riverside;

 Arlington: Areas along University Boulevard;
 Southside: The Avenues, Flagler Center, and areas along Philips Highway and Sunbeam Road; and
 Westside: Areas along Blanding Boulevard.
Areas with a high score in either the Transit-Oriented Populations Origin Index or Activity Destination
Index are most suitable for all-day service, especially during midday and evening periods. Transit-
Oriented Populations are most in need of transit service that connects them to shopping, educational
institutions, government services, and other activity destinations. The areas most suitable for all-day
transit service include:
 Urban Core: Downtown Jacksonville, Brooklyn, Riverside, and Urban Core neighborhoods along
Kings Avenue, Main Street, and 21st Street;
 Arlington: Areas along University Boulevard; and
 Westside: Residential neighborhoods west of Blanding Boulevard.
48
Figure 25: Duval County Employment Destination Index
49
Figure 26: Duval County Activity Destination Index
50
2.3.3 Clay County Transit Potential

High transit ridership is most likely to be sustained in areas where significant concentrations of population
and employment exist. Combining population and employment density together provides a measure of
transit potential that shows the overall viability of transit service in each area.
Population Density
Most public transportation riders will access bus services by walking to a bus stop. Thus, the geographic
areas served by transit are generally those within a quarter- or half-mile distance from a bus stop, or a
ten-minute walk. Denser residential areas have more people living close enough to access a bus stop,
making these stronger markets for transit. Figure 27 shows the population density of Clay County with
darker colors corresponding to higher densities.
Clay County is predominantly characterized by low-density suburban development patterns. The densest
residential areas in Clay County are Orange Park, Bellair-Meadowbrook Terrace, Lakeside, Oakleaf
Plantation, and Middleburg.
Employment Density
Employment density is a strong indicator of demand for transit as most public transportation trips begin or
end at work. Serving employment centers also provides access to job opportunities for residents. Higher
densities are needed to support fixed-route transit service. In Figure 28, areas above this threshold are
shown with darker colors corresponding to higher densities. Areas with higher densities can also support
greater transit frequencies.
Clay County employment centers are concentrated primarily along the State Road 21 (Blanding
Boulevard) corridor between Middleburg and Lakeside and in the neighborhoods of Orange Park and
Meadowbrook Terrace.
Population and Employment Density

Population and Employment Density combines both measures to understand where the overall viability of
transit service in the region is highest. Blocks with densities over five jobs plus population per acre are
areas dense enough to support fixed transit. Blocks with densities between one and five jobs plus
population per acre may still benefit from alternative transit options such as flexible or on-demand service.
Figure 29 map population and employment density together to show transit potential.
Opportunities for fixed and on-demand transit service in Clay County are concentrated primarily in the
northeast portion of the County but are generally found in the following neighborhoods: Orange Park,
Bellair-Meadowbrook Terrace, Oakleaf Plantation, Fleming Island, Lakeside, Middleburg, Green Cove
Springs, and Penney Farms.
51
Figure 27: Clay County Population Density
52
Figure 28: Clay County Employment Density
53
Figure 29: Clay County Transit Potential
54
2.3.4 Clay County Transit Propensity

The Transit Propensity indices below identify four key transit markets: transit-oriented populations,
commuter populations, employment destinations, and activity destinations. The indices draw on
demographic, employment, and geographic characteristics from the ACS and Longitudinal Employer-
Household Dynamics (LEHD) datasets. These measures are then weighted based on their relevance to
transit ridership to generate each index’s score. Together with other information on transit potential and
travel flows, these indices form a basis for planning transit service in the Jacksonville region.
The indices are calculated separately for Duval County and Clay County. Because relative scores are
provided within each county, a “Moderate” propensity area for Duval County is not necessarily less
suitable for transit than a “High” propensity area in Clay County.
Transit-Oriented Populations Origin Index

The Transit-Oriented Population Origin Index shows where residents who are likely to use transit live.
This includes populations of young and senior citizens, low-income residents, households with one or
fewer cars, and persons with disabilities. Areas with high concentrations of these populations are most in
need of all-day, local transit services, providing access to downtown and crosstown destinations.
The highest propensity areas for transit-oriented populations in Clay County (Figure 30) are Orange
Park, Bellair-Meadowood Terrace, Lakeside, Oakleaf Plantation, Middleburg, Fleming Island, and Green
Cove Springs.
Commuter Origin Index

The Commuter Origin Index details where commuters live. The data sources for this index include
residents who are in the labor force or are employed, with a special emphasis on individuals who
commute by transit or by means other than driving alone. Areas with high commuter origin propensity are
most suitable for peak period, commuter or limited stop service, often directed towards downtown, but
also serving high-density residential and employer locations not located in the downtown.
The highest propensity areas for commuters (Figure 31) in Clay County are Orange Park, Bellair-
Meadowood Terrace, Fleming Island, Middleburg, and Green Cove Springs.
Employment Destination Index

The Employment Destination Index shows where jobs in all sectors are heavily concentrated in the
region. Areas with high employment destination propensity are most suitable for peak period, commuter
or limited stop service, often directed towards downtown, but also serving high-density residential and
employer locations not located in the downtown.
Job density in Clay County (Figure 32) is highest in Orange Park, Lakeside, Fleming Island, and Green
Cove Springs.
Activity Destination Index

The Activity Destination index illustrates other work destinations where residents might use transit to
travel either for non-work trips or for lower-income service jobs. These destinations include retail, health
care, social assistance, education, government facilities, recreation, and restaurants. Areas with high
activity destination propensity benefit from both all-day local service and peak hour high frequency
service.
The highest propensity areas in Clay County (Figure 33) are Orange Park, Bellair-Meadowood Terrace,
Fleming Island, Middleburg, and Green Cove Springs.
55
Summary
The areas with the highest propensities for transit will score highly in one or more of the four indices.
Areas with a high score in either the Commuter Origin Index or Employment Destination Index are
suitable for peak period service that would connect higher density residential areas with higher density
employment centers. The area’s most suitable for peak period service include the Orange Park Mall area
and Green Cove Springs, with some additional demand along Blanding Boulevard.
Areas with a high score in either the Transit-Oriented Populations Origin Index or Activity Destination
Index are most suitable for all-day service, especially during midday and evening periods. Transit-
Oriented Populations are most in need of transit service that connects them to shopping, educational
institutions, government services, and other activity destinations. The areas most suitable for all-day
transit service include the Orange Park Mall area and Green Cove Springs, with additional demand along
Blanding Boulevard and in Keystone Heights.
56
Figure 30: Clay County Transit-Oriented Population Origin Index
57
Figure 31: Clay County Commuter Origin Index
58
Figure 32: Clay County Employment Destination Index
59
Figure 33: Clay County Activity Destination Index
60
2.4 Land Use/Growth Characteristics

Examination of the existing and future land use, as well as employment characteristics, provides insight
into the changes in growth and development in the region. These characteristics are highlighted in this
section as well as an examination of major developments in the region.
2.4.1 Duval County Employment by Industry or Major Employers

Identifying the employment by industry in a region is an important factor in identifying transit ridership
markets. The employment by industry in Duval County for 2010, and projections for 2030 and 2040 are
shown in Table 15. The largest employment sector in Duval County was Retail Trade in 2010, but it is
projected to change to Health Care and Social Assistance in 2030 and 2040.
Table 15: Duval County Employment by Industry, 2010, 2030, 2040

Industry 2010 2030 2040
Agriculture, Forestry, Fishing and Hunting 549 601 627
Mining, Quarrying, and Oil and Gas Extraction 99 112 116
Utilities 376 411 429
Construction 39,306 43,297 45,103
Manufacturing 39,738 43,012 44,608
Wholesale Trade 20,492 22,750 23,845
Retail Trade 61,371 67,631 70,493
Transportation and Warehousing 24,449 27,355 28,796
Information 13,882 15,359 16,067
Finance and Insurance 41,546 48,496 51,922
Real Estate and Rental and Leasing 11,509 14,582 16,032
Professional, Scientific, and Technical Services 28,713 33,928 36,459
Management of Companies and Enterprises 5,425 6,226 6,639
Administrative and Support and Waste
35,270 43,661 47,690
Management and Remediation Services
Educational Services 27,718 32,970 35,554
Health Care and Social Assistance 57,340 68,219 73,680
Arts, Entertainment, and Recreation 5,009 5,720 6,055
Accommodation and Food Services 38,919 42,906 44,772
Other Services (except Public Administration) 21,486 25,958 27,914
Public Administration 45,944 54,641 58,964
Total Employment 519,141 597,835 635,765
Source: Northeast Regional Planning Model (NERPM) projections, North Florida TPO 2040 LRTP
61
2.4.2 Duval County Land Use Patterns and Scenarios

Examination of land use patterns and scenarios aids in providing a comprehensive picture of growth in a
region. It allows for the identification of the types of future growth that will need transit service, and the
amount of service needed.
Existing Land Use Map

The Existing Land Use Map for Duval County is shown in Figure 34. The Existing Land Use Map
provides an overview of existing development and the allowed uses on each parcel. These uses are
further defined in the City of Jacksonville Land Development Code and zoning regulations. In the map,
residential use constitutes the largest land area, followed by governmental use.
Future Land Use Map

The Future Land Use Map is part of the Future Land Use Element of the City of Jacksonville 2030
Comprehensive Plan. This Element was revised in June 2018. Development is guided by the densities
and intensities as established in the Future Land Use Element and as defined by the Future Land Use
map category description and their associated provisions. The Duval County Future Land Use Map is
shown in Figure 35.
Future development must be consistent with the identified uses in the Future Land Use Element, which
are further defined in the City of Jacksonville’s Land Development Code and zoning regulations. In the
Future Land Use Map, low-density residential use constitutes the largest land area, followed by
agricultural use and public buildings and facilities.
2.4.3 Duval County Activity Centers

MPO Activity Centers
Duval County will continue to see future development that will impact the region’s transportation system in
the future. To plan for projected transit needs, developments of regional impact (DRIs) in the area were
identified. A map of the DRIs in the County are shown in Figure 36.
Duval County’s Future Land Use Map shows a good amount of commercial, multi-use, business park,
and industrial use where future DRIs are located. As shown on this map, the larger DRIs are located
outside the I-295 beltway. The spreading of the development to the outer portions of the County creates
additional challenges for transit service.
Source: https://www.ju.edu/military/img/header-jacksonville-skyline.jpg. No copyright infringement is intended.
62
Figure 34: Duval County Existing Land Use
63
Figure 35: Duval County Future Land Use
64
Figure 36: Developments of Regional Impact in Duval County
65
2.4.4 Clay County Employment by Industry or Major Employers

Identifying the employment by industry in a region is an important factor in identifying transit ridership
markets. The employment by industry in Clay County for 2010, and projections for 2030 and 2040, are
shown in Table 16. The largest employment sector in Clay County is Retail Trade, providing 21 percent in
2010 of the employment and 18 percent in 2030 and 2040.
Table 16: Clay County Employment by Industry 2010, 2030, 2040
Industry 2010 2030 2040

Agriculture, Forestry, Fishing and Hunting 75 261 355
Mining, Quarrying, and Oil and Gas Extraction 24 87 120
Utilities 619 818 919
Construction 4,615 9,666 12,189
Manufacturing 1,563 2,893 3,558
Wholesale Trade 1,496 2,327 2,741
Retail Trade 11,450 14,456 15,951
Transportation and Warehousing 964 2,011 2,536
Information 859 1,265 1,467
Finance and Insurance 1,244 1,854 2,158
Real Estate and Rental and Leasing 1,504 1,733 1,846
Professional, Scientific, and Technical Services 2,260 2,679 2,888
Management of Companies and Enterprises 177 459 599
Administrative and Support and Waste Management and
1,420 2,130 2,487
Remediation Services
Educational Services 5,327 7,220 8,165
Health Care and Social Assistance 6,908 9,362 10,588
Arts, Entertainment, and Recreation 1,523 1,861 2,029
Accommodation and Food Services 6,240 7,846 8,645
Other Services (except Public Administration) 2,835 4,047 4,651
Public Administration 3,351 4,539 5,135
Total Employment 54,454 77,514 89,027
Source: Northeast Regional Planning Model (NERPM) projections, North Florida TPO 2040 LRTP
66
2.4.5 Clay County Land Use Patterns and Scenarios

Examination of land use patterns and scenarios aids in providing a comprehensive picture of growth in a
region. It allows for the identification of the types of future growth that will need transit service and the
amount of service needed.
Existing Land Use Map

The Existing Land Use Map for Clay County is shown in Figure 37. The Existing Land Use Map provides
an overview of existing development, and the allowed uses on each parcel. These uses are further
defined in the Clay County Land Development Code. In the map, agricultural use constitutes the largest
land area, followed by public ownership use.
Future Land Use Map

The Future Land Use map is part of the Future Land Use Element of the Clay County 2040
Comprehensive Plan. This Comprehensive Plan is a living document and is regularly revised. The last
revision to the text and map was April 23, 2019. Development is guided by the densities and intensities as
established in the Future Land Use Element and as defined by the Future Land Use map category
description and their associated provisions. The Clay County Future Land Use Map is shown in Figure
35. Future development must be consistent with the identified uses in the Future Land Use Element,
which are further defined in the Clay County’s Land Development Code. In the Future Land Use Map,
agricultural use constitutes the largest land area, followed by public ownership use.
2.4.6 Clay County Activity Centers

Developments of Regional Impact
Clay County will continue to see future development that will impact the region’s transportation system in
the future. To plan for projected transit needs, DRIs in the area were identified. A map of the DRIs in the
county are shown in Figure 39.
67
Figure 37: Clay County Existing Land Use
68
Figure 38: Clay County Future Land Use
69
Figure 39: Developments of Regional Impact in Clay County
70
2.5 Travel/Mobility Characteristics

The Northeast Florida Transportation Planning Organization (North Florida TPO) maintains a regional
travel model known as the Northeast Florida Regional Planning Model (NERPM). This model estimates
current and future traffic volumes between and within almost 2,000 Traffic Analysis Zones (TAZs), which
range in size from the equivalent of several city blocks to over 100 square miles. For the purposes of this
analysis, TAZs have been grouped into districts based on major roads. Only travel flows to, from, and
within Duval County for the projected year 2030 are shown.
2.5.1 Peak Period Travel

Travel during peak periods is a key market to be served by transit. Origin-destination pairs for peak period
work travel in the Jacksonville region are visualized in Figure 40. Key findings include:
 Major travel flows connect into downtown Jacksonville, including from the Westside, from the
Southside and Arlington, and from neighborhoods northwest of Downtown.
 The highest volume of trips occurs within areas in Arlington and north of downtown Jacksonville.
 There is significant travel in Southeast Jacksonville near the Mandarin, Sunbeam, and Avenues
neighborhoods near I-95 and I-295.
2.5.2 Off-Peak Period Travel

Travel during off-peak periods is a key market to be served by transit routes that provide service
throughout the day. Key origin-destination pairs for off-peak period travel in the Jacksonville region are
visualized in Figure 41. Notable trends in off-peak period travel are as follows:
 Major off-peak travel flows connect into downtown Jacksonville, including from the Westside.
 Relative to peak period travel, off-peak period travel is more strongly concentrated as internal flows
within the traffic analysis zone groupings.
2.5.3 County-to-County Trips

Travel flows between counties indicate opportunities for long-haul commuter services and regional
coordination of transportation services. Key origin-destination pairs for county-to-county travel in the
Jacksonville region are visualized in Figure 42. Notable trends in county-to-county trips include:
 The highest volume of inter-county travel is seen between Duval and St. Johns Counties, which
includes St. Augustine and other beach communities like Ponte Vedra Beach.
 The second highest volume of inter-county travel is between Duval and Clay Counties, which includes
outlying suburbs of Jacksonville like Lakeside, Orange Park and Bellair-Meadowbrook Terrace. Peak
and off-peak travel flows from these places primarily connect to neighborhoods immediately across
the Clay-Duval County border.
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Figure 40: Peak Period Trips, All Modes, 2010
72
Figure 41: Off-Peak Period Trips, 2010
73
Figure 42: County-to-County Trips, 2010
74
Transit Development Plan Major Update | Existing Services & Performance Evaluation
3 EXISTING SERVICES & PERFORMANCE EVALUATION
JTA is challenged with providing efficient and convenient transit service that addresses
the demands of a growing population across a City that possesses the largest land
mass in the United States. Additionally, the high volume of freight traffic and the rail
infrastructure in the County pose difficulties to scheduling transit service that operates
efficiently. The mass transit services provided by JTA include regular and express bus
service, community and on-demand shuttles, First Coast Flyer service (BRT), the
downtown Skyway monorail, the St. Johns River Ferry, paratransit services, and
Gameday Xpress service for sporting events.
JTA provides regional service to Clay County through the operation of the Clay Regional Express and
Nassau County via the Nassau Express Select. As of 2019, JTA’s contractor, MV Transportation, is also
providing paratransit service to Clay County’s transportation disadvantaged communities and deviated
fixed-route bus service. JTA also coordinates with surrounding counties on the planning of bus routes to
provide intra-county bus service.
This section provides a profile of existing services in Duval County and Clay County, beginning with a
profile of transit services and infrastructure. A detailed performance evaluation of JTA’s existing fixed
route bus services is provided in Appendix E: Comprehensive Operational Analysis and Appendix F:
Route Profiles. The System Performance Evaluation compares JTA’s performance effectiveness to peer
agencies and recent agency trends to identify strengths and weaknesses of JTA’s services. The Farebox
Report reviews trends in the agency’s farebox recovery ratio and steps that may be taken to improve this
ratio.
3.1 Duval County Existing System Profile

3.1.1 Service Overview
JTA has responsibilities that span multiple transit and transportation modes, including the design and
construction of bridges and highways, and the provision of varied transit services. The provider’s bus
services include both fixed and non-fixed route services. JTA is also contemplating several services and
modes for future transit to serve the region:
 First Coast Southeast Commuter Rail: JTA is undertaking the evaluation for a future commuter rail
system.
 Jacksonville Skyway Modernization Program: JTA is undertaking a project to modernize the
Skyway with new equipment and an expansion of autonomous service in downtown and the
neighborhoods adjacent to downtown.
Other planned and recommended developments in JTA’s service offerings are discussed in Chapter 7:
Service Framework: Long-Term System Concept.
Fixed Bus Route Services

As of October 2018, JTA's fleet has 232 vehicles that travel 12.5 million miles per year on 44 routes; 157
diesel, 62 compressed natural gas, 13 hybrid buses. The extent of JTA fixed bus route services as of
December 2018 are shown in the agency’s system map in Figure 43 and described below. JTA operates
44 fixed bus routes divided into three overarching classes:
75
Local Bus Routes

There are 37 local bus routes in the JTA system. Fixed-route bus routes in the JTA system are divided
into four classes: Frequent (five routes), Mainline (13 routes), Connector (12 routes), and Limited
Connector (seven routes). JTA previously operated Community Shuttles that provided deviated fixed-
route service. In December 2018, the remaining Community Shuttle routes were eliminated or converted
to Limited Connector services with an overlaid ReadiRide zone. Figure 44 through Figure 47 illustrate
the services within each class.
Express Bus Routes

The four Express Routes are JTA’s 200-series routes that run limited-stop service during weekday peak
hours. Five once-daily early morning routes are offered which originate from an outlying area and go
directly to their destination with no intermediate stops, then return in late afternoon. Express bus routes
provide service between Downtown Jacksonville and portions of Clay and St. Johns County, and Mayport
(Figure 48). In addition, the Wildcat Shuttle operated by the Baker County Council on Aging provides
service between Macclenny and Downtown Jacksonville serving the rural areas of Duval County. In
December 2018, JTA introduced a new class of express service between Downtown Jacksonville and
Nassau County via the Nassau Express Select.
First Coast Flyers

JTA’s premium bus rapid transit (BRT) service is known as the First Coast Flyer series and consists of
three routes. Flyer buses arrive every 10 minutes during peak hours and 15 minutes during non-peak
hours, offering high levels of service to the Northside, Southeast, and Eastside areas of Jacksonville
currently (Figure 49). In 2020, the Southwest Corridor will have BRT service with the addition of First
Coast Flyer Orange line.
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Figure 43: JTA System Map, December 2018
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Figure 44: Frequent Routes
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Figure 45: Mainline Routes
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Figure 46: Connector Routes
80
Figure 47: Limited Connector Routes
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Figure 48: Express Routes
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Figure 49: First Coast Flyer Routes
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Non-Fixed Bus Services

JTA has a challenging role serving the largest city in the continental U.S. in terms of landmass. The goal
of JTA is to provide mobility options and improve the flow of traffic into and throughout Duval County. An
integrated transportation network is a critical element in any community to properly manage growth,
provide mobility and offer a good quality of life. JTA has 105 paratransit vehicles, 10 Skyway cars, and
one ferry.
Skyway
JTA’s automated monorail known as the Skyway is designed to circulate passengers around downtown
Jacksonville. The automated people mover system travels 2.5 miles from the King Street garage across
the St. Johns River and through the central business district, ending at the Convention Center or the
Florida State College at Jacksonville downtown campus.
ReadiRide
ReadiRide is JTA’s on-demand service offered by JTA through Owl Inc. It provides affordable, on-call
transportation to customers within ReadiRide zones.
Ferry
JTA oversees the operations of the St. Johns River Ferry, which provides automobile transportation
between Mayport and Fort George Island.
Coastal Cab and Beachside Buggies

The Coastal Cab taxi service provides subsidized taxi fares in portions of the Arlington, Mandarin, and
Southside areas. As of July 2019, the service has been replaced with ReadiRide services covering the
same zones.
As of 2017, JTA is a sponsor of Beachside Buggies (also known as Beach Buggy), which provides free
transportation within a portion of Jacksonville, Neptune, and Atlantic Beaches.
Gameday Xpress
JTA provides transportation services to Jacksonville Jaguar games and certain other special events at
TIAA Bank Field. Gameday Xpress service operates two hours before the event’s start and one hour after
the event has ended, picking passengers up and dropping them off at one of six designated parking lots.
Paratransit
Connexion is JTA's paratransit for people with disabilities who are functionally unable to use regular
accessible fixed route bus service for some or all their transportation needs, and for people who are
transportation-disadvantaged.
Governance
JTA is governed by a seven-member Board of Directors. The mayor of Jacksonville appoints three
members who must be confirmed by the Jacksonville City Council; the Florida Governor appoints three
members who must be confirmed by the Florida Senate. Each member serves a four-year, unpaid term
and can be re-appointed for a second term. If a member serves eight consecutive years, they must rotate
off the board. From its membership, the Board elects its own Chairman, Vice Chairman, Secretary and
Treasurer for one-year terms. The seventh member is the District Two Secretary from the Florida
Department of Transportation (FDOT).
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3.1.2 Fixed-Route Transit Service Profile

Route Performance Evaluation
A detailed Comprehensive Operational Analysis and Route Profiles are provided in Appendix E:
Comprehensive Operational Analysis and Appendix F: Route Profiles, which also provides additional
detail on non-fixed route bus services. JTA evaluates routes on seven performance metrics:
 Passengers per Revenue Hour: the average ridership per revenue service hour;
 Passengers per Revenue Mile: ridership generated per revenue service mile supplied;
 Average Load: Calculated as the average number of passenger miles traveled per revenue service
mile;
 Subsidy per Passenger: The total subsidy for a route is the net of operating cost and fare revenues.
This figure is divided by boardings to calculate the subsidy per passenger;
 Cost per Passenger Mile: Operating costs divided by passenger miles, resulting in the average cost
of transporting a passenger for one mile;
 Farebox Recovery Ratio: Revenues as a percent of operating costs; and
 On-Time Performance: Departure from a timepoint no more than one minute early and less than six
minutes late.
Routes are evaluated based on nine defined route types and JTA’s Fiscal Year 2018 Route Performance
Standards (Table 17). The standard for on-time performance is 75 percent on-time for all routes.
Community Shuttle routes that were converted to limited connector and ReadiRide service in December
2018 are evaluated using FY 2018 standards and performance data.
Table 17: Fiscal Year 2018 Performance Standards

Pass. Pass. Average Farebox Subsidy per Cost per
Route Type per Hour per Mile Load Recovery Passenger Pass. Mile
First Coast Flyer 25 1.9 8.8 23% $ 3.00 $ 0.83
Frequent Routes 25 1.9 8.8 23% $ 3.00 $ 0.83
Mainline Routes 20 1.5 7.0 19% $ 3.75 $ 1.00
Connector Routes 15 1.1 4.4 14% $ 4.50 $ 1.40
Limited Connector
Routes 10 0.4 7.0 14% $ 6.50 $ 0.52
Community Shuttles* 7 0.5 2.5 7% $ 10.00 $ 3.00
Express Routes 10 0.4 7.0 14% $ 6.50 $ 0.52
Higher is Higher is Higher is Higher is Lower is Lower is
Evaluation Method
better better better better better better
Source: JTA Fiscal Year 2018 Route Performance Standards
*Community Shuttles were converted to ReadiRide and Limited Connector services in December 2018
Many JTA fixed route bus services perform below the agency’s standards:
 In terms of service productivity, most routes are below their route type standard for passengers per
revenue hour, passengers per revenue mile, and average load.
 Many routes exhibit sub-standard economic and financial performance, with only one route (81)
exceeding farebox recovery ratio standards for Weekday, Saturday, and Sunday service periods.
 JTA routes consistently perform at or above the agency’s on-time performance standard, with trips
arriving on-time 79 percent of the time.
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To improve data collection, enhance measurement of system performance, and strengthen its services,
JTA should consider the following strategies:
 Make Intelligent Transportation System (ITS) investments to improve calculations of revenues

by route: JTA’s current farebox and pass systems make it difficult to allocate revenue from cash
fares at fareboxes, pass revenue, and mobile payments to particular routes. As a result, current
estimates of revenues by route were based on per passenger averages across fixed routes. Without
more detailed revenue data, JTA has fewer meaningful economic performance indicators to identify
routes generating higher amounts of revenue per unit of service delivered.
 Develop a three-variable cost model for the agency: Estimates of costs by route were based on
an average cost per revenue hour multiplied by the number of revenue hours operated for a route. A
more complete, three-variable cost model involving revenue hours, revenue miles, and peak vehicles
would better estimate route-level costs. In this model, the cost per revenue hour would reflect the cost
of operator pay and benefits, the cost per revenue miles would reflect expenses for maintenance, and
the cost per peak vehicle would address the overall administrative cost of operating the system.
Overall, a three-variable cost model would better differentiate performance among JTA’s fixed bus
routes.
 Modify services to increase performance: Potential improvements include minimizing one-way
loops, assessing the effectiveness of interlining at optimizing layovers, and reducing low-performing
deviations, and modifying the span and frequency of routes. For example, Route 83 shows especially
low performance on Saturdays and Sundays, with less than one passenger per hour on those service
days. Eliminating Saturday and Sunday service would address the route’s underperformance. Route-
specific strengths and weaknesses are provided in Appendix F: Route Profiles.
 Revise performance standards to match performance: In Fiscal Year 2018, many fixed routes fell
below standard across the agency’s six route performance measures. For example, the First Coast
Flyer Green and Blue routes each fell below JTA’s service performance measures for Passengers per
Revenue Hour, Passengers per Revenue Mile, and Average Load. Realistic and attainable goals for
services should be set to better identify underperforming routes that require corrective action.
Figure 50: The First Coast Flyer Red Line
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Table 18: JTA Fixed Route Performance

Route Type Route Passengers per Passengers per Average Farebox Subsidy per Cost per On-Time
Revenue Hour Revenue Mile Load Recovery Ratio Passenger Passenger Mile Performance
Green 19.9 1.4 7.1 16% $5.01 $1.19 91%
First Coast Flyer Blue 10.9 0.7 5.0 9% $9.89 $1.45 86%
Red* 19.6 1.2 11.6 16% $5.08 $0.64 71%
1 21.5 1.5 9.4 17% $4.55 $0.86 79%
3 24.2 1.9 9.4 20% $3.93 $0.99 75%
Frequent Routes 5 18.2 1.3 9.9 15% $5.54 $0.86 79%
8 13.6 1.0 6.9 11% $7.76 $1.24 78%
50 13.4 1.0 4.4 11% $7.89 $2.10 76%
4 21.3 1.8 7.1 17% $4.60 $1.41 78%
10 19.7 1.2 10.9 16% $5.04 $0.67 76%
11 23.4 2.4 6.3 19% $4.10 $1.88 82%
12 17.8 1.5 5.7 14% $5.70 $1.70 83%
13 20.4 1.6 11.0 16% $4.84 $0.85 78%
14 17.5 1.5 6.8 14% $5.82 $1.54 73%
Mainline Routes 15 16.6 1.4 7.0 13% $6.18 $1.44 81%
16 15.2 1.3 7.1 12% $6.82 $1.38 76%
17 16.8 1.2 9.9 14% $6.09 $0.87 73%
18 16.2 1.1 7.1 13% $6.34 $1.15 78%
19 23.2 1.7 10.5 19% $4.14 $0.83 83%
51 12.6 1.0 4.7 10% $8.43 $1.92 79%
53 17.1 1.2 8.2 14% $5.97 $0.97 77%
21 18.4 1.8 4.9 15% $5.48 $2.35 88%
22 18.3 1.5 6.4 15% $5.51 $1.49 78%
23 10.0 0.7 5.9 8% $10.89 $1.41 76%
Connector
24 14.3 0.9 2.7 12% $7.32 $2.80 81%
Routes
25 12.0 0.9 6.3 10% $8.93 $1.44 74%
26 2.1 0.1 0.9 2% $55.08 $7.89 79%
27 11.7 0.8 5.4 9% $9.20 $1.51 79%
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Route Type Route Passengers per Passengers per Average Farebox Subsidy per Cost per On-Time
Revenue Hour Revenue Mile Load Recovery Ratio Passenger Passenger Mile Performance
28 4.4 0.4 1.9 4% $26.16 $5.65 83%
30 6.4 0.3 1.8 5% $17.54 $3.53 84%
31 6.3 0.5 1.5 5% $17.87 $6.59 83%
32 5.2 0.5 1.9 4% $21.78 $6.01 80%
33 9.6 0.7 1.7 8% $11.41 $5.00 72%
80 4.6 0.2 1.3 4% $24.96 $4.39 66%
Limited
81 38.3 1.5 10.4 31% $2.13 $0.45 89%
Connector
Routes 82 14.4 0.5 1.5 12% $7.25 $2.72 88%
83 3.4 0.2 1.2 3% $34.24 $5.52 90%
84* 6.0 0.3 1.3 5% $18.83 $3.99 90%
Community
85* 4.5 0.2 1.2 4% $25.48 $5.72 86%
Shuttles**
86* 4.2 0.2 0.7 3% $27.32 $10.35 76%
200 7.8 0.4 4.3 6% $14.13 $1.50 70%
201 4.1 0.2 2.4 3% $27.64 $2.23 75%
Express Routes
202 4.7 0.3 2.2 4% $24.47 $3.12 85%
205 8.2 0.4 4.5 7% $13.45 $1.27 72%
Source: JTA FY18 Metrics Workbook, FY18 JTA GTFS Feeds for Trip Statistics.
* New service; Fiscal Year 2018 data used from a comparable route
**Community Shuttles were replaced with Limited Connector and ReadiRide services in December 2018
FY 2018 data and standards for Community Shuttles are used to represent the performance of Routes 84, 85, and 86, which began service in December 2018.
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Table 19: Other JTA Service Performance
Passengers per Passengers per Average Farebox Recovery Subsidy per Cost per On-Time
Service Revenue Hour Revenue Mile Load Ratio Passenger Passenger Mile Performance
Ferry 97.1 54.0 24.2 46.6% $3.56 $14.85 99%
Skyway 56.5 5.8 5.5 0.0% $7.23 $7.61
ReadiRide* 1.2 0.2 1.0 3.3% $28.96 $6.86
Nassau Express* 0.3 0.0 0.3 1.3% $194.17 $7.16 60%
Gameday Xpress 52.8 5.4 27.4 85% $0.61 $0.81
Source: JTA Calendar Year 2018 Performance Metrics, JTA 2018 Alternative Service Analysis, August 2018 Connexion Ridership, JTA Gameday Xpress 2018
Season Income Statement, December 2018 ReadiRide Invoice Summary.
* Services evaluated using preliminary 2018 data.
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3.1.3 ADA Paratransit Service Profile

JTA Connexion provides paratransit for the disabled and elderly, provided by private vendors with
specially equipped vehicles and drivers. Service is available from 8 a.m. to 5 p.m. every day, including
weekends and holidays. Door-to-door service is provided anywhere within Duval County, and out-of-
county transportation is available for medical appointments. JTA also offers Connexion Plus service, in
which reservations can be made as little as two or more hours before service is needed for an additional
fee. Fares are as follows:
 ADA: $3.00;
 Transportation Disadvantaged, In County: $3.50;
 Transportation Disadvantaged, Out-of-County: $6.00; and
 Connexion Plus: $6.00.
Additional fares may be required for personal care attendants or escorts.
Performance of Connexion service is summarized in Table 20, with additional detail provided in
Appendix F: Route Profiles.
Table 20: Connexion Performance
Passengers Passengers Average Farebox Subsidy per Cost per On-Time

per Hour per Mile Load Recovery Passenger Pass. Mile Performance
1.6 0.1 0.1 10% $26.25 $29.03 85%
Source: August 2018 Ridership and JTA Calendar Year 2018 Performance Metrics
3.1.4 Capital/Infrastructure Overview

As mandated by the FAST Act (2015) and administered by the FTA, JTA developed a Transit Asset
Management Plan (TAMP) to inventory assets such as its buildings, systems, rolling stock, equipment,
and infrastructure. This section provides an overview of facilities owned and managed by JTA that are
important to the development of a comprehensive TDP that meets the needs of all its riders.
Facilities are defined as; any structure used to support public transportation services that JTA owns or
has a direct capital responsibility. JTA owns, maintains, and operates several agency and customer-
facing facilities at different locations detailed in this section.
JTA’s office for administrative authority functions (e.g. executives, human resources, finance,
procurement, etc.) is in a leased building at 121 W. Forsyth Street, Jacksonville, Fla. JTA has no capital
responsibility for this building.
Customer-Facing Facilities
Transit Centers
 Rosa Parks Transit Station: Rosa Parks Transit Station is the main transfer hub for the city’s transit
system, providing a transfer point for most bus routes in JTA service area, including all of the First
Coast Flyers and the Skyway monorail as well. Rosa Parks Station has 18 bus bays.
 Gateway Transit Hub: The Gateway Transit Hub is located on Norwood Avenue east of I-95 and
adjacent to the Brentwood and Norwood neighborhoods north of downtown. Features a bus loop that
connects Jacksonville to the Gateway Town Center with retail and grocery shopping options. Service
to and from Gateway Transit Hub is provided by Routes 12, 21, 51, 86, and First Coast Flyer Green,
providing users with BRT to and from Downtown Jacksonville.
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 Regency Square Hub: The Regency Square Hub is located off the Arlington Expressway at Atlantic
Boulevard, providing a bus stop that connects users to the to the Regency Square Mall via Routes
10, 18, 19, 23, 202, and First Coast Flyer Red.
 Soutel Transit Hub: The Soutel Transit Hub is located on Soutel Drive in northwest Jacksonville and
connects residents to downtown via Routes 3 and 4.
 FSCJ Kent Campus Station: This station provides access to Florida State College at Jacksonville’s
Kent Campus via Routes 5, 51, and 80. It has a bus shelter and encased transit system map to aid
users in addition to a bus turnout and crosswalk.
 FSCJ South Campus Station: This station is served by Routes 8, 23, and First Coast Flyer Red. It
has two bus shelters and a bus turnout.
 Deerwood Village: The bus bay at Southside Boulevard and Baymeadows Road, connected at the
southern extent of route 50, provides a line of access to FSCJ Deerwood and the Deerwood Village
shopping center.
Skyway Transit Stations

There are eight Skyway stations along the 2.5-mile alignment. They are:
 Rosa Parks Transit Station. Figure 51: JTA’s Skyway San Marco Station
 Hemming Plaza Station.
 Central Station.
 Jefferson Street Station.
 Convention Center Station.
 San Marco Station.
 Riverplace Station.
 Kings Avenue Station.
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Park-n-Ride Lots
Park-n-Ride lots are served by local bus routes and Express bus service to Downtown. Avenues Walk
Park-n-Ride Center is the newest lot to open, featuring 88 parking spots and a 1,400-square foot
customer service building in addition to three bus bays, three bus shelters, bike racks, and ticket vending
services. Table 21 provides information on each Park-n-Ride lot. In addition to the lots listed in the below
table, there are numerous Skyway Park-n-Rides (Convention Center, San Marco, and Kings Avenue
Stations) accessible to users for a fee which then grants free access to the Skyway.
Table 21: JTA Park-n-Ride Lots

Park-n-Ride Address Parking Spaces
A1A & Wonderwood Jacksonville, FL 32233 73

Armsdale 3191 Armsdale Rd. 189
Avenues Walk 10508 Avenues Walk Blvd. 88
Baldwin 801 W. Beaver St. 21
Clay County CR 220 & Sleepy Hollow Rd. 50
Johnson Street W. Bay St. 209
Jefferson Street West Bay / Jefferson 117
Kings Avenue Garage 1201 Kings Avenue 1,665
Kings Avenue Surface 1201 Kings Avenue 65
Marbon* Jacksonville, FL 32223 175
Mayport Wonderwood Drive / SR A1A 73
Monument Road** Jacksonville, FL 32225 73
Philips Highway & JTB 7000 Philips Highway 76
* From 2020 onward, this lot will have only 15 spaces.
**From 2020 onward, this lot will be defunct.
Agency Facilities
In addition to the public-facing facilities owned and operated by JTA, there are other facilities which the
agency uses for administrative, operations, and maintenance purposes.
 Myrtle Avenue Operations Campus (100 N. Myrtle Avenue): The Myrtle Avenue Operations
Campus is the central location for bus service administration, storage, and maintenance. It comprises
10 buildings and an 803,000-square-foot parking lot; it includes a Compressed Natural Gas fueling
facility for fleet operations as well. Table 22 details the individual facilities.
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Table 22: Myrtle Avenue Operations Campus Facilities

Description/Name Location Facility Type Square Footage
Building 1 “F” – Safety & 100 N. Myrtle Ave. Administrative Facility 5,285
Security
Building 2 “G” – 100 N. Myrtle Ave. Administrative Facility 9,300
Administrative
Building 3 “E” – Mass 100 N. Myrtle Ave. Administrative Facility 11,802
Transit Operations
Building 4 “C” – Service 100 N. Myrtle Ave. General Purpose 9,287
Station Maintenance Facility
Building 5 “D” – Vault 100 N. Myrtle Ave. Administrative Facility 1,246
Building 6 “A” – Fleet 100 N. Myrtle Ave. Heavy Maintenance 62,681

Maintenance Facility
Building 7 “M” – 100 N. Myrtle Ave. General Purpose 7,380
Preventative Maintenance Maintenance Facility
Building 8 “B” – Connexion 100 N. Myrtle Ave. Heavy Maintenance 4,816
Maintenance Facility
Building 9 -- CTC 100 N. Myrtle Ave. Administrative Facility 1,344
Operations
Building 10 – Storage 100 N. Myrtle Ave. Maintenance Facility 974
Myrtle Avenue Operations 100 N. Myrtle Ave. Parking Lot 803,805

Campus
 Skyway Operations and Maintenance Center (725 Leila Street): The JTA Skyway Operations and
Maintenance Center is used for the maintenance and storage of Skyway vehicles, maintenance
vehicles, and equipment. It also houses the Skyway operations center.
Planned Inventory Changes

The TAM Plan asset inventory is used to determine the State of Good Repair (SGR) backlog and future
years SGR needs. Future SGR needs will also include life cycle management of expansions and
additions to JTA’s asset base. Future analyses will account for this. Additional projects that are ongoing
or planned that will generate future SGR needs, but that are not captured by the TAM Plan, include:
 JTA is developing the asset inventory for the Intercity Bus Terminal (IBT) that was recently
completed. However, at the time the TAM Plan was written, the inventory was not yet available.
 JTA is currently constructing the Jacksonville Regional Transportation Center (JRTC) which, after
completion, will be added to JTA’s facility asset base to plan for future SGR needs. This facility will be
a new intermodal transit center, which will have a Skyway station inside the building and is bringing
together the Jacksonville Skyway, JTA bus service, First Coast Flyer service, intercity bus, and rail
service in one facility. JRTC at Lavilla will be situated near the Prime F. Osborn III Convention Center.
 The Ultimate Urban Circulator (U2C), as described above, is another project with which JTA is
planning to overhaul and expand the current Skyway system to a wider network and autonomous
vehicles. However, at this stage, it was too early to include in the TAM Plan as the changes to the
existing infrastructure are new and additional assets are unknown.
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 JTA expects to open the BRT Southwest Corridor by December 2020 which will operate between the
Convention Center in downtown Jacksonville, via Florida State College-Jacksonville (Kent Campus),
to the Orange Park Mall in Clay County. Assets include, among others, traffic signal priority
technology, real-time bus arrival information, and CNG buses.
3.1.5 Other Transportation Providers

Additional providers exist in the JTA service area that provide transportation services to residents and
visitors. JTA makes a concerted effort to coordinate services with inter-county transit service providers, as
well as accommodates other transportation service providers in their facilities. For example, JTA is
currently constructing the Jacksonville Regional Transportation Center (JRTC), a hub that will connect the
First Coast Flyer system, fixed-route buses, the U2C, intercity bus routes, and future Amtrak and
commuter rail stations. It will also accommodate shared mobility options like car-shar and bike-share.
Figure 52: Rendering of the Jacksonville Regional Transportation Center
JTA recognizes the importance of the development of a “Regional Transit Network” to integrate services
across the region. It is important for economic growth and maintaining a high quality of life in a growing
Northeast Florida Region. JTA had supported efforts of the Northeast Florida RTC to create a regional
multimodal transportation plan. A website entitled “TransPortal” was developed by the Northeast Florida
Mobility Coalition through funding provided by the Federal Transit Administration to aid in linking public
and private transportation providers in Northeast Florida with customers. The portal provides a tool that
allows an individual to plan out a trip and generates a list of transportation options for that trip. These
options include services provided by both public and private service providers. Transportation options
provided include: traditional transit and paratransit services, bicycling, walking, car and vanpools,
volunteer driver programs, taxis, motor or long-distance coaches such as Greyhound and Megabus,
passenger rail, and social and not-for-profit agency services. 1 0F0F0F
1 Northeast Florida Coordinated Mobility Plan: A Public Transit and Human Services Transportation Plan for
Northeast Florida. Northeast Florida Mobility Coalition. September 2014.
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3.2 Clay County Existing System Profile

JTA became the Community Transportation Coordinator for Clay County on January 1, 2019. On March
4, 2019, JTA began the operation of two routes in Clay County, the Red and Blue lines. These new JTA
services provide transportation to the Orange Park Mall, St. Johns River State College, and the Orange
Park Medical Center.
The Clay County Council of Aging (COA) was the previous transportation provider for the County. The
Florida Commission for the Transportation Disadvantaged reassigned the COA’s transportation
disadvantaged contracts to JTA.
3.2.1 Service Overview

Fixed-Route Bus Services
The two buses which JTA operates in Clay County also provide flex service. Other services provided by
JTA are express bus service and paratransit service.
Governance
The Florida Commission for the Transportation Disadvantaged (CTD) contracts with Community
Transportation Coordinators (CTC) to ensure the provision of transportation services to the transportation
disadvantaged. As the CTC for Clay County, JTA is overseen by a Local Coordinating Board intended to
represent a cross-section of the local community. The Northeast Florida Regional Council may make
recommendations to the CTC as the Official Planning Agency designated by the CTD. JTA contracts with
MV transportation to provide CTC services.
3.2.2 Transit Service Profile

JTA operates a variety of fixed-route and demand-responsive transit services using several modes of
transportation:
 Red Line: This weekday route provides service from the Orange Park Mall to Middleburg. It will
provide service to the Clay County Library, Orange Park Library, Orange Park Mall, Orange Park
Medical Center, Orange Park Senior Center, and St. Vincent’s Medical Center.
 Blue Line: This weekday route provides service from NAS Jacksonville to the Pier Station. It will
serve the Clay County Courthouse, Clay County Health Department, Kindred Hospital North Florida,
Naval Air Station Jacksonville, Orange Park Library, Orange Park Mall, Orange Park Medical Center,
Orange Park Senior Center, and St. Johns River State College.
 JTA Route 5: This JTA route provides service between Orange Park Mall, the Florida State College
at Jacksonville–Kent Campus, and Rosa Parks Transit Station.
 Flex service: For a $1 fee, Blue and Red line services will deviate for passenger pick-ups if the
schedule permits.
 Express service: The Clay County Regional Express provides service to and from downtown
Jacksonville along Roosevelt Boulevard from Rosa Parks Transit Station to the Black Creek Park-N-
Ride lot. The service runs several trips on weekdays between 5 a.m. and 7:30 p.m.
 Paratransit: Connexion is JTA's paratransit for riders in Duval County with disabilities who are
functionally unable to use regular accessible fixed route bus service for some or all their
transportation needs, and for people who are transportation disadvantaged. In Clay County,
paratransit services were coordinated by the Clay County Council on Aging before ceasing operation
in December 2018. JTA currently has a contract with MV Transportation to provide paratransit
services to transportation-disadvantaged Clay County residents.
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Additionally, in late 2020, JTA will launch First Coast Flyer Orange service between Orange Park Mall and
Rosa Parks Transit Station.
3.2.3 Other Transportation Providers

JTA recognizes the importance of the development of a Regional Transit Network to integrate services
across the region. As the Authority wrote in its Blueprint For Transportation Excellence, it “is important for
economic growth and maintaining a high quality of life in a growing Northeast Florida Region.” 2 1F1F1F
The Ride Solutions, the public transportation provider for Putnam County, operates a route that services
the Orange Park Mall. This service connects with JTA service at the Mall. It runs from 5:30 a.m. until 7:00
p.m. every weekday.
In addition to Ride Solutions, taxi services in Clay County include Aabac Taxi, Clay Taxi, Orange Park
Taxi, and Westside Taxi. 3 2F2F2F
3.3 System Performance Evaluation

This section includes an evaluation of peer transit agencies—that is, transit agencies with operations
similar to JTA. The examination covers existing transit services, including fixed-route, demand-response,
ferry, and Skyway. This section also presents a trend analysis examining how JTA has changed over the
years using various performance measures. The analysis focuses on JTA’s operations in Duval County.
3.3.1 Peer Comparison and Trend Analysis

Data used as the basis for this analysis was taken from the Federal Transit Administration (FTA), which
maintains a comprehensive database of operational and financial information for each transit agency
receiving FTA funding, known as the National Transit Database (NTD). Data is compiled annually, with
strict requirements on how it is reported to the NTD. Due to the level of detail and information included, it
provides consistent information that can be used to examine the same factors across various agencies.
The Florida Department of Transportation (FDOT) Transit Office has developed the Florida Transit
Information System (FTIS) that includes several web-based systems that allow for the exchange and
analysis of transit data. The Urban Integrated National Transit Database (Urban iNTD) system is one of
four major systems under the FTIS, and can be used to conduct trend analyses, peer evaluations, and
other data queries. This system was used in this analysis to identify peer agencies to JTA based on its
urban area size, three “screening” factors and 14 “peer-grouping” factors. The three screening factors
were used to ensure the peer agencies selected operated a similar combination of modes as JTA. The
Quick Guide for Applying the “TCRP Peer Section Method,” as well as the results of this analysis, are
included in Appendix D: Peer Selection. The “peer grouping factors” were used to identify peer
agencies that are most similar to JTA. There are five “service characteristics” and nine “urban area
characteristics.” A “total likeness score” was assigned based on a combination of these factors, and the
most similar agencies based on these factors were identified as peers. The lower the likeness score, the
more similar the agency to JTA. The cities and respective transit agencies emerging from the screening
are:
 Indianapolis, IN: Indianapolis and Marion County Public Transportation (IndyGo);
 St. Petersburg, FL: Pinellas Suncoast Transit Authority (PSTA);
 Columbus, OH: Central Ohio Transit Authority (COTA);
2Blueprint for Transportation Excellence FY 2018-2022. Jacksonville Transportation Authority. 2017. 20.
32016-2021 Clay County Transportation Disadvantaged Service Plan. Clay County Transportation Disadvantaged
Coordinating Board. 2018. 11.
96
 Tampa, FL: Hillsborough Area Regional Transit Authority (HART);

 Memphis, TN: Memphis Area Transit Authority (MATA);
 El Paso, TX: Mass Transit Department- City of El Paso (Sun Metro);
 Dayton, OH: Greater Dayton Regional Transit Authority (Dayton RTA); and
 Grand Rapids, MI: Interurban Transit Partnership (The Rapid).
This section includes a three-year trend analysis using data from Fiscal Years 2015 through 2017 for
JTA, and a one-year peer comparison based on Fiscal Year 2017 data. This peer review and trend
analysis contains a review of operational and financial measures. The operational measures are broken
out into general, vehicle, labor, service, and service effectiveness categories. The financial measures are
broken out into expense and revenue and efficiency measures. All data was sourced from the FTA
National Transit Database.
Agency-wide measures included in this section are:
General: Expense and Revenue:

 Service Area Population;  Operating Expenses;
 Service Area Size; and  Vehicle Maintenance Expenses;
 Passenger Trips.  Non-Vehicle Maintenance Expenses;
 General Administration Expenses;
Labor:
 Operating Funds;
 Total Employee Full Time Equivalents (FTE);
 Capital Funds;
 Revenue Hours per Employee FTE; and
 Local Revenue; and
 Passenger Trips per Employee FTE.
 Passenger Fare Revenue.
The measures that are subdivided by mode are included in the following sections under each modal category:

 Passenger Miles;  Operating Expenses;
 Passenger Trips;  Vehicle Maintenance Expenses;
 Revenue Miles;  Non-Vehicle Maintenance Expenses;
 Revenue Hours; and  General Administration Expenses;
 Average Passenger Trip Length.  Capital Funds;
 Passenger Fare Revenue; and
Vehicle:
 Average Fare.
 Vehicles Available in Maximum Service;
 Vehicles Operated in Maximum Service; and Efficiency:
 Revenue Miles per Vehicles in Maximum  Operating Expense per Capita;
Service.  Operating Expense per Passenger Trip;
 Operating Expense per Revenue Hour;
Service/ Service Effectiveness:
 Maintenance Expense per Revenue Hour; and
 Average Age of Fleet (years);
 Maintenance Expense per Vehicle.
 Vehicle Trips per Capita;
 Passenger Trips per Vehicles in Max Service;
 Passenger Trips per Revenue Mile; and
 Passenger Trips per Revenue Hour.
97
General Measures
JTA’s service area is the largest in comparison to the selected peers and is much higher than the overall
average; however, the service area population is similar to Columbus, St. Petersburg, and Indianapolis.
JTA’s urban area is smaller than the overall average in comparison to its peers, with half of the peers
having a larger urban area and half of the peers having a smaller urban area. JTA’s urban area
population is smaller than five of the selected peer agencies and is also lower than the overall average.
JTA ranks similar in the number of passenger trips to St. Petersburg, Central Ohio, Tampa, and El Paso.
Figure 53 summarizes the square mileage of the service area, service area population, square mileage
of the urbanized area, urbanized area population, and number of passenger trips for JTA and the peer
transit systems selected for analysis. 4 3F3F
4
NTD defines transit service area as the area within ¾-mile on either side of bus route corridors or within
a ¾-mile radius around rail stations.
98
Figure 53: Urban and Service Area Characteristics Peer Comparison, FY 2017
99
Labor Measures
The Full Time Equivalent (FTE) count shows the number of employees that work the equivalent of full
time (i.e., one 40-hours per week employee, or two 20-hour per week employees, equals one FTE) at
each agency, in comparison to revenue hours generated and passenger trips generated. Table 23 shows
the number of employees that work full time at JTA and each peer agency, in comparison to revenue
hours generated and passenger trips generated. JTA has a larger number of FTEs, revenue hours per
employee FTE, and passenger trips per employee FTE than the peer group average value.
Table 23: FTE Data Peer Comparison, FY 2017

JTA Peer IndyGo PSTA COTA HART MATA Sun Dayton The
Group Metro RTA Rapid
Average
Value
Total 722 619 606 1090 929 472 644 671 347 672
Employee
FTEs
Revenue 1,213 1,151 1,472 1,149 829 904 1,148 846 1,747 1,156
Hours per
Employee
FTE
Passenger 17,533 14,642 19,708 17,146 14,355 15,330 20,755 13,521 31,622 18,385
Trips per
Employee
FTE
Expense and Revenue Measures

The expense and revenue measures provide a picture of JTA’s expenses and the revenue generated by
the agency. JTA agency-wide financial data for Fiscal Years 2015 through 2017 is shown in Table 24.
Over the three-year period, JTA’s general administration expenses and operating expenses had the
largest percent change, while operating funds increased by approximately seven percent and capital
funds increased by approximately one percent.
Table 24: JTA Agency-wide Expenses and Revenue, FY 2015 – FY 2017
FY 2015 FY 2016 FY 2017 Percent Change

(FY 2015 – FY
2017)
Operating Expenses $90,691,650 $92,918,587 $96,792,327 7%
Vehicle Maintenance $15,299,593 $15,765,303 $15,642,123 2%
Expenses
Non-Vehicle $4,978,766 $5,733,824 $5,052,014 2%
Maintenance
Expenses
General $29,110,318 $29,653,430 $32,336,307 11%
Administration
Expenses
Operating Funds $91,286,765 $93,665,379 $97,641,482 7%
Capital Funds $26,610,460 $30,066,339 $26,803,284 1%
100
Table 25 shows that in 2017, JTA’s local revenue made up approximately 75 percent and passenger fare
revenue made up approximately 13 percent of JTA’s operating budget. The remaining 12 percent of funds
in JTA’s operating budget came from state, federal, and other funds. These funds are included in the total
operating funds listed in Table 24.
Table 25: JTA Agency-wide Operating Revenue, FY 2015 - FY 2017

(FY 2015 – FY 2017)
Local Revenue $66,038,592 $68,622,499 $73,194,803 1%
State Funds $6,133,836 $4,531,188 4,593,397 -25%
Federal Assistance $5,782,958 $6,385,052 6,028,223 4%

Other Funds $1,482,069 $1,319,079 1,120,697 -24%
Passenger Fare $11,849,310 $12,807,561 $12,704,362 7%

Revenue
Table 26 shows that in 2017, federal funds provided approximately 92 percent of the total capital funds
expended by JTA, and state funds made up the remaining eight percent. These funds are included in
capital funds listed in Table 24.
Table 26: JTA Agency-wide Capital Revenue, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Local Revenue --- --- --- ---
State Funds $2,142,667 $2,480,999 $2,101,753 -1.9%
Federal Assistance $24,467,793 $27,585,340 $24,701,531 1.0%

Other Funds --- --- --- ---
Passenger Fare --- --- --- ---

Revenue
JTA’s expenses and revenue values are higher than the peer group average but are similar to El Paso
(Sun Metro), Columbus (COTA), and Tampa (HART). When examining operating expenses, JTA’s
expenses are approximately 23 percent higher than the peer average value, and JTA’s maintenance and
administration expenses are also higher than their peers. However, JTA’s operating funds are
approximately 22 percent higher than the peer average value. JTA’s capital funds are approximately 16
percent higher than the peer average value and are used for capital expenses related to revenue
vehicles, systems and guideways, facilities and stations, and other capital needs. Table 27 shows JTA’s
agency-wide financial information in comparison to selected peer agencies for Fiscal Year 2017. Figure
54 shows the comparisons in a graph format.
101
Table 27: Agency-wide Expenses and Revenue Peer Comparison, FY 2017
Average
Operating $96,792,327 $74,436,010 $70,404,701 $66,047,790 $144,045,834 $79,925,347 $53,279,153 $64,798,436 $74,153,536 $42,833,285
Expenses
Vehicle $15,642,123 $12,766,196 $13,059,157 $11,345,906 $25,471,563 $9,882,061 $9,834,999 $12,690,693 $12,836,054 $7,009,137
Maintenance
Expenses
Non-Vehicle $5,052,014 $3,987,855 $3,102,078 $2,030,188 $9,322,109 $3,951,220 $1,756,436 $4,572,692 $5,740,539 $1,427,578
Maintenance
Expenses
General $32,336,307 $15,387,479 $15,253,422 $12,527,951 $26,695,645 $31,118,144 $10,715,314 $8,910,188 $11,521,003 $6,358,164
Administration
Expenses
Operating $97,641,482 $76,619,166 70,473,033 71,819,274 149,666,202 81,918,303 $53,449,530 67,494,292 74,187,207 43,945,490
Funds
Capital Funds $26,803,284 $22,640,148 $8,821,675 $14,695,528 $51,808,437 $9,943,461 $9,753,985 $42,064,791 $23,397,639 $20,635,670
Local Revenue $73,194,803 $54,924,653 $39,560,713 $43,445,235 $134,846,872 $46,824,737 $30,595,152 $73,858,968 $52,477,810 $17,787,735
Passenger Fare $12,704,362 $11,590,885 $10,057,717 $14,695,528 $19,688,255 $14,789,726 $7,030,476 $8,316,705 $7,702,909 $10,445,764
Revenue
102
Figure 54: Agency-wide Expenses and Revenue Peer Comparison, FY 2017
$250
$200
27M
Expenses and Revenue (Millions)
9M 47M
25M
$150
20M
32M
5M 31M
14M 39M
$100 12M
15M 4M 27M
9M 6M
3M 13M 10M
13M 13M 2M 31M 5M 8M 13M 37M
11M 29M 144M 11M 13M
30M 135M 2M
15M 10M 8M 6M
$50 97M 14M 26M 1M
10M 7M 36M
73M 80M 74M 74M
70M 66M 7M 65M
47M 53M 52M 10M
40M 43M 43M
31M
18M
$-
Revenue
Revenue
Revenue
Revenue
Revenue
Revenue
Revenue
Revenue
Revenue
Expense
Expense
Expense
Expense
Expense
Expense
Expense
Expense
Expense
JTA IndyGo PSTA COTA HART MATA Sun Metro Dayton RTA The Rapid
Operating Expenses Vehicle Maintenance Expenses Non-Vehicle Maintenance Expenses General Administration Expenses
Local Revenue Passenger Fare Revenue Other Non-Fare Revenue
103
Fixed Route Transit Service

This section presents a peer evaluation and trend analysis of JTA’s fixed route bus service. Each of the
identified group of measures is used to evaluate JTA’s service over a period of three years to detail JTA
service trends in relation to the identified peer agencies. All data was sourced from the FTA National
Transit Database. The following measures are included in this section:

Vehicle:
 Average Fare.
Service/Service Effectiveness:
 Maintenance Expense per Revenue Hour;
and
 Passenger Trips per Vehicles in Max
Service;
General Measures
Analysis of general characteristics provides an overview of JTA and how it has changed. The number of
passenger trips, passenger miles, revenue miles, revenue hours, and average passenger trip length for
fixed route service for Fiscal Years 2015 through 2017 is included in Table 28.
Table 28: JTA Fixed Route General Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Passenger Trips 11,634,258 11,508,138 10,794,798 -7%
Passenger Miles 70,409,205 68,144,307 64,694,247 -8%
Revenue Miles 8,557,699 8,712,949 8,853,123 3%

Revenue Hours 618,327 623,183 630,492 2%
Average Passenger 6.1 5.9 6.0 -2%

Trip Length
A comparison of passenger trips, passenger miles, revenue miles, revenue hours, and average
passenger trip length between JTA and its peer agencies is shown in Figure 55, as well as the average
group value for each category for Fiscal Year 2017. JTA is above the peer average value for all the
measures under this category except for fixed route passenger trips.
104
Figure 55: Fixed Route General Measures Peer Comparison, FY 2017
Passenger Trips Passenger Miles

20 80
18 70
16
Passenger Trips( Millions)
Passenger Miles (Millions)

14 60
12 50
10 40
8 30
6
4 20
2 10
0 0
Passenger Trips Peer Group Average Passenger Miles Peer Group Average
Revenue Miles Revenue Hours

14 1,200
Revenue Miles (Millions)
12 Revenue Hours (Thousands)

1,000
10 800
8
600
6
4 400
2 200
0 0
Revenue Miles Peer Group Average Revenue Hours Peer Group Average
Average Passenger Trip Length in Miles

7
6
Passenger Trip Length (Miles)
5
4
3
2
1
0
JTA IndyGo PSTA COTA HART MATA Sun Dayton The
Metro RTA Rapid
Average Passenger Trip Length Peer Group Average
105
Vehicle Measures
Analysis of vehicle measures provides an overview of the size of JTA and the number of vehicles
available for service. The number of vehicles available in maximum service, vehicles operated in
maximum service, and revenue miles per vehicles in maximum service for fixed route service for Fiscal
Years 2015 through 2017 is listed in Table 29.
Table 29: JTA Fixed Route Vehicle Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Vehicles Available 175 190 192 9.7%
in Maximum
Service
Vehicles Operated 150 150 153 2.0%
in Maximum
Service
Revenue Miles 48,901 45,858 46,110 -5.7%
per Vehicles in
Maximum Service
A comparison of vehicles available in maximum service, vehicles operated in maximum service, and
revenue miles per vehicles in maximum service between JTA and its peer agencies is shown in Figure
56, as well as the average group value for each category for Fiscal Year 2017. JTA is above the peer
average for vehicles operated at maximum service and revenue miles per vehicles in maximum service,
but below the average value for vehicles available at maximum service.
Figure 56: Fixed Route Vehicle Measures Peer Comparison, FY 2017
Vehicles Available and Operated in Revenue Miles per Vehicle in Max

Max Service Service
Revenue Miles per Vehicle (Thousands)
450 50
400 45
350 40
Number of Vehicles
300
35
250
30
200
25
150
20
100
50 15
0 10
5
0
Vehicles Available in Max Service

Vehicles Operated in Max Service
Peer Group Average - Vehicles Available Revenue Miles per Vehicles Max.
Peer Group Average - Vehicles Operated Peer Group Average
106
Service/Service Effectiveness Measures

Analysis of service/service effectiveness measures provides an overview of the age of the fleet, and
number of trips offered based on the size of the service area population, the number of vehicles operated,
and the amount of revenue miles/hours generated. The average age of fleet (in years), passenger trips
per capita, passenger trips per vehicles in maximum service, passenger trips per revenue mile, and
passenger trips per revenue hour for fixed route service for Fiscal Years 2015 through 2017 is listed in
Table 30.
Table 30: JTA Fixed Route Service/Service Effectiveness Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Average Age of Fleet 6.7 6.6 6.9 3%
(in years)
Passenger Trips 11.62 11.27 10.41 -10%
per Capita
Passenger Trips 66,481.47 60,569.15 56,222.91 -15%
per Vehicles in
Maximum Service
Passenger Trips 1.40 1.30 1.20 -14%
per Revenue Mile
Passenger Trips 18.80 18.50 17.10 -9%
per Revenue Hour
A comparison of average age of fleet (in years), passenger trips per capita, and passenger trips per
vehicles in maximum service, passenger trips per revenue mile, and passenger trips per revenue hour
between JTA and its peer agencies is shown in Figure 58, as well as the average group value for each
category for Fiscal Year 2017. JTA is below the peer group average for all measures except the
passenger trips per vehicles in maximum service.
Figure 57: A CMAX BRT bus in Columbus
Source: https://www.columbusunderground.com/wp-content/uploads/2017/12/CMAX-at-Northland-Transit-Center-
1.png, no copyright infringement is intended.
107
Figure 58: Fixed Route Service/Service Effectiveness Measures Peer Comparison, FY 2017
Passenger Trips per Capita Passenger Trips per Vehicles in

30 Max. Service
Passenger Trips per Capita
25 100
Passenger Trips per Vehicle

20 80
15 60
(Thousands)
10 40
5 20
0 0
Passenger Trips per Capita Passenger Trips per Vehicles in Max. Service
Peer Group Average Peer Group Average
Passenger Trips per Revenue Mile Passenger Trips per Revenue Hour
4.5 60
4.0 50
Passenger Trips per Revenue Mile
Passenger Trips per Revenue Hour

3.5
3.0 40
2.5 30
2.0
1.5 20
1.0 10
0.5
0.0 0
Passenger Trips per Revenue Mile Passenger Trips per Revenue Hour
Average Age of Fleet in Years

14.0
12.0
Age of Fleet (Years)
10.0
8.0
6.0
4.0
2.0
0.0
Metro RTA Rapid
Average Age of Fleet (in yrs) Peer Group Average
108

The financial data for fixed route transit service is shown in Table 31. This table shows the amount of
JTA’s expenses and revenue for Fiscal Years 2015 through 2017. Operating, vehicle maintenance, and
general administration expenses increased over the three-year period, while non-vehicle maintenance
expenses, capital funds, and passenger fare revenue decreased.
Table 31: JTA Fixed Route Expense and Revenue Measures, FY 2015 – FY 2017
(FY 2015 – FY
2017)
Operating Expenses $70,455,887 $71,581,487 $74,234,599 5%
Vehicle Maintenance $10,404,723 $10,777,718 $10,898,333 5%
Expenses
Non-Vehicle $3,782,151 $4,076,337 $3,618,119 -5%
Maintenance
Expenses
General $23,240,593 $23,235,070 $24,922,424 7%
Administration
Expenses
Capital Funds $22,358,543 $24,280,401 $22,133,914 -1%
Passenger Fare $10,844,655 $10,907,338 $10,384,644 -4%
Revenue
A comparison of the amount of JTA’s expenses and revenue for Fixed Route Service for Fiscal Year 2017
in relation to its peer agencies is shown in Table 32. JTA’s expenses and revenue are higher than the
peer average value for all the measures except for the vehicle maintenance expenses. Figure 60 shows
this comparison in graph format.
Figure 59: An IndyGo BRT bus in Indianapolis
Source: https://files.constantcontact.com/45d3237d001/f8272b25-802b-47fd-990c-a47690d3ff8d.jpg, no copyright

infringement is intended.
109
Table 32: Fixed Route Expense and Revenue Peer Comparison, FY 2017
Average
Value
Operating $74,234,599 $65,136,618 $60,034,216 $61,020,161 $134,095,530 $72,349,970 $44,889,156 $55,276,038 $58,554,063 $34,873,808
Expenses
Vehicle $10,898,333 $11,389,477 $10,494,164 $11,122,143 $24,360,139 $9,090,806 $7,981,152 $11,887,192 $10,475,583 $5,704,638
Maintenance
Expenses
Non-Vehicle $3,618,119 $3,485,903 $2,427,619 $2,006,340 $8,841,964 $3,435,503 $1,503,034 $3,938,349 $4,532,962 $1,201,455
Maintenance
Expenses
General $24,922,424 $13,690,911 $13,906,073 $10,771,001 $25,041,266 $29,733,583 $9,335,774 $7,202,065 $7,962,996 $5,574,528
Administration
Expenses
Capital Funds $22,133,914 $21,721,142 $7,694,779 $14,695,528 $51,808,437 $9,613,755 $7,253,086 $42,064,791 $20,133,962 $20,504,795
Passenger $10,384,644 $10,181,183 $8,998,862 $9,535,246 $18,816,434 $13,633,263 $6,603,898 $7,689,310 $6,911,641 $9,260,806
Fare Revenue
110
Figure 60: Fixed Route Expense and Revenue Peer Comparison, FY 2017
Expenses
$200
$180 25M
$160 9M
24M
$140
Expenses (Millions)
$120
$100 25M 30M
4M 3M
$80 11M 14M 11M 9M 7M 8M
2M 2M 5M
10M 11M 134M 4M
10M
$60 9M 12M
2M
8M
6M
$40 74M 72M
1M
6M
60M 61M 55M 59M
$20 45M
35M
$0
JTA IndyGo PSTA COTA HART MATA Sun Metro Dayton The Rapid
RTA
Operating Expenses Vehicle Maintenance Expenses

Non-Vehicle Maintenance Expenses General Administration Expenses
Funds and Revenue

$60
$50
Funds and Revenue (Millions)
$40
$30
$20
$10
$0
RTA
Uses of Captial Funds

Passenger Fare Revenue
Peer Group Average - Capital Funds
Peer Group Average - Passenger Fare Revenue
111
Efficiency Measures
The efficiency measures provide an overview of JTA’s operating expenses and maintenance expenses
based on the service area population, trips generated, revenue miles and hours generated, and number
of vehicles. The operating expenses per capita, operating expenses per passenger trip, operating
expense per revenue hour, maintenance expense per revenue hour, and maintenance expense per
vehicle for fixed-route service for Fiscal Years 2015 through 2017 is listed in Table 33.
Table 33: JTA Fixed Route Efficiency Measures, FY 2015 – FY 2017

(FY 2015 – FY
2017)
Operating $70.36 $70.08 $71.59 2%
Expenses
per Capita
Operating $6.06 $6.22 $6.88 14%
Expenses per
Passenger Trip
Operating $8.23 $8.22 $8.39 2%
Expenses per
Revenue Mile
Operating $113.95 $114.86 $117.74 3%
Expenses per
Revenue Hour
Vehicle $16.83 $17.29 $17.29 3%
Maintenance
Expenses per
Revenue Hour
Vehicle $59,456 $56,725 $56,762 -5%
Maintenance
Expenses per
Vehicle
A comparison of operating expenses per capita, operating expenses per passenger trip, operating
vehicle between JTA and its peer agencies is shown in Figure 61, as well as the average group value for
each category for Fiscal Year 2017. JTA is above the peer group average for all measures except the
operating expenses per capita, and vehicle maintenance expenses per revenue hour. JTA’s value is the
same as the peer group average value for operating expenses per revenue mile.
112
Figure 61: Fixed Route Efficiency Peer Comparison, FY 2017
Operating Expenses per Capita and Operating Expenses per Passenger

Revenue Hour Trip and Revenue Mile
$300 $25
$250 $20
$200
$15
$150
Expenses
Expenses
$10
$100
$50 $5
$0 $0
Operating Expenses per Capita Operating Expenses per Passenger Trip

Operating Expenses per Revenue Hour Operating Expenses per Revenue Mile
Peer Group Average - Expenses per Capita Peer Group Average - Expenses per Passenger Trip
Peer Group Average - Expenses per Revenue Hour Peer Group Average - Expenses per Revenue Mile
Maintenance Expenses per Maintenance Expenses per Vehicle

Revenue Hour 80
30
70
25 60
20 50
Expenses (Thousands)
15 40
Expenses
30
10
20
5
10
0
0
Vehicle Maintenance Expenses per Revenue

Hour Vehicle Maintenance Expenses per Vehicle
113
Key Takeaways
JTA is above the peer group average value for the number of passenger miles, revenue miles, revenue
hours, and average passenger trip length. However, it provides this service level with a lower than
average number of vehicles available at maximum service and vehicles operated at maximum service. It
also has the highest number of revenue miles per vehicles in maximum service when compared to its
peer agencies. It is below the peer group average value for passenger trips per capita, but it is above the
average peer group value for passenger trips per revenue mile, passenger trips per revenue hour, and
average age of fleet in years. This means that JTA is providing service with an older fleet than the peer
group average, while providing more trips per revenue mile and hour and providing this service with less
vehicles.
JTA’s operating expenses, non-vehicle maintenance expenses, and general administration expenses are
higher than the peer group average, but the amount of capital funds and passenger fare revenue received
is also higher than the peer group average. When examining operating expenses, JTA’s expenses are
approximately 12 percent higher than the peer group average value, but JTA’s vehicle maintenance
expenses are approximately five percent lower than the peer group average. Notably, JTA’s general
administration expenses are approximately 45 percent higher than the peer group average value. When
examining funds received, capital funds and passenger fare revenue are two percent higher than the peer
group average value. Therefore, JTA has higher than average expenses (largely general administration
expenses); however, it also has slightly higher than average funding to offset them.
When examining efficiency, JTA is above the peer group average for operating expenses per revenue
hour, operating expenses per passenger trip, and vehicle maintenance expenses per vehicle. However,
JTA is below the peer group average value for operating expenses per capita and vehicle maintenance
expenses per revenue hour. JTA’s value is the same as the peer group average value for operating
expenses per revenue mile. However, when considering Daytona RTA’s and PSTA’s outlier agency
values for operating expenses per revenue hour, operating expenses per passenger trip, and operating
expenses per revenue mile, JTA’s operating expenses are consistent with its peer agencies.
Figure 62: A JTA bus beneath the Skyway
Source: The Florida Times-Union, no copyright infringement is intended.
114
Demand-Response Transit Service

This section presents a peer evaluation and trend analysis of JTA’s demand respond transit service.
JTA’s demand-response (paratransit) service is provided by Connexion and Connexion Plus. The service
is purchased transportation and not directly operated by JTA.
Each of the identified group of measures is used to evaluate JTA’s service against its identified peers
over a period of three years in a similar fashion as the fixed route peer review. All data was sourced from
the FTA National Transit Database. The following measures are included in this section:

Vehicle:
 Average Fare.
and
Service;
General Measures
passenger trips, passenger miles, revenue miles, revenue hours, and average passenger trip length for
demand-response service for Fiscal Years 2015 through 2017 is included in Table 34.
Table 34: JTA Demand-Response General Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Passenger Trips 375,013 370,001 368,596 -2%
Passenger Miles 4,432,844 4,432,053 4,396,241 -1%
Revenue Miles 4,112,869 4,097,045 4,092,002 -1%
Revenue Hours 225,662 226,342 226,790 0%
Average Passenger 11.8 12.0 12.0 1%
Trip Length
A comparison of passenger trips, passenger miles, revenue miles, revenue hours, and average
passenger trip length between JTA and its peer agencies is shown in Figure 63, as well as the average
group value for each category for Fiscal Year 2017. JTA is above the peer average value for all the
measures under this category.
115
Figure 63: Demand-Response General Measures Peer Comparison, FY 2017

450 7

Passenger Trips (Thousands)
400 6
350
300 5
250 4
200 3
150 2
100
50 1
0 0
Passenger Trips Peer Group Average Passenger Miles Peer Group Average

6 Revenue Hours (Thousands) 300
5 250
4 200
3 150
2 100
1 50
0 0
Revenue Miles Peer Group Average Revenue Hours Peer Group Average

18
16
14
12
10
8
6
4
2
0
Metro RTA Rapid
Average Passenger Trip Length Peer Group Average
116
Vehicle Measures
maximum service, and revenue miles per vehicles in maximum service for demand-response service for
Fiscal Years 2015 through 2017 is listed in Table 35.
Table 35: JTA Demand-Response Vehicle Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Vehicles Available 97 99 98 1.0%
in Maximum
Service
Vehicles Operated 91 88 89 -2.2%
in Maximum
Service
Revenue Miles 42,401 41,384 41,755 -1.5%
per Vehicles in
Maximum Service
revenue miles per vehicles in maximum service between JTA and its peer agencies is shown in Figure
64, as well as the average group value for each category for Fiscal Year 2017. JTA is above the peer
average for all measures.
Figure 64: Demand-Response Vehicle Measures Peer Comparison, FY 2017

Max Service Service
160 60
140
50
120
100
40
Number of Vehicles
80
60 30
40
20
20
0 10

Vehicles Operated in Max Service
Peer Group Average - Vehicles Avalable Revenue Miles per Vehicles Max.
Peer Group Average - Vehicles Operated Peer Group Average
117

passenger trips per revenue hour for demand-response service for Fiscal Years 2015 through 2017 is
listed in Table 36.
Table 36: JTA Demand-Response Service/Service Effectiveness Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Average Age of 2.2 1.8 2.6 18%
Fleet (in years)
per Capita
Passenger Trips 3,866.11 3,737.38 3,761.18 -3%
per Vehicles in
Maximum Service
Passenger Trips 0.10 0.10 0.10 0%
per Revenue Mile
per Revenue Hour
between JTA and its peer agencies is shown in Figure 65, as well as the average group value for each
category for Fiscal Year 2017. JTA is above the peer group average for all measures except the
passenger trips per revenue mile, passenger trips per revenue hour, and average age of fleet (in years). It
should be noted that some of the data points for PSTA are not available because PSTA does not own its
own demand-response fleet.
118
Figure 65: Demand-Response Service/Service Effectiveness Measures Peer Comparison, FY 2017
Passenger Trips per Capita Passenger Trips per Vehicles in

1.0 Max. Service
Passenger Trips per Vehicles

0.8 6.0
5.0
0.6
4.0
(Thousands)
0.4 3.0
2.0
0.2 1.0
0.0 0.0
Passenger Trips per Capita Passenger Trips per Vehicles in Max. Service
Passenger Trips per Revenue Hour Average Age of Fleet in Years

7.0 6.0
6.0 5.0
Passenger Trips per Revenue Hour
5.0 4.0
4.0
3.0
3.0
2.0 2.0
1.0 1.0
0.0 0.0
Passenger Trips per Revenue Hour Average Age of Fleet (in yrs)

0.35
0.30
0.25
0.20
0.15
0.10
0.05
0.00
Metro RTA Rapid
Passenger Trips per Revenue Mile Peer Group Average
119

The financial data for demand-response transit service is shown in Table 37. This table shows the
amount of JTA’s expenses and revenue for Fiscal Years 2015 through 2017. Operating expenses, vehicle
maintenance expenses, non-vehicle maintenance expenses, general administration expenses, and
passenger fare revenue increased over the three-year period, while capital funds decreased.
Table 37: JTA Demand-Response Expense and Revenue Measures, FY 2015 – FY 2017
(FY 2015 – FY
2017)
Operating $14,079,521 $13,625,770 $14,177,196 1%
Expenses
Vehicle Data Incomplete $2,575,407 $2,831,049 ---
Maintenance
Expenses
Non-Vehicle $0 $313,667 $176,456 100%
Maintenance
Expenses
General $4,363,297 $4,523,172 $4,664,933 6%
Administration
Expenses
Capital Funds $2,833,303 $406,350 $13,763 -100%
Passenger $1,004,655 $1,074,061 $1,072,358 6%
Fare Revenue
A comparison of the amount of JTA’s expenses and revenue for demand-response service for Fiscal Year
2017 in relation to its peer agencies is shown in Table 38. JTA’s expenses and revenue are higher than
the peer average value for all the measures except for the non- vehicle maintenance expenses and
capital funds. Figure 66 shows this comparison in graph format.
120
Table 38: Demand-Response Expense and Revenue Peer Comparison, FY 2017

JTA Peer Group IndyGo PSTA COTA HART MATA Sun Metro Dayton RTA The Rapid
Average
Operating $14,177,196 $7,836,325 $10,370,485 $5,027,629 $9,950,304 $5,887,930 $6,332,384 $9,522,398 $15,599,473 $7,959,477
Expenses
Vehicle $2,831,049 $1,199,049 $2,564,993 $223,763 $1,111,424 $277,006 $946,738 $803,501 $2,360,471 $1,304,499
Maintenance
Expenses
Non-Vehicle $176,456 $439,901 $674,459 $23,848 $480,145 $268,100 $4,616 $634,343 $1,207,577 $226,123
Maintenance
Expenses
General $4,664,933 $1,561,600 $1,347,349 $1,756,950 $1,654,379 $1,206,533 $477,822 $1,708,123 $3,558,007 $783,636
Administration
Expenses
Capital Funds $13,763 $633,175 $1,126,896 $0 $0 $321,250 $353,574 $0 $3,263,677 $130,875
Passenger $1,072,358 $715,888 $1,058,855 $1,333,520 $871,821 $617,985 $426,263 $627,395 $791,268 $1,184,958
Fare Revenue
121
Figure 66: Demand-Response Expense and Revenue Peer Comparison, FY 2017
Expenses
$25
4M
$20 5M
1M
Expenses (Millions)
M 2M
3M
$15 1M
1M
2M 2M
3M M
1M 1M
$10 1M 1M
M
1M
M
M 16M
14M 1M 1M
2M M
M
$5 10M M 10M 10M
8M
6M 6M
5M
$0
RTA

Funds and Revenue

$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
RTA
Uses of Captial Funds

Passenger Fare Revenue
Peer Group Average - Capital Funds
Peer Group Average - Passenger Fare Revenue
122
Efficiency Measures
vehicle for demand-response service for Fiscal Years 2015 through 2017 is listed in Table 39.
Table 39: JTA Demand-Response Efficiency Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Operating Expenses $14.06 $13.34 $13.67 -3%
per Capita
Operating Expenses $37.54 $36.83 $38.46 3%
per Passenger Trip
per Revenue Mile
Operating Expenses $62.39 $60.20 $62.51 0.2%
per Revenue Hour
Vehicle Maintenance Data $11.38 $12.48 ---
Expenses per Incomplete
Revenue Hour
Vehicle Maintenance Data $26,014 $28,888 ---
Expenses per Vehicle Incomplete
expenses per revenue hour, maintenance expenses per revenue hour, and maintenance expenses per
vehicle between JTA and its peer agencies is shown in Figure 67, as well as the average group value for
each category for Fiscal Year 2017. JTA is above the peer group average for all measures, meaning their
expenses are higher than the peer group average value for all values.
123
Figure 67: Demand-Response Efficiency Peer Comparison, FY 2017
Operating Expenses per Passenger Operating Expenses per Capita and

Trip and Revenue Mile Revenue Hour
$90 $140
$80 $120
$70
$100
$60
Expenses
$50 $80
$40 $60
Expenses
$30
$40
$20
$20
$10
$0 $0
Operating Expenses per Passenger Trip Operating Expenses per Capita
Operating Expenses per Revenue Mile Operating Expenses per Revenue Hour
Peer Group Average - Expenses per Passenger Trip Peer Group Average - Expenses per Capita
Peer Group Average - Expenses per Revenue Mile Peer Group Average - Expenses per Revenue Hour

Revenue Hour $40
$25
$35
$20 $30
$25
$15
$20
Expenses
$10 $15
$5 $10
$5
$0
$0
Vehicle Maintenance Expenses per Revenue

Hour Vehicle Maintenance Expenses per Vehicle
124
Key Takeaways
JTA is above the peer group average value for the general measures and the vehicle measures. JTA’s
demand-response service is generating an above the peer group average number of passenger trips,
passenger miles, revenue miles, and revenue hours, with an above the peer group average number of
vehicles operated and available at maximum service. Therefore, JTA is generating more trips, with more
vehicles operated and available at maximum service than the peer group average values.
When examining the service and service effectiveness measures, JTA is above the peer group average
value for all measures except the passenger trips per revenue mile, passenger trips per revenue hour,
and average age of fleet (in years). Its number of passenger trips per capita is similar to IndyGo, PSTA
and Daytona RTA. When examining passenger trips per revenue mile and passenger trips per revenue
hour, JTA is below the peer average value, however, there are two outliers that are driving the peer
average higher when considering the remaining peer agency values. When not considering PSTA and
The Rapid, JTA is consistent with the other peer agencies. JTA’s average age of the fleet is also lower
than the peer average value.
When examining the expense and revenue measures, JTA is higher than the peer average for all values
except non-vehicle maintenance expenses and capital funds. Notably, JTA’s non-vehicle maintenance
expenses are 149 percent lower than the peer average value, and JTA’s capital funds are 45 percent
lower than the peer agency value. JTA’s operating expenses are 45 percent higher than the peer average
value, vehicle maintenance expenses are 58 percent higher than the peer average value, and general
administration expenses are 67 percent higher than the peer average value. However, passenger fare
revenue is 33 percent higher than the peer average value.
When considering efficiency measures, JTA is above the peer group average value for all measures.
Operating and maintenance expenses are above average, and maintenance expenses greatly increased
between 2015 and 2017. JTA’s operating expenses, though above the peer average value, are similar to
all peer agencies except for Dayton RTA, which could be considered an outlier.
125
Ferry Transit Service

This section presents a trend analysis of JTA’s ferry service. JTA took over operation of the St. Johns
River Ferry on March 31, 2016. Each of the identified group of measures is used to evaluate JTA’s
service over a period of two years to show trends in service characteristics. All data was sourced from the
FTA National Transit Database. The following measures are included in this section:

Ferry:
 Average Fare.
 Ferries Available in Maximum Service;
 Ferries Operated in Maximum Service; and Efficiency:
 Revenue Miles per Ferries in Maximum  Operating Expense per Capita;
and
Service;
General Measures
Analysis of general characteristics provides an overview of JTA’s ferry service and how it has changed.
The number of passenger trips, passenger miles, revenue miles, revenue hours and average passenger
trip length for ferry service for Fiscal Years 2016 through 2017 is included in Table 40. All values
increased by over 70 percent in the two-year period except for average passenger trip length, which
stayed the same.
Table 40: JTA Ferry General Measures, FY 2016 – FY 2017

FY 2016 FY 2017 Percent Change
(FY 2016 – FY 2017)
Passenger Trips 252,503 442,032 75%
Passenger Miles 113,626 198,914 75%
Revenue Miles 4,334 7,956 84%

Revenue Hours 2,410 4,420 83%
Average Passenger 0.9 0.9 0%

Trip Length
126
Ferry Measures
Analysis of ferry measures provides an overview of the size of JTA and the number of ferries available for
service. The number of ferries available in maximum service, ferries operated in maximum service, and
revenue miles per ferries in maximum service for Fiscal Years 2016 through 2017 is listed in Table 41.
The only value that increased is revenue miles per ferries in maximum service, while the other two values
stayed the same.
Table 41: JTA Ferry Vehicle Measures, FY 2016 – FY 2017

(FY 2016 – FY 2017)
Ferries Available 1 1 0%
in Maximum Service
Ferries Operated 1 1 0%
in Maximum Service
Revenue Miles per Ferries 4,334 7,956 84%
in Maximum Service

number of trips offered based on the size of the service area population, the number of ferries operated,
per capita, passenger trips per ferries in maximum service, passenger trips per revenue mile, and
passenger trips per revenue hour for Fiscal Years 2016 through 2017 is listed in Table 42. Over the two-
year period, the average age of fleet (in years), passenger trips per capita, and passenger trips per ferries
in maximum service increased while passenger trips per revenue mile and passenger trips per revenue
hour decreased.
Table 42: JTA Ferry Service/Service Effectiveness Measures, FY 2016 – FY 2017

(FY 2016 – FY 2017)
Average Age of 20 21 5%
Fleet (in years)
Passenger Trips 0.2 0.4 72%
per Capita
Passenger Trips 252,503 442,032 75%
per Ferries in
Maximum Service
Passenger Trips 58.3 55.6 -5%
per Revenue Mile
Passenger Trips 104.8 100 -5%
per Revenue Hour
127

The financial data for ferry service is shown in Table 43. This table shows the amount of JTA’s expenses
and revenue for Fiscal Years 2016 through 2017. Operating expenses, vehicle maintenance expenses,
general administration expenses, and passenger fare revenue increased over the two-year period, while
capital funds and non-ferry maintenance expenses decreased.
Table 43: JTA Ferry Expense and Revenue Measures, FY 2016 – FY 2017
(FY 2016 – FY 2017)
Operating $1,175,606 $2,302,822 96%
Expenses
Ferry $54,013 $93,219 73%
Maintenance
Expenses
Non-Ferry $124,922 $91,506 -27%
Maintenance
Expenses
General $456,203 $1,047,392 130%
Administration
Expenses
Capital Funds $4,758,467 $2,933,482 -38%
Passenger Fare $826,162 $1,247,360 51%
Revenue
Figure 68: JTA ferry in the St. Johns River
Source: The Jacksonville Daily Record, no copyright infringement is intended.
128
Efficiency Measures
of ferries. The operating expenses per capita, operating expenses per passenger trip, operating expense
per revenue hour, maintenance expense per revenue hour, and maintenance expense per ferry for ferry
service for Fiscal Years 2016 through 2017 is listed in Table 44. All values increased except for ferry
maintenance expenses per revenue hour, which decreased.
Table 44: JTA Ferry Efficiency Measures, FY 2016 – FY 2017

(FY 2016 – FY 2017)
Operating Expenses $1.15 $2.22 93%
per Capita
per Passenger Trip
per Revenue Mile
per Revenue Hour
Ferry Maintenance $22.41 $21.09 -6%
Expenses per
Revenue Hour
Ferry Maintenance $54,013 $93,219 73%
Expenses per Vehicle
Key Takeaways
JTA’s general measure values increased by over 70 percent in the two-year period from 2016 through
2017, except for average passenger trip length, which stayed the same. This means that over the two-
year period, JTA has seen an increase in ridership, as well as an increase in the number of trips and
overall demand for the service. The ferry measures show an 84 percent increase in revenue miles per
ferries in maximum service between 2016 and 2017.
When considering the service and service effectiveness measures, over the two-year period, the average
age of fleet (in years), passenger trips per capita, and passenger trips per ferries in maximum service
increased while passenger trips per revenue mile and passenger trips per revenue hour decreased.
When examining expense and revenue measures, operating expenses, ferry maintenance expenses,
general administration expenses, and passenger fare revenue increased over the two-year period, while
capital funds and non-ferry maintenance expenses decreased. Operating expenses increased by 96
percent, ferry maintenance expenses by 73 percent, general administration expenses by 130 percent,
and passenger fare revenue by 51 percent, while capital funds decreased by 38 percent and non-ferry
maintenance expenses decreased by 27 percent.
A closer look at JTA’s efficiency measures shows an increase between 2016 and 2017 for all measures,
except the ferry maintenance expenses per revenue hour, which decreased by six percent in the two-year
period. Notably, ferry maintenance expenses per vehicle increased by 73 percent.
129
Skyway Transit Service

This section presents a peer evaluation and trend analysis of JTA’s Automated Guideway (Skyway)
service, using a similar method to the other JTA service peer reviews. The agency identified for this effort
is Miami-Dade County Department of Transportation and Public Works (DTPW)–Transit. The two systems
are relatively similar; however, the Miami-Dade service provides connections to a Metrorail service. All
data was sourced from the FTA National Transit Database. The following measures are included in this
section:
General:
Expense and Revenue:
 Passenger Miles;
 Operating Expenses;
 Passenger Trips;
 Vehicle Maintenance Expenses;
 Revenue Miles;
 Non-Vehicle Maintenance Expenses;
 Revenue Hours; and
 General Administration Expenses;
 Average Passenger Trip Length.
 Capital Funds;
Vehicle:  Passenger Fare Revenue; and
 Vehicles Available in Maximum Service;  Average Fare.
 Vehicles Operated in Maximum Service; and
Efficiency:
 Revenue Miles per Vehicles in Maximum
 Operating Expense per Capita;
Service.
 Operating Expense per Passenger Trip;
Service/ Service Effectiveness:  Operating Expense per Revenue Hour;
 Average Age of Fleet (years);  Maintenance Expense per Revenue Hour;
 Vehicle Trips per Capita; and
 Passenger Trips per Vehicles in Max  Maintenance Expense per Vehicle.
Service;
General Measures
passenger trips, passenger miles, revenue miles, revenue hours and average passenger trip length for
automated guideway service for Fiscal Years 2015 through 2017 is included in Table 45. Over the three-
year period, all values decreased.
Table 45: JTA Automated Guideway General Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Passenger Trips 1,315,833 1,186,358 1,053,621 -20%
Passenger Miles 1,118,458 972,814 748,071 -33%
Revenue Miles 168,341 165,218 154,618 -8%

Revenue Hours 15,025 15,621 14,247 -5%
Average Passenger 0.85 0.82 0.71 -29%

Trip Length
A comparison of passenger trips, passenger miles, revenue miles, revenue hours and average passenger
trip length between JTA and Miami-Dade County DTPW–Transit is shown in Figure 69. JTA falls below
Miami-Dade County DTPW–Transit for all values.
130
Figure 69: Automated Guideway General Measures Peer Comparison, FY 2017

10.0 10.0
9.0 9.0
8.0 8.0
Passenger Trips (Millions)

7.0 7.0
6.0 6.0
5.0 5.0
4.0 4.0
3.0 3.0
2.0 2.0
1.0 1.0
0.0 0.0
JTA Miami-Dade JTA Miami-Dade

1.2 120
1.0 100
Revenue Hours (Thousands)
0.8 80
0.6 60
0.4 40
0.2 20
0.0 0

1.0
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0.0
JTA Miami-Dade
131
Vehicle Measures
maximum service, and revenue miles per vehicles in maximum service for automated guideway service
for Fiscal Years 2015 through 2017 is listed in Table 46.
Table 46: JTA Automated Guideway Vehicle Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Vehicles Available in 6 6 6 0%
Maximum Service
Vehicles Operated in 5 5 5 0%
Maximum Service
Revenue Miles 28,057 27,536 25,770 -8%
per Vehicles in
Maximum Service
revenue miles per vehicles in maximum service between JTA and Miami-Dade County DTPW–Transit is
shown in Figure 70. JTA falls below Miami-Dade County DTPW–Transit for all values.
Figure 70: Automated Guideway Vehicle Measures Peer Comparison, FY 2017

Max Service Service
30 50
45
25
40
Number of Vehicles
20 35
30
15
25
10
20
5 15
10
0
JTA Miami-Dade 5
0
Vehicles Operated in Max Service JTA Miami-Dade
132

passenger trips per revenue hour for automated guideway service for Fiscal Years 2015 through 2017 is
listed in Table 47.
Table 47: JTA Automated Guideway Service/Service Effectiveness Measures, FY 2015 – FY 2017
(FY 2015 – FY 2017)
Average Age of Fleet 16.6 17.2 18.2 10%
(in years)
per Capita
Passenger Trips 219,305.50 162,135.67 175,603.50 -20%
per Vehicles in
Maximum Service
per Revenue Mile
Passenger Trips 87.60 76.00 74.00 -16%
per Revenue Hour
between JTA and Miami-Dade County DTPW–Transit is shown in Figure 72. JTA falls below Miami-Dade
County DTPW–Transit for all measures except average age of fleet (in years).
Figure 71: The Miami-Dade County DTPW–Transit Metromover
Source: http://www.miami-airport.com/public-transportation.asp, no copyright infringement is intended.
133
Figure 72: Automated Guideway Service/Service Effectiveness Measures Peer Comparison, FY 2017
Passenger Trips per Capita, per Revenue Mile, and per Revenue
Hour
100.0
90.0
80.0
70.0
60.0
50.0
40.0
30.0
20.0
10.0
0.0
JTA Miami-Dade
Passenger Trips per Capita Passenger Trips per Revenue Mile Passenger Trips per Revenue Hour
Average Age of Fleet in Years

20
18
16
14
12
10
0
JTA Miami-Dade
134

The financial data for automated guideway service is shown in Table 48. This table shows the amount of
JTA’s expenses and revenue for Fiscal Years 2015 through 2017. Operating expenses, vehicle
maintenance expenses, non-vehicle maintenance expenses, general administration expenses, and
passenger fare revenue increased over the three-year period, while capital funds decreased. JTA’s
Skyway service is complimentary, hence there is no passenger fare revenue generated.
Table 48: JTA Automated Guideway Expense and Revenue Measures, FY 2015 – FY 2017
(FY 2015 – FY 2017)
Operating $6,156,242 $6,535,724 $6,077,710 -1%
Expenses
Vehicle $1,986,912 $2,358,165 $1,819,522 -8%
Maintenance
Expenses
Non-Vehicle $1,196,615 $1,218,898 $1,165,933 -3%
Maintenance
Expenses
General $1,506,428 $1,438,985 $170,558 -89%
Administration
Expenses
Capital Funds $1,418,614 $621,121 $1,722,125 21%
Passenger --- --- --- ---
Fare Revenue
A comparison of the amount of JTA’s expenses and revenue for Fixed Route Service for Fiscal Year 2017
in relation to Miami-Dade County DTPW–Transit is shown in Table 49. JTA is below Miami-Dade County
DTPW–Transit for all values. Figure 73 shows this comparison in graph format.
Table 49: Automated Guideway Expense and Revenue Measures Peer Comparison, FY 2017
JTA Miami-Dade
Operating Expenses $6,077,710 $28,675,295
Vehicle Maintenance Expenses $1,819,522 $8,997,960
Non-Vehicle Maintenance Expenses $1,165,933 $6,696,907
General Administration Expenses $1,701,558 $4,235,436
Uses of Capital Funds $1,722,125 $4,792,430
Passenger Fare Revenue --- ---
135
Figure 73: Automated Guideway Expense and Revenue Measures Peer Comparison, FY 2017
Expenses
$60
$50 4M
Expenses ( Millions)
$40 7M
9M
$30
2M
$20
1M 29M
$10 2M
6M
$0
JTA Miami-Dade

Funds and Revenue

$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
JTA Miami-Dade
Uses of Captial Funds Passenger Fare Revenue
136
Efficiency Measures
vehicle for automated guideway service for Fiscal Years 2015 through 2017 is listed in Table 50.
Table 50: JTA Automated Guideway Efficiency Measures, FY 2015 – FY 2017

(FY 2015 – FY 2017)
Operating Expenses $6.15 $6.40 $5.86 -5%
per Capita
per Passenger Trip
per Revenue Mile
per Revenue Hour
Vehicle Maintenance $132.24 $150.96 $127.71 -3%
Expenses per
Revenue Hour
Vehicle Maintenance $331,152 $393,028 $303,254 -8%
Expenses per Vehicle
vehicle between JTA and Miami-Dade County DTPW–Transit is shown in Figure 74. JTA falls below
Miami-Dade County DTPW–Transit for operating expenses per capita and is above Miami-Dade County
DTPW–Transit for operating expenses per passenger trip, operating expenses per revenue mile, and
operating expenses per revenue hour. Overall, it appears that while JTA’s operating expenses per capita
are lower than Miami-Dade’s, all other operating expenses are higher.
137
Figure 74: Automated Guideway Service/Service Effectiveness Measures Peer Comparison, FY 2017
Operating Expenses per Capita and Operating Expenses per Passenger

Revenue Hour Trip and Revenue Mile
$450 $45
$400 $40
$350 $35
$300 $30
$250 $25
Expenses
Expenses
$200 $20
$150 $15
$100 $10
$50 $5
$0 $0
Operating Expenses per Capita Operating Expenses per Passenger Trip
Operating Expenses per Revenue Hour Operating Expenses per Revenue Mile

Revenue Hour $350
$140
$340
$120
$330
$100
$320
$80
Expenses
$310
$60
$40 $300
$20 $290
$0 $280
138
Key Takeaways
JTA’s automated guideway transit service is similar in characteristic to Miami-Dade DTPW–Transit’s
automated guideway service. When examining the general measures and vehicle measures for JTA, the
values fall below Miami-Dade for all measures. This is likely because Miami-Dade’s service is interfaced
with its Metrorail service as well as the Brightline service, providing connectivity between routes, boosting
the number of passenger trips, passenger miles, revenue trips, and revenue hours. JTA has a lower
number of vehicles available and operated in maximum service as well, most likely due to demand.
When examining service and service effectiveness measures, JTA’s number of passenger trips per
capita, per revenue mile, and per revenue hour are below Miami-Dade’s. However, JTA’s average age of
fleet is higher than Miami-Dade’s. This means JTA is operating an older fleet with a lower number of
passenger trips for the overall service population. This may be due to the fact that JTA’s service area and
population is about half the size of Miami-Dade’s.
JTA’s expenses and revenue are both lower than Miami-Dade’s. Most notably, Miami-Dade’s operating
expenses amounted to over $28 million in 2017, while JTA’s operating expenses were only $6 million.
Miami-Dade received approximately $4 million in capital funds, while JTA received approximately $2
million.
When examining efficiency, JTA’s operating expenses per revenue hour, per passenger trip, and per
revenue mile, as well as its maintenance expenses per revenue hour, were significantly higher than
Miami-Dade’s. JTA’s maintenance expenses per vehicle were lower than Miami-Dade’s.
3.4 Farebox Report

3.4.1 Current Farebox Recovery Ratio
JTA’s farebox recovery ratio for fixed-route buses in Fiscal Year 2018 was 13.7 percent, which was a
reduction of 1.7 percent from FY 2017’s ratio of 14.0 percent. Fare revenue and operating expense trends
have diverged over the past five years: fare revenue for fixed-route bus services decreased 5.7 percent
between 2014 and 2018, while operating expenses increased by 14.7 percent. Consequently, the farebox
recovery rate decreased by 17.7 percent during the same period, as shown in Table 51.
3.4.2 Previous Fare Studies and Changes

JTA began providing bus service in 1971 and has increased fares on four occasions since then. The last
fare increase was in 2012, when single-trip fares increased from $1 to $1.50.
In 2014, the JTA entered a partnership with retail outlets Winn-Dixie and Walgreens to sell STAR Cards
and day passes. These “Pass Partners” provide customers with more locations to buy passes and reload
contactless cards.
In 2018, the Northeast Florida Regional Transportation Commission conducted a fare study to examine
regional fare policies and fare media and identify a common transit fare payment system for regional
transit.
3.4.3 Summary of Proposed Changes Within TDP Horizon

To close the gap between increasing its operating costs and decreasing fare revenue, JTA has made
modifications to its fare structure in FY 2019. It increased single-trip fares by 25 cents and reduced-cost
single-trip fares by 10 cents. JTA began providing discounts on some purchases made through the
myJTA mobile app (except the single-trip fare rate for local fixed-route and express buses).
139
This proposal introduced an Automatic Fare Indexing Policy, where fare policies would be adjusted more
frequently based on factors including the Consumer Price Index and JTA’s operating budget and labor
costs.
The proposed fare modifications would also restructure fares on some non-fixed services, including St.
Johns River Ferry and ReadiRide.
3.4.4 Potential Strategies to Improve the Ratio

The JTA should consider the following strategies to improve its farebox recovery ratio.
 Implement recommendations from the Northeast Florida Regional Fare Study: These strategies
will help facilitate coordination of fare collection and provide more convenient regional trips for
passengers. The major recommendations of the study are to:
─ Implement a governance structure and agree to develop a regional fare, cost-sharing framework,
and associated technologies;
─ Develop a cost-sharing model to identify the costs of current services that are associated with
each county served, reflecting that a passenger may begin a trip in a home county and end a trip
in a non-home county;
─ Coordinate fare policies to ensure fares are equitable and established in a consistent manner,
even if not all fares are the same rate;
─ Procure emerging technology while utilizing existing technology that supports fare collection and
payment, including ticketing through an all-in-one smartphone application; and
─ Implement the new fare collection system using an incremental process to minimize the risk of
disruption to passengers and provide a smooth and successful start-up.
 Implement recommendations from the Long-Term System Concept for fixed-route services:
These recommendations focus on service optimization, providing high-frequency service along the
busiest corridors and necessary coverage in transit-dependent neighborhoods.
 Provide free or discounted transfers between services: With Jacksonville as the largest city by
area in the contiguous United States, free transfers could engage a broader base of riders by
connecting customers to more activity centers around the region. If the transfer policy is updated, the
base fare for JTA services should be revisited to ensure agency revenues remain stable or increase.
 Monitor ridership impacts following the implementation of any fare modifications in the future.
 Continue Pass Partners program: Continue efforts with Winn-Dixie, Walgreens, and potentially
other pass providers to offer customers additional options for where they can purchase STAR Cards
and day passes.
 Continue partnering with local universities: Continue to foster relationships with local educational
entities to offer reduced fare rates for low-income university students.
 Continue partnering with private transit service providers: This effort will help keep operating
costs efficient while expanding the transit coverage area and attracting new riders.
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Table 51: Fixed-Route Bus Fare Revenue and Operating Expenses for Fixed-Route Bus Services (FY 2014 – FY 2018)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2017 – FY 2018 FY 2014 – FY 2018
Total % Change Total % Change
Change Change
Operating
Expenses $66,318,587 $70,455,887 $71,581,487 $74,234,599 $76,037,453 $1,802,854 2.4% $9,718,866 14.7%
Fare
Revenue $11,081,896 $10,844,655 $10,907,338 $10,384,644 $10,452,473 $67,829 0.7% -$629,423 -5.7%
Farebox
Recovery 16.7% 15.4% 15.2% 14.0% 13.7% -1.7% -17.7%
Source: Results for FY 2014 to FY 2017 based on NTD (FY 2014 -FY 2017) data. FY 2018 results based on JTA Revenue Report FY 2018 and JTA Metrics
Workbook FY 2018, including revenue from cash, pass, and mobile app payments.
Table 52: Farebox Recovery Ratio for Non-Fixed Bus Services (2018)
Ferry Skyway Connexion ReadiRide Nassau Express Gameday Xpress
Farebox
46.6% NA* 10% 3.3% 1.3% 85.1%
Recovery
Source: JTA 2018 Route Performance
*The Skyway is free to ride.
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Transit Development Plan Major Update | Public and Internal Involvement
4 PUBLIC AND INTERNAL INVOLVEMENT
The success of any recommended improvements to a public transportation system is

dependent upon a proactive public outreach effort that not only seeks responses to the
service proposals but also informs members of the general public and earns their buy-
in. Throughout the TDP project, JTA was committed to conducting a public involvement
program that focused on soliciting community interaction and incorporated into the final
plan a consideration of community opinions.
While technical specialists can gain a strong understanding of the needs and desires of a community, it is
imperative that the affected community weigh in on all alternative ideas and identify preferences. Public
involvement also helps guide decision-making by relaying what is important to the respective community.
The positive value of implementing an inclusive public involvement effort generally results in conclusions
and recommendations that conform to community desires and therefore result in public support for a
project’s conclusions.
Jacksonville is one of the largest cities in the United States, making it very hard to reach out to the public
with face-to-face meetings. It is difficult to obtain feedback on a project with the scope of a TDP, since the
effort is systemwide, containing many recommendations that impact the entire region, as opposed to
projects that are smaller in scale and limited to a specific geographical location.
In close coordination with the JTA, it was decided to use the city’s existing outreach program through the
Citizens Planning Advisory Committee (CPAC) meetings. Jacksonville's more than 200 neighborhoods
are divided into six planning districts, each with a CPAC. The public meeting program for the TDP project
has been closely coordinated with the CPAC members. The primary purpose of the CPACs is to maintain
open and effective communication between Jacksonville residents, businesses, neighborhoods,
community organizations, educational institutions, and city government.
In addition to the CPAC meetings, the public involvement program included reaching out to existing
groups and agencies, such as the North Florida Transportation Organization, the Bike and Pedestrian
Advisory Committee (BPAC), the Jacksonville Transportation Advisory Committee (JTAC) and
CareerSource Northeast Florida. The full list of meetings held during Phase 1 and Phase 2 is listed in
Table 53.
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Table 53: TDP Public Meeting Locations and Dates
Meeting Type Location Date Phase

Urban Core CPAC Ed Ball Building January 7, 2019 Phase 1
North CPAC Oceanway Senior Center January 9, 2019 Phase 1
Northwest CPAC 5130 Soutel Drive January 10, 2019 Phase 1
CareerSource 215 N Market Street March 5, 2019 Phase 1
CAC TPO North Florida TPO March 6, 2019 Phase 1
TCC TPO North Florida TPO March 6, 2019 Phase 1
BPAC North Florida TPO March 7, 2019 Phase 1
JTAC JTA Myrtle Ave March 11, 2019 Phase 1
Southwest CPAC Lane Wiley Senior Center March 11, 2019 Phase 1
TPO Board North Florida TPO March 14, 2019 Phase 1
Arlington Beaches CPAC San Pablo Library March 20, 2019 Phase 1
Southeast: CPAC 10300 Southside Blvd March 25, 2019 Phase 1
CACTPO North Florida TPO April 3, 2019 Phase 2
TCCTPO North Florida TPO April 3, 2019 Phase 2
Arlington Beaches CPAC San Pablo Library April 8, 2019 Phase 2
JTAC JTA Myrtle Ave April 8, 2019 Phase 2
North CPAC Oceanway Senior Center April 10, 2019 Phase 2
TPO Board North Florida TPO April 11, 2019 Phase 2
Northwest CPAC 5130 Soutel Dr April 16, 2019 Phase 2
BPAC North Florida TPO May 2, 2019 Phase 2
Urban Core CPAC Ed Ball Building May 6, 2019 Phase 2
Southwest CPAC Lane Wiley Senior Center May 13, 2019 Phase 2
Southeast CPAC 10300 Southside Blvd May 20, 2019 Phase 2
Two other public outreach efforts were part of the TDP process. These were an online survey and a face-
to-face survey at three of the major transit hubs in Jacksonville and at the Orange Park Mall in Clay
County (Table 54).
Table 54: Pop-Up Events
Meeting Type Location Date Phase

Pop-Up Rosa Parks Transit Hub June 11, 2019 Phase 3
Pop-Up Gateway Transit Hub June 12, 2019 Phase 3
Pop-Up Regency Square Hub June 12, 2019 Phase 3
Pop-Up Orange Park Mall Hub June 13, 2019 Phase 3
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4.1 Public Involvement Plan

It is of the utmost importance that the vision, mission, and goals for the outreach component of the TDP
align with the overall JTA vision, mission, and goals. Public involvement is critical to the successful
completion of the TDP. Thus, at the start of the project, a public involvement program was developed that
included the Transportation Planning Organization (TPO) Board and committees as part of the public
involvement process. The TPO is also undergoing the Year 2045 Long-Range Plan Update, and the JTA
has been closely coordinating with the TPO staff and the different TPO committees. The TDP Public
Involvement Plan is provided in Appendix A: Public Involvement Plan.
The TDP outreach process followed outreach guidelines approved by the Florida Department of
Transportation (FDOT) and the local TPO’s Public Involvement Plan (PIP), which are approved processes
by both the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA). As
part of the TDP process, a separate meeting was held with the regional workforce organization.
Coordination with the regional workforce also took place through the TPO outreach process. As members
of the TPO committee, all the local governments and agencies were involved with the development of the
TDP from the development of the mission, goals, objectives, alternatives, and the 10-year implementation
program.
The first step in the TDP process was the development of the PIP. The PIP plan was developed in close
coordination with the JTA and submitted by the JTA to the FDOT on March 13, 2019, for review. No
comments on the PIP process was received.
The TDP was presented to CPAC members at two different stages. In Phase 1, members were alerted to
the TDP Update, were provided information about the project and the process, and could provide input
and ask questions. During Phase 2, CPAC members were informed about the analysis of the population
and employment growth, the characteristics of the population, the characteristics of the transit services,
and the strategies that were considered to increase the efficiency of the system while addressing the
service needs in the different markets.
CPAC meetings are well attended, and their membership reflects the diversity of the area they represent.
The membership consists of residents, business owners, and elected officials. Members were engaged in
the discussions and provided pertinent information to the City and its agencies.
In addition to the CPAC meetings, the TDP process was presented to the Citizens Advisory Committee
(CAC) to the North Florida TPO, the Technical Coordinating Committee (TCC) to the North Florida TPO,
the City’s Bike and Pedestrian Advisory Committee (BPAC), the JTAC, and the TPO Board. The sign-in
sheets associated with these meetings are included in Appendix B: Public Outreach Materials. Like the
CPAC meetings, these committee meetings are well attended, and their members represent the different
areas within the study area.
The BPAC was interested in the integration of biking with the transit service. The JTA bike share program
was discussed, which initially will focus on the downtown area. The JTAC meeting discussion focused on
paratransit service and the flex zone service the JTA is currently providing.
The city, JTA, and TPO staff ensured that those present signed in; they were also responsible for writing
up meeting summaries. All sign-in sheets are in the Appendix B of this TDP. The comments made and
the specific questions raised at the meetings are also documented in Appendix B. The public’s interest
and questions covered a wide range of topics, including questions about specific bus routes and bus
stops and questions related to implementation of new modes such as BRT and rail service. Questions
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were asked about funding sources as well as the socioeconomic data sources used to analyze the future
needs.
4.2 Phase 1
During Phase 1 of the study, 12 public outreach meetings were held, six of which were coordinated with
the different Duval County CPACs. Prior to attending the meetings, a one-page flyer was developed
which contained pertinent information regarding the purpose, goals, schedule, and the TDP development
process. The flyer was distributed to all the CPAC members prior to the meetings by the CPAC secretary.
In addition, a PowerPoint presentation was developed which allowed for a more in-depth discussion
regarding the TDP goals, schedule, and process.
At the end of January, JTA launched an online survey; survey questions are included in Appendix B:
Public Outreach Materials. Public meeting attendees were asked to visit the project website to provide
additional input into the TDP process through the survey. The JTA asked the City of Jacksonville, the
North Florida TPO, and Florida State College at Jacksonville to place the survey on their websites as well.
4.2.1 Phase 1 Survey

This section provides a high-level overview of the results of the survey. For more detailed information on
the survey, see Appendix C: Public Outreach Survey Results.
4.2.1.1 Demographics
Respondents were asked basic demographic questions to comply with Title VI data collection. Additional
demographic questions were also asked to understand other identities that may influence their
perceptions and preferences.
 More than 60 percent of respondents stated they were white, while 28 percent stated they were black
or African-American.
 Sixty-two percent of respondents stated their annual household income was under $50,000.
 Almost all respondents (98 percent) stated they spoke English as their primary language.
 Active duty military or veterans counted for 20 percent of respondents.
4.2.1.2 Frequency of Riding the JTA

Respondents were asked how frequently they ride the JTA. A plurality of respondents (37 percent) said
they never ride the JTA, with 25 percent responding that they were daily riders (Figure 75).
Figure 75: How often do you ride JTA? (n = 106)
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4.2.1.3 Why Not Ride the JTA

Respondents who answered that they never take the JTA were asked why they do not ride local transit
(Figure 76). The most common response (27 percent) was “other,” with reasons for not riding such as
that transit does not fit in their schedule, that transit is inconvenient, or that they prefer their own car. The
second-most chosen option was that respondents were not interested in taking transit (14 percent).
Figure 76: What is your primary reason for not riding any local transit? (n = 39)
4.2.1.4 Agreement Statements

Respondents were asked how much they agreed with given statements (Figure 77) and were given a
Likert scale from 1 (Strongly Disagree) to 5 (Strongly Agree). Respondents were most likely to agree that
“fares are reasonable” but least likely to agree to that “schedules meet my travel needs.”
Figure 77: Do you agree with the following statements? (n = 65)
4.2.1.5 Trade-Off Questions

To mimic the decisions that agencies face in allocating resources, respondents were asked to choose
between two tradeoffs for five scenarios. Respondents chose:
 More frequent bus service (63 percent) over longer service hours (37 percent);
 More weekend service (61 percent) over more weekday service (39 percent);
 More bus stops for less walking (71 percent) over fewer bus stops for faster service (29 percent);
 Buses running on more streets (53 percent) over buses running more frequently (47 percent); and
 Improving existing service (58 percent) over serving new areas (42 percent).
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4.3 Phase 2
During Phase 2 of the study, 11 public outreach meetings were held. Six of these public outreach
meetings were coordinated with the different CPACs within Duval County. For these meetings, a one-
page flyer was developed which contained pertinent information regarding the data that was analyzed,
the findings based on the analysis of the data, and the strategies that were being considered to address
the transit needs in Duval county. The flyer was distributed prior to the meeting by the CPAC secretary to
all the CPAC members. In addition, a PowerPoint presentation was developed, which allowed for a more
in-depth discussion regarding the TDP data and the findings.
During Phase 2, the meetings and presentations focused on the analysis of the different data items
related to socioeconomic data and ridership information. The assessment of the existing conditions was
presented numerically, as well as, on maps. The analysis and presentation focused on current and future
year data as projected by the North Florida TPO. The growth patterns were displayed for the population
and the employment together with land use densities and transit propensities. The characteristics of the
population was displayed as well. Characteristics displayed included income (where the focus was on the
population at the 150% poverty level), zero-car households, and the elderly population. The different
transit markets and trip types were discussed to explain how these characteristics and growth patterns
affect the transit route planning process.
Large new developments were mapped out and their location and land use characteristics were
discussed. In addition, the travel patterns that were simulated through the use of the travel demand model
were shown. These travel patterns were projected to the year 2030, based on the socioeconomic data
projections developed by the North Florida TPO.
Next, the strategies that were being considered to address the different needs and markets were outlined.
The frequency and time span of service was discussed, as well as, the need to improve effectiveness and
efficiency in the system.
4.4 Internal Agency Engagement

4.4.1 Operator, Supervisor, and Customer Service Representative Feedback
Throughout the study, bi-weekly phone calls were held with staff from the Planning and Operations
divisions within the JTA. During these calls, all materials developed for the TDP were discussed and
reviewed. The purpose of the bi-weekly calls was to ensure that the TDP aligned with the expectation of
the different divisions within the JTA. It is of upmost importance that the service that is being considered
is not only based on the input from the public, but also that it is implementable and supported by the JTA.
The goals and objectives of the JTA were the backbone of the development process and constant
feedback allowed for the development of a well aligned plan.
During each meeting, the schedule was shown and all the tasks that were accomplished, being worked
on, and planned to start were outlined on the schedule. Any changes in the schedule were discussed to
ensure that none of the steps within the study would delay the study.
4.4.2 Service Development Workshops

The project team held a two-day workshop for JTA employees on March 28 and March 29, 2019, to
review initial recommendations for service and develop additional service concepts. This exchange of
ideas proceeded throughout the project, with additional JTA employees and customer service staff
providing feedback on the strengths and weaknesses of existing routes to identify opportunities to
improve service. A follow-up workshop was conducted with JTA staff on May 1, 2019, to review draft final
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recommendations before the final phase of public outreach. Additional discussion of the
recommendations process is provided in Chapter 7:Service Framework - Long-Term System Concept.
4.5 Phase 3
The purpose of Phase 3 of outreach was to solicit public feedback on draft recommendations for changes
to local bus, express buses, First Coast Flyer BRT, ReadiRide zones, and Clay Community Transit (CCT)
routes. To engage the public, the JTA held pop-up events at transit hubs. At the pop-ups, riders could
learn about the draft recommendations, ask questions, and take a survey about their support of the
recommendations. Materials at the event included information boards explaining the TDP process in
English and Spanish, route sheets explaining each recommendation, and iPads to take the survey.
Additional discussion of how public engagement informed the service development process is provided in
Chapter 7: Service Framework: Long-Term System Concept.
For riders that did not have time to take the survey, postcards with a URL to the online survey were
handed out. The survey was also advertised on the JTA website and social media. Route sheets were
linked in the survey so respondents could understand the changes.
4.5.1 Phase 3 Survey

This section provides a high-level overview of the results of the survey. For more detailed information on
the survey, see Appendix B: Public Involvement Surveys for the full results.
4.5.1.1 Demographics
 From those who gave their race or ethnicity, 44 percent stated they were black or African American,
while 39 percent stated they were white.
 From those who gave their annual household income, 77 percent stated their household income was
under $50,000.
 From those who gave their primary language, 93 percent stated their primary language was English.
 From those who gave their military status, 6 percent stated they were active duty or veterans of the
military.
4.5.1.2 Support for Recommendations

Respondents were asked to mark their support for a recommendation on a Likert scale from 1 (Not
Supportive at All) to 5 (Very Supportive). Over half (57 percent) of recommendations listed in the survey
received a score of 3.5 or above. The results for each route can be found in the Chapter 7:Service
Framework: Long-Term System Concept.
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Transit Development Plan Major Update | Situational Appraisal
5 SITUATIONAL APPRAISAL
Planning for transit services through the development of a TDP requires consideration
of other transportation plans and policies that affect the region. This section considers
plans and studies that impact Duval and Clay Counties and their potential effects on the
development of JTA’s TDP.
5.1 Transportation Plans and Policies

Various state, regional, and local plans were reviewed during the analysis, which also considered JTA’s
major focus areas when evaluating each plan:
 Safety and security;

 Customer satisfaction;
 Transformative mobility solutions; and
 Employee success.
Consideration of these focus areas allows for the identification of potential key initiatives that relate to
JTA’s mission.
5.1.1 State Transportation Plans

Florida Transportation Plan
The Florida Transportation Plan (FTP) was adopted in August 2015 and was developed to help Florida
address its transportation challenges and successfully meet a long-term vision for transportation. The
FTP contains three elements:
 A Vision Element;
 A Policy Element; and
 An Implementation Element.
It establishes long-range goals to provide a policy framework for expenditure of federal and state
transportation funds that will guide transportation decisions in Florida for the next 50 years. There are
seven goals identified in the plan, the first four of which address the performance of Florida’s
transportation system, while the last three address how transportation supports statewide priorities:
1. Safety and security for residents, visitors, and businesses;

2. Agile, resilient, and quality infrastructure;
3. Efficient and reliable mobility for people and freight;
4. More transportation choices for people and freight;
5. Transportation solutions that support Florida’s global economic competitiveness;
6. Transportation solutions that support quality places to live, learn, work, and play; and
7. Transportation solutions that support Florida’s environment and conserve energy.
Goals 3, 4, 6, and 7 relate directly to the enhancement of transit service and encourage the statewide
effort to promote context sensitive design and complete streets implementation. The FTP identifies
actions to implement the goals of the FTP, with emphasis on transportation decision-making, funding and
finance, and progress tracking and reporting.
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Florida Strategic Intermodal System Policy Plan

The Strategic Intermodal System (SIS) Policy Plan is the plan for managing Florida’s SIS, which is a
network of high-priority transportation facilities that are identified as integral to the state’s economic
competitiveness. These facilities include the state's most significant commercial service airports,
spaceport, deep-water seaports, freight rail terminals, passenger rail and intercity bus terminals, rail
corridors, waterways, and highways.
This Policy Plan provides three objectives to address planning and investments related to the SIS over
the next five years:
 Ensure the efficiency and reliability of multimodal transportation between Florida’s economic regions
and between Florida and other states and nations;
 Expand transportation choices and integrate modes for interregional trips; and
 Provide transportation systems to support Florida as a global hub for trade, tourism, talent,
innovation, business, and investment.
All three objectives relate to the promotion of transit service. Improving intermodal connectivity and
reliability between regions promotes economic growth and competitiveness for the entire state.
5.1.2 Regional Transportation Plans

North Florida TPO Long Range Transportation Plan (LRTP)
The North Florida TPO, northeast Florida’s metropolitan planning organization, is currently developing a
2045 LRTP for the region called Path Forward 2045. The TPO is required to update this plan every five
years. It includes a project list to address road, transit, freight, bike, and pedestrian needs within the
region. The LRTP contains identified multi-modal transportation priorities for improvements over the next
20 years, which consider new growth trends, developments, and technologies. Several goals guided the
selection of the TPO’s currently adopted list of transportation projects that include an increased focus on
public transportation services for the region. These goals were developed for the 2045 LRTP:
 Invest in projects that enhance economic competitiveness;

 Invest in livable and sustainable communities;
 Encourage safe and secure travel;
 Enhance mobility and accessibility;
 Enhance equity in decision making;
 Preserve and maintain our existing system;
 Create reliable and resilient multimodal infrastructure;
 Enhance tourism transport management; and
 Ensure north Florida is ready for connected and autonomous vehicles and IOT technologies that
support transportation.
Many of these goals support and promote transit services. The Cost Feasible Plan of the 2040 LRTP
includes transit capacity projects equating to approximately $1 Billion. Project types include BRT,
commuter rail, ferry slip replacement, streetcar, regional transportation center improvements, and Park
and Ride Lots.
Northeast Florida Regional Transportation Commission Regional Multimodal Transportation Plan

On June 18, 2013, the Northeast Florida Regional Transportation Commission was established as a nine-
member Regional Transportation Committee (RTC) consisting of elected officials covering a six-county
area that includes Baker, Clay, Duval, Nassau, Putnam, and St. Johns Counties. The RTC was tasked to
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develop a Regional Multimodal Transportation Plan for Northeast Florida, including identifying and
securing dedicated funding. The Plan, which was published in April 2017, includes five goals:
 Economic Competitiveness: Promote a diversified and vibrant regional economy;

 Mobility: Expand the range of transportation options available in the region to provide efficient
mobility for people and goods between activity centers, including residential, employment, and mixed-
use centers;
 Connectivity: Create efficient connectivity within the region and with state, national and global
economies;
 Integrated Planning: Integrate regional land use, transportation, and natural resource plans to
promote sustainable, safe, and livable communities; and
 Implementation Resources: Maximize resources to implement a regional transportation system.
Goals 2 and 3 related directly to the promotion of transit service. Projects included in the Regional
Multimodal Transportation Plan were selected using “regional significance” criteria, and “coordinated
regional transit services” was identified as the RTC’s top priority. A series of action items were listed for
the implementation of this project, with immediate, near term, and long-term actions identified.
5.1.3 JTA Plans and Policies

JTA Transit Development Plan (TDP)
TDP Minor Update (FY 2017–2018)
The 2017 TDP minor update serves as the annual update to the current TDP and is a progress report for
the on-going operational adjustments as well as new investments in the overall transit system. The report
contains information regarding past year accomplishments and revisions to the implementation program.
In addition, the report contains steps to be taken to attain the TDP’s original goals and objectives.
Key accomplishments include:
 In August, the JTA launched Route 82, a new shuttle service that runs between the Armsdale Park-n-
Ride and the Amazon Fulfillment Center Warehouse on Pecan Park Road;
 Since acquiring the St. Johns River Ferry, the JTA has seen a steady increase in ridership. They
carried more than 52,000 passengers in July 2017, the most in recent history;
 The JTA is following through on its commitment to city leaders and taxpayers to improve services;
 The JTA is improving Jacksonville’s roads and corridors through the JTAMobilityWorks initiative;
 In May 2017, JTA formed a partnership with Beachside Buggies to provide year-round, on-demand
transportation in the Jacksonville, Neptune and Atlantic beaches area;
 The JTA took a giant leap forward to make the Jacksonville Regional Transportation Center (JRTC) a
reality by breaking ground on the $57 million state-of-the art transportation center; and
 The JTA launched a demonstration test and learn track for the Ultimate Urban Circulator (U²C). The
JTA Board of Directors approved plans to modernize the iconic JTA Skyway and began studying the
feasibility of the U²C in March 2017.
TDP Major Update (FY 2014–2024)

The 2014 TDP major update provides an overview of the existing transit system, service area, transit
demands and mobility needs, vision, mission, goals, objectives, and strategies, as well as a summary of
JTA’s recent and ongoing studies, including those related to rapid transit, Bus Rapid Transit (BRT),
commuter rail, waterborne, trolley, and park and ride facilities and services. This TDP incorporated
opportunities for public and agency feedback to assist JTA in reevaluating the parameters that it utilizes in
its provision of public transit services to the community.
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The goals from the TDP Major Update from Fiscal Year 2014 to 2024 include:
 Customer Service: Increase customer satisfaction by providing a superior and reliable customer
experience;
 Safety and Security: Ensure safety and security throughout the transit system and in the agency
work environment;
 Mobility: Deliver accessible transportation choices, providing mobility, livability, economic prosperity,
and environmental sustainability throughout the community;
 Financial Stability: Providing for long-term stability, while increasing our modal share and service;
 Education and Training: Inform the community on the value of a quality public transportation system
and develop a highly qualified JTA workforce; and
 Effectiveness and Efficiency: To deliver effective and quality multimodal transportation services
and facilities in an efficient manner.
JTA Blueprint 2020

In 2014, JTA also embarked on an overhaul of its service. This effort was called the Route Optimization
Initiative (ROI) and was part of the Blueprint 2020 Transit Master Plan. The purpose of the ROI was to
completely redesign the bus and community shuttle service to make them more appealing to current and
potential riders. Key efforts included aligning bus routes with the First Coast Flyer BRT, optimizing transit
routes to make them more frequent and direct, restructuring the entire system (new routes, new
numbering, and new service), improving (or extending) bus hours of operations and making the overall
system simpler and easier to use.
The Route Optimization Initiative objectives were intended to increase ridership, increase annual
recurring revenues, result in no increase in annual operating budget, and to reinvest increased revenue
from ridership into service enhancements. In March of 2015, the ridership was up 10.1 percent compared
to March of 2014. The average weekday ridership was up seven percent. The average ridership on
Saturdays increased by 10 percent and on Sundays by 15 percent. The ridership average over the first
four months of the implementation was up six percent with by more than 200,000 trips over the same
period previous year.
Enhancements included adding a frequent transit network consisting of 22 routes with 30-minute
frequencies or better. The network is over 100 miles long and serves 90 percent of current JTA
customers. Three new express routes were also added connecting to park and rides as a way of
accessing new markets. The changes were completed and rolled out in late 2014 and by all accounts
have been a resounding success.
First Coast Flyer studies

The First Coast Flyer’s system was developed in five project phases. Upon completion in 2019, the First
Coast Flyer will connect customers to 57 miles of destination travel from downtown to the north,
southeast, east, and southwest areas of Jacksonville. Flyer service requires minimal use of schedules
and features fewer stops, shorter waits, easier transfers, and frequent trips. As the Northeast Florida
region expands, the Flyer is expected to be an essential part of a streamlined transit system.
The downtown portion of the project is in operation. It includes enhancements such as branded stations,
dedicated lanes at Broad, Jefferson, Bay and Forsyth, a queue jump on Forsyth, streetscapes, Transit
Signal Priority (TSP), and ticket vending machines. The second phase of the project, the North Flyer
(Green Line), began service in 2015. It includes 18 branded stations, eight CNG buses, a Park-n-Ride lot
at Lem Turner/I-295, and transit signal priority. The Southeast Flyer (Blue Line), opened in 2016,
operates from Rosa Parks to Avenues Walk Park-n-Ride. This line includes seven branded stations and
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serves Rosa Parks Transit Station, the LaVilla neighborhood, Courthouse, the JRTC, Southbank, and
Kings Avenue in the study area. The East Flyer (Red Line) began service from downtown via Arlington
Expressway to the beaches. While the Southwest Flyer (Orange Line) is under final design. This line will
provide service from downtown to the Orange Park Mall.
TOD program
JTA developed a Transit-Oriented Development (TOD) Policy to encourage TOD and redevelopment
outside the Urban Core. It was developed to promote new development and redevelopment in areas
adjacent to transit facilities, such as Skyway stations, bus rapid transit stations, and intermodal stations.
The development will potentially increase transit ridership, as well as raise property values on the
adjacent land. The policy is meant to establish a framework for JTA to use in evaluating development
proposals on property owned or overseen by JTA and facilitate coordination with local jurisdictions and
governmental approval agencies. Transit-oriented development was originally incorporated into the City
of Jacksonville Zoning Code under ordinance 2007-587-E, which created approval procedures, design
standards, and criteria for location and development of transit-oriented developments.
Most recently, the JTA received a $1 million TOD Pilot Program grant from the FTA to analyze what types
of developments or land uses can best support transit service in the downtown area around the U2C
system.
Ultimate Urban Circulator Program

JTA’s Ultimate Urban Circulator (U2C) Program is meant to expand mobility in downtown Jacksonville.
The U2C represents a new era for the Automated Skyway Express (Skyway), which currently operates
throughout downtown Jacksonville as an elevated guideway system. The U2C system is meant to
advance the existing system using the existing Skyway assets and advancing technologies. The future
U2C will use autonomous vehicles that will operate on the current elevated guideway that the Skyway
uses, with the future potential to operate at the street level. Additionally, the proposed U2C System Plan
shows new connections beyond where the existing Skyway Route/Stations are located today. The Bay
Street Innovation Corridor has received funding from the U.S. Department of Transportation Better
Utilizing Investments to Leverage Development (BUILD) grant program to construct an extension to the
Skyway in Downtown using autonomous transit service. This U2C system will revolutionize transit in the
Jacksonville area for current and future users.
Jacksonville Regional Transportation Center

The Jacksonville Regional Transportation Center (JRTC) is a state-of-the-art regional transportation
center in the La Villa neighborhood in Jacksonville’s downtown district. The building will be the
administrative headquarter for the JTA and will function as a mass transit hub connecting many modes of
transportation. It is designed to make transfers between intercity, regional and local transportation simple.
Transportation modes envisioned to pass through the hub are local bus routes, First Coast Flyers, the
Skyway/U2C system, future rail systems, taxis, rental car services, bike share, car share and providers
such as the Greyhound, Megabus, etc.
JTA On-Board Surveys

2016 Onboard Rider Demographic Survey
JTA conducted an On-Board Rider Demographic survey in 2016. A 2017 report summarized the
methodology of the survey and the results of the responses. JTA continues to use these survey results to
perform analysis of ridership characteristics. JTA will conduct a new On-Board Rider Origin-Destination
survey in 2020.
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MOVE plan
JTA developed the Mobility Optimized through Vision and Excellence (MOVE) plan to address the digital
evolution impacting the transportation system. The MOVE transit system developed by JTA is meant to
allow customers to use their handheld devices to customize multimodal trips through scheduling and
planning, mobile ticket purchasing and route service updates in real-time. The MOVE plan outlines why it
is a JTA priority, identifies MOVE-related initiatives in the region and Jacksonville area, and lists strategic
investments related to the promotion of advanced technologies.
5.1.4 Clay County Transportation Plans

Clay County Transit Study (12/14/2017)
The 2017 Clay County Transit Study made the following recommendations for service improvements in
the county: 1
 Simplify the bus schedules to make them easier to understand, contain chronological, accurate and
clear timepoints;
 Coordinate the times of bus routes so that transfers are easier to make;
 Provide Green Line users direct access to NAS Jacksonville and provide a more streamlined and
frequent routes connecting northeast Clay County with Green Cove Springs;
 Increase service frequencies and span of service, as resources are available;
 Better inform and educate the public and improve the branding of the flex route service;
 Continue to encourage Transportation Disadvantaged (TD) riders to use flex routes, if they are able,
by marketing the flex route system to TD riders and training TD riders on how to effectively use the
service;
 Consider regular meetings among Clay County, Clay Transit, and JTA to monitor system
performance and discuss ways to improve service effectiveness and efficiency;
 Include a process for Clay County’s staff and/or Board to effectively contribute to public transit
planning decisions; likewise, there should be a process for the public who are interested in Clay
County’s public transit services to offer input and feedback;
 Identify additional funding sources, particularly sustainable local sources that are dedicated to public
transit;
 Improve pedestrian and bicycle connections to transit;
 Increase coordination with local transit stakeholders and customers, including the business
community and health, human service, job and education service providers;
 Improve coordination with JTA and Ride Solutions to facilitate transfers, and potentially reduce
duplication and gaps of the transit services;
 Continue to identify opportunities to enhance local transit service through regional transit
coordination, plans and initiatives; and
 Continue reporting data to the National Transit Database, while maintaining regular data reporting
and monitoring of performance indicators.
Clay County Transportation Disadvantaged Service Plan (4/19/2019)

The Clay County Transportation Disadvantaged Service Plan, updated shortly after JTA became the Clay
County CTC, identifies several goals and strategies related to service improvement in Clay County: 2
 Coordinate transportation disadvantaged services, especially with agencies purchasing transportation

services using public funds (typically for transportation of clients for medical appointments);
1 Clay County Transit Study, North Florida TPO, v-vi.

2 Clay County Transportation Disadvantaged Service Plan, Northeast Florida Regional Council, 14–16.
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 Focus on consumer choice and efficiency by developing routes to increase ridership, maintaining
operation of deviated fixed-route systems as funding permits, and by authorizing and funding rides by
transportation network companies, as appropriate;
 Maintain and plan for a safe and adequate fleet by using available funds to procure new or
replacement vehicles; and
 Support regional transit by coordinating multi-county trips and the Community Transportation
Coordinators of nearby counties.
5.2 Socioeconomic Trends

According to a 2017 study by the American Public Transportation Association, transit riders nationwide
are younger, more likely to be employed, and less likely to own a car than the population as a whole.
Duval County’s demographics look more transit-inclined than the state of Florida’s as a whole, while Clay
County’s demographics do not necessarily exhibit higher transit propensity. In 2017, the median age of
Duval County residents was 36 and of Clay County residents was 39; the median age of all Florida
residents was 42. The unemployment rate in Duval County has been decreasing since 2010 and is
slightly higher than that of Florida’s unemployment rate as a whole, but estimates for 2017 show the rate
in Duval dropping just below that of Florida’s rate. The Clay County’s unemployment rate has followed a
similar pattern as Duval’s, with the gap between Clay County and Florida’s unemployment continuing to
narrow. From 2010 to 2017, the number of residents in Duval County who do not own a car has grown
more rapidly than the rest of the state, 12 percent versus nine percent, respectively, while the number of
zero-car households in Clay County has decreased by two percent. In Duval County, the lower median
age and lower rate of car ownership suggests that the propensity for transit ridership is growing faster
there than the state as a whole.
It is also important to note that Duval County’s population grew by six percent from 2010 to 2017, while
Florida’s grew by eight percent during the same time period. The faster rate of growth of non-car-owners
in Duval County despite the slower rate of general population growth points to an even greater share of
the population that may be reliant on transit. Clay County’s population grew by nine percent in the same
period, a greater growth rate than the rest of the state.
Locating the employment opportunities by industry type throughout a region is an important factor in
identifying potential transit markets. In Duval County, the Health Care and Social Assistance sector is
projected to surpass Retail Trade as the largest employment sector by 2030 and 2040. This statistic is
noteworthy in part because the healthcare sector is projected to grow at nearly double the rate of the
retail sector, approximately 29 percent to 15 percent, respectively. The industries with the greatest
projected growth rates from 2010 to 2040 are Real Estate and Rental and Leasing (40 percent growth),
Administrative and Support and Waste Management and Remediation Services (35 percent growth), and
Other Services except Public Administration (30 percent). In Clay County, Retail Trade will remain the
largest employment sector in 2040, as it was in 2010, but Construction will grow by 164 percent to
become the second-largest industry in the county. Several very small industries will experience very high
growth rates due to low numbers of employees in 2010, but the next fastest-growing industries, besides
Construction, include Transportation and Warehousing (163 percent growth), Manufacturing (128 percent
growth), and Wholesale Trade (83 percent growth). The JTA should pay close attention to the commuting
patterns of employees in these rapidly expanding fields in order to accommodate the influx of the new
workforce.
5.3 Land Use

The City of Jacksonville's 2030 Comprehensive Plan (2018), its Mobility Plan (2011), and Clay County’s
2040 Comprehensive Plan (2018) lend support to the development of a more transit-friendly environment,
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but the real measure of their effectiveness lies in the implementation of a long list of policies, such as the
following:
 Creation of town and village centers in the Northwest, Southwest, and North Jacksonville areas
(Mobility Plan); these centers would provide a locus for concentrated residential and commercial uses
and may be served by transit;
 Requirement (in Jacksonville) or incentives (in Clay County) for higher density residential
development and supporting commercial facilities to locate on major arterial or collector roads used
for mass transit routes (Jacksonville 2030 Comprehensive Plan, Future Land Use Policy 3.1.17; Clay
County 2040 Comprehensive Plan, Future Land Use Policy 1.4.5);
 Incentives through the Planning and Development Department to encourage new transit-oriented
development and redevelopment outside of the Urban Core (Jacksonville Future Land Use Policy
3.1.18);
 Identification of parcels of land where infill or redevelopment is appropriate, and specifically where
transit-oriented development, or a similar development pattern, can be aligned with the JTA’s
proposed Rapid Transit System (Jacksonville Future Land Use Policy 6.3.1; Clay County Future Land
Use Objective 1.6);
 Identification of areas where JTA should focus investment in transit stations and related facilities to
act as a catalyst for redevelopment along identified corridors (Jacksonville Future Land Use Policy
6.3.1; Clay County Transportation Policy 1.12.5); and
 Targeting of the development of workforce and affordable housing in areas where individuals and
families can make the best use of transportation corridors and mass transit (Jacksonville Future Land
Use Policy 6.3.3).
5.4 Organizational Issues

JTA is governed by a seven-member Board of Directors:
 Three appointed by the Governor of Florida;

 Three by the mayor of Jacksonville; and
 The District Two Secretary of FDOT.
Members serve a four-year term and can be reappointed for another four years. JTA’s Chief Executive
Officer, National P. Ford, Sr., has served in this capacity since 2012. Just prior to the last major TDP
update, Mr. Ford spearheaded the development of JTA’s strategic plan, the Blueprint for Transportation
Excellence (BTE). In 2016, JTA was named the Outstanding Public Transportation System in North
America for mid-size systems; the BTE was the guiding document that led to the transformation for which
JTA received this recognition.
5.5 Technology
In response to an ever-changing mobility paradigm, JTA has been a demonstrated leader among its peer
agencies in the adoption of innovative technologies and platforms to better serve its transit customers.
JTA recognizes that its future must expand beyond fixed-route and paratransit bus services to include
pedestrians, cyclists, ride sourcing, micromobility, parking and curbside management, and other “Mobility-
as-a-Service” (MaaS) solutions in response to evolving consumer needs and expectations. Indeed, JTA
leadership has fashioned a vision for the Authority that entails the deployment of autonomous vehicles
and the use of artificial intelligence (AI) and data analytics. Moreover, JTA sees as its fundamental role
the preparation of its workforce to assess growing concerns around risk management and cybersecurity
and the leveraging of technology and smart, data-driven decisions that will respond to the transportation
landscape of the future.
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In support of these initiatives, JTA’s Technology and Innovation Department is preparing a Strategic
Technology Plan that will supplement the Agency’s overall Blueprint for Transportation Excellence master
strategic plan. This document will outline the strategic technology planning methodology, objectives and
specific elements to assist in accomplishing JTA’s overall mission and business goals. The following
summarizes the various priorities and technology applications, some of which are currently being utilized
and/or under future development or consideration, to address dynamic mobility needs and compliance
requirements. Consistent with JTA’s mission, each is organized around the following primary categories:
safety & security; customer satisfaction; transformative mobility solutions; and employee success.
5.5.1 Safety and Security

With the growing potential of terrorism, espionage or other internal/external threats, strong defense
capabilities and security protocols will continue to be necessary to protect passengers and employees.
Given the present reliance on information technology and intelligent transportation systems to provide
real time information and enhance mobility delivery, there is a need to develop adequate cyber security
as part of the use or implementation of technology solutions.
Cybersecurity
JTA’s Technology Department presently provides oversight and is responsible for maintaining security,
reliability and accuracy of the systems and the infrastructure for successful transit operations and
business functions. To comply with security standards and best practices, JTA is implementing an
enhanced, enterprise-wide cyber security program. This system will:
 Identify, classify and secure sensitive data in shared access locations;

 Implement Artificial Intelligence (AI)-based virus/malware/ransomware protection;
 Improve mobile device management; and
 Attempt to “future proof” the JTA environment from ever-changing security threat landscape.
The integration of a digital security program and identity access management software, policies and
procedures will better ensure that only authorized personnel have appropriate access to technology
resources. Technologies such as facial-recognition can potentially be more effective than a password or
a physical key. Beyond security uses, the facial-recognition technologies, which will be adopted
incrementally, can also be used for fare collection/payment and mobile application purposes. Such
programs respond to the growing number of people, including, potential third-party open source users,
relying on JTA services and data and providing assurances to them that JTA systems meet or exceed
security standards, including National Institute of Standards and Technology (NIST) 800-53 and
Information Security Officer (ISO) 2701 over the next five years.
Sectors relevant for standardization are for instance network safety, device safety, communication
protocols for vehicle to infrastructure and vehicle to vehicle communication, mobile application safety, etc.
Standardization and the development of safety certificates are important. Cooperation with other transport
operators, government and the industry will contribute largely to this ambition. On a regional level it
simplifies cooperation with other transport operators, in offering cross border mobility services for
instance, if they are based on the same standards. It will also reduce costs, in lowering the chance of a
vendor having proprietary knowledge not available to competitors.
Training
On-going security training programs will also be implemented to develop more aware and capable
employees. Such training and development are fundamental to establishing a culture of safety and could
include several modules from mock phishing training to on-going vulnerability testing. In addition, these
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trainings can also become relevant in keeping pace with the rapid changes in technology and societal
needs.
5.5.2 Customer Satisfaction

JTA will be able to not only sustain ridership, but grow it, through continuous improvement around the
passenger experience and their overall satisfaction. Through its successful MyJTA mobile application,
JTA customers currently can plan trips, track buses in real-time and pay for fares all in one location. The
real time passenger information system was originally launched in late 2015 via NextBus to parallel the
Route Optimization Initiative in support of growing customer demands around scheduling, reducing wait
times and improving reliability.
“Super App”
The implementation of robust internal systems integration will be a major objective over the next few
years, including the development of an “ultimate multimodal mobile app” that provides a real-time “one
stop shop” for customers interfacing with JTA services. This would provide a regional, unified application
(consistent across phone and website) driven with Bluetooth technology to provide several functions
including, but not limited to:
 Elimination of the physical presentation of tickets to operators in combination with modified on-board
mobile ticket readers;
 Potential facial recognition technology for account access and fare payments;
 A MaaS-based scheduling hub that enables single trip planning, booking and payments across
several mobility vendors/services (i.e., single fixed route bus/bikeshare/Uber trip payment); such
would greatly improve the original intent and relevancy of the existing Transportal 3 platform;
 Improved customer service capabilities via the use of mobile chatbots 4 and click-to-chat services
enabling, for example, multilingual communication support and other needs to vulnerable populations;
 SMS texts and other multichannel direct messaging to improve customer services and push out
information;
 True American Disability Act (ADA) compatibility across the platform;
 API Ecosystem: open-ended framework where third-party vendors/individuals can push data back
and forth to leverage available JTA data and information to build new apps; and
 Text-to-Pay services.
Digital Content Management

A major point of emphasis by JTA is the seamless integration of digital content management and device
location services. This would, for example, enable real-time information displayed at interactive kiosks or
other JTA digital signage to be delivered directly to mobile devices. JTA customers with location services
enabled on mobile devices can inform JTA of their locations and travel patterns to improve demand-
responsive services. Additionally, JTA could leverage this technology to offer advertisements (e.g.,
targeted Google Ads) and rewards programs with customers who regularly use the app for trip scheduling
and fare payments.
3 The JTA Transportal is a trip planner that stretches across a 12-county region. The user selects the button and then
follows the prompts on the screen.

4 A chatbot is a computer program that conducts conversation via auditory of textual methods.
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Social Media Analysis

Rather than viewing social media posts individually to engage with customers and provide feedback or
address complaints, the use of predictive data analytics and “Social Media Sentiment Analysis” can
provide JTA a way to more accurately address customer concerns and identify travel patterns.
5G
The anticipated launch of 5G is also a potential gamechanger for mobility providers. This next generation
standard (anticipated between 2019 and 2020) for wireless communications to replace the current 4G
network will vastly increase capacity, reduce latency and increase download speeds. The deployment of
such a network on JTA fleets will provide enhanced Wi-Fi connectivity, thereby providing a richer
experience to passengers who may want to stream entertainment or conduct work-related business that
requires greater bandwidth. This can potentially increase the attractiveness of transit and expand the
ridership market.
5.5.3 Transformative Mobility Solutions

Meeting the growing and diverse needs of the region’s service area and population will require staff to
investigate, experiment and implement new mobility options and technologies that supplement its core
transit services. Providing accessible choices, eliminating the barriers to ridership, and anticipating future
trends will be integral to the success of the agency. Key strategies already identified by JTA staff include:
 The adoption of multiple fare collection methods;

 Launching connected/autonomous vehicles (CAV);
 Enhancing TSP/queue-jumping (Smart Roadway Technologies) on high frequency routes; and
 Implementing big data analytics to improve services across the enterprise.
CAD/AVL/APCs
JTA currently uses Clever Devices as a framework for its Computer Aided Dispatch/Automatic Vehicle
Location (CAD/AVL) system. This enables dispatchers to communicate directly with vehicles and manage
routes in real-time, providing location and status of in-service fleets and the ability to manage service
disruptions. JTA is continuing to incorporate efficiencies and improvements in this context to better
address situational awareness, dispatcher efficiencies, improved communications, as well as event-driven
and incident management. JTA’s fleet is also installed with Automatic Passenger Counters (APCs) to
record boarding and alighting data linked with stop location. HASTUS scheduling software (by GIRO) is
currently used to assist staff with designing/modifying bus routes, determining new stops, scheduling
routes, assigning individual drivers into runs, and providing customer information about the network.
Fueling
For the past decade, the JTA has been moving toward a fleet with a smaller carbon footprint,
incorporating Hybrid and Compressed Natural Gas buses. Through its innovative public-private
partnership (P3) with Clean Energy launched in 2016, JTA has offered a publicly accessible compressed
natural gas (CNG) fueling facility at its Myrtle Avenue operations campus. By allowing the public and
other agencies 24-hour access to fuel their vehicles with CNG, the JTA has contributed to increasing the
available supply of CNG in the region, which is in turn reducing and/or eliminating airborne pollutants. The
Clean Energy station is easily accessible for public and private heavy-duty fleet trucks and passenger
vehicles.
This CNG project, one of the JTA's transformative Blueprint initiatives, also included a modification to the
bus maintenance facility and a bus fueling facility; including one single hose dispenser, with the capability
of adding an additional three dispensers. The fueling of CNG buses commenced with the rollout of the
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First Coast Flyer BRT Green Line. JTA has established an agency goal to have a fleet of 100 CNG buses
over four years including the entire BRT fleet.
Over the long-term, JTA is looking to replace much of its diesel fleet with zero emissions-based buses. In
2017, the agency was awarded a $1 million Low or No Emission (Low-No) Bus Program Project grant for
new 40-foot battery electric Gillig buses for the Amazon expansion route. The new route serves a Park-n-
Ride and a new Amazon distribution center that employs over 1,500 Jacksonville residents. The charging
stations utilize Jacksonville Electric Authority’s (JEA) Solar Smart Power program to support zero
emissions. Future consideration includes the wholesale upgrade of diesel/hybrid-based technologies with
fuel cells as part of its path toward zero emissions.
Another option would be the introduction of speed charging stations, linked to the Solar Smart Power
program, to enhance the use of clean technologies and improving the added value of them.
Traffic Signal Priority / Intelligent Transportation Systems

The implementation of TSP for the First Coast Flyer BRT and high frequency route network has been
contemplated since the inception of JTA’s high frequency services. While there is currently queue
jumping and TSP-lite at several intersections (including holding green lights, allowing buses to move
through intersections without stopping) in the Downtown BRT Corridors, there is a need to further
enhance the overall system across the region to support desired benchmarks around frequency and
reliability (on-time performance) and Intelligent Transportation Systems (ITS) goals, particularly via
dynamically coordinated signals. Ideally, through a phased approach, the full deployment of TSP could be
achieved within the next five years; while between five and 10 years out, full preemption and TSM&O
could potentially be realized. This would provide a direct linkage to the North Florida TPO’s Smart
Regions Master Plan and Integrated Data Exchange. This initiative focuses on collecting, analyzing and
applying data from many sources to eliminate fatalities, improve travel time reliability, reduce greenhouse
gas emissions, and provide economic opportunities. This program includes 33 projects developed in
partnership with 30 stakeholder public, non-profit and private sector organizations.
Smart Roadway Technologies

Through its $44 million Bay Street Innovation Corridor Project (including $12.5 million in BUILD Grant
support), JTA and its agency partners are transforming a major Downtown thoroughfare into an
“incubator” for emerging technologies. Leveraging the TPO’s Integrated Data Exchange. JTA specifically
plans to deploy 15 CAVs along the 3.2-mile corridor with an expected ridership of 2,500 passengers a
day. Other keystone projects include connected signals, smart lighting systems, pedestrian sensors,
security cameras, solar-powered intersections (beginning with a few blocks of sidewalks), and smart
parking and flood warning sensors. JTA is providing “dark fiber” communications infrastructure to support
the effort. The City of Jacksonville is providing design oversight of the initial smart corridor elements. The
Jax Chamber of Commerce will help facilitate companies interested in using their technology or software
on the corridor.
Autonomous Avenues / Ultimate Urban Circulator

As part of the Skyway Modernization, the first phase of the U2C CAV testing project is being developed
between the future JRTC and the existing Jefferson Skyway Station. This will provide a potential
understanding of operational needs and challenges associated with AV technology and ITS. Ultimately,
this system will expand the existing Skyway with an at-grade CAV network connecting Downtown with
surrounding neighborhoods.
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Smart Hubs
Like New York, Copenhagen, and Rotterdam, Jacksonville is divided by waterways. In these cities, there
is the opportunity to develop multimodal hubs, where autonomous or regular public transport, water
ferries, cycle infrastructure and facilities are brought together. The trend within urban areas is to transform
unimodal parking facilities to multimodal hubs with facilities for carpools and vanpools, bike sharing, easy-
to-navigate pedestrian walkways, charging stations for electric cars, and proper wayfinding that links to
fast and high-frequency public transport and cycling infrastructure, especially on the edges of city centers.
Future Artificial Intelligent Deployment

There is a major emphasis upon the future use of AI to enhance business and transit operations. For
example, to support objectives around dynamic scheduling, AI could leverage facial recognition/thermal
imaging technologies to permit JTA operations staff to direct new on-demand services or schedule
additional CAVs in locations where customers may be congregating and/or demanding mobility services
(i.e., at events or at peak times near identified mobility hubs). The U2C could serve as a laboratory for this
type of on-demand services. Fare validation could also be executed via facial recognition technologies.
In Rotterdam, the Netherlands, a technology system will be introduced in 2019 that will enable
passengers to communicate with the system to obtain geographic information (e.g., a person could ask,
“tell me where the nearest restaurant is located”).
Big Data Analytics

The use of robust, data analytic functions will continue to be emphasized to improve services and drive
operational efficiencies. This would be implemented for both the in-house Oracle Enterprise Resource
Planning (ERP) and transit data. While this would greatly enhance staff’s ability to anticipate future trends
and be more responsive to mobility needs, cybersecurity and proprietary considerations will need to be at
the forefront to specifically address third-party app vendors and screening data download requests,
especially if such were to be provided in a cloud-based environment.
5.5.4 Employee Success

The use of technology to enhance JTA’s workforce is a major goal of the agency. Equipping staff with the
knowledge, abilities and tools to be productive, efficient and responsive to customers is fundamental in
carrying out the Blueprint objectives. JTA has established performance management metrics via a system
called Adaptive Measurements for Enterprise Level Insight and Optimization (AMELIO). AMELIO tracks
and self-monitors individual and departmental progress towards meeting defined milestones. Continued
workforce development and service delivery improvements will be supported through on-going, user-
friendly Oracle enhancements and end user training. Future process improvements could include the
previously discussed API Ecosystem to provide a single user interface to multiple internal and third-party
API’s; the migration to a cloud-based ERP and new collaboration software upgrades to enable remote
workforce capabilities; as well as the potential use of Augmented Reality (AR) for more efficient training
purposes (i.e., training maintenance staff how to change fleet tires or other mechanical tasks). The use of
computer-based training classes will also be considered to enhance workforce development and career
progression.
In summary, over the next 10-year TDP horizon, there will undoubtedly be new trends and innovative
platforms, like competition between MaaS solutions, important steps in the implementation of
autonomous driving resulting in new mobility patterns, a rise in shared mobility and the growing use of
open-sourced data, that emerge and will shape or potentially redirect agency focus and priorities.
Because of these rapid changes future visions have to be seen as desired paths that can develop or alter
in time, not only because technology is changing, but also because society and its needs are changing.
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Parallel to the technological developments there is a growing interest in the behavior of people as it
relates to the rapid developments (e.g., do they keep pace? do they understand and accept these
changes?). JTA’s goal is to be responsive by anticipating these changes and to ultimately use available
technology as a facilitator for what the agency needs to accomplish.
One of the major initiatives that JTA will continue to build on is the use of mobile applications, in which
transportation services and information to automate and combine various functions, can be integrated
seamlessly. This development is primarily related to MaaS. It is, however, important for the JTA to keep in
mind that MaaS is more than a new app. In Europe, for instance, MaaS leads to independent platforms
offering space to a variety of mobility suppliers to use this integrative platform as a means to promote
themselves and their services. For most mobility providers this necessary cooperation means a change in
perception or even of paradigms, forcing them to redefine their services and their relationships with
clients.
At the same time the JTA must consider that part of the population doesn’t want or can’t afford to use
mobile devices. With rapid developments in the availability of open data, JTA can also profit from the
innovative forces of a whole new group of start-ups and Small- and Medium-sized Enterprises that
develop new information services and platforms, for instance for the mentioned MaaS services.
Cooperation with these kinds of organizations may deliver the opportunity to develop the new services
faster at a lower cost.
In general, the adoption of technology should lead to better services to our clients and in the process
increases ridership and user satisfaction. It is relevant to be aware that increasing ridership means
additional consideration should be given to spatial and infrastructure planning.
5.6 Transit-Friendly Land Use & Urban Design Efforts

The land use and urban design patterns in a transit agency’s service area can support or hinder the
efficient provision of transit service. This assessment identifies strengths and weaknesses in current
conditions and in local policy that influence land use and development, as built by the private sector. It
also recognizes policies identified by the City of Jacksonville to foster a more transit-friendly operating
environment.
5.6.1 Assessment Framework

Transit-friendly environments support the traveler’s choice to use transit over modal options. This choice
is influenced not only by the availability of transit service from one’s origin to destination, but also by the
ability to reach transit services safely, integrate multiple trips into the journey easily, and avoid the
inconvenience of parking. In addition to these functional characteristics, modal choice is also influenced
by the qualitative experience of the trip, particularly from one’s origin to the transit stop or station and
again from the stop or station to the destination.
These characteristics are unique to each transit system and service area, and each community served
may define and measure them differently. Additionally, each transit agency has its own thresholds for cost
effectiveness. Thus, there is no standard for a transit-supporting land use pattern, only examples of
completed local analyses and policy responses. Transit agencies can look to these examples for
methods, policies, regulatory tools and incentives appropriate for the conditions and development culture
of their service areas.
Studies in growing metropolitan regions are referenced below for their land use assessment parameters.
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 The Lehigh and Northampton Transportation Authority (LANta) based in Allentown,

Pennsylvania, prepared Moving LANta Forward, a Regional Public Transportation Plan, in 2010
following two decades of significant growth that outpaced expansion of its public transportation
system. In conjunction with the Regional Public Transportation Plan, LANta prepared a Land Use
Toolkit to help agency staff understand the community planning and development process and to
better coordinate land use and public transportation system changes with the counties and the many
local government. 5 This toolkit highlighted the relevance of comprehensive plans, zoning and
development regulations to a transit-friendly environment; and
 The Puget Sound Regional Council (PSRC) is the regional planning agency for growth
management, transportation and economic development within King, Pierce, Snohomish and Kitsap
counties, Washington. Its transportation vision includes a multimodal transit system of light rail,
commuter rail, express bus and local bus services among other land- and water-based mobility
options. While development is naturally constrained by water and topography, PSRC recognizes that
transit-friendly communities happen by design.
LANta and PSRC share these common parameters in their studies of a transit-supportive environment.
 Density of Residential Use and Employment Use Areas. Residential and employment uses are
linked to the origin or destination of most trips. Concentrating residential and employment uses
increases the number of people who want to move in and out of a given area quickly and who may
seek alternatives to a vehicle for their personal or household mobility. Of the five parameters, density
is the simplest to measure and compare.
 Mixed Uses. Multiple uses in a single building, on a single lot, or within a block enable people to
accomplish multiple tasks (e.g., job, shopping, child care, and services) within one trip. Travel time to
accomplish multiple tasks in one area is less than compared to dispersed single use destinations
requiring multiple vehicular trips.
 Pedestrian Connectivity. Pedestrians need to be able to move safely and conveniently from their
origin to the transit system to the desired uses at their destination. Continuous pedestrian facilities
provide the dedicated space needed to ensure safety.
 Parking Management. The availability and convenience of parking at a person’s destination
influences their choice of travel mode. Limited parking options typically increase the time needed to
find parking and/or parking cost, decreasing convenience and discouraging travel by personal
vehicle.
 Urban Design. The quality and comfort of the pedestrian space makes time spent on foot less
stressful and more desirable. Pedestrian spaces that are not only connected but also functional in
terms of wayfinding and weather protection and designed with a sense of place are inviting spaces to
traverse or to pause.
Density of Residential Use and Employment Use Areas

The referenced land use studies offer examples of residential and employment densities for bus, premium
bus, and light rail transit services. LANta’s guidance on land use density for its local bus and BRT
services outlines as follows:
 15-25 dwelling units per acre and 25-50 jobs per acre for premium bus service on transit or transit-
planned corridors; and
5 LANta’s Land Use Toolkit for the Lehigh Valley, 2009.
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 7-15 dwelling units per acre and 25 jobs per acre for basic bus service on transit or transit-planned
corridors.
The Puget Sound Regional Council initiated its guidance for transit-supportive land use densities based
on a literature review. 6 This research found:
 16-60 dwelling units per acre to support light rail in the downtown urban core;
 12-30 dwelling units per acre to support light rail in city centers; and
 8-20 dwelling units per acre to support light rail in suburban areas.
Subsequently, the PSRC developed guidance for densities and land uses in the vicinity of planned light
rail stations as 15-20 dwelling units per acre and 50+ jobs per acre for higher-capacity transit (i.e., light
rail). 7
5.6.2 Current Conditions in the City of Jacksonville

The City of Jacksonville’s 2018 land use data shows a higher-density city center surrounded by a low-
density suburban region around. Based on the predominant population density of 6-15 persons per acre
shown in Chapter 2: Baseline Conditions and using the City’s 2.59 persons per household (2013-2017
ACS), the estimated residential density across much of the city ranges from 2.32 to 5.79 households per
acre, which is below the transit-supportive residential density ranges suggested by the referenced
studies, even for basic bus service.
There are high density residential uses in the urban core. These residential uses reflect capacity, but
population trends in Chapter 2: Baseline Conditions indicate that residents, and thus potential riders
originating in the urban core, have declined. Beyond the urban core, higher density residential uses exist
as relatively small neighborhoods or clusters scattered along the arterial routes. Their size and lack of
contiguity diminishes their impact on transit-friendliness.
Medium density residential uses, while accommodating up to 20 dwelling units per acre, require full urban
services to reach this transit-friendly density and are nominal in size and number.
The City’s land use data also show commercial uses concentrated in the Central Business District, along
the historic although irregular city grid in the urban core, and lining the arterial routes radiating outward
from the urban core. Commercial use of the arterial corridors is narrow and there is no significant increase
in size where an arterial and a collector intersect, with exceptions at University Boulevard at US 1, Route
202 at US 1, and the interchange of Routes 113 and 115. Employment density data in Chapter 2:
Baseline Conditions shows several clusters of 16-30 jobs per acre and 31-60 jobs per acre as well as a
few blocks of less than 60 jobs per acre in the downtown urban core. These higher-density job clusters
are, however, relatively small and dispersed across the City.
Land-based industrial uses, which typically have a lower employment density than commercial uses but
still employ tens of thousands of workers in the Jacksonville area, are clustered in three areas:
 Within the Northside-Imeson Park-Eastport area;

 Between I-95 and US-1 southeast of the city center; and
 Between US-23 and US-90 west of the city center.
6 Literature Review of Transit-Supportive Densities, an appendix to Implementing Equitable Transit Communities:

Regional & local recommendations for the Central Puget Sound Region, 2013.
7 Transit-Supportive Densities and Land Uses, a Puget Sound Regional Council Guidance Paper, 2015.
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This pattern of a dense urban core and radiating commercial corridors easily supports radial routes.
However, connections between radial service lines may be needed to provide efficient mobility—that is,
so that a traveler going to an adjacent commercial corridor is not routed through the city center.
Regulatory Position on Density

The City’s zoning regulations are tools for fostering higher density development. The land use pattern in
the Central Business District is managed more through site development plans, approved as part of the
development order for the Downtown DRI(s), as through zoning. Yet zoning offers supportive principles
for maximum development intensity of residential and employment uses through its build-to lines (no front
yard) and no maximum for building height and lot coverage, which translates into the possibility of more
usable space per floor in both use types.
High-density residential is defined by the City as 22 dwelling units per acre or more. This definition
provides a transit-supportive residential density in line with the referenced studies. Additionally, mixed
uses in a single building or property are permitted, further concentrating dwelling and employment units.
At 45-60 feet, building heights are the most likely constraint to greater residential density, though as
stated above, occupancy is likely a more pressing issue.
Low-density residential, defined as less than 8 dwelling units per acre, provides no meaningful support for
transit.
Policy Direction Toward Transit-friendly Density

The City’s growth management approach uses “development areas” indicated in the Comprehensive
Plan, namely the Central Business District, Urban Priority Area, and Urban Area, to define large sectors
where infill and redevelopment should occur. However, it is not obvious that the city’s zoning regulations
incorporate these areas targeted for higher density in ways that make is easy for investors to see and act
upon. Furthermore, the regulation and mapping of these large areas offer no locations for transit facilities,
which would attract investors to particular nodes. This lack of clarity may result in very limited impact on
the current land use pattern.
As noted earlier, the City of Jacksonville’s 2030 Comprehensive Plan (2018) and Mobility Plan (2011)
define several policies toward creating a more transit-friendly environment. Themes of these policies
include densifying town centers, concentrating new development near major roads, and identifying areas
to target development that are synergistic with the JTA’s plans and vice versa. For more information, refer
to Section 5.4.
Mixed-Use Patterns
Current Condition
Mixed-use patterns in Jacksonville exist in two forms, mixed-use buildings and mixed-use neighborhoods.
Both are found almost exclusively in the urban core. In the Central Business District, mixed-use buildings
support an active pedestrian streetscape with commercial uses on the ground floor and additional office
and residential uses on the upper floors. In the surrounding parts of the urban core, mixed-use
neighborhoods put varied uses in close proximity to one another even if not integrated in a single building.
Either mix of residential, employment, and service activity concentrates trip origins and destinations.
Zoning Regulation for Mixed Use Development

The City’s zoning code permits mixed-use buildings, sites (i.e., multiple buildings on one site), and
neighborhoods. In some districts, such as the downtown overlay and the traditional neighborhood
development district, the proportions of uses are prescribed to ensure a land use mix and avoid the
appearance of a primary use and accessory use.
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Policy Direction Toward Mixed-Use Patterns

Many of the same policies listed above address or inherently include principles for mixed land use
patterns. These include the following:
 The creation of town and village centers in the Northwest, Southwest, and North Jacksonville areas
(Mobility Plan). These centers would provide a locus for concentrated residential and commercial
uses and may be served by transit;
 Incentives through the Planning and Development Department to encourage new transit-oriented
development and redevelopment outside of the Urban Core (Future Land Use Policy 3.1.18). Transit-
oriented development is by definition mixed-use in character; and
 Identification of parcels of land where infill or redevelopment is appropriate, and specifically where
transit-oriented development, or a similar development pattern, can be aligned with the JTA’s
proposed Rapid Transit System (Future Land Use Policy 6.3.1).
Pedestrian Connectivity
Sidewalks provide dedicated space for pedestrians, separating them from vehicular traffic. They should
be continuous along transit-served corridors but should also extend into adjacent residential and
employment areas to connect people to the transit corridor. Crosswalks and pedestrian signals, where
warranted, should also be part of this pedestrian network to allow people to safely cross roadways at
reasonable intervals. Finally, beyond the provision of sidewalks, the pedestrian network should be ADA-
compliant, relatively free of obstructions (e.g., sign posts, utility poles, and temporary signage), and
maintained in a state of good repair.
Current Condition
Sidewalks and crosswalks are inconsistent across the City. Many newer commercial corridors and
residential areas have continuous pedestrian facilities while older corridors have significant gaps.
Regulations for Pedestrian Connectivity

The downtown overlay district’s streetscape provisions address not only the sidewalk but other factors,
such as paving, streetlights, and trees that define and enhance the functionality of the pedestrian space.
These provisions would be an appropriate model for transit nodes or centers throughout the City. As a
model, they could be customized to each node.
Policy Direction for Pedestrian Connectivity

The City’s Comprehensive Plan specifies a number of policies related to pedestrian connectivity,
including:
 Guide the provision and connectivity of pedestrian spaces, the quality of public space and
streetscape, and the orientation of primary building entrances (Future Land Use Policy 6.3.1);
 Support alternative modes of transportation. Such measures may include, but are not limited to, the
provision of sidewalks, bikeways, transit stops, or other facilities to support alternative modes, such
as parking management systems and park-and-ride facilities (Future Land Use Policy 6.3.4); and
 Require the use of an unobstructed pedestrian zone in between the roadway and the building façade
along commercial corridors within the Urban Priority Area and Urban Area or some other alternative
regulatory criteria that creates a safe and attractive pedestrian environment (Future Land Use Policy
6.3.6).
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Parking Management
Current Condition
The City has used various parking management techniques in the Central Business District to encourage
the use of the transit system. This has manifested itself in the discouragement of surface parking lots and
the promotion of structured parking. But when parking is managed only in the city center and not in
surrounding areas, residents and businesses may choose to avoid the inconvenience of the Central
Business District.
Regulatory Approach to Parking Management

The downtown overlay district provides a model for application to other transit nodes across the City. Its
provisions offer minimal to no off-street parking requirement, maximum allowable parking spaces, and a
variety of incentives, (e.g., for designated carpool/vanpool spaces, designated short-term parking, etc.), to
further reduce the parking supply.
Policy Direction for Parking Management

The City’s Comprehensive Plan addresses parking management in its Future Land Use and
Transportation Elements, including these policies:
 Support alternative modes of transportation. Such measures may include, but are not limited to, the
provision of sidewalks, bikeways, transit stops, or other facilities to support alternative modes, such
as parking management systems and park-and-ride facilities (Future Land Use Policy 6.3.4); and
 Use the parking standards of the Downtown Zoning Overlay, as a part of the City’s Land
Development Regulations, for development/redevelopment projects within the CBD (Transportation
Policy 1.6.6).
This second item demonstrates that the City sees value in the expansion of parking management
throughout the CBD. A further expansion would apply the same or similar provisions to transit nodes
throughout the City.
Urban Design
Character and functionality are what distinguish public spaces from public places. Building on a
foundation of pedestrian safety and comfort, visual character, and functional features make public spaces
enjoyable, memorable, and desirable in ways that invite people to return for similar experiences.
Current Conditions
The Central Business District is the only part of the City that displays elements of urban form. This is due,
in part, to historic development patterns as well as to the downtown overlay district. Its buildings have a
consistent physical relationship to sidewalk with the exception of public plazas; are varied in finishes and
materials; and incorporate a basic level of transparency into ground floor uses.
Regulations and Guidance for Urban Design

The downtown overlay district and associated design guidance aims to retain urban form and establish a
desirable standard for the quality of public spaces within its boundaries. Its provisions address the
functionality of the public streetscape for pedestrians and those bound for transit as well as the visual
forms and finishes of buildings, including:
 Barrier-free pedestrian access;

 Streetscape, including maintenance agreement;
 Transit shelters; and
 Architectural design of buildings, including transparency (windows) on the ground floor.
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Policies for Urban Design

The City’s Comprehensive Plan specifies a number of policies related to pedestrian connectivity,
including:
 Guide the provision and connectivity of pedestrian spaces, the quality of public space and
streetscape, and the orientation of primary building entrances (Future Land Use Policy 6.3.1); and
 Require the use of an unobstructed pedestrian zone in between the roadway and the building façade
along commercial corridors within the Urban Priority Area and Urban Area or some other alternative
regulatory criteria that creates a safe and attractive pedestrian environment (Future Land Use Policy
6.3.6).
These policies are not as specific as many others identified in this assessment as transit-friendly;
however, they provide a basis for the expanded and tailored use of the existing provisions and guidance
for the downtown in other transit nodes.
The City of Jacksonville has a strong foundation for transit-friendly policies and regulations, particularly in
the Central Business District or downtown. Current conditions and existing policies generally foster higher
residential and employment densities, mixed land use patterns, pedestrian connectivity, parking
management, and quality urban design.
Beyond the urban core, development patterns and development regulations continue to serve the
automobile. Transit is acknowledged in policies but has not yet become a competitive driver of
development location, density, and use, and the associated public infrastructure and parking.
5.7 10-Year Ridership Projections

One of the requirements for a situation appraisal is an estimation of the community’s demand for transit
service using the planning tools provided by FDOT, or a Department-approved transit demand estimation
technique with supporting demographic, land use, transportation, and transit data. The TBEST model was
validated for the year 2015 and forecasts were conducted for the year 2030. The GTFS files reflecting the
current system were obtained from the JTA, and the socioeconomic data was obtained from the North
Florida TPO. Appendix G: Transit Demand Estimation with TBEST documents the validation process
of the TBEST model.
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Transit Development Plan Major Update | Goals and Objectives
6 GOALS AND OBJECTIVES
The vision, mission, core values, and goals articulated below lay forth the parameters
and aspirations for the strategic direction of the JTA. These statements of the Agency’s
values serve as a roadmap for the JTA to implement the specific initiatives outlined
throughout the rest of this document. Each of these four elements aligns with the needs
of the community because they are defined by the needs of the community, as elicited
in the Public Involvement Plan (2019) and in the review of state, regional, and local
plans undertaken for this TDP.
The statements in this section are taken verbatim from JTA’s Blueprint for Transportation Excellence
(2018), the Authority’s latest strategic plan. A comparison to other agencies’ missions and goals affirmed
that JTA’s mission and goals are consistent in their focus on providing access to a range of affordable
transportation options, communicating transparently with their customers, stewarding fiscal and
environmental responsibility, and offering opportunities for employee success. Some of the peer plans
that were consulted include:
 North Florida TPO’s 2040 Long Range Transportation Plan;

 Northeast Florida Regional Council’s 2014 Strategic Regional Policy Plan;
 North Florida TPO’s 2016 Duval County Transportation Disadvantaged Service Plan;
 City of Jacksonville’s 2030 Mobility Plan & 2030 Comprehensive Plan;
 Clay County’s 2040 Comprehensive Plan; and
 St. Johns County 2016 TDP.
JTA’s previous Major and Minor Updates to its TDP were also consulted to ensure internal consistency
and progress toward its goals.
6.1 Vision Statement

Universal access to dynamic transportation solutions.
6.2 Mission Statement

To improve Northeast Florida’s economy, environment, and quality of life by providing safe, reliable,
efficient, and sustainable multimodal transportation services and facilities.
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Transit Development Plan Major Update | Goals and Objectives
6.3 Core Values

JTA exists to serve its customers and community. JTA is a strategic, market-driven, innovative, and
results-focused organization, and we succeed as a team through:
 Professional excellence;
 Personal integrity;
 Fiscal responsibility;
 Accountability for our work;
 A safe work environment;
 Transparency to the public; and
 Continuous improvement.
JTA: We treat our customers and colleagues with dignity and respect.
6.4 Goals and Objectives

 Safety and Security: Ensure safety and security throughout the transportation system and in the
Authority work environment.
 Employee Success: Strengthen workforce through professional development opportunities that
enhance knowledge, skills, and leadership abilities.
 Customer Satisfaction: Deliver a superior and reliable customer experience.
 Financial Stability: Ensure long-term financial sustainability.
 Organizational Efficiency and Effectiveness: Attain the highest level of agency performance.
 Sustainability: Advance transportation solutions that support environmental goals and are mindful of
the context of our community.
 Transformative Mobility Solutions: Deliver innovative transportation choice providing accessible
mobility throughout the community.
6.5 Tracking and Monitoring

In order to ensure that JTA fully lives and breathes the above mission and goals, the Agency is well-
prepared to track key performance indicators (KPIs) to ensure that these goals are being realized. The
Adaptive Measurements for Enterprise Level Insight and Optimization (AMELIO), introduced in 2019 to
succeed the JTA Enterprise Metrics Management System (JEMMS), is a process that monitors KPIs at
agency-wide and individual scales. AMELIO was developed as a customized management tool that aligns
numerous metrics to each of the KPIs. The annual performances of each division and of individuals
across the Authority are reflected in a scorecard on AMELIO. This scorecard, and metrics tracked therein,
help employees identify areas of concern and develop strategies to enhance performance. Tracking and
monitoring efforts related to the recommendations of this Transit Development Plan are provided in
Chapter 9: Implementation Plan.
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Transit Development Plan Major Update | System Framework: Long-Term System Concept
7 SYSTEM FRAMEWORK:
LONG-TERM SYSTEM CONCEPT
This chapter documents the process to develop alternatives for the JTA transit system,
proposes recommendations for the TDP’s 10-year horizon, and suggests longer-term
concepts for further exploration and consideration. Taken together, these
recommendations address opportunities to strengthen the agency’s existing fixed route
services, develop new modes of service including regional rail and automated vehicles,
and integrate the agency’s many offerings for the benefit of JTA’s customers.
Full recommendation details for fixed-route and demand response services are provided in Appendix J:
Recommendation Route Profiles. Specific route and demand-response zone recommendations are
further evaluated, prioritized, and phased into service in Chapter 8: 10-Year Transit Plan and the
Phasing Plan of Chapter 9: Implementation Plan.
7.1 Recommendation Development Process

Recommendations to improve JTA’s fixed-route network were developed through a process of detailed
route performance evaluation, peer review, fieldwork, outreach to the public and stakeholder
engagement, and workshops with JTA employees. This holistic review identified performance highlights
and shortcomings among existing routes, opportunities to implement new transit services, and long-term
concepts for the future of the system. Methods used to develop recommendations are summarized below.
7.1.1 Route Performance Evaluation

The Comprehensive Operational Analysis associated with this TDP (Appendix E: Comprehensive
Operational Analysis) evaluated routes against JTA’s performance standards, helping to identify
opportunities to modify routes to increase their performance. For each fixed route and other JTA services,
the project team reviewed the route’s performance against JTA standards for metrics such as passengers
per revenue hour and farebox recovery rate. Runtimes by timepoint and boarding and alighting patterns
by time of day and location were also examined. Route-level summaries of this data and the strengths
and weaknesses of each route are documented in Appendix F: Route Profiles.
7.1.2 Peer Comparison and Trend Analysis

A peer comparison and trend analysis (Chapter 3: Existing Transit and Service Evaluation) compared
the service performance of JTA over time and among peer agencies. JTA performs above the peer
average in key performance measures such as passengers per revenue mile and passengers per
revenue mile with operating expenses consistent with its peer agencies. Notably, the agency has a high
number of revenue miles for each vehicle and a lower rate of passenger trips per capita, reflecting the
Jacksonville metropolitan area’s relatively low density and long travel distances. Over the last three years,
productivity of Jacksonville service has declined with a nationwide decrease in transit ridership. However,
JTA has seen a smaller percent decrease in systemwide ridership than all but one of its peers. This peer
comparison and trend analysis highlighted the need to attract new customers to JTA services or remain
an attractive transportation service for existing customers.
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7.1.3 Public and Stakeholder Engagement

Project team staff conducted multiple phases of outreach with the public: two initial phases to assist with
defining the goals of transit service improvements and a final phase to review draft recommendations.
This outreach effort utilized a variety of means to engage with the public, from pop-up events at major
transit stations to online surveys to dialog with advisory boards such as the Jacksonville Transportation
Advisory Committee (JTAC). Comments from these sources led to the development of service concepts
and the refinement of draft recommendations.
The Phase 3 survey asked respondents to rank their support for each recommendation on a Likert scale
from 1 (Not Supportive At All) to 5 (Very Supportive). Table 55 shows the average support score for each
recommendation. Most recommendations received positive support, with 57 percent receiving an average
score of 3.5 or above and 94 percent receiving an average score of 3 or above.
Table 55: Average Support Score for Each Recommendation (Phase 3 Survey)
Service Class Route Average Score Sample

First Coast Flyer Blue Line 3.80 5
Route 1 - FSCJ North to Downtown 3.43 14
Route 3 - Dunn Avenue to Downtown 3.57 14
Frequent Routes Route 5 - No Proposed Changes 1.00 1
Route 8 - UNF to Downtown 3.20 15
Route 50 - St. Augustine Road to University Club Estates 3.60 15
Route 4 - Soutel Transit Hub, Edward Waters College, 3.46 13
Downtown
Route 10 - Regency Square Mall to South Beach Parkway 3.27 15
Route 11 - Downtown to Gateway Plaza via Phoenix Avenue 3.55 11
Route 12 - Downtown to Soutel Transit Hub 3.63 8
Route 14 - Downtown to Roosevelt Square 3.69 13
Route 15 - Downtown, Herlong Road, Cecil Airport, Amazon 3.50 12
Mainline Routes Fulfillment Center
Route 16 - 103rd Street, Roosevelt Square, Downtown 3.40 15
Route 17 - Downtown to Marbon Park & Ride 3.75 12
Route 18 - Eliminated --- 0
Route 19 - Downtown to Regency Square Mall 3.25 12
Route 51 - FSCJ Kent to Gateway Mall 3.67 9
Route 53 - 103rd Street, Cecil Airport, Downtown 3.46 13
Route 21 - Downtown to Gateway Plaza 3.44 9
Route 23 - Arlington/Merrill Road, Southside/Avenue Mall 3.83 12
Connector Routes Route 24 - Jacksonville Beach to Mayport Village 3.73 11
Route 26 - Oakleaf to Avenues 3.89 9
Route 27 - Avenues to Downtown 3.50 10
Route 28 - Mandarin to FSCJ South 3.36 11
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Route 30 - Eliminated (Cecil Field to Ricker Road) 3.00 12
Route 31 - Downtown to Edward Waters College via Talleyrand 3.58 12
Connector Routes Avenue
(continued)
Route 32 - Downtown to Paxon School 3.67 12
Route 33 - Art Museum Drive to Parental Home Road 3.23 13
Route 80 (NAS Shuttle) 3.57 7
Route 82 (Amazon Shuttle) 3.40 5
Limited Connector
Route 84 (Philips) 3.80 5
Routes
Route 85 (Highlands) 3.67 6
Route 86 (Northside) 2.29 7
Route 200 - Downtown to Julington Creek 3.29 7
Route 201 - Black Creek Park & Ride to Downtown 1.00 1
Route 202 - Mayport Naval Station, Regency Square Mall, 3.17 6
Express Routes
Downtown
Route 205 - Downtown to South Beach 3.00 9
Route 206 (new) - Downtown to Jacksonville Int'l Airport 3.20 5
Clay Community Blue - Pier Station, Green Cove Springs, Orange Park, NAS 3.80 5
Transportation Jacksonville
(CCT) Routes Red - St. Vincent's Medical Center (Clay County), 103rd Street 3.80 5
Argyle Forest 4.00 7
Eastside - South 3.86 7
Fleming Island 3.86 7
Golden Glades - The Woods 3.57 7
ReadiRide Jacksonville Heights 3.57 7
Middleburg 3.86 7
Sandalwood 3.86 7
Sherwood Forest 3.71 7
Southside 3.43 7
Some of the recommendations modified as a result of public feedback include:
 Increasing the span of service on the realigned Route 28 to match the span of service for the Route 8
segments it replaces;
 Introducing a local service underlying First Coast Flyer Red; and
 Adding adjacent ReadiRide zones to reduce walk distances to transit along Beach Boulevard.
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Figure 78: Outreach on Route Recommendations

at Gateway Transit Hub, June 2019
7.1.4 Workshops with JTA Employees

The project team held a workshop for JTA employees on March 28 and March 29, 2019, to review initial
recommendations for service and develop additional service concepts. This exchange of ideas proceeded
throughout the project, with additional JTA employees and customer service staff providing feedback on
the strengths and weaknesses of existing routes to identify opportunities to improve service. A follow-up
workshop was conducted with JTA staff on May 1, 2019, to review draft final recommendations before the
final phase of public outreach.
7.2 Principles for Recommendations

To guide the development of recommendations, the project team solicited input from the public and JTA
staff on priorities for transit improvements. Based on this input and best practices in transit service
planning, the project team developed its recommendations for fixed-route services based on the following
principles.
 Integrate transportation modes: Recommendations should take advantage of frequent service to

be provided by the Ultimate Urban Circulator (U2C) system within and around Downtown Jacksonville.
After expansion of the U2C system, it will be appropriate to truncate certain crosstown routes at the
U2C stations rather than continuing service through downtown and to Jacksonville Regional
Transportation Center (JRTC). Routes should also provide options for customers to transfer to the
First Coast Flyer network, ReadiRide services, and forthcoming commuter rail services for even faster
service to major destinations.
 Use innovative methods to serve customers: Neighborhoods may be served more efficiently and
effectively by demand-response services like ReadiRide and Beachside Buggies than fixed-route
buses. Customers should be provided opportunities to use new mobility modes such as demand-
response service or automated vehicles to meet their first- and last-mile needs.
 Match levels of service to demand: In areas with higher ridership potential, short-turns (trips on a
route that do not travel the route’s full extent) with more frequent service should be layered onto
existing routes. Feedback from Phase 1 of public outreach indicated a desire to increase frequency
on existing routes rather than expand coverage, though customers were also wary of removing
service from corridors that already enjoyed transit service.
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 Simplify services: Routes should be readily understood by customers. This can be achieved by
maintaining the directness of routes and limiting the use of branching patterns, where alternating trips
of a route use different alignments to serve low-demand areas with less frequent service. Routes
should also be simplified by minimizing deviations, which also has the benefit of improving a route’s
runtime. Where service on a corridor must address several travel markets, such as commuters at
peak hour and students or shoppers traveling at midday, overlapping local and express services may
be warranted.
 Improve connections to jobs: Job centers outside of Downtown Jacksonville should be served by
both radial and crosstown routes to maximize access to jobs. Industrial areas may require trips timed
to meet common shift start times or flexible on-demand service. Additional Express Select routes can
address markets for transit service from Duval’s neighboring counties into job centers in downtown
Jacksonville.
 Provide stronger crosstown connections: To provide greater accessibility to jobs and destinations
in the Jacksonville region, crosstown routes should make connections to First Coast Flyer routes
where possible. In Jacksonville’s urban core, new east-west service along 8th Street and 21st Street
should provide additional opportunities for dense neighborhoods to connect to First Coast Flyer
Green and major job centers like UF Health Jacksonville.
 Add new all-day service when appropriate: Additional midday and evening service can reach
customers whose workdays start or end outside of traditional hours while providing greater access to
transit-dependent customers who make trips during the day. Existing underlying service should have
spans matching that of First Coast Flyer service to ensure the local underlying service remains
available whenever First Coast Flyer service is operating. Express and Limited Connector routes with
only peak service should be further evaluated for all-day service where no local service exists.
7.3 10-Year TDP Alternatives

Fixed-route and demand-response recommendations were developed through a series of service
planning sessions and workshops which utilized the qualitative and quantitative inputs developed through
earlier project task work and other recent planning and development efforts. These unconstrained
recommendations, which were vetted through additional public outreach and stakeholder input, will be
phased into service over a 10-year period based upon expected ridership and performance impacts and
subject to JTA budget constraints. The maps that follow summarize the alignments and levels of service
provided by these recommendations at the systemwide level. These tables and maps represent service if
all recommendations were implemented within the plan’s 10-year implementation horizon.
Figure 79 through Figure 84 illustrate alignments of routes by service type. Given the frequency
improvements proposed, several routes have changed categories (e.g., from “Mainline” to “Frequent”).
Figure 85 highlights locations of existing and proposed ReadiRide services. Figure 86 depicts headways
by route and branch, illustrating where more frequent service can be found. Characteristics of each fixed-
route service are presented in Table 56, with headways and spans of service shown in Table 57 and
Table 58, respectively. Additional detail and justifications for route proposals may be found in Appendix
J: Recommendation Route Profiles.
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Figure 79: Frequent Routes
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Figure 80: Mainline Routes
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Figure 81: Connector Routes
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Figure 82: Limited Connector Routes
179
Figure 83: Express and Express Select Routes
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Figure 84: Clay Community Transportation Routes
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Figure 85: ReadiRide Zones
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Figure 86: Peak-Hour Headways by Route and Branch, Proposed Services
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Table 56: Route Characteristics
Service Class Route Route Name Destinations

Green Green Line Downtown, Armsdale Park & Ride
Blue Blue Line Downtown, Avenues Mall, Convention Center
First Coast Flyer
Red Red Line Downtown, A - Regency Square, B - Jax Beach
Orange Orange Line Downtown, Orange Park Mall
1 North Main Downtown, FSCJ North, Airport
3 Moncrief Downtown, Dunn Avenue
4 Kings Downtown, Soutel Transit Hub, Edward Waters College
5 Park/Blanding Downtown, A - Orange Park Mall, B - 103rd Street
Downtown, Herlong Road, Cecil Airport, Amazon
Frequent Routes
15 Post/Normandy Fulfillment Center
16 Riverside/Wilson Downtown, 103rd Street, Roosevelt Square
17 St. Augustine Downtown, Marbon Park & Ride
50 University St. Augustine Road, University Club Estates
51 Edgewood FSCJ Kent, Amtrak, Gateway Mall
8 Beach/Town Center Downtown, St. Johns Square
Downtown, Regency Square Mall, Atlantic Boulevard,
10 Atlantic South Beach Parkway
11 A Philip Randolph Downtown, Gateway Plaza via Phoenix Avenue
12 Myrtle/Lem Turner Downtown, Soutel Transit Hub
Mainline Routes
13 Commonwealth/Lane Downtown, 103rd Walmart
14 Edison Downtown, FSCJ Kent, Roosevelt Square
19 Arlington Downtown, Regency Square Mall, Woodland Acres
28 Sunbeam/Southside Mandarin, St. John's Town Center, UNF, FSCJ South
53 Commonwealth/Cassat Downtown, 103rd Street, Cecil Airport
20 Park/Blanding Downtown, Orange Park Mall
21 Boulevard/Gateway Downtown, Gateway Plaza
22 Avenue B Downtown, Soutel Transit Hub
23 Townsend/Southside Arlington/Merrill Road, Southside/Avenue Mall
24 Mayport Jacksonville Beach, Mayport Village
25 San Jose Southpoint, St. John's Square
Connector Routes 26 Oakleaf/Buckman Oakleaf, Avenues
27 Philips/Avenues Downtown, Avenues Mall
29 Beach Downtown, South Beach
31 Talleyrand Downtown, Edward Waters College via Talleyrand Ave.
32 McDuff Downtown, Paxon School
33 Spring Park/Philips Downtown, Southpoint
54 Philips/Gran Bay Avenues Mall, Flagler Center, Durbin Park
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Service Class Route Route Name Destinations

80 NAS Shuttle 103rd Street, NAS Jacksonville
Limited Connector 81 Dinsmore Shuttle Dunn Avenue, Old Kings Road

Routes 82 Amazon Shuttle Amazon, Armsdale, River City Marketplace
85 Highlands/Busch Dr Zoo, FSCJ North
200 Mandarin Express Downtown, Julington Creek
202 Mayport Express Downtown, Mayport Naval Station, Regency Square
Express Routes
Mall
206 Airport Express Downtown, Jacksonville International Airport
Nassau Express Select Downtown, Armsdale Road, Yulee
St. John's Express Downtown, St. John's County Government Complex,
Express Select Select Durbin Park
Routes
Baker Express Select Downtown, Macclenny, Baldwin, FSCJ Kent
Clay Express Select Downtown, Black Creek Park & Ride, Orange Park
Clay Community CCT Red St. Vincent's Medical Center (Clay County), 103rd Street
Transportation CCT Blue Pier Station, Green Cove Springs, Orange Park, NAS
(CCT) Routes Jacksonville
Southeast Zone Avenues, Flagler Center
Beaches Zone Jacksonville Beach Area
Highlands Zone Jacksonville Airport Vicinity, Zoo
Northside Zone Gateway Transit Hub, FSCJ Downtown
Ortega Zone Ortega
Northwest Zone Sherwood Forest, Westside Industrial Park
Eastside - South Zone Mayo Clinic
Argyle Forest Zone Argyle Forest, Chimney Lakes
Sandalwood Zone Sandalwood
Golden Glades - The Golden Glades – The Woods
ReadiRide Woods Zone
Jacksonville Heights 103rd Street, Jacksonville Heights
Zone
Arlington Zone Arlington
Mandarin Zone Mandarin
Southside Zone Beach Boulevard, Brooks Rehabilitation Hospital, St.
Johns Plaza
Middleburg Zone Middleburg, St. Vincent’s Medical Center Clay County
Fleming Island Zone Fleming Island
Oakleaf Plantation Zone Oakleaf Plantation, St. Vincent’s Medical Center Clay
County
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Table 57: Headways for JTA Services as Proposed
Weekday Weekday Saturday Sunday

Service Class Route Peak Off-Peak Core Core
Green 10 / 15 15 / 30 30 30
Blue 10 / 15 15 / 30 30 30
First Coast Flyer
Red 10 / 15 15 30 30
Orange 10 / 15 15 / 30 30 30
1 15 / 30 15 / 30 30 / 60 30 / 60
3 15 / 30 15 / 30 30 30
4 15 / 30 30 / 60 60 60
5 15 / 30 15 / 30 30 / 60 30 / 60
15 / Select 15 / Select 30 30
Frequent Routes 15
Trips Trips
16 15 / 30 15 / 30 30 / 60 30 / 60
17 15 / 30 15 / 30 30 / 60 30 / 60
50 15 15 30 30
51 15 / 30 15 / 30 30 / 60 30 / 60
8 30 30 30 30
10 30 30 60 60
11 30 30 60 60
12 30 30 60 60
Mainline Routes 13 30 30 60 60
14 30 30 60 60
19 30 30 45 45
28 30 30 60 60
53 30 / 60 30 / 60 60 60
21 60 60 60 60
22 60 60 60 60
23 60 60 60 60
24 60 60 60 60
25 60 60 60 60
26 60 60 60 60
Connector
Routes 27 60 60 60 60
29 60 60 60 60
31 60 60 60
32 60 60 60
33 60 60 60
45 / Select 60 60
54
Trips
186

Service Class Route Peak Off-Peak Core Core
80 60 60
Limited 81 4 trips 8 trips 7 trips 2 trips

Connector 10 60 Peak: 10 Peak: 10
Routes 82
Off-Peak: 60 Off-Peak: 60
85 45 45 45
200 60 60
Express Routes 202 60 60 60
206 30 30 60 60
Nassau Express Select 5 trips
St. John's Express 5 trips
Express Select Select
Routes
Baker Express Select 5 trips
Clay Express Select 5 trips
CCT Red 60 60
Clay Community
Transportation CCT Blue 60 60
(CCT) Routes CCT Magenta 4 trips 2 trips
Southeast Zone By reservation By reservation By reservation
Beaches Zone By reservation By reservation By reservation
Highlands Zone By reservation By reservation By reservation
Northside Zone By reservation By reservation By reservation
Ortega Zone By reservation By reservation By reservation
Northwest Zone By reservation By reservation By reservation
Eastside - South Zone By reservation By reservation By reservation
Argyle Forest Zone By reservation By reservation By reservation
Sandalwood Zone By reservation By reservation By reservation
ReadiRide Golden Glades - The By reservation By reservation By reservation
Woods Zone
Jacksonville Heights By reservation By reservation By reservation
Zone
Arlington Zone By reservation By reservation By reservation
Mandarin Zone By reservation By reservation By reservation
Southside Zone By reservation By reservation By reservation
Middleburg Zone By reservation By reservation By reservation
Fleming Island Zone By reservation By reservation By reservation
Oakleaf Plantation Zone By reservation By reservation By reservation
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Table 58: Approximate Spans of Service for JTA Services as Proposed
Service Class Route Weekday Saturday Sunday

Green 4:10 a.m. - 1:00 a.m. 5:10 a.m. – 1:00 a.m. 5:10 a.m. – 11:00 p.m.
First Coast Blue 4:10 a.m. - 1:00 a.m. 5:10 a.m. – 1:00 a.m. 5:10 a.m. – 11:00 p.m.
Flyer Green 4:10 a.m. - 1:00 a.m. 5:10 a.m. – 1:00 a.m. 5:10 a.m. – 11:00 p.m.
Orange 4:10 a.m. - 1:00 a.m. 5:10 a.m. – 1:00 a.m. 5:10 a.m. – 11:00 p.m.
1 4:15 a.m. - 12:45 a.m. 4:30 a.m. - 1:00 a.m. 5:00 a.m. - 10:45 p.m.
3 4:30 a.m. - 12:30 a.m. 5:45 a.m. - 12:45 a.m. 4:45 a.m. - 10:30 p.m.
4 4:15 a.m. - 12:30 a.m. 5:15 a.m. - 12:45 a.m. 5:00 a.m. - 9:45 p.m.
5 4:00 a.m. - 1:00 a.m. 5:00 a.m. - 12:30 a.m. 4:45 a.m. - 10:45 p.m.
Frequent
15 4:15 a.m. - 1:00 a.m. 4:30 a.m. - 1:15 a.m. 5:00 a.m. - 10:00 p.m.
Routes
16 4:45 a.m. - 11:00 p.m. 5:45 a.m. - 11:45 p.m. 6:30 a.m. - 10:15 p.m.
17 4:45 a.m. - 12:00 a.m. 5:45 a.m. - 11:45 p.m. 5:00 a.m. - 9:45 p.m.
50 4:15 a.m. - 12:15 a.m. 6:15 a.m. - 12:00 a.m. 5:15 a.m. - 9:45 p.m.
51 4:45 a.m. - 11:00 p.m. 6:00 a.m. - 11:45 p.m. 5:45 a.m. - 10:30 p.m.
8 4:15 a.m. - 1:00 a.m. 5:00 a.m. - 12:45 a.m. 4:45 a.m. - 11:15 p.m.
10 4:00 a.m. - 12:00 a.m. 4:15 a.m. - 1:30 a.m. 5:45 a.m. - 11:15 p.m.
11 5:15 a.m. - 11:30 p.m. 5:45 a.m. - 11:30 p.m. 6:30 a.m. - 10:30 p.m.
12 4:30 a.m. - 12:45 a.m. 5:00 a.m. - 12:45 a.m. 6:15 a.m. - 10:30 p.m.
Mainline Routes 13 4:15 a.m. - 1:00 a.m. 5:00 a.m. - 1:00 a.m. 6:00 a.m. - 11:00 p.m.
14 5:00 a.m. - 11:30 p.m. 5:30 a.m. - 12:15 a.m. 6:15 a.m. - 10:30 p.m.
19 4:15 a.m. - 1:00 a.m. 5:15 a.m. - 1:00 a.m. 5:30 a.m. - 11:00 p.m.
28 4:15 a.m. - 1:00 a.m. 5:00 a.m. - 12:45 a.m. 4:45 a.m. - 11:15 p.m.
53 4:30 a.m. - 12:00 a.m. 6:00 a.m. - 12:00 a.m. 4:45 a.m. - 10:00 p.m.
21 5:45 a.m. - 9:30 p.m. 6:00 a.m. - 9:30 p.m. 6:30 a.m. - 7:15 p.m.
22 4:45 a.m. - 11:45 p.m. 5:45 a.m. - 12:00 a.m. 6:00 a.m. - 11:00 p.m.
23 4:30 a.m. - 11:30 p.m. 5:30 a.m. - 11:30 p.m. 5:30 a.m. - 9:15 p.m.
24 6:15 a.m. - 9:00 p.m. 6:30 a.m. - 8:30 p.m. 7:15 a.m. - 6:00 p.m.
25 5:15 a.m. - 10:45 p.m. 5:30 a.m. - 11:00 p.m. 6:00 a.m. - 10:45 p.m.
26 5:30 a.m. - 9:15 p.m. 6:30 a.m. - 9:15 p.m. 7:30 a.m. - 8:15 p.m.
Connector
27 5:45 a.m. - 10:15 p.m. 7:30 a.m. - 10:15 p.m. 7:30 a.m. - 8:15 p.m.
Routes
29 4:15 a.m. - 1:00 a.m. 5:15 a.m. - 1:00 a.m. 5:15 a.m. - 11:00 p.m.
6:30 a.m. - 9:15 a.m.; 6:30 a.m. - 9:30 a.m.;
31
2:30 p.m. - 6:15 p.m. 2:30 p.m. - 6:30 p.m.
32 6:15 a.m. - 8:15 p.m. 6:15 a.m. - 8:15 p.m.
33 5:45 a.m. - 7:45 p.m. 6:45 a.m. - 6:30 p.m.
54 6:00 a.m. - 6:00 p.m. 6:00 a.m. - 6:00 p.m.
80 6:00 a.m. - 9:00 a.m.;

3:00 p.m. - 6:00 p.m.
Limited 5:00 a.m. - 7:30 p.m. 5:45 a.m. - 6:45 p.m. 5:45 a.m. - 6:00 a.m.;
81
Connector 6:15 p.m. - 6:30 p.m.
Routes 4:30 a.m. - 7:30 a.m.; 4:30 a.m. - 7:30 a.m.; 4:30 a.m. - 7:30 a.m.;
82 11:00 a.m. - 1:00 p.m.; 11:00 a.m. - 1:00 p.m.; 11:00 a.m. - 1:00 p.m.;
5:30 p.m. - 6:30 p.m. 5:30 p.m. - 6:30 p.m. 5:30 p.m. - 6:30 p.m.
188

6:30 a.m. - 10:45 a.m.; 6:30 a.m. - 10:45 a.m.;
85
1:30 p.m. - 6:30 p.m. 1:30 p.m. - 6:30 p.m.
200 6:00 a.m. - 7:00 p.m.
202 4:45 a.m. - 6:00 p.m. 6:30 a.m. - 5:15 p.m.
Express Routes
206 6:00 am - 9:30 am;
3:00 pm - 7:30 pm
Nassau Express 6:10 a.m. - 8:15 a.m.;
Select 4:20 p.m. - 7:20 p.m.
St. John's 6:10 a.m. - 8:15 a.m.;
Express Select Express Select 4:20 p.m. - 7:20 p.m.
Routes Baker Express 6:10 a.m. - 8:15 a.m.;
Select 4:20 p.m. - 7:20 p.m.
Clay Express 6:10 a.m. - 8:15 a.m.;
Select 4:20 p.m. - 7:20 p.m.
Clay CCT Red 5:45 a.m. - 7:00 p.m.
Community CCT Blue 5:45 a.m. - 7:00 p.m.
Transportation
CCT Magenta 6:15 a.m. - 7:15 p.m.
(CCT) Routes
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Southeast Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Beaches Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Highlands Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Northside Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Ortega Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Northwest Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Eastside - 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
South Zone
Argyle Forest 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Zone
Sandalwood 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Zone
ReadiRide Golden Glades - 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
The Woods
Zone
Jacksonville 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Heights Zone
Arlington Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Mandarin Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Southside Zone 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Middleburg 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Zone
Fleming Island 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Zone
Oakleaf 6:00 a.m. - 7:00 p.m. 6:00 a.m. - 7:00 p.m.
Plantation Zone
7.4 Long-Term System Concepts

This TDP includes many recommendations to improve the performance of JTA’s fixed-route bus service,
which forms the core of the transit network. In the next 10 years, additional transportation improvements
in the region and continued evolution of transportation technology will further change the landscape of
transportation in greater Jacksonville. This TDP envisions a range of long-term concepts for the evolution
of the JTA transit system, from expansion of the First Coast Flyer system to a new JTA vanpool program.
Many of these concepts will require further study to develop and implement, and others may not be
implementable within the 10-year horizon of this TDP.
In the next 10 years, JTA seeks to evolve from a transit, ferry, and road agency to a transportation
mobility integrator. In this role, JTA will provide customers with seamless trips across a variety of modes,
be it a U2C automated vehicle, BRT, local bus, ferry, rail, demand-response service, or another mode. If
implemented, these concepts and related recommendations enable JTA to become a more effective
provider of transit and further integrate the growing range of services it provides. The analysis below
reviews existing JTA service concepts and forthcoming investments and proposes strategies to advance
these long-term system concepts over the next decade.
7.4.1 Expand First Coast Flyer

First Coast Flyer services not only provide fast and frequent service along major corridors but also
generate systemwide benefits. Services connecting to First Coast Flyer routes can provide customers
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with a faster trip to major destinations than infrequent routes with one-seat rides. In a shared mobility
future, customers may use First Coast Flyer and fixed route transit for the majority of a trip while making
first- or last-mile connections on U2C, ReadiRide, with ride hailing services, by bike, on foot, or via some
other modal choice.
Additional corridors in the Jacksonville region may warrant higher speed, high frequency bus service; an
additional study has been undertaken to identify these corridors and the capital improvements required to
provide BRT service on them and include these in the 2045 LRTP. In the interim, JTA can continue to
increase frequencies on its existing First Coast Flyer routes per the recommendations of this TDP.
7.4.2 Continue the Transformation of the Skyway into the Ultimate Urban
Circulator and Testing of Autonomous Vehicle Concepts
The Skyway Modernization Program and related U2C investments will provide new connectivity within
downtown Jacksonville and its immediate vicinity on modern, autonomous shuttles. An early phase of
these improvements will create a corridor for autonomous vehicles to travel between the Sports Complex
along Bay Street to the JRTC along a mix of ground-level and elevated transitways.
As study of U2C opportunities continues, JTA should continue to refine its estimates of phasing, operating
and capital costs and ensure these estimates are reflected in future TDP Annual Updates. Following the
extension of U2C service to new stations such as the Entertainment and Sports Complex, JTA should
truncate services such as Route 11 and Route 31 at the U2C alignment to avoid duplicating service on
Bay Street.
Beyond the U2C program, JTA is continuing to seek out opportunities to make use of autonomous
vehicles in other areas of the region. The in-development JTA Agile Plan is identifying candidate sites
where short alignments for autonomous vehicle routes could address mobility needs, such as on the
campuses of University of North Florida or between major destinations at St. Johns Town Center. The
routes are intended to be implemented with minimal infrastructure investment and only two vehicles. As it
analyzes opportunities for autonomous vehicle deployment, JTA should continue to prioritize service
concepts that provide a first and last mile connection between transit services and major destinations.
Possible locations for Agile Routes are shown in Figure 87.
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Figure 87: Agile Plan – Autonomous Shuttle Implementation Candidate Sites
192
7.4.3 Rebuild the Foundation for Transit Service in Clay County

In early 2019, the Florida Department of Transportation (FDOT) reassigned Clay County’s transportation
disadvantaged services from the Clay County Council on Aging (COA) to JTA. Services previously
operated by COA were restructured as the Clay Community Transportation (CCT) Red and Blue routes,
which replace substantial portions of the service previously provided in Clay County. JTA’s role as both
the Community Transportation Coordinator (CTC) for Clay County and a regional transit agency provides
new opportunities to create regional connections for work, medical, and other trips.
JTA should work to connect CCT routes into Duval County, connecting workers in either county to job
centers, such as the Naval Air Station and 103rd Street in Duval County and Orange Park Mall in Clay
County. The CCT Red and Blue routes as proposed in this TDP serve areas of sufficient population and
job density, such that the routes could provide all-day, fixed route service without deviations. Removing
deviated service would improve travel times for CCT routes, which cover a considerable area. Remaining
portions of northeastern Clay County such as Middleburg, Fleming Island and Oak Leaf Plantation would
be better served by demand-response ReadiRide and paratransit service given their land use patterns.
For areas of Clay County such as Keystone Heights, modes such as vanpool, paratransit, or other
demand-response services are potentially suited for the work and medical trips to Gainesville, FL and
northeastern Clay County previously served by CCT Magenta and Teal routes.
7.4.4 Begin a Vanpool Program

Jacksonville is the largest city in the continental United States by area, with a size of almost 875 square
miles. As growth continues in Duval County’s neighboring counties, services that meet the needs of long-
distance commuters traveling from these lower density areas into Jacksonville will become more
necessary. In addition, workers at Jacksonville’s industrial parks and major activity centers may have shift
start and end times outside the span of service for typical transit services.
For workers with unique commuting challenges that are not easily addressed by fixed route transit, a
vanpool program administered by JTA may be the solution. Vanpool programs administered by
transportation agencies help commuters find others who are traveling to the same destination. These
commuters then share a ride in a van driven by a member of the group and split the costs of fuel and
maintenance. To further lower the cost to participants, the vehicle used in the vanpool is leased at a
subsidized rate through a vanpool program or from an employer.
Such a program would also benefit other commuters in the Jacksonville area and JTA itself. A vanpool
program may be a more cost effective alternative than fixed route transit to JTA for small groups of
commuters. These services may also be more readily implemented for commuters whose trips begin far
from Duval County, such as individuals in Keystone Heights (Clay County) traveling to Gainesville
(Alachua County). Other regional commuters would benefit as vanpools remove single-occupancy
vehicles from the road, lessening congestion.
In analysis for this TDP, Jacksonville-area workforce development programs have expressed an interest
in using vanpools to connect participants in workforce development programs with jobs at major regional
employers. Suggested origin and destinations for vanpools based on the home residences of workforce
development program clients and major employers are suggested in Table 59. Once a vanpool program
is established, a ride matching program would help to determine which pairs of origins and destinations
could support a vanpool.
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Table 59: Origin and Destinations for Vanpool Programs (Suggested)
Residential Origin Locations Workplace Destination Locations

(Zip Codes)
Urban Core (32206, 32208, 32209) JAX Airport and Vicinity
Northside (32218) Westside Industrial Park
Westside (32210, 32244) Commonwealth/Lane Industrial Parks
Arlington (32211, 32225, 32246) Cecil Airport and Vicinity
Southside (32216, 32256) Memorial Hospital
Southpoint
St. Johns Town Center
Mayo Clinic
The Avenues
Baptist Medical Center / Flagler Center
JTA should conduct a follow-up study to design a vanpool program to be administered by the agency.
Such a program should partner with area workforce development agencies, major employers, and
commuters at large to match commuters into vanpools and consider leasing vehicles with a subsidy to
vanpool participants.
7.4.5 Leverage the Benefits of Commuter Rail

JTA continues to analyze opportunities for commuter rail to address rising congestion and provide an
efficient and cost-effective addition to its transportation services. A 2009 study by JTA identified three
preferred service corridors for commuter rail into downtown Jacksonville: a North Corridor to Yulee, a
Southwest Corridor to Green Cove Springs, and a Southeast Corridor to St. Augustine. JTA continues to
study the Southeast corridor, which would address travel needs between Jacksonville and St. Augustine
in St. Johns County along the congested I-95 corridor.
While study of the service continues, service plans for commuter rail on this southeast rail corridor are
reflected in systemwide ridership estimates for 2030. Proposed stations at major activity centers along I-
95 such as the Avenues, Baymeadows Road, and at the JRTC already enjoy nearby service by First
Coast Flyer Blue and other JTA routes, but additional effort will be required to connect commuter rail into
the JTA system. As it continues its efforts to launch commuter rail service, JTA should undertake efforts
to develop a feeder bus plan that leverages these new transportation investments.
7.4.6 Expand ReadiRide Services in Coordination with Fixed Route Services

Introduced in December 2018, ReadiRide services provide dial-a-ride demand-response service within
each of several zones. Four of the initial five ReadiRide zones (Beaches, Highlands, Northside, and
Southeast) overlay at least some portion of the flex zones covered by deviated fixed route services that
were converted to fixed routes in December 2018. A fifth zone, Noriega (also named Southwest), began
194
without previous deviated service existing in the area. In April 2019, JTA’s three Coastal Cab (subsidized
taxi fare) zones in Arlington, Mandarin, and Southside were converted to ReadiRide zones.
At the time of the TDP analysis, data was not yet available to evaluate these services. Instead, the TDP
recommends continuing to evaluate ReadiRide services while phasing in expansions of ReadiRide
service to other portions of Clay and Duval counties. In addition, JTA should continue to position
ReadiRide as a means of first- and last-mile connections to transit service. To do so, the agency will need
to develop technology and dispatch systems that ensure rides are consistently available on demand with
a short wait time through a mobile app or phone call, rather than primarily through advance reservation.
Such investments in technology and dispatch would support the agency’s transformation as a mobility
integrator across multiple modes.
7.4.7 Continue to Maintain and Improve the St. Johns River Ferry
JTA assumed ownership of the St. Johns River Ferry in March 2016 as well as the responsibility to
operate, maintain, repair, and improve the service over time. JTA has made several capital improvements
since acquiring the ferry, including visual improvements to the Fort Meyers and Mayport Village landings,
slip wall improvements, the removal and replacement of aging terminal bridges and bulkheads,
installation of a high security fence, and others. JTA also introduced mobile ticketing through the myJTA
app and the ferry has seen steady growth in ridership since the acquisition. The ferry provides an
essential connection between the north and south ends of Florida State Road A1A, a major highway in
Northeast Florida, creating a 0.9-mile voyage across the St. Johns River out of an otherwise 24-mile
detour to Interstate 295 and the Dames Point Bridge. JTA wants to reduce the headway of the service
from 30 minutes to 20 minutes to improve this connection. Doing so would require an additional ferry but
could also improve reliability of the service if unintended maintenance is needed on the only vessel
currently in operation.
7.4.8 Develop Additional First- and Last-Mile Services

JTA provides several different existing transit options as first- and last-mile solutions, including the
Skyway system in the Downtown area, several specialty shuttle options, and the recently implemented
ReadiRide on-demand service. Shortly, the U2C service will also be implemented, providing a driverless
first-/last-mile transit option also in the Downtown area. However, there are a number of other solutions
that JTA should explore in an effort to provide and market transit services for the first-/last-mile of existing
and potential passengers’ transit trips. Some of the following concepts are services that can be
considered for implementation in the Jacksonville region, some are capital investments aimed towards
increasing access to transportation, while others are marketing or policy strategies that will help to
increase the attractiveness of transit as a modal alternative.
7.4.8.1 Organization Solutions

Transportation Management Association
A Transportation Management Association (TMA) is a public-private partnership that strives to support
and promote transit and transportation solutions. Many of the larger metropolitan areas throughout the
country support multiple regionally located TMAs in an effort to combat transportation congestion and to
increase transit usage, while informing the public about readily available options for both. Often, TMAs
offer first-/last-mile transit solutions, such as private shuttles or community bus routes, that provide
connections to other transit services or connections to other local transit generators. Additionally, TMAs
offer tailored transit solutions for their partners, including offering informative transportation expos,
vanpool and carpool service administration, and marketing and education options.
195
JTA should explore the possibility of developing several TMAs throughout its entire service area in an
effort to improve the communication of transportation options and to further develop first-/last-mile transit
solutions.
7.4.8.2 Service Solutions

Private Shuttles
Private shuttles, typically operated by one company or a group of organizations located in proximity to
one another, are cost-effective solutions that extend transit service coverage without impacting JTA’s
operating budget. These shuttles can be established either through the interest of the partnering
organizations or through the administration of a third party (often a TMA or a for-profit service provider),
with the costs split between each of the partnering organizations. The private shuttle routes will match the
explicit need of each partner organization and should be established to provide point-to-point service
between existing transit options and each company’s front door.
JTA could consider marketing private shuttles to the larger companies that exist in the region and should
consider incentivizing the concept.
Community Bus Routes

Community bus routes are fixed-route services that operate during non-peak service periods (often during
the midday period, between 9:00 AM and 4:00 PM) and provide connections between residential
communities and commercial properties which typically wouldn’t be provided by an agency of the size of
JTA. These services, often operated by a regional TMA or a local municipality, are far more circuitous in
nature as their design and intent is to meet the specific needs of the communities within which they
operate.
Door-to-Bus Shared-Ride Services

A door-to-bus shared-ride service is an app-based transit solution that picks up a passenger from their
origin point and takes them to a fixed-route transit service (i.e., a bus or rail service). Trips are scheduled
through the app, and passengers are grouped by proximity to each other and their desired transit stop
destination. JTA would need to develop this technology internally or work with a third-party provider to
develop the app and the service parameters.
Transportation Network Companies

Transportation Network Companies (TNCs) include app-based, on-demand ride-hailing platforms such as
Uber and Lyft. At their core, TNCs facilitate the matching of individuals in search of transportation with
drivers willing to provide the service for a fee. TNCs are already broadly used in Jacksonville, with
hundreds of trips taken and provided by private citizens daily. However, other communities have shown
that TNCs can support the goals of public transit agencies as well.
Partnerships between TNCs and transit agencies are an area of emerging practice whereby a subsidy is
paid to lower the cost to end users. Based on a recent Transit Cooperative Research Program (TCRP)
study, transit agencies are partnering with TNCs for a variety of reasons, including the following:
 Providing a first/last mile connection to other transit services;

 Improving the customer experience;
 Supplementing an existing service;
 Providing same-day mobility options for paratransit customers;
 Reducing the cost of providing paratransit;
 Providing service at a new time;
 Providing service to transit deserts or to transit-dependent riders;
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 Providing connections to activity centers such as health and human services, education/training
facilities, employment centers, and more;
 Improving healthcare outcomes; and
 Demonstrating innovation.
TNC partnerships can be structured in a variety of ways, and since public money is being used, the
subsidy’s use is usually restricted to a handful of promising use cases. Generally, applicable use cases
are those where fixed-route service is not available (e.g., late-night service), and can be classified in the
following ways:
 Geofenced fixed subsidy: An agency provides a fixed subsidy for TNC trips within a defined zone or
area only. As the subsidy is fixed, the total price to the passenger may vary by trip;
 Geofenced fixed price: An agency provides a subsidy to ensure a fixed price for TNC trips within a
defined zone or area. As the trip price is fixed, the subsidy paid by the agency may vary by trip;
 Fixed price to specific hubs: An agency provides a subsidy to ensure a fixed price for TNC trips
connecting to transit centers or other key activity centers; and
 Time-bounded subsidy: An agency provides a subsidy for TNC trips during specific time periods
only (e.g., late-night or off-peak), when fixed-route service is limited or not available (Figure 88).
Figure 88: Example of Time-Bound TNC Subsidy Program (Detroit, MI)
TNCs can also be used to supplement paratransit service. Eligible paratransit users can be given the
option of using a TNC for a medical appointment or other approved trip purposes, rather than scheduling
a ride on a paratransit vehicle. For JTA, subsidized TNC service could offer the following benefits:
 Expand service coverage to relatively low-density residential neighborhoods;

 Provide late-night service for job access;
 Replace poorly performing fixed-route service; and
 Reduce paratransit costs.
7.4.8.3 Microtransit
Microtransit is a form of on-demand transit service that mimics the interface of TNC service, but operates
with a fixed fleet of transit vehicles. These transit vehicles are typically vans or cut-away-style buses and
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can be operated by a transit agency or a third-party vendor (Figure 89). Microtransit service has a variety
of applications including the following:
 Service in a dense urban area where larger transit coaches cannot easily maneuver;
 Service in a suburban area lacking the density or pedestrian environment to support fixed-route
service;
 Service in a university environment during time periods when demand is relatively low and diffused
(i.e., weekend, evening, and/or late-night service);
 Service in a rural area where TNCs do not operate; and
 Paratransit service with updated technology.
Figure 89: Example of Microtransit Service (Sacramento, CA)
Microtransit services can be generally grouped into either turnkey service or a technology platform:
 Turnkey service: An all-in contract to provide a given level of service based on parameters dictated
by the agency. In this model, the vendor would provide the vehicles, drivers, and operations, in
addition to the microtransit booking and dispatching platform.
 Technology platform: Model in which an agency pays for a software license from a company that
improves vehicle dispatch on the back end and provides for ride requests via a smartphone app. The
agency would retain control and responsibility for operations, include providing vehicles and drivers.
To be most effective, microtransit service requires more than one vehicle operating in a defined zone
simultaneously. With at least two vehicles, the technology platforms used for microtransit service can
determine which vehicle to assign to each trip request, with the aim of optimizing routing and minimizing
wait times both for passengers waiting for a ride and those already onboard the vehicles. Some
microtransit services operate “corner-to-corner” rather than “curb-to-curb.” This approach requires
passengers to walk out to the end of their block to meet a transit vehicle rather than having the vehicles
spend time serving each individual address.
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7.4.8.4 Capital/Policy Solutions

Sustainable Amenities
A developer-oriented carrot like a zoning incentive can encourage property developers to install items that
encourage the exploration of transportation alternatives, such as:
 Secure bike parking and storage facilities;

 Transit displays and information kiosks;
 Showers for business and industrial use;
 Tourist- and event-specific signage; and
 Electric vehicle charging stations.
Bicycles, Scooters, Pedestrians, and Others

The City of Jacksonville can develop policies that encourage the exploration of alternative modes of
transportation while increasing the visibility of transit as an option. As people become more comfortable
with one form of alternative transportation, other forms become easier to explore.
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Transit Development Plan Major Update | 10-Year Transit Plan
8 10-YEAR TRANSIT PLAN
8.1 Introduction
Evaluation and forecasting for Jacksonville’s transit system was performed for all
proposed changes to JTA’s transit services within the 10-year horizon of this plan. This
chapter addresses the estimation of ridership, service hours and miles, and other
productivity metrics for the current and proposed JTA system.
8.2 Scenarios Overview

Recommendations were evaluated by comparing the 2030 future year scenario, which included all of the
TDP recommendations, against a 2018 base year scenario with the existing JTA transit services. These
scenarios were modeled using the Transit Boardings Estimation and Simulation Tool (TBEST) software,
which produces estimates for ridership, revenue hours and miles, costs, and other service and service
area metrics using a land use model. The Northeast Regional Planning Model (NERPM) employment
estimates for 2018 and 2030 were used to configure the model for the 2018 base year and 2029
recommended system, respectively. Thus, ridership estimates are reported for 2030 instead of the 2029
TDP horizon year. The characteristics of the base year and future year scenarios are described below.
TBEST cannot model ridership for non-fixed-route transit services, such as JTA’s ReadiRide demand-
response service and Connexion paratransit service. Instead, ridership for these modes was forecasted
using separate methodologies described in the following section.
8.2.1 Base Year Scenario

The base year scenario uses 2018 population and employment data to model JTA’s August 2018 fixed-
route transit system. This system includes all fixed routes, from First Coast Flyer Blue and Green to local
bus routes, along with the Skyway and St. John’s Ferry. The TBEST model was constructed using JTA’s
General Transit Feed Specification (GTFS) data and was validated at the route level using observed
ridership data from the August 2018 service period, which began on Monday, August 6, 2018 and ended
Sunday, December 2, 2018.
8.2.2 2030 Future Year Scenario

The 2030 future year scenario is based on 2030 population and employment data and includes all
proposed changes to the fixed-route transit system to be implemented between 2019 and 2029. These
changes include:
 Relocating the termini for many JTA bus services from Rosa Parks Transit Station to the Jacksonville
Regional Transportation Center (JRTC);
 First Coast Flyer Orange service from Downtown Jacksonville to Orange Park Mall;
 New Express Select routes to St. Johns, Baker, and Clay Counties;
 All other recommended changes to fixed-routes implemented by 2029;
 Implementation of the U2C autonomous vehicle system, which will modernize the Jacksonville
Skyway and provide additional ground-level service. All U2C extensions, including those to UF Health,
the Sports Complex, and other proposed destinations, were included in the 2030 future year scenario,
with the exception of a proposed bridge between The District and the Sports Complex; and
 The Southeast Rail corridor, which will provide commuter rail service between Jacksonville and St.
Augustine.
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8.3 Estimating Transit Demands

Three methods of estimating transit demand were used to forecast ridership, revenue hours and miles,
and operating costs for JTA’s transit system. Fixed-route demand was estimated in TBEST, ReadiRide
demand-response demand was estimated using methodology developed by the National Center for
Transit Research (NCTR), and paratransit demand was estimated with a spreadsheet tool developed by
the Center for Urban Transportation Research (CUTR) for jurisdictions in Florida. Future year U2C and
Southeast Rail service are incorporated into TBEST to reflect the integration of bus service with these
modes, but preliminary estimates of costs and ridership for these planned services are cited from
forecasts made by other JTA planning studies.
8.3.1 Fixed-Route Bus Service

Ridership for fixed-route bus service was estimated using TBEST, a land use-based ridership estimation
program developed by the Florida Department of Transportation (FDOT). TBEST allows the user to build
a detailed model of a fixed-route transit network, including route alignments, stops, running times, and
complete schedules including headways and span of service. Ridership is then estimated at the stop level
for weekdays by time period, Saturdays, and Sundays based on the number of jobs, land uses, and the
population characteristics of residents with access to each fixed-route stop. Details on model
development are described in Appendix G: Transit Demand Estimation with TBEST.
TBEST ridership estimates must be calibrated for each route so that the model produces results for the
existing system that are consistent with observed ridership. Once the model is validated against existing
conditions and adjustment factors are in place, future transit demand can be estimated. Estimates for
routes in the future year scenario are adjusted according to the route’s validation factor in the base year.
In the case of new routes implemented in the future, validation factors are applied according to the
average adjustment for routes with the same classification. Application of validation factors to future year
routes may result in inaccurate ridership estimates when future year routes differ significantly in segments
served, available transfers, land uses served, or levels of service. For example, major segment transfers
from Route 8 to Route 28, which has a lower route-level validation factor, may result in ridership
estimates that are biased downward.
Revenue hour and peak vehicle estimates produced by the TBEST model were manually calibrated to
existing conditions. Revenue hours for routes in the August 2018 JTA fixed-route system ranged from 66
percent higher to 31 percent lower than raw TBEST estimates. Similar to how TBEST model ridership
estimates are adjusted to match observed data, base year revenue hour and peak vehicle estimates from
TBEST were calibrated to existing conditions. The difference between existing conditions and TBEST
estimates are largely attributable to the extensive use of interlining in JTA’s system, which reduces the
amount of recovery time needed for routes and the number of peak vehicles to operate service.
Operating costs for fixed-routes were estimated using these adjusted revenue hours. In Chapter 9:
Implementation Plan, annual cost estimates and peak vehicle needs are based on the proposed
changes effective in each year.
8.3.2 ReadiRide
ReadiRide ridership demand was forecasted using NCTR’s methodology for estimating ridership for
demand-response services. The model assumes that demand-response ridership will depend on the size
of transit-oriented populations (such as seniors and people without access to a vehicle), regional variation
in land use and ridership behavior, as well as service characteristics such as fares and the presence of
other transit options. Model parameters were estimated using data from 731 rural demand-response
services across the United States. This equation was used to calculate ridership estimates for each of the
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17 existing and proposed ReadiRide zones in Duval and Clay Counties. Details on the methodology, data
sources, and limitations can be found in Appendix H: ReadiRide Ridership Estimation.
8.3.3 Paratransit
Paratransit ridership demand was forecasted using CUTR’s methodology for estimating paratransit
demand for counties in Florida. The model predicts demand for paratransit services by estimating the size
of transportation-disadvantaged populations and applying an estimated average number of trips per
person to find the total number of potential paratransit trips. These estimates were calibrated to observed
2017 ridership for Duval and Clay Counties and scaled according to county-level population growth
forecasts to predict demand for the years 2019 through 2029. Details on the methodology, data sources,
and limitations can be found in Appendix I: Paratransit Ridership Forecasting.
8.4 Future Network Summary

This section reviews the estimated ridership, costs, and performance of the 2030 future year system by
comparison to the 2018 base year system. Additional forecasts for the St. Johns Ferry, ReadiRide,
paratransit, modernized Skyway and U2C system, and commuter rail are also presented.
8.4.1 System Summary

8.4.1.1 Fixed-route Bus
TBEST estimates average daily ridership for each fixed-route as the sum of direct boardings and transfer
boardings. Table 60 shows the fixed-route bus annual ridership and revenue hours for both scenarios on
weekdays, Saturdays, and Sundays. Between 2018 and 2030, fixed-route bus ridership is forecast to
increase by 44 percent on weekdays, surpassing 12.6 million annual boardings. Annual fixed-route bus
ridership is forecast to reach 1,256,200 on Saturdays and 1,062,200 on Sundays, improving by 33
percent and 62 percent, respectively.
Table 60: Fixed-Route Bus Average Daily Ridership
2018 2030
Metric
Weekday Saturday Sunday Weekday Saturday Sunday
Annual Passenger Trips 8,808,200 946,500 655,900 12,642,100 1,256,200 1,062,200
Annual Revenue Hours 552,670 65,312 57,176 677,083 77,391 67,869
The base year and future year scenarios were compared at the annual level based on ridership,
population and employment capture, revenue miles, revenue hours, average speed, average headway,
and operating cost. Table 61 contains a summary of these metrics for each scenario. Annual ridership for
the proposed 2030 fixed-route bus network was estimated by TBEST at 14,960,500 boardings, over 4.5
million more than the base year. The 2030 system will capture 36 percent of the population in Duval and
Clay Counties, a three percent increase over the base year, and 54 percent of employment, an equal
capture to the base year. The forecasted increase in ridership is greater than the increase in population,
as evidenced by the increase in passenger trips per population served from 28.7 trips per person in the
base year to 33.6 trips per person in 2030.
Annual revenue miles as calculated by TBEST will increase by 30 percent to 11,721,632 miles in 2030.
Adjusted TBEST estimates for annual revenue hours increased by 22 percent to 822,343 hours in 2030,
resulting in an increase in average system speed from 13.4 miles per hour in the base year to 14.3 miles
per hour with all proposed changes in 2030. Average system headway improved from 50 minutes to 41
minutes. Overall productivity for fixed-route bus also improved, with an increase in passengers per
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revenue mile from 1.15 to 1.28 and passengers per revenue hour from 15.4 to 18.2 in 2030. Annual
operating costs were calculated using fixed rates per revenue hour for each category of standard fixed-
routes, Express Select routes, and Clay Community Transportation routes. In 2018 dollars, the total fixed-
route operating cost per service mile and per passenger decreased from the base year to $8.09 and
$6.34, respectively. Further details on operating costs can be found in Chapter 9: Implementation Plan.
Table 61: Fixed-Route Bus Annual Summary
Base Year Scenario: Future Year Scenario:

Metric
2018 Existing System 2030 Proposed Changes
Estimated Annual Ridership 10,410,600 14,960,500
1
Total Population 1,086,938 1,227,703
Service Area Population 2 363,236 445,243
Percent Population Served of Total
33% 36%
Population
Passenger Trips per Population Served 28.7 33.6
1
Total Employment 569,510 682,501
2
Total Employment Served 305,138 365,444
Percent Employment Served of Total
54% 54%
Employment
Estimated Annual Revenue Miles 9,029,508 11,721,632
Estimated Annual Revenue Hours 675,158 822,343
Average System Speed (MPH) 13.4 14.3
3
Average System Headway (minutes) 50 41
Passengers per Revenue Mile 1.15 1.28
Passengers per Revenue Hour 15.4 18.2
Estimated Annual Operating Cost (2018 $) $79,191,000 $94,800,000
Estimated Operating Cost per Service Mile $8.77 $8.09
Estimated Operating Cost per Passenger $7.61 $6.34
Note: This table does not represent a direct output from TBEST. Values have been recalculated to report only fixed-
route bus figures and avoid double-counting of population and employment.
8.4.1.2 Ferry
The forecasted ridership and revenue hours for St. Johns Ferry are summarized in Table 62. Ferry
ridership was forecast according to the average annual growth rate for Duval County. No changes in level
of service were proposed, resulting in zero change in annual revenue hours.
1
2018 total population and total employment based on interpolation of NERPM 2015 and 2030 estimates for Duval
and Clay counties.
2 Service area population and employment include areas within ¼-mile walking distance from fixed bus stops in both
Duval and Clay counties.

3 Average system headway is the average of the individual average headway for each route.
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Table 62: Ferry Annual Summary
2019 2030
Metric
Annual Passenger Trips 314,700 92,900 62,800 351,400 103,700 70,100
Annual Revenue Hours 3,497 742 742 3,497 742 742
8.4.1.3 ReadiRide
ReadiRide ridership and revenue miles are forecasted to increase significantly from 2019 to 2030, as
shown in Table 63. Ridership and revenue miles will increase in part due to the implementation of the
proposed new ReadiRide zones: one new zone is proposed to begin service in 2020, one new zone will
begin service in 2021, and seven additional zones (including three in Clay County) will begin service in
2023. Population growth over the 10-year period is also expected to result in higher ridership. Changes to
ReadiRide service provision, such as app-based ride-hailing or improved first- and last-mile connections
to other transit services, may result in even higher ridership than the forecast shown below. ReadiRide
operating costs are based on the number of revenue miles of service provided. Revenue miles are
expected to grow with the number of passenger trips based on the current rate of revenue miles per
passenger trip as calculated from December 2018 ReadiRide data.
Table 63: ReadiRide Forecasting Summary
2019 2030
Metric
Weekday Saturday Weekday Saturday
Annual Passenger Trips 36,500 3,600 81,500 8,200
Annual Revenue Miles 155,151 15,515 346,663 34,666
8.4.1.4 Paratransit
Paratransit ridership and revenue hours are forecasted to increase with the populations of Duval and Clay
Counties from 2019 to 2030, as summarized in Table 64. Paratransit operating costs are based on the
number of revenue hours of service provided. Revenue hours are expected to grow with an increase in
passenger trips based on the current rate of revenue hours per passenger trip. Ridership figures for 2019
include a full-year estimate for Clay County services.
Table 64: Paratransit Forecasting Summary
2019 2030
Metric County
Annual Passenger Duval 323,900 30,200 24,400 374,900 34,900 28,300
Trips Clay 76,800 7,100 5,800 93,600 8,700 7,100
Annual Revenue Duval 210,786 19,624 15,898 243,929 22,710 18,398
Hours Clay 49,974 4,653 3,769 60,892 5,669 4,593
8.4.1.5 Skyway and U2C

Over the past several years, several possible extensions of the current Skyway system and technologies
have been analyzed in the downtown area. The scenarios tested for the Skyway have focused on
individual extension as well as a full system. For these different systems, operational plans have been
developed and analyzed using the Federal Transit Administration’s Simplified Trips on Project Software
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(STOPS). Recent studies have developed various operational plans based on different frequencies and
route structures in each scenario and conducted extensive analysis of development patterns within the
downtown area. Each of the Skyway extensions was studied individually, including the Brooklyn Station
extension and the Sports Complex extension. The recently completed Transit Concept and Alternatives
Review: Skyway Modernization and Brooklyn Extension report (TCAR 1) estimated an average annual
operations and maintenance cost of $8.25-$9.50 million for alternatives that modernized the existing
Skyway system and included an extension of service to Brooklyn. The Brooklyn Station extension was
submitted for a Build Grant. In the TCAR 1 study, the ridership estimates for the modernized Skyway
system with a Brooklyn extension were estimated to be around 8,000 on an average weekday in 2030.
Analysis of a full system expansion continues. The full system has several potential extensions as shown
in Figure 90. The estimates for the full system are preliminary as the technology for the system is still
being analyzed. In order to develop the preliminary estimates, assumptions about the frequency, vehicle
size, vehicle speed, etc. had to be made. The full system was tested in the STOPS model and the
preliminary estimates range between 10,000 and 20,000 daily riders. As JTA is getting closer to choosing
a technology, the model assumptions will be updated, and new estimates will be developed.
Figure 90: Existing and Potential Skyway Stations Under Full System Expansion
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8.4.2 Performance of 2030 System Relative to 2018 System

Under the proposed 2030 system, JTA will serve more customers with more frequent service and higher
levels of productivity. The system will also serve a greater proportion of the populations of Duval and Clay
Counties, with new connections from surrounding counties into job centers in Jacksonville. Much of this
increase in access will come as a result of ReadiRide zones, which will cover large portions of the region
not served by fixed route transit. Table 65 summarizes the annual ridership, population served, and
employment served by the existing and proposed JTA transit systems. Due to a lack of refined cost,
ridership, and service level information for proposed U2C and Southeast Commuter Rail services,
operational and cost efficiency measures are not available at the systemwide level.
Table 65: Systemwide Annual Summary
Metric 2018 Existing System 2030 Proposed System

4
Estimated Annual Ridership 12,185,200 20,008,900
5
Total Population 1,086,938 1,227,703
6
Service Area Population 363,236 735,545
Percent Population Served of Total
33% 60%
Population
Passenger Trips per Population Served 33.5 27.2
Total Employment5 569,510 682,501
6
Total Employment Served 305,138 471,958
Percent Employment Served of Total
54% 69%
Employment
Forty-eight total routes will provide fixed-route service, as shown in Table 66. The frequent bus network in
the JTA system will expand to include eight routes by 2030, with four mainline routes receiving new 15-
minute service on weekdays. In addition to these routes, First Coast Flyer service will expand to
southwestern Duval County and Clay County and continue to provide frequent connections across the
metropolitan area. Express service from Downtown Jacksonville to the Jacksonville International Airport
will provide a faster option during peak hours, and Express Select service will add routes to Baker, Clay,
and St. Johns Counties. The Community Shuttle service class was eliminated after reclassifying those
routes as Limited Connector (Route 85) or Connector (Route 54) services according to proposed service
changes. Four routes (Route 18, 30, 83, and 86) will be replaced by pieces of new routes, extensions of
other routes, or ReadiRide service to provide more efficient connections throughout Duval County. The
new Jacksonville Regional Transportation Center will serve as the central connection for 33 JTA routes.
In Clay County, deviated-fixed-routes will be converted to fixed-routes with fixed local bus stops, greater
coverage, and improved connections to other JTA transit services.
4 JTA’s paratransit services provide coverage across all of Duval and Clay counties. Therefore, paratransit estimates
are omitted from service area and ridership estimates in this table.
5
2018 total population and total employment based on interpolation of NERPM 2015 and 2030 estimates for Duval
and Clay counties.
6 Service area population and employment include areas within ¼-mile walking distance from fixed transit stops and
areas served by ReadiRide in both Duval and Clay counties based on interpolation of NERPM 2015 and 2030
estimates
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After entering service in 2018 with four demand-response zones, ReadiRide will continue to expand to
include 17 zones by 2023 with increasing ridership as the population of the region grows. Demand for
paratransit ridership is also forecast to increase by 2030. Other new services will support the growth of
ReadiRide, paratransit, and fixed-route transit, including the Ultimate Urban Circulator system of
autonomous vehicles and the Southeast Rail corridor.
Table 66: Number of Routes or Zones by Service Class
Service Class 2018 Existing System 2030 Proposed System

First Coast Flyer 3 4
Frequent Routes 5 8
Mainline Routes 13 10
Connector Routes 12 12
Limited Connector Routes 4 4
Community Shuttles 3 --
Express Routes 4 3
Express Select Routes 1 4
Clay Community Transportation Routes 2 3
ReadiRide Zones 8 17
Ferry, Skyway, Ferry, Skyway/U2C,
Other Major JTA Services
Paratransit Paratransit, Southeast Rail
As service grows to match demand, average headways and wait times will decline. Table 67 illustrates
average fixed-route bus system headways for the peak and off-peak periods in 2018 and 2030. Additional
high-frequency service on U2C routes will further reduce wait times for many passengers. Figures for
average headways are unweighted and represent the average of route-level average headways.
Table 67: Average Headways
2018 2030
Peak Off-Peak Peak Off-Peak
Average Headway
43.0 44.8 34.3 33.2
(minutes)
Note: PM Peak headways shown for Peak, Midday headways shown for Off-Peak
Over time, the recommended service improvements reflect a steady increase in resources for First Coast
Flyer, Frequent, and Express routes, while the share of resources are held steady in the Connector and
Limited Connector categories (Table 68). After the addition of Frequent service on four Mainline routes,
the Mainline category will represent a reduced share of fixed-route services. As the Jacksonville region
grows, ReadiRide demand-response services are expected to provide an increasing share of coverage
service that might have otherwise been provided by infrequent Community Shuttle services. As JTA
continues to evolve from a provider of fixed-route transit to a mobility integrator spanning several modes,
other services such as automated vehicles and rideshare could also address these first- and last-mile
needs.
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Table 68: Revenue Hours by Service Class
2019 2030
Service Class Annual Annual
Share Share
Revenue Hours Revenue Hours
First Coast Flyer 123,469 18% 166,651 22%
Frequent Routes 185,320 27% 189,164 25%
Mainline Routes 239,157 35% 228,870 30%
Connector Routes 99,761 15% 116,836 15%
Limited Connector Routes 5,120 1% 8,796 1%
Community Shuttles 6,814 1% -- --
Express Routes 6,756 1% 21,406 3%
Express Select Routes 2,142 0.3% 10,251 1%
Clay Community
8,759 1% 19,259 3%
Transportation Routes
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Transit Development Plan Major Update | Implementation Plan
9 IMPLEMENTATION PLAN
The Transit Development Plan’s implementation plan identifies the phasing and
financial planning strategies necessary to implement the constrained 10-Year Transit
Plan improvements described in Chapter 8. The Phasing Plan sets a proposed
schedule of implementation for improvements that will support planned capital projects,
constrain operating cost growth, and prioritize the most effective recommendations for
implementation. The Financial Plan forecasts JTA’s costs and revenues for operating
and capital needs and includes strategies to implement the recommended 10-Year
Transit Plan.
9.1 Phasing Plan

9.1.1 Implementation Strategy
Implementation of the TDP recommendations is anticipated to take place in phases beginning in FY 2020.
Changes will be implemented during the operator “pick,” when operators select the routes they wish to
operate in order of seniority. Like many transit agencies, JTA typically implements service changes during
these times.
The timing of recommendations is guided by the following several principles.
 Support planned JTA service changes and capital improvements: Implementation will be timed
to leverage or otherwise implement existing JTA plans. Coming improvements include:
─ Spring 2020: Opening of the Jacksonville Regional Transportation Center (JRTC) Phase II,
which involves the relocation of the termini for many fixed-route bus services from Rosa Parks
Station to the JRTC bus bays;
─ March 2020: Introduction of new Select Express services in St. Johns County;
─ Fall 2020: Introduction of new Select Express service in Baker County;
─ December 2020: Beginning of First Coast Flyer Orange service from JRTC to Orange Park Mall
in Clay County;
─ 2021: Introduction of a new Select Express service in Clay County;
─ 2022 to 2024: Initial implementation of U2C transformation of the JTA Skyway system. The U2C
BUILD grant Phase 1 identifies a new corridor between JRTC and the Sports/Entertainment
District; and
─ 2025 to 2028: Introduction of Southeast Rail service.
Because the timing and scope of U2C and Southeast Rail improvements remain under study, the
phasing plan does not assume service changes related to those projects will occur in a particular
year. However, TDP recommendations envision feeder bus and network improvements to ensure
integration of JTA fixed-route transit, automated vehicle, and rail services (Chapter 7: System
Framework: Long-Term System Concept).
 Constrain phasing plan to reasonable increases in costs: The phasing of proposals is sensitive to
existing JTA service proposals, including the introduction of First Coast Flyer Orange service and new
Express Select service in FY 2021. The first two years of the phasing plan (FY 2020 and FY 2021)
include only cost-neutral recommendations and existing plans by JTA. From FY 2022 onward,
increases in operating costs are limited to an additional $2 million each year plus expected inflation of
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operating costs.
 Implement related improvements at the same time: Routes that have related recommendations
will be implemented at the same time. For instance, the realignment of Route 10 and Route 19 and
the increase in the span of service for Route 202 will occur at the same time that Route 18 is
eliminated. In this way, the access to transit enjoyed by JTA customers will not be interrupted by
changes. Moreover, JTA will be able to focus its resources in outreach and service planning in a
particular area to ensure smoother implementation of proposals.
 Prioritize improvements based on ridership potential, cost, and productivity of

recommendations: Overall, the proposals recommended in this TDP are anticipated to increase JTA
annual fixed-route bus ridership from approximately 10.4 million trips in 2018 to 14.7 million by 2029,
with other modes also seeing ridership growth. Some proposals are less costly to implement, while
others have a higher ridership benefit. For prioritization of improvements, groups of recommendations
with higher improvement to passengers per revenue hour are implemented in the early years of the
TDP, subject to cost constraints. More costly improvements such as frequency increases on select
routes and short-turns are implemented in later plan years. The recommendations also make efforts
to ensure geographic equity in the phasing of improvements, such that improvements in early years
of the plan are not limited to only a single area of Jacksonville.
9.1.2 Phases of Changes

Based on the implementation strategy, recommendations for fixed route bus and ReadiRide services will
be implemented in several phases:
 FY 2020: Relocation of service to JRTC and Northside changes related to First Coast Flyer Green
and Soutel Hub. First full year of implementation for services added in FY 2019, including the Clay
County Magenta Line and the ReadiRide Mandarin, Southside, and Arlington Zone.
 FY 2021: Implementation of First Coast Flyer Orange and related improvements in Jacksonville’s
Westside.
 FY 2022: Improvements along Atlantic Boulevard in Arlington and additional cross-town service
through Jacksonville’s Urban Core.
 FY 2023: Service improvements in Southside Jacksonville along Beach Boulevard and San Jose
Boulevard, modifications to service in Clay County, and additional ReadiRide zones.
 FY 2024: New connectivity to the Jacksonville airport and the Northside.
 FY 2025: Modifications to service in Jacksonville’s Southside.
 FY 2026: Additional frequent service along Riverside and St. John’s Avenue.
 FY 2027: Additional frequent service along Edgewood Avenue and connections into St. John’s
County.
 FY 2028: Additional frequent service along St. Augustine Road.
 FY 2029: Additional frequent service along Normandy Boulevard.
Under this plan, all proposed improvements identified in Chapter 7: System Framework: Long-Term
System Concept will be implemented within the 10-Year TDP horizon. Details of service improvements
are presented in Table 69.
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Table 69: Service Improvement Phasing
Implementation
Fiscal Year Location Route Description
2020 1 Systemwide Existing Fixed Routes Relocate termini from Rosa Parks Station to
JRTC
Regional Baker Express Select Implement new fixed-route service
St. Johns Express Select Implement new fixed-route service
Northside 3 Eliminate service to Amtrak
4 Realign route to serve Amtrak and end service
at the Soutel Transit Hub.
22 Realign to Soutel Hub
Northwest Zone Implement new ReadiRide zone
2021 Westside FCF Orange Implement Southwest BRT Service in late 2020
20 Convert Route 5 to Underlying Service to
Southwest BRT in late 2020
53 Extend hourly to Cecil area, replacing Route 30
80 Realign to 103rd Street
ReadiRide Jacksonville Implement new ReadiRide zone
Heights Zone
Regional Clay Express Select Implement new fixed-route service replacing
Route 201
2022 Arlington 10 Realign route onto Atlantic Boulevard, increase
frequency and span of service
19 Extend route to serve Kona Avenue (includes
elimination of Route 18)
23 Realign route
202 Extend to downtown, increase span and
frequency
Urban Core 11 Extend route to serve Gateway Plaza.
12 Extend route to serve Soutel Transit Hub.
21 Realign route and increase span
31 Extend to Edward Waters
32 Realign to Paxon School
2023 Arlington / 8 Eliminate service to UNF, adjust frequency
Southside
24 Extend route
25 Realign route
27 Increase span of service
28 Extend to FSCJ South, realign
1
Note that FY 2020 includes the first full year of implementation for services added in FY 2019, including the Clay County Magenta
Line and the ReadiRide Mandarin, Southside, and Arlington Zone.
211
Implementation
Fiscal Year Location Route Description
29 Realign to serve Art Museum Drive, replacing
existing 205
33 Extend to Southpoint/Belfort Road
Eastside–South Zone Implement new ReadiRide zone
Sandalwood Zone Implement new ReadiRide zone
Golden Glades–The Woods Implement new ReadiRide zone
Zone
Clay County / CCT Blue Modify service
Westside
CCT Red Modify service
Argyle Forest Zone Implement new ReadiRide zone
Fleming Island Zone Implement new ReadiRide zone
Middleburg Zone Implement new ReadiRide zone
Oakleaf Plantation Zone Implement new ReadiRide zone
2024 Airport 206 New express service
82 Extend span, extend alignment (net increase)
85 Realign to FSCJ North
Regional St. Johns Express Select Increase service to include midday trips and
extended peak period service
2025 Southside 17 Realign route to serve Old Kings Road South
28 Increase weekday frequency on extended
alignment
50 Eliminate 50B, increase frequency
200 Increase span and frequency
2026 Southside 16 Increase frequency on short-turn
2027 Northside 51 Increase frequency on short-turn
Westside / 26 Extend route to connect with FCF Blue
Southside
2028 Southside 17 Increase frequency on short-turn
2029 Westside 14 Extend route to FSCJ Kent Campus and
eliminate service along Normandy Boulevard
15 Extend trips to Amazon with increased
frequency of service
9.2 Financial Plan

The TDP Financial Plan describes the specific funding strategies used to implement the Phasing Plan.
The TDP Financial Plan is guided by the FDOT Financial Plan template, which is completed for JTA in
Appendix K: Financial Plan. The primary inputs to and conclusions of this financial plan are described in
the sections below.
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The financial plan should be adjusted in future years as the scope and funding of major capital projects
such as U2C and First Coast Commuter Rail services are refined, and as regional priorities are
reevaluated.
9.2.1 Assumptions
The Financial Plan estimates financial needs for the proposed 10-Year Transit Plan based on the
recommended improvements and the assumptions described in this section. The timing and cost of major
improvements such as Southeast Rail and Skyway modernization are not included as these projects are
still in development. As a consequence, the financial plan should be adjusted in future years as the scope
and funding of major capital projects such as U2C and First Coast Commuter Rail services are refined,
funding availability and ridership demand changes, and as regional priorities are reevaluated.
Current year costs and expected growth rates are shown in Table 70. Additional assumptions regarding
Operating and Capital Revenues are provided in Table 71.
Table 70: Operating and Capital Cost Assumptions
Assumption 2018 Figure Notes/Source

FY18 actual expenditures and revenue
Fixed-Route Operating Cost per Revenue Hour $118.36
hours
Paratransit Operating Cost per Revenue Hour (Duval) $35.50 2019 Contract Cost
Paratransit Operating Cost per Revenue Hour (Clay) $35.03 2019 Contract Cost
Skyway Operating Cost per Revenue Hour $441.59
hours
ReadiRide Operating Cost per Revenue Mile $2.50 2019 Contract Cost
Express Select Operating Cost per Revenue Hour $42.00 2019 Contract Cost
Ferry Operating Cost per Revenue Hour $581.64
hours
Clay Community Transportation Cost per Revenue Hour $36.09 2019 Contract Cost
Gameday Xpress Cost per Revenue Hour $215.55
hours
Avg. ann. growth rate for 2015-2020,
Duval County Population Growth 0.92%
Florida BEBR
Avg. ann. growth rate for 2015-2020,
Clay County Population Growth 2.38%
Florida BEBR
Operating Costs Inflation Rate 3.00% 20-year cashflow analysis
See details below on how unallocated
Unallocated Operating Costs 0%
expenses are forecasted
Capital Cost Inflation Rate 3.00% FDOT Construction Cost Index
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Table 71: Operating and Capital Revenue Assumptions
Revenue Name Assumption Notes/Sources
Federal Formula Funds (e.g. 2% annual Escalation factor based on long-term annual year-over-year
5307, 5337, 5339) growth growth in the Federal Formula Funding program nationwide.
Assumes a fixed sum through the planning horizon of the
State Block Grant 0% growth
TDP
State Trip and Equipment Assumes a fixed sum through the planning horizon of the
0% growth
Grant TDP
Includes both realized and unrealized funding. Includes 5339
discretionary, future capital grants (e.g. new starts, small
Discretionary and Other N/A
starts, other), and associated local match. Agency relies
extensively on discretionary grants to cover capital needs.
Expected future Low or No Emission Vehicle Program (Low-
Low-No Grant N/A
No) awards. Based on previous award received by JTA.
Bi-Annual Fare Increase
5.00% Based on JTA fare increase formula
Assumption
Fare revenue divided by 2019 ridership. Indexed to grow
Revenue per Passenger $1.32
every 2 years.
Non-Fare Directly Generated 2% year over Includes a variety of non-fare revenue such as advertising.
Revenue year growth Assumption is that this revenue will track with inflation.
Real Estate Sales N/A One-time revenue source.
City of Jacksonville
2% Assume revenue will track with inflation
Paratransit Contribution
Transfer to JTA Funds Revenue source represents internal fund transfers from bus
2%
(Operating) to other modes. Will track with inflation (operating).
Revenue represents transfer from JTA reserve fund to cover
Transfer to JTA Funds
N/A remaining capital cost shortfall after all other sources and
(Capital)
transfers (capital)
Assume state gas tax revenue will track with projected
Gas Tax 1% increases in annual Vehicle Miles Traveled nationwide
(FHWA)
Based on Jacksonville Pension Plan forecast for annual
Sales Tax 4.25%
sales tax revenue growth over the next 20 years
9.2.1.1 Unallocated Costs

Most operating costs are allocated to specific modes and directly relate to the amount of service being
provided. Approximately one-fifth of JTA’s budget are unallocated costs, i.e., costs not related to modal
operations. Examples of unallocated costs include shared administrative costs, annual payments to the
JTA contingency fund, and research/innovation initiatives. In FY 2020, unallocated costs equal the net
revenue after all other costs are accounted for. After FY 2020, costs are projected to remain flat. To keep
a balanced operating budget, the forecast assumes that JTA will reduce payments to its reserve fund in
years where costs otherwise exceed revenue.
9.2.2 Operating Costs

The operating budget is divided into three types of expenses (Table 72). The first, the baseline cost,
represents the operating cost of maintaining current service over the next 10 years. Baseline costs will
grow over time due to inflation and escalating operating costs.
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The second type of costs are the net costs associated with future service improvements. Compared to the
cost of operating JTA’s current service, the service improvements in the TDP will result in $144 million of
additional operating costs over the next 10 years. These costs include the expansion of paratransit in
Clay County, bus route re-alignments to the new Jacksonville Regional Transportation Center, and the
recommendations for new or re-aligned routes in this TDP.
The final type of costs are unallocated costs, which include all agency functions not tied to a specific
mode, along with JTA’s operating contingency. It should be noted that the TDP does not include any
changes in operating costs due to the JTA Skyway replacement/U2C project. As planning and design are
still ongoing, the TDP does not incorporate the operating costs of these improvements.
9.2.2.1 Planning Expenses

For the purpose of this TDP, the cost of planning at JTA has been separated out from the operating
budget. Planning expenses (Table 73) are equal to the value of 5307 funds dedicated to planning
activities at JTA and therefore do not impact the overall budget balance.
215
Table 72: Operating Cost Forecast (figures in thousands)
Ten-Year
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Total
Baseline Operating Costs
Bus $84,455 $86,989 $89,599 $92,287 $95,055 $97,907 $100,844 $103,869 $106,985 $110,195 $968,185
ADA Paratransit $9,098 $9,458 $9,831 $10,219 $10,623 $11,043 $11,479 $11,933 $12,404 $12,894 $108,982
Skyway $7,526 $7,752 $7,985 $8,224 $8,471 $8,725 $8,987 $9,256 $9,534 $9,820 $86,279
Ferry $3,073 $3,165 $3,260 $3,358 $3,459 $3,563 $3,670 $3,780 $3,893 $4,010 $35,232
ReadiRide $483 $497 $512 $527 $543 $560 $576 $594 $611 $630 $5,533
Baseline Subtotal $104,635 $107,861 $111,187 $114,616 $118,151 $121,797 $125,556 $129,432 $133,428 $137,549 $1,204,211
Net New Service Operating Costs
ADA Paratransit $2,090 $2,204 $2,325 $2,451 $2,585 $2,726 $2,875 $3,031 $3,197 $3,371 $26,855
Fixed-Route Bus $1,048 $3,854 $5,709 $7,397 $9,581 $12,346 $14,085 $16,676 $18,528 $22,138 $111,361
Skyway - - - - - - - - - - -
Proposed Service $3,139 $6,058 $8,033 $9,848 $12,166 $15,072 $16,959 $19,707 $21,725 $25,509 $138,215
Subtotal
Other Costs
Unallocated Operating $30,175 $30,175 $30,175 $30,175 $30,175 $30,175 $30,175 $29,706 $29,706 $27,134 $297,769
Expenses
Total Operating $137,949 $144,094 $149,395 $154,638 $160,492 $167,043 $172,690 $178,845 $184,859 $190,191 $1,640,195
Costs
Table 73: Planning Expenses (figures in thousands)
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Ten-Year Total
Planning
$1,306 $1,332 $1,358 $1,386 $1,413 $1,441 $1,470 $1,500 $1,530 $1,560 $14,296
Expenses
216
9.2.3 Operating Revenues

JTA receives operating revenue from three key sources (Table 74). The first category of funding is federal
and state grants. A portion of the Federal Formula funds received by JTA can be used for Preventative
Maintenance (PM) expenditures, which falls under the operating budget. JTA receives additional federal
operating money for FTA sections 5310 and 5311; the former funds service for seniors and the later
supports rural service. Beyond federal formula funding, JTA receives additional grant funding from the
State of Florida. Some key state funding includes Job Access and Service Development grants.
The second category of funding is revenue directly generated by JTA. This includes farebox revenue,
advertising/concession revenue, and the sale of assets (including real-estate). Farebox revenue is the
single largest component of funding in this category. The improvements outlined in this TDP will indirectly
impact farebox revenue by impacting ridership. Moreover, JTA has a policy of increasing its fares every
two years according to a formula based on inflation and average increase in operating costs.
The third source of operating funds are Local and Other funding. This category includes dedicated gas
tax and sales tax revenue, the largest source of operating funding for the entire agency. Additional
sources of money include internal transfers between modal funds and a City of Jacksonville paratransit
contribution.
As sales and gas tax revenue is a critical component of agency funding, JTA is heavily impacted by
macro-economic and consumer trends that impact these revenue sources. A drop-in consumer spending
would impact sales tax revenue, while greater fuel efficiency, reduction in vehicle miles travelled, or
transition to electric vehicles would reduce gas tax revenue.
9.2.4 Capital Costs

The TDP capital budget (Table 75) includes investments in vehicles, technology, facilities, safety,
equipment, Mobility Works road projects, and fixed-guideway infrastructure. These investments can be
divided into three categories: investments in the existing system, fleet expansion to support the service
recommendations of this TDP, and investment in new fixed-guideway infrastructure (e.g., replacement of
the Skyway).
Over the next 10 years, maintaining the existing system will require $132 million in funding. Buses to
support service expansion will require an additional $19.5 million.
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Table 74: Operating Revenue Forecast (figures in thousands; excludes planning 5307 revenue)
Ten-Year
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Total
State and Federal
FTA 5310 $342 $348 $355 $362 $370 $377 $385 $392 $400 $408 $3,740
FTA 5307 PM $5,409 $5,518 $5,628 $5,741 $5,855 $5,972 $6,092 $6,214 $6,338 $6,465 $59,232
FTA 5311 $1,104 $1,081 $1,120 $1,161 $1,204 $1,204 $1,204 $1,204 $1,204 $1,204 $11,688
State Block Grant $4,076 $4,076 $4,076 $4,076 $4,076 $4,076 $4,076 $4,076 $4,076 $4,076 $40,758
State Trip and Equipment Grant $1,597 $1,597 $1,597 $1,597 $1,597 $1,597 $1,597 $1,597 $1,597 $1,597 $15,970
Other Federal/State Assistance
$572 $584 $595 $607 $619 $632 $644 $657 $670 $684 $6,266
Grants
Job Access and Service
$1,390 $1,897 $1,901 $1,932 $2,997 $2,997 $2,997 $2,997 $2,997 $2,997 $25,104
Development Grants
Subtotal - State and Federal $14,490 $15,101 $15,273 $15,475 $16,718 $16,855 $16,995 $17,137 $17,283 $17,431 $162,758
Direct Revenue
Farebox Revenue $14,279 $14,279 $14,993 $14,993 $15,743 $15,743 $16,530 $16,530 $17,356 $17,356 $157,803
Directly-Generated (non-fare) $1,323 $1,349 $1,376 $1,404 $1,432 $1,460 $1,489 $1,519 $1,550 $1,581 $14,482
Subtotal - Direct Revenue $15,602 $15,628 $16,369 $16,397 $17,174 $17,203 $18,019 $18,049 $18,906 $18,937 $172,285
Local and Other
City of Jacksonville Paratransit $1,472 $1,502 $1,532 $1,563 $1,594 $1,626 $1,658 $1,691 $1,725 $1,760 $16,123
Transfers to JTA funds $19,181 $19,565 $19,956 $20,356 $20,763 $21,178 $21,601 $22,033 $22,474 $22,924 $210,032
Gas Tax $19,266 $19,459 $19,653 $19,850 $20,048 $20,249 $20,451 $20,656 $20,862 $21,071 $201,566
Sales Tax $70,805 $73,814 $76,952 $80,222 $83,631 $87,186 $90,891 $94,754 $98,781 $102,979 $860,016
Subtotal - Local and Other $110,725 $114,340 $118,093 $121,990 $126,036 $130,238 $134,602 $139,135 $143,843 $148,734 $1,287,737
Expansion Funding
Farebox Revenue from Service
-$58 $689 $1,166 $2,505 $3,717 $3,765 $4,255 $4,524 $4,988 $5,090 $30,641
Expansion
Total Operating Revenue $140,759 $145,758 $150,901 $156,367 $163,646 $168,062 $173,872 $178,846 $185,019 $190,191 $1,653,421
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Table 75: Capital Expenditures by Year (figures in thousands)
Ten-Year
Investment FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Total
Vehicles
Fixed-route Bus $6,962 $8,160 $9,106 $11,543 - $9,950 $7,883 $18,676 $19,236 $12,922 $104,439
Clay County Express $1,084 $625 $1,088 $746 $346 $1,148 $602 $757 $1,124 $134 $7,654
CTC Paratransit $1,129 $2,907 $691 $1,140 $4,090 $1,309 $3,474 $694 $1,322 $4,741 $21,497
Non-Revenue Fleet Replacement $202 $197 $156 $2,237 $691 $222 $168 $2,707 $227 $904 $7,712
Technology
IT Infrastructure $517 $517 $517 $517 $517 $517 $517 $517 $517 $517 $5,168
Fareboxes $50 $50 - - - - - - - - $100
Facilities
Bus Stops $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $20,000
Bus Shelter and Passenger
$500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $5,000
Amenities
Facility Improvements - - - - - - - - - - -
Fixed Guideway 2
U2C / Skyway Replacement - - - - - - - - - - -
Ferry Improvements - - - - - - - - - - -
Service Expansion
Additional Fixed-Route Buses - $10,192 - $370 - - - $2,385 $1,628 $5,000 $19,574
Other
Mobility Works Road Projects - - - - - - - - - - -
Miscellaneous - - - - - - - - - - -
Total $12,444 $25,149 $14,058 $19,053 $8,143 $15,646 $15,144 $28,235 $26,555 $26,717 $191,144
2
Capital plan does not include costs for any unfunded future-year fixed-guideway investments as costs and funding have not been finalized yet.
219
9.2.5 Capital Revenues

JTA, as is with most other transit agencies, relies on a mix of revenues and discretionary grants to fund
capital improvements (Table 76). In FY 2019, grants and proceeds from real-estate sales represented
over 80 percent of the capital budget. These types of funds are essential for major capital expansion
projects such as new transit centers and fixed-guideway service. The TDP assumes additional
discretionary funds will be awarded to meet future capital needs. Key sources include Low-No Grants,
5339 Discretionary Funding, and FDOT discretionary funding. These grants are funding major capital
investments that otherwise could not be supported solely on formula funds and agency reserve funds
alone.
JTA receives an annual allocation of capital funding from the FTA through formula funding. Formula funds
are based on the amount of service being provided and population of the Jacksonville metropolitan area;
as such, formula funding is fairly predictable. Formula funds are most often used for state of good repair
investments such as replacing buses, investing in core technology, and renovating passenger facilities.
Formula funds generally do not produce enough revenue to cover the full cost of a major capital
investment. FTA requires transit agency recipients to cover at least 20 percent of the cost of a project with
a local match. JTA’s match contribution is covered by toll revenue credits and incorporated into all
formula fund figures presented in this chapter. Federal formula grants are broken into several sections, as
detailed below, each with specific restriction on funding eligibility.
 5307 Urbanized Area: 5307 funding represents the largest share of formula funding to JTA. These
funds can be used on any capital expenditure. There are a few subsets to 5307 funding at JTA,
including funding for planning and an FHWA contribution for ferries.
 5337 Fixed-Guide State of Good Repair: 5337 funding can be used only on state of good repair
investments on fixed-guideway modes such as the Skyway.
 5339 Bus and Bus Facility: 5339 funding is reserved for procurement of new revenue vehicles and
bus-related maintenance facilities. In addition to 5339 Formula Grants, JTA expects to receive
discretionary grants to support bus purchases and facility investments.
The Capital Budget draws from JTA’s reserve fund to meet any capital costs that exceed the amount
generated by other sources. The Financial Plan assumes that unspent operating funds can be applied to
capital in any given year. Moreover, the agency can take advantage of any prior year surpluses in capital
funding.
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Table 76: Capital Revenue (figures in $ thousands)
FTA 5307 $7,010 $7,150 $7,293 $7,439 $7,587 $7,739 $7,894 $8,052 $8,213 $8,377 $76,753
FTA 5337 $857 $874 $891 $909 $927 $946 $965 $984 $1,004 $1,024 $9,382
FTA 5339 $1,853 $1,899 $1,947 $1,995 $2,045 $2,096 $2,149 $2,202 $2,257 $2,314 $20,758
Discretionary and Other - $8,844 $103 $3,536 $3,606 $1,000 - $2,476 $12,204 $12,231 $44,000
5307 SU NFTPO $1,020 $1,040 $1,061 $1,082 $1,104 $1,126 $1,149 $1,172 $1,195 $1,219 $11,169
5307 FHWA Transfer for Ferry $325 $331 $338 $344 $351 $358 $365 $373 $380 $388 $3,553
FTA 5310 $974 $993 $1,013 $1,033 $1,054 $1,075 $1,097 $1,119 $1,141 $1,164 $10,663
LowNo and Emissions Grant - - - $840 - - - $800 - - $1,640
JTA Transfer from Operations $2,810 $1,664 $1,507 $1,729 $3,154 $1,019 $1,182 $1 $160 $13,225
Capital Investment Grant - - - - - - - - - - -
Passenger Ferry Grant - - - - - - - - - - -
Real Estate Sales - - - - - - - - - - -
Total $14,848 $22,795 $14,152 $18,908 $19,830 $15,360 $14,800 $17,178 $26,555 $26,717 $191,143
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9.2.6 Program Balance

The TDP delivers a balanced budget over the next 10 years (Table 77). On the operating side, the TDP
balances JTA’s operating budget by adjusting the annual amount transferred to JTA’s reserve fund (part
of the “unallocated expenses”).
The Capital Budget is balanced by assuming the agency will be able to obtain future year discretionary
federal and state funding at a rate similar to what JTA has received in the past (Table 78). Future year
discretionary funds are largely required in the out-years of the plan when the agency faces major fleet
replacement and expansion needs.
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Table 77: Net Operating Balance (figures in $ thousands)
Operating Revenue $140,759 $145,758 $150,901 $156,367 $163,646 $168,062 $173,872 $178,846 $185,019 $190,191 $1,653,421
(-) Existing Transit Service $134,810 $138,036 $141,361 $144,790 $148,326 $151,972 $155,730 $159,138 $163,134 $164,682 $1,501,980
Remaining Funding Balance $5,949 $7,722 $9,540 $11,576 $15,320 $16,090 $18,141 $19,708 $21,885 $25,509 $151,441
(-) Expansion Service $3,139 $6,058 $8,033 $9,848 $12,166 $15,072 $16,959 $19,707 $21,725 $25,509 $138,215
Net Operating Balance $2,810 $1,664 $1,507 $1,729 $3,154 $1,019 $1,182 $1 $160 $0 $13,225
Table 78: Net Capital Balance (figures in $ thousands)
New Capital Revenue $14,848 $22,795 $14,152 $18,908 $19,830 $15,360 $14,800 $17,178 $26,555 $26,717 $191,143
Cumulative Surplus Balance
(-) Existing System Expenditures $12,444 $14,957 $14,058 $18,684 $8,143 $15,646 $15,144 $25,850 $24,927 $21,717 $171,570
Remaining Funding Balance $2,404 $7,838 $95 $224 $11,687 -$286 -$344 -$8,672 $1,628 $4,999 $19,574
(-) Service Expansion Expenditures $0 $10,192 $0 $370 $0 $0 $0 $2,385 $1,628 $5,000 $19,574
Remaining Balance $2,404 -$2,353 $95 -$145 $11,687 -$286 -$344 -$11,057 $0 $0 $0
(-) Fixed Guideway Expansion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Net Capital Balance $2,404 -$2,353 $95 -$145 $11,687 -$286 -$344 -$11,057 $0 $0 $0
Cumulative Capital Balance $2,404 $51 $145 $0 $11,687 $11,401 $11,057 $0 $0 $0 $0
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9.3 Action Plan

JTA’s Blueprint for Transportation Excellence FY18-22 identifies strategies to implement the agency’s
goals and objectives. The agency monitors progress towards these objectives using its performance
management system Adaptive Measurements for Enterprise Level Insight and Optimization (AMELIO).
The action plan (Table 79) identifies the necessary steps that should be taken to implement the
recommendations of the TDP. As the agency responsible for these action items, JTA should incorporate
these items into its AMELIO system where appropriate and continue to report progress on these items in
future TDP Annual Updates.
Table 79: Summary of TDP Action Items
Action Item Related TDP Section
1 Make Intelligent Transportation System (ITS) investments to improve 3.2.2 Duval County Fixed-Route
calculations of revenues by route Transit Service Profile
2 Develop a three-variable cost model for the agency: 3.2.2 Duval County Fixed-Route
Transit Service Profile
3 Modify services to increase performance 3.2.2 Duval County Fixed-Route

4 Revise performance standards to match performance 3.2.2 Duval County Fixed-Route

5 Continue strategies to improve the farebox recovery ratio. 3.5 Farebox Report
6 Expand First Coast Flyer 7.5 Long-Term System Concepts
7 Continue the Transformation of the Skyway into the Ultimate Urban 7.5 Long-Term System Concepts
Circulator and Testing of Autonomous Vehicle Concepts
8 Rebuild the Foundation for Transit Service in Clay County 7.5 Long-Term System Concepts
9 Begin a Vanpool Program 7.5 Long-Term System Concepts
10 Leverage the Benefits of Commuter Rail 7.5 Long-Term System Concepts
11 Expand ReadiRide Services in Coordination with Fixed Route Services 7.5 Long-Term System Concepts
12 Develop Additional First and Last Mile Services 7.5 Long-Term System Concepts
13 Phase in 10-Year Transit Plan Recommended Improvements 8 10-Year Transit Plan
14 Make facility and bus stop improvements required to support 10-Year 9 Implementation Plan
Transit Plan implementation
15 Make new and replacement vehicle purchases required to support 10- 9 Implementation Plan
Year Transit Plan
16 Prepare Annual TDP Updates and monitor progress towards 9 Implementation Plan
completing TDP Action Items.
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Action Item Related TDP Section
17 Maintain operation of JTA Paratransit services 9 Implementation Plan
18 Maintain operation of Skyway services 9 Implementation Plan
19 Maintain operation of St. Johns Ferry 9 Implementation Plan
20 Maintain customer facilities at Park-and-Rides and major 9 Implementation Plan

transportation hubs such as JRTC.
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Transit Development Plan Major Update | Public Involvement Plan
A PUBLIC INVOLVEMENT PLAN
A.1 Introduction
Transportation affects everyone. A region’s residents, workers, and visitors depend
upon a regional transportation system to conduct daily business and carry out the
essentials of living. Transportation is generally a public-sector function, in which
government delivers critical elements of the transportation infrastructure and service to
permit travel within the region. As such, the success of any changes to the public
transportation system is dependent upon a proactive public outreach effort from the
onset of efforts to make changes through to final conclusions and ultimately into
implementation.
While technical specialists can gain a strong understanding of the needs and desires of a community, it is
imperative that the affected community weigh in on all alternative ideas and identify preferences, as well
as to help guide decision-making by relaying what is important to their respective community. The positive
value of implementing an inclusive public involvement effort generally results in conclusions and
recommendations that conform to community desires and therefore result in public support for a project’s
conclusions. The Jacksonville Transportation Authority (JTA) is committed to conducting a public
involvement program that focuses on soliciting community interaction and incorporates a consideration of
community impacts and opinions throughout its studies and certainly for the transit development plan
(TDP).
A comprehensive public involvement program is being conducted as part of this transit development plan
(TDP). The program consists of formal and informal meetings with the general public, governmental
agencies, elected officials, municipal staff, local transportation providers and others.
This document, the Public Involvement Plan (PIP), describes the scope and timing of the public
involvement program that will be conducted as part of the current TDP. The PIP is a working document
that will be updated and amended over the course of the project to incorporate the latest public
involvement policies and techniques as they evolve during the life of the project. The PIP outlines the
public involvement approach and activities required to be undertaken as part of the project development,
including lists of the contact persons (officials, agencies, and media) and the means used to involve them
in the process.
A.1.1 Overview of the Jacksonville Transportation Authority

The JTA, an independent state agency serving primarily Duval County, has responsibilities that span
multiple transit and transportation modes, across the greater Jacksonville area. The JTA designs and
constructs bridges and highways and provides varied mass transit services. These include:
 Regular and express fixed route bus services

 The automated Skyway offering service to eight train stations
 ReadiRide, offered by the JTA through Owl Inc., provides affordable, on-call transportation to
customers within the Beaches, Highlands, Northside, Southeast and Southwest communities
 Community shuttles providing services within the neighborhoods,
 The Mayport Ferry
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 The Coastal Cab of Jacksonville to offer taxi service in select areas within Arlington, Mandarin and
Southside
 Gameday Xpress for various sporting events at TIAA Bank Field
 Connexion, JTA's paratransit for people with disabilities who are functionally unable to use regular
accessible fixed route bus service for some or all of their transportation needs, and for people who
are transportation disadvantaged
 ReadiRide on-demand services.
JTA has a challenging role serving the largest city in the continental U.S. in terms of landmass. The goal
of the JTA is to provide mobility options and improve the flow of traffic into and throughout Duval County.
An integrated transportation network is a critical element in any community to properly manage growth,
provide mobility and offer a good quality of life.
JTA is governed by a seven-member Board of Directors. The mayor of Jacksonville appoints three
members who must be confirmed by the Jacksonville City Council; the Florida Governor appoints three
members who must be confirmed by the Florida Senate and the District 2 Secretary of the Florida
Department of Transportation (FDOT). Each member serves a four-year, unpaid term and can be re-
appointed for a second term. If a member serves eight consecutive years, they must rotate off the board.
From its membership, the Board elects its own Chairman, Vice Chairman, Secretary and Treasurer for
one-year terms.
JTA has developed a new transit vision including technology improvements and efficiencies in transit
services offered. This scope of services updates the TDP for consistency and provides the
implementation schedule for the TDP 10-year planning period.
A.1.1.1 Roadway Infrastructure

JTA, which started as an Expressway Authority, develops and implements construction and financing
plans for state and city roads, bridges and interchanges in conjunction with the city government and the
FDOT. Currently, roadway projects are being implemented under the Jax Mobility Works program.
A.1.1.2 Public Transit

JTA operates a variety of transit services and uses several modes of transportation:
 Regular bus service: the JTA's fleet has 232 vehicles, as of October 2018, that travel 12.5 million
miles per year on 47 routes; 157 diesel, 62 compressed natural gas, 13 hybrid buses. Plus 105
paratransit vehicles, 10 Skyway cars, and one ferry.
 Express bus service: five once-daily early morning routes are offered which originate from an outlying
area and go directly to their destination with no intermediate stops, then return in late afternoon.
 First Coast Flyer: a bus rapid transit (BRT) system; three of four planned routes are in operation.
 JTA Connexion: paratransit for the disabled and elderly, provided by private vendors with specially
equipped vehicles and drivers.
 ReadiRide, offered by the JTA through Owl Inc., provides affordable, on-call transportation to
customers within the Beaches, Highlands, Northside, Southeast and Southwest communities.
 Stadium shuttle: game day bus transportation from suburban, downtown and Park-n-Ride locations to
the stadium and back.
 Jacksonville Skyway: Automated people mover system which travels 2.5 miles from the King Street
parking garage across the St. Johns River and through the central business district, ending at the
Convention Center or the Florida State College at Jacksonville downtown campus.
 The Coastal Cab of Jacksonville to offer taxi service in select areas within Arlington, Mandarin and
Southside.
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 Park-n-Ride: Parking facility available in combination with express bus service or JTA Skyway.
 Coordination with neighboring county transportation providers to offer service throughout the First
Coast region.
The JTA is contemplating several services and modes for future transit to serve the region:
 First Coast Flyer: One additional route is planned for the First Coast Flyer BRT system.
 First Coast Commuter Rail: JTA is undertaking evaluations for a future commuter rail system.
 Jacksonville Skyway Modernization Program: JTA is undertaking a project to modernize the Skyway
with new equipment and an expansion of autonomous service in downtown and the neighborhoods
adjacent to downtown.
 Jacksonville Regional Transportation Center (JRTC) at Lavilla: JTA is currently constructing a new
intermodal transit center, which in which will have a Skyway station inside the building and is bringing
together the Jacksonville Skyway, JTA bus service, First Coast Flyer service, intercity bus, and rail
service in one facility. JRTC at Lavilla will be situated near the Prime F. Osborn III Convention Center.
The JTA has the responsibility to identify, plan and prepare Jacksonville's hurricane evacuation routes.
The JTA and the City of Jacksonville established a Hurricane Preparedness Plan that will provide
emergency evacuation/patient transport and move civilians and/or emergency service personnel with
mass transit.
A.2 About the Transit Development Plan Major Update

A.2.1 Description of TDP
TDPs are initiated for several reasons. First, formulating a 10-year horizon plan intended to support the
development of an effective multimodal transportation system within a specific jurisdiction is simply good
practice. Changes in travel patterns, fluctuations in the economy, rising and falling financial resources,
and advances in technology all suggest a need to reexamine a transit system and adapt to evolving
conditions. Financial requirements can be substantial and are generally feasible only by carefully timing
and spacing out investments.
The FDOT requires a TDP to serve as the basis for defining public transit needs, which is a prerequisite
to receiving state funds. The TDP Rule (Florida Administrative Code 14-73.001) requires that the TDP be
a transit provider’s planning, development, and operational guidance document and, therefore, a strategic
blueprint for meeting the mobility needs within a service area. The federal government has a similar
requirement for transit agencies receiving federal funds.
Finally, TDPs have increasingly emerged as a powerful marketing tool for transit services within a study
area and can function as a catalyst for general education and awareness outreach that often is required
to sustain the growth of the multimodal transportation system.
A.2.2 Description of the JTA System Under Study

The TDP addresses all existing JTA bus routes, the U2C, and Community Shuttle/Alternative Service
delivery routes/services. It will also address much of the JTA’s transit services:
 Fixed route
 Paratransit/transportation disadvantaged
 Vanpool
 Fixed guideway
 Bus rapid transit (BRT).
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This TDP will also address the emerging technologies such as Autonomous Vehicles (AV), Mobility as a
Service (MAAS) and Transportation Network Companies (TNCs). All these different technologies allow for
additional flexibility for the JTA to work together with mobility services, such as Uber and/or Lyft.
A.2.3 Description of the Study Process

The project scope of services describes the study process associated with this TDP. The eight major
tasks, labeled Task 0 through Task 7, will develop a baseline assessment of transit in the region today,
and then process through a series of steps to formulate future needs and a means to meet those needs.
The process is shown graphically in Figure A-1.
Figure A-1: TDP Process
A.2.4 Role of Public Involvement in the Study Process

It is of the utmost importance that the vision, mission, and goals for the outreach component of the TDP
align with overall JTA vision, mission, and goals. Public involvement is critical to the successful completion
of the TDP. Thus, a public involvement program has been developed for the project that will take include
the Transportation Planning Organization (TPO) Board and committees as part of the public involvement
process. The TPO is also undergoing the Year 2045 Long-Range Plan Update and opportunities for
coordination with that public involvement process will be exploited.
The TDP outreach process will follow outreach guidelines approved by the Florida Department of
Transportation (FDOT) and/or the local TPO’s Public Involvement Plan, approved by both the Federal
Transit Administration (FTA) and the Federal Highway Administration (FHWA). The provider is authorized
to establish time limits for receipt of comments. The TDP shall include a description of the process used
and the public involvement activities undertaken. As required by Section 341.052, F.S., comments must
be solicited from regional workforce boards established under Chapter 445, F.S. The Department, the
regional workforce board, and the TPO shall be advised of all public meetings where the TDP is to be
presented or discussed and shall be given an opportunity to review and comment on the TDP during the
development of the mission, goals, objectives, alternatives, and ten- year implementation program.
A.2.5 Project Needs and Goals

Early in the study, the project team will identify the transit needs of the region through a quantitative
assessment of the transit market and existing transit services. The public involvement process is a central
means of ascertaining additional qualitative information on the opinions, wants and needs of the public.
Early public outreach will directly solicit ideas and issues that express the current and future transit needs
of the region, while later outreach efforts will be directed towards gaining input on possible transit
solutions
The project team will develop specific measurable, relevant, achievable goals that express the desired
outcome towards meeting regional transit needs. A draft list of goals will be shared with the public through
the public involvement program for confirmation or modification. From this exchange a final list of project
goals will be developed.
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The resulting project needs and goals will be incorporated into this PIP.
A.3 Target Audiences

A.3.1 Identification of Stakeholders
An effective public involvement program carries out a dialogue with the full range of stakeholders—those
with an interest in the outcome of the TDP—and therefore requires that those stakeholders be identified
early in the study. Ideally, a complete list of stakeholders will be identified early in the process to avoid the
potential for second-guessing decisions already made; however, additional stakeholders could be added,
if needed.
Stakeholders will be identified first through discussions with JTA officials. They will be able to identify
those individuals and groups that have traditionally had an interest in transit. We expect to reach out to
these individual stakeholders through early discussions one-on-one or in larger groups such as the public
meetings, to broaden the field of stakeholders. The iterative process of seeking new names from those
identified tends to converge on a representative list. It is recognized that additional names can always be
added. The project team, with the concurrence of the JTA project manager, will establish a list that will be
updated throughout the study.
A.3.2 Locally Elected and Appointed Officials

Locally elected officials at the city/county level and senior appointed officials typically play a role in the
development and delivery of transit service in the community. The JTA Communications and Marketing
Department and Governmental Affairs Department have established procedures and approaches to
interacting with locally elected and appointed officials. This project will conform to those established
practices and such communications will be coordinated through the staff. Where unique situations arise,
recommendations will be offered. It is anticipated that communications protocol will be through the
agency staff; the consultant will supply technical input.
At the onset of the project and working in cooperation with Communications and Marketing and
Government Affairs as well as the JTA project manager, the project team will seek to identify those key
officials and determine the most effective way in which to engage them in the project. All one-on-one
briefings, brief progress reports, and draft copies of documents will be coordinated through JTA
Government affairs with elected officials and with the JTA project manager for all other communications.
Follow-up discussions may be conducted at the request of the officials.
As specific recommendations are formulated, elected officials covering areas in which significant changes
in transit are proposed, should be engaged as well. One-on-one briefings and brief summary documents
are expected to serve as a means to alert and inform these officials. The project team can respond to
additional inquiries as necessary.
A.3.3 Federal, State, and Local Agencies

The state and federal government agencies with responsibility for transit policy, operation, and funding
will be kept informed of the progress of the study. The FTA (Region IV) and FDOT (Central Office and
District 2 Public Transportation Offices) are the agencies anticipated. In each case, the project team will,
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through discussion with these officials, determine the level and Figure A-2: Communicating with FDOT
nature of communication needed to meet their needs.
Timely communication and coordination with FDOT are key

ingredient of a successful TDP in Florida. Figure A-2 outlines
some of the key points of communication with FDOT during
the plan development process.
As is true of communication with locally-elected and appointed

officials, this project will follow the guidance of the
Communications and Marketing and Government Affairs
groups.
A.3.4 JTA Governing Board Engagement

JTA staff will be the primary means of involving the JTA
Governing Board in the TDP project. The consultant team will
supply information and exhibits so that the JTA project
manager and other JTA staff can share progress and direction
with board members. The consultant team will also support the
JTA project manager with information that responds to any
inquiries.
It is anticipated that briefings will be offered at each major

milestone within the study. While not all board members may
request such briefings, they should be offered.
As is true of communication described in preceding sections,

this project will follow the guidance of the Communications
and Marketing and Government Affairs groups.
A.3.5 Media
The media (television, radio, newspapers, social media
outlets) represent an important means of communicating
project information to the affected public. JTA has an
established external affairs department that will support this
project. All communication with public news media will be
through JTA personnel, primarily the JTA project manager and
JTA external affairs staff. Consultant staff may be asked to
supply information, prepare responses for written or oral use,
but will not communicate directly with news media.
Timely responses to all news media inquiries are critical to the image of the agency and confidence in the
project. For inquiries in person, for example at public meetings, responses should be made directly.
Where additional research is necessary, the JTA staff member should obtain contact information to
respond and the deadline for a timely response. Consultant staff may be asked to prepare responses for
use by JTA within the stated deadline.
For inquires in other cases, the JTA staff member should again obtain contact information to respond and
the deadline for a timely response. Consultant staff may be asked to prepare responses for use by JTA
within the stated deadline.
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JTA should advise the consultant of any review required prior to responding to news media. None are
assumed at this time and the JTA project manager and JTA external affairs staff will respond directly to all
matters related to this project.
A.3.6 Unscheduled Elected Official/Agency Public Meetings

Frequently, a need arises to introduce the project, update the status, or respond to specific questions
from elected and appointed officials. Additional meetings and project briefings may be conducted at the
request of the JTA project manager with elected officials, public agencies and interested stakeholders to
discuss specific aspects of the project. These meetings will be held at the request of the concerned party
and conform to the policies and practices of the Communications and Marketing and Government Affairs
groups within JTA. JTA staff will arrange, coordinate and lead the actual meetings. Consultant staff will
serve as a technical resource and supply information and appropriate hand-outs and explanatory
material.
A.3.7 TPO, Citizens Advisory Committee (CAC), Technical Coordinating

Committee (TCC) and Jacksonville Transit Advisory Committee (JTAC)
The North Florida TPO and its Citizens Advisory Committee (CAC) and the Technical Coordinating
Committee (TCC), as well as the JTAC, are actively involved in transportation planning for the region and
will have input to the TDP update. JTA staff will participate in the actual meetings. Consultant staff will
serve as a technical resource and supply information and appropriate hand-outs and explanatory
material.
A.4 Public Notification

All activities associated with this TDP are public and therefore subject to state public information laws and
regulations. All public meetings are open to the entire public and must comply with state and local
notification requirements.
A.4.1 Fact Sheets/Newsletters

The project team will develop brief fact sheets in the form of newsletters. These fact sheet/newsletters
will:
 Offer an overview of the TDP including scope and schedule

 Present information specific to the phase of the study
 Illustrate alternative ideas for the study, where applicable
 Provide contact information for those wishing to get information beyond what is presented in the fact
sheet/newsletter.
A.4.2 Advertisements
Advertisements for public meetings associated with this TDP will be published in the local newspaper.
The size, placement, and duration of publication will conform to state and JTA requirements. Notice of
public meetings will also be published on the JTA website and broadcast through any social media used
by JTA.
JTA will encourage but not require stakeholder organizations to also publish advertisements, in the same
format as those issued directly by JTA, through their own newsletters, websites, and social media.
A.4.3 Special Interest Group Meetings

Community, business, and issues organizations can be an important channel for communicating with the
public. Typically, the project team can be included on an existing agenda when such meetings occur. It is
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also feasible to conduct a meeting with groups for purposes of discussing the TDP. As is true of
communication described in preceding sections, this project will follow the guidance of the
Communications and Marketing and Government Affairs groups. JTA staff will attend such meetings. The
consultant staff will supply technical resources.
A.4.4 Project Information Contact Number

The JTA Project Manager and Assistant Project Manager will be the point of contact for inquiries
regarding the TDP project. This should include:
 The name of an individual able to field questions during business hours

 A telephone number
 A mailing address
 An email address.
This point of conduit will be supplied with current information on the study including any fact sheets,
project documents, scope, and schedule. It is anticipated that inquires may go beyond the information
readily available. The point of contact will advise those inquiring that the request is being forwarded to the
project team and that responses should be made within three business days. Where additional time is
required or a direct discussion between the individual inquiring and the project team, the individual
inquiring will be advised and a time for further follow up established.
A.4.5 Informational Flyer

In addition to public meeting advertisements, informational one-page flyers will be emailed to CPAC
officials for distribution to members of the CPAC, elected officials, property owners and businesses within
their District prior to the meetings. The flyers will contain information on the phase of the study, and
contact information to provide input.
A.5 Public Meeting Program

A.5.1 Citizens Planning Advisory Committees Meeting Schedule
Jacksonville's more than 200 neighborhoods are divided into six planning districts each with a Citizens
Planning Advisory Committee (CPAC). The public meeting program for this project will be carried out
through the CPACs. The primary purpose of the CPACs is to maintain open and effective communication
between Jacksonville residents, businesses, neighborhoods, community organizations, educational
institutions and city government.
The meeting schedule for the CPACs is indicated in Table A-1.
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Table A-1: Meeting Locations for Citizens Planning Advisory Committees
District Meeting Schedule Meeting Location

Number Name Day Time
1 Urban Core 1st Monday 5:30 PM Ed Ball Building, First Floor Training Room 110
214 N. Hogan St., Jacksonville, FL 32202
Greater
2 Arlington/ 2nd Monday 6:30 PM Pablo Creek Regional Library
Beaches 13295 Beach Boulevard, Jacksonville, FL 32246
NEFAR Temporary Training Facility, Avenues Mall

3 Southeast 4th Monday 6:30 PM 10300 Southside Boulevard
Jacksonville, FL 32256
4 Southwest 2nd Monday 6:30 PM Lane Wiley Senior Center

6710 Wiley Road, Jacksonville, FL 32210
2nd Legends Center, Community Room
5 Northwest 6:00 PM
Thursday 5130 Soutel Drive, Jacksonville, FL 32208
2nd Oceanway Senior Center

6 North 5:30 PM
Wednesday
12215 Sago Ave. W., Jacksonville, FL 32218
It is anticipated that the TDP project will be included as an agenda item at these meetings. Project staff
will be available to make a brief presentation and respond to questions from CPAC members.
Presentation material and hand-outs will be prepared in advance of the meeting. Project staff will prepare
a summary of the meeting including questions and any need for follow-up.
It is anticipated that these meetings will take no more than two hours and that project staff may not need
to remain beyond the period in which the TDP is presented.
The JTA will be responsible for any meeting logistics beyond that already in place by the CPAC. Meeting
summaries will be distributed to the project team within five working days of the meeting.
A.5.2 Public Meeting Schedule

Twenty-three public involvement meetings will be conducted during the term of the project, across the
three phases of the project. For the first two study phases, six meetings will occur across Duval County.
The meetings will be held in each of the CPAC districts. These meetings will address the Situational
Appraisal, Mission and Goals, and Framework/Alternatives.
During the third phase of the study, to present the final plan, the project team will set up display material
at three major transfer hubs (i.e., Rosa Parks – Downtown, Regency Mall – East side, Gateway Shopping
Center – North side). They will engage in a dialogue with riders and be available to respond to questions.
JTA staff should be present to address questions and issues beyond the scope of this TDP as riders may
take advantage of the team’s presence to bring up concerns for which they did not have a ready
opportunity to discuss otherwise. JTA staff may decide to extend public engagement to additional
supplemental meetings with no involvement from the Consultant or Consultant staff.
The Consultant is responsible for presentation development and presentation at the meetings unless
otherwise noted specifically. The Consultant will assist JTA staff in the PIP approval by FDOT.
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Responsibilities for the public meetings are listed in Table A-2.
Table A-2: Public Meeting Responsibilities
Consultant Responsibility JTA Responsibility
• Managing meeting logistics, either public meetings

or CPAC meetings, including ASL, language and
• Coordinating with JTA to provide material translation as required and legal
documentation of public meetings. advertising.
• Printing all handout materials.
• Securing the meeting locations, all on-site set up,
• Submitting documentation in draft form
greeting, sign-in.
to JTA within two weeks of each of the
• Preparing any meeting invitations/letters and
three phases of public meetings.
invitation lists as well as inviting meeting invitees.
• Programming, management and operation of the
• Reproducing public meeting materials web site. The primary responsibility for response to
and comments in an appendix of the final inquiries will be JTA, with consultant consultation
report. as required.
• Assisting the JTA Project Manager in
coordination on project activities with • Supplying foreign language and handicap
FDOT to achieve their concurrence on translation and accessibility (deaf/blind).
the project.
• Preparing meeting records. • Coordinating with North Florida TPO Committees.
A.5.3 Project Committees

No project-specific committees are anticipated for this project.
A.5.4 Presentation Techniques

This study may be presented using communication techniques such as:
 PowerPoint Presentations: Presentations may be given by the project team as a method of

conveying project information to the public.
 Handouts: We will prepare concise, easy-to-read fact sheets/newsletters. These materials will
provide a summary of current project information, summarize public comments gathered to date, and
solicit further feedback from the community.
 Display Boards: Renderings and other diagrams will be featured on large-scale display boards at
public meetings in order to clearly explain project alternatives and processes.
A.5.5 Public Input Analysis and Evaluation

All public input will be documented in a public involvement binder and fully considered. Comment sheets
will be distributed at public meetings and those returned will be logged and responded to within 10 days.
All other workshop and one-on-one meetings will be similarly recorded, and input received at these
meetings will be documented and responded to within 10 days.
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A.6 Key Project Issues

A.6.1 Public Involvement Issues
Two important additional key project issues that should be noted are:
 The study covers the entire JTA service area and therefore affects nearly everyone who depends on
transit.
 The study covers a diversity of communities, businesses and facilities that are located within the
region and represents a major challenge for public involvement.
The region includes new and old affluent residential areas, and areas that are distressed, where residents
of these communities also have limited transportation choices and limited time available to get to
workshops/meetings. There are also many small “mom-and-pop” businesses and large-scale malls and
commercials shopping areas, and multiple high-rise office buildings. The region is also home to major
hospitals, colleges and universities, as well as courthouses and government services, and major sports
venues. Each of these groups has an interest in the outcome of the project.
Highlighting the benefits of this project will be the first priority from a public involvement standpoint. It will
be important to reaffirm the benefits and needs of public transportation and highlight the potential for
improvement. Due to the expanse of the study area, engendering political and community buy-in will be of
utmost importance. Bilingual (English/Spanish) informational materials will be prepared upon direction of
the Communications and Marketing Group.
This TDP will specifically address specific that have emerged with respect to JTA transit service:
 Transit Operational Deficiencies

 U2C Autonomous Vehicle (AV) Program
 Alternative Delivery Program
 Other (as identified during the PIP).
The public involvement program will gather input and vet feedback on these issues, ultimately
incorporating this into the final TDP.
A.7 Public Outreach Techniques Using Technology

A.7.1 Online Surveys
During Phase 1 of the project, JTA staff will release an online survey that identifies the transit priorities
and needs of the community. It will include questions that focus on trip origin/destinations, trip purpose, a
trade-off activity and additional demographic information.
For the final phase of the project the project team will create an online survey to solicit feedback on the
recommendations. This survey will capture general thoughts on route recommendations. The collected
data will help inform service planning recommendations.
A.7.2 Social Media

JTA maintains an active social media presence through its Communications and Marketing Division.
Social media will be used to share with the public announcements, surveys, meetings, and information on
the transit development plan major update.
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A.7.3 Website
JTA will establish a website for the project. The Consultant will provide materials to populate the
information provided on the website.
A.8 Project Schedule

The project is scheduled to take place over nine months. The major activities are shown in Table A-3.
Table A-3: Project Timeline
Task Description Start End
0 Project Management November 2018 August 2019
Coordination with Public Involvement Plan & Public

1 November 2018 June 2019
Meetings
Phase 1 – Initial Outreach on Needs / Goals and

1.2 January 2019
Objectives
Phase 2 – Outreach to Public on Technical Analysis

1.3 March 2019
Findings and Potential Strategies
Phase 3 – Outreach on Plan Findings and

1.4 May 2019
Recommended Strategies
2 Assessment of Existing Conditions November 2018 February 2019
3 Complete a Comprehensive Operational Analysis December 2018 February 2019
4 Develop Service Framework January 2019 May 2019
4.2 Service Development Workshop March 2019
5 Develop Short and Mid-Range Transit Network April 2019 June 2019
6 Develop an Implementation Plan April 2019 June 2019
Prepare the Transit Development Plan Major

7 June 2019 August 2019
Update Document
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Transit Development Plan Major Update | Public Outreach Materials
B PUBLIC OUTREACH MATERIALS
B.1 Meeting Summaries
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Urban Core Citizens Planning Advisory Committee
January 7, 2019 Meeting Summary
Ed Ball Building, 214 W. Adams St.
Meeting Attendance
CPAC Members: Staff and Elected Officials:
Chair: Michelle Tappouni City Council at Large Group 5: Samuel Newby
Vice Chair: Kim Pryor Code Compliance: Timothy Myers
Eastside Community Coalition: Tia Keitt Florida Department of Transportation: Derek Dixon
Good Neighbor M.A.N.I.A.: Celia Miller Jacksonville Public Library: Laura Minor
Good Neighbor M.A.N.I.A.: Hallie Williams-Bey JTA: Cheryl Riddick
Parks at the Cathedral: Greg Radlinski JTA: Surya Teeple
Planet Watch Neighborhood: Juanita Senior Council on Elder Affairs: Carrence Bass
Planet Watch Neighborhood: Terry Canty Downtown Investment Authority: James Klement
The Plaza: Glen VanVorst Public Works: Jeff Foster
Grand Boulevard Crime Watch: Delores Swain Planning and Development: Connor Corrigan
Grand Boulevard Crime Watch: Johnny Swain Planning and Development: Jody McDaniel
2nd Mile Ministries: Becca Dingler Planning and Development: Blair Knighting
TRUE Commission Chair: Niki Brunson Planning and Development: Christian Popoli
Excused: Churchwell Lofts: Dimitri Demopoulos Neighborhood Services Office: Amy Holliman
Visitors:
Richard Lewis: The Plaza Eric Miller: Downtown Vision Alliance
Cindy Watson: JASMYN Brenda Boydston: Fresh Ministries
Evie Welch: Sheriff’s Watch Zone 1-Sector A Laura Eldredge: Fresh Ministries
Opal Bryant: District 13 for Rep. Tracie Davis
1. Call to Order/Verify Quorum: CPAC Chair Michelle Tappouni called the meeting to order at
5:31 p.m. After members introduced themselves, staff confirmed a quorum.
2. Presentations:
x Planning and Development: Julie Duggins, Consultant with PaleoWest (678-360-6243:
jduggins@paleowest.com), and Blair Knighting, City Planner II (904-255-7854:
Bmullins@coj.net), reported on the National Register for Historic Places. The Planning
Department was awarded a grant on July 2018, which is to be completed within one year.
The grant is composed of three projects: (1) nominate the Durkee Gardens neighborhood as
a National Register Historic District, (2) complete a National Register Multiple Property Listing
nomination for the Moncrief Road African American Cemeteries and an individual National
Register nomination for Memorial Cemetery, and (3) register multiple historic structures
designed and built by Jacksonville’s first seven known African American Builders and
Designers and Individual Site National Register Nomination for 301 Spruce St., the site of the
Mt. Calvary Church.
x Planning and Development: Jody McDaniel, City Planner III, and Krista Fogarty, City Planner
II, reported on the Brownfields Assessment Grant. This EPA grant funding can be used for
Phase 1 Environmental Site Assessments, Phase II Environmental Site Assessments, and Clean-
Up Planning. The goals of the program are to protect the environment, promote
partnerships, strengthen the marketplace and sustain reuse. Please call Jody McDaniel with
addresses you suspect need an environmental assessment.
x Public Works: Jeff Foster, Solid Waste Environmental Engineering Manager, reported on an
EPA Clean Up Grant. The area for the assessment grant is bounded on the south by Webster
Street and Hollybrook Avenue on the east. McCoy’s Creek bisects the east portion. The City-
owned parcel RE#056258 1002 that is located along the southern end of the site is the
subject of the assessment grant application. The southern portion of the site was a former
dump site area that operated from the 1920s to 1950s. During the assessment of the pond
site during construction, soil and groundwater impacts along with buried waste and surficial
debris was discovered on the southern Hollybrook Park site. The cleanup of the site will be
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required to fully implement the recommendations of the creek widening and flood plain
evaluation that is being conducted by Wood Environmental (formerly AMEC Foster Wheeler).
3. Approval of Previous Meeting’s Summary: Kim Pryor motioned to approve the October 1, 2018
CPAC meeting summary. Glen VanVorst seconded the motion. One minor change to the
summary was made and the amended motion passed unanimously.
4. Chair Report: Michelle Tappouni reported that requirements of Executive Order 2014-03 for
CPAC attendance will be followed in 2019, and the February meeting will include information
about subcommittee selection and responsibilities.
5. Public Official Report: Samuel Newby, At Large District 5 Council Member (snewby@coj.net:
630-1387), reported the City budget included $4 million for City Council to allocate to projects
they chose. Council Members selected public safety and crime prevention, quality of life,
infrastructure, affordable housing and homelessness.
6. Subcommittee Reports
x TRUE Commission Report: Niki Brunson, (nikibrunson@outlook.com) reported that the main
project of the TRUE Commission at the moment is the subcommittee on Parks and Recreation
Maintenance. One proposal is to develop a management plan and form a committee of
citizen volunteers who would be willing to inspect the parks for compliance.
x Land Use and Zoning Report: Connor Corrigan, City Planner 1 (CCorrigan@coj.net: 255-7844)
reported that there were two applications for restaurants in the Five Points area. Since there
is no representation on the CPAC from Five Points, CPAC members are not comfortable
making a recommendation without representation from their district. He also informed the
CPAC that the waiver of liquor distance on 4250 Moncrief Rd., which the Planning
department recommend for denial and the CPAC supporting that denial, has been
withdrawn.
7. Staff Reports
x Municipal Code Compliance: Timothy Myers, Code Compliance Supervisor (TMyers@coj.net:
255-7037), reported that since the last CPAC meeting in November, Code Compliance has
performed 3,400 inspections in Planning District 1, compared to 1,110 inspections citywide.
The Mid-Westside neighborhood is scheduled for inspection in January 2019.
x Neighborhood Department: Stephanie Burch, Director of Neighborhoods (stephanieb@coj.net:
255-8902) reported that Public Works will be attending a CPAC meeting soon to review right-
of-way maintenance and to bring a schedule for street sweeping in the Urban Core. The
Housing Division has opened its universal application for Community Development Block
Grant (CDBG), Housing Opportunities for Persons with AIDS (HOPWA) and Emergency
Solutions Grant (ESG) funding. A mandatory grant workshop will be held Wednesday,
January 9, from 9 a.m. to noon at the Legends Center at 5130 Soutel Dr. The application
deadline is February 7, 2019. The Infill Development Incentive Program (IDIP) Grant is funded
with City dollars. It will pay for liens, closing costs and other expenses associated with
affordable housing. An email will be sent out as soon as the grant application is available.
Please contact her office to be added to the email list regarding the launch of the IDIP
Grant. She also reported that bill 2018-0871 updates Chapter 122 of the Ordinance Code to
bring it up to state compliance and to improve the efficiency of acquisition and disposition
of City owned property and that Animal Care. Animal Care and Protective Services will
continue to have $19 adoption fees throughout January 2019.
x Florida Department of Transportation: Derek Dixon, Transportation Systems Coordinator
(derek.dixon@dot.state.fl.us; 360-5653), announced that detailed information on FDOT
projects can be found at your10and95.com and NFLroads.com.
x Jacksonville Public Library: Laura Minor, Liberian III (LMinor@coj.net: 630-1944), reported that
the January and February calendar of events for children and computer programs are
available. On Saturday, January 26, from 10 a.m. to 3 p.m. the Mapping Our Past event will
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celebrate the Library’s latest addition to its map collection and the newly updated Jordan
and Shirley Ansbacher Gallery.
x JTA: Cheryl Riddick, Senior Manager of Customer Engagement (CRiddick@jtafla.com; 632-
5522), reported Jacksonville Regional Transportation Center at LaVilla will have a Topping
Out Ceremony on location at 9 to 10 a.m. on Thursday, January 10. Surrya Teeple with JTA
announced that the Transportation Development Plan is under way. JTA will be seeking
public input during future meetings.
x Department of Elder Affairs: Carrence Bass, Executive Director (cbass@coj.net: 630-4670),
announced that they are seeking members to serve on the Council on Elder Affairs (COEA) .
Additional information and requirements for service can be found on the City’s website here:
http://www.coj.net/departments/boards-and-commissions/council-on-elder-affairs.
8. Old Business:
x Former CPAC member Darcel Harris is serving on the Task Force for Safety and Crime
Reduction. The chair expressed that she would like Darcel to make a report on the Task
Force activities in a few months.
x The implosion of the City Hall Annex at 220 East Bay St. will take place on Sunday, January 20,
at 8 a.m. Restricted access to several city blocks surrounding the site will begin at 7 a.m.
9. Coordinator’s Report: Amy Holliman, Urban Core CPAC Coordinator (aholliman@coj.net: 255-
8260), announced that CommUniverCity registration is under way. Registration forms are due
January 22, 2019. There are six organizations listed in the Urban Core directory that are no
longer active. Fresh Ministries is on that list, but has been attending meetings and will submit
their application next month after they have met membership requirements.
10. Adjourn: Chair Michelle Tappouni adjourned the meeting at 7:21 p.m.
A copy of the audio recording of this Urban Core CPAC meeting is available through a Public Information Request
by calling 630-CITY. Details about Public Records can be found on the City’s Website: Public Records.
Next CPAC Meeting: Monday, February 4, 2019, 5:30 p.m.

in the Ed Ball Building’s First Floor Training Room, 214 N. Hogan St. 32202
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North Citizens Planning Advisory Committee
Oceanway Senior Center, 12215 Sago Ave. W., Jacksonville FL 32218
Attendance
CPAC Members Visitors
Chair – Eagle Bend – Mike Getchell Nancy Burnett – Oceanway Manor
Vice Chair – M & M Dairy, Inc. – Teresa Moore
Charter Member – Dot Mathias Donald Drake
Copper Hill HOA – Rev. Joseph Tate Deborah Fonzelle – Victoria Lakes Dr.
Council Appointee District 7- Tommy Ruffin Don Green – Captiva Bluff
Amelia View HOA – Jane Love Kathy McFatter
Amelia View HOA – Dotty Boland Donna Philbrick – San Mateo
Duval County Council PTS/PTA – Vicki Drake Sharise Riley
Eagle Bend – Jim Mazur Al Shaffer
Heckscher Drive CC – Jim Sumara Carson Tranquille – City Council Candidate District 2
Lydia Estates – Michael Wozniak Lynn Vandenhoy – San Mateo
Lydia Estates – Shelley Wozniak William Willard – Spaulding Road
Northlake HOA – Josephine Fiveash - Porter
Staff and Officials Excused

Council Member District 7 – Reggie Gaffney Marshwinds – Matt Stone
Council Member District 8 – Ju’Coby Pittman Victoria Preserve – Ingrid Montgomery
Council Member at Large District 5 – Samuel Newby Wingate Estates – Paul Fenning
Council of Elder Affairs – Carrence Bass Wingate Estates – Kiz Fenning
Duval County Public School Board – Darryl Willie Cooper Hill HOA – Bessie Williams
Jacksonville Sheriff’s Office – Asst. Chief G. Burton Blue Grass Northwood – Sharon Bivins
Jacksonville Public Library – Michael Sullivan Charter Member – Dick Berry
Jacksonville Transportation Authority – Cheryl Riddick
Neighborhood Services Office – Michelle Godwin
Neighborhoods Municipal Code Compliance – Elaine
Lancaster
Planning and Development – Sam Walker
Parks, Recreation & Community Development – Keith
Meyerl
Republic Services - Bill Brinkley
1. Call to Order/Verify Quorum: Chair Mike Getchell called the meeting to order at 5:35 p.m.
Michelle Godwin verified a quorum.
2. Approval of the Previous Meeting Summary: CPAC member Joseph Tate motioned to approve
November’s summary. CPAC member Teresa Moore seconded. The motion unanimously passed.
3. Neighborhood Coordinator’s Report – Neighborhood Coordinator Michelle Godwin announced that
the Neighborhood Services Office is taking registrations for the CommUniverCity training. The classes
will be held from 6 p.m. to 8 p.m. on Tuesday and Thursday nights beginning February 5, 2019.
Graduation is scheduled for February 28, 2019. Ms. Godwin also reminded CPAC members that it is
required that all CPAC members take ethics training at least every four years. She informed them
that the Ethics Department provides free ethics training every other month from 12 p.m. to 1 p.m. at
City Hall. Ms. Godwin also informed members that it is very important that they notify her when they
are not able to attend meetings, because it is a requirement of the bylaws for the CPAC.
Michelle Godwin may be contacted at (904) 255-8236 or michellegw@coj.net.
4. Presentation: Bill Brinkley, General Manager said the Republic Service’s facility center off of Imeson
Road processes all of the recycling material in Duval County, St. Johns County, Beaches and
Nassau County, and every once in a while, Clay County. The Imeson Road center processes about
350 tons of recyclable material. Mr. Brinkley advised there has been a change in how recycling is
processed and sold. Republic Recycling is trying to get back to basics and will only process items
that are not contaminated. The goal is to get the contaminated recycling material rate down from
Page 1 of 5 January 9, 2019 North CPAC Summary
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the 26.6 percent to 10 percent. Mr. Brinkley encouraged everyone to visit Republic Services website,
RecyclingSimplified.com to learn more about recycling. Mr. Brinkley offered these recycling tips:
don’t leave the lids or tops on cans, bottles and plastic jugs if they are wet; don’t bag your
recyclables they get caught in the single stream recycling systems; soiled paper is considered
greasy or wet paper; don’t recycle motor oil containers, aerosol cans, or propane tanks. Mr. Brinkley
advised Republic will take shredded paper but without the plastic bag. Mr. Brinkley announced
that the new schedule will be available by the end of the month and will be color coded like last
years schedule.
Mr. Brinkley may be contacted at bbrinkley@republicservices.com.
5. Elected Officials: The Chair welcomed and thanked the elected officials for attending the meeting
x Reggie Gaffney, City Council Member District 7, announced that he has been working with small
businesses to insure they are established and able to take part in the $45 billion dollar that will to be
invested in Jacksonville, in the next five to 10 years. He also announced that thanks to the
commitment of the current administration Mayor Curry, and Sam Mousa, and chief of staff Brian
Huff. The City was able to hire 22 young men on the spot. Councilmember Gaffney announced that
the Task Force on Safety and Crime Reduction was approved on January 8, 2019 and will assist
in the efforts to reduce crime. Council Member Gaffney reviewed several projects with CPAC
members, such as the widening of Hard Road Bridge and improving sidewalks. Council Member
Gaffney asked that if there is a need or problem in the community, to please call him.
Council Member Reggie Gaffney may be contacted at (904) 630-1384 or rgaffney@coj.net
x Samuel Newby, City Council Member at Large District 5, announced that an extra $1 million dollars
was added to the public safety and crime prevention program with the help of Council Members
Gaffney and Ju’Coby Pittman. Council Member Newby announced as part of the quality of life
program, they received an extra $1.8 million dollars to be allocated to parks and maintenance and
$712,000 for affordable housing and home assistance. Council Member Newby also announced
that the Urban Rest Stop, located on the main campus of the Sulzbacher Center, has opened. It is a
place where the homeless have access to hot showers, meals and are able to wash their clothes
and have a library. Council Member Newby also announced that an additional $3 million was
allocated to bring grocery stores to areas that are considered food desserts, and an additional $15
million from JEA for septic tanks.
Council Member Samuel Newby may be contacted at (904) 630-1387 or SNewby@coj.net
x Ju’Coby Pittman, City Council Member District 8, announced that she is getting out and listening to
her constituents, youth, businesses and churches, in order to find out what Jacksonville needs.
Council Member Pittman announced she will be hosting a town hall meeting on Thursday, January
17, 2019 beginning at 5 p.m. at the A. Philip Randolph Career Academy, 1157 Golfair Blvd. Council
Member Pittman said she would like to start an initiative to have ambassadors in the various
neighborhoods in District 8, charged with reporting issues to her so they can be resolved in a timely
manner. Council Member Pittman has handled 400 C.A.R.E issues that have occurred while in
office. Councilmember Pittman would like to have a Saturday Town Hall meeting twice a month for
those who are not able to make meetings during the week.
Council Member Ju’Coby Pittman may be contacted at (904)630-1385 or JPittman@coj.net
x CPAC Chair Mike Getchell opened the floor for questions and comments. Mr. Ruffin commented
that the Clara White Mission is a great cause, and that he and his wife have supported it for years.
Mr. Ruffin also thanked council Members Gaffney, Pittman and Newby for attending the North
CPAC meeting. Mr. Ruffin also asked council members in Planning District 6 to consider
implementing a rotation schedule of the council members who attend the CPAC meetings. Council
members agreed. Ms. McFatter thanked council members for their support. CPAC Vice Chair
Teresa Moore reminded everyone how important it is to rally together and make it down to City Hall
when you have an issue. Ms. Riley asked Council Member Gaffney whether the jobs provided for
the 22 young men were permanent, and will there be money in the budget for these jobs next year.
Council Member Gaffney said the jobs are permanent, and will be in the budget next year.
x Council Member Gaffney asked CPAC members approval for the use an estimated $2.5 million of
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the Community Redevelopment Area (CRA) funds to place a “Welcome to Jacksonville” sign on
Cole Road. Council Member Gaffney explained the money used for the project will include road
and sidewalk improvement, from Duval Road, east and west of the bridge and along Cole Road.
The plan has not been finalized as of yet. CPAC Chair, Mike Getchell asked for a motion to obtain
tentative approval of Council Member Gaffney’s proposed road improvement. Mr. Ruffin moved to
give Council Member Gaffney tentative approval for the new “Welcome to Jacksonville” sign. Ms.
Mathias seconded the motion. The motion unanimously passed.
6. Staff Reports:
x Jacksonville Sheriff’s Office (JSO) – Zone 6 Assistant Chief Gregory Burton announced that crime is
down by 1 percent in Duval County. Violent crime is down 1 percent, property crime is down 4
percent. In Zone 6 violent crimes are down 5.05 percent and property crime is down 7.78 percent.
Chief Burton announced that JSO launched a new website on Tuesday, January 8, 2019. The
enhanced version of the Sheriff’s Office website, www.jaxsheriff.org has been designed to provide
quick access to features you need to use. The site includes feeds from official JSO social media
accounts and includes resources that keep you informed about AMBER alerts, completed calls for
dispatched service, and crime maps. Chief Burton brought everyone’s attention to the “Open
Data and Transparency” site where you can find the latest available data on officer-involved
shootings, Jacksonville homicides, info sheets and open data report briefs. He advised that this is
Sheriff Mike William’s attempt at providing the transparency citizens requested.
Assistant Chief Gregory Burton may be contacted at (904) 696-4335.
x Council of Elder Affairs (COEA) – Carrence Bass, Executive Director COEA, announced that the
Council on Elder Affairs is looking for members to advocate and get out in the community to listen
to the concerns and interests of seniors, then bring them back to council members and the Mayor.
There are 19 member and 14 are appointed by councilmembers. The other five are appointed at
large by the Mayor. Ms. Bass announced that COEA is currently seeking new members for Council
District 7. Members must be 55 or older, not employed with the City of Jacksonville, an organization
that receives funding, whether it’s State, local, or federal for senior items or senior services. If you
have questions or interested about the application, please visit the COEA website,
www.bit.ly/COEA-COJ. Councilmember Newby asked if he could appoint someone. Ms. Bass said
that the Mayor appoints the COEA at large members but, will take recommendations.
Carrence Bass may be contacted at (904) 630-4670 or Cbass@coj.net
x Jacksonville Public Library (JPL) – Michael Sullivan, East Region Manager, advised that Mr. Rogers is
still working with the real estate division of public works and reviewing available parcels for the New
Oceanway Branch Library. Mr. Sullivan announced that the Friends of the Jacksonville Library will
hold its book sale, at the University Park Branch Library starting Thursday, January 17, 2019 through
Saturday, January 19, 2019. You can buy one bag of books and get two bags free. Mr. Sullivan also
announced that the 30th annual unveiling of the Jacksonville Black History Calendar for 2019 is
scheduled at the Main Library at 4 p.m. located in the Hicks Auditorium, Thursday, January 17, 2019.
Mr. Sullivan announced that “Mapping our Past” celebrating the Lewis Ansbacher Map Collection
is scheduled all day Saturday, January 26, 2019. Mr. Sullivan announced that the Jacksonville
Public Libraries will be closed, Monday, January 21, 2019, in observation of Dr. Martin Luther King Jr.
Day. Mr. Sullivan also announced that the Jax Book Fest is scheduled at the Main Library on
Saturday, February 23, 2019 from 10 a.m. to 3 p.m. R.L. Stine, author of the Goosebumps series, will
be the guest author for the Jax Book Fest.
Michael Sullivan may be contacted at (904) 248-1703 or michaels@coj.net
x Jacksonville Transportation Authority (JTA) – Cheryl Riddick, Community Engagement Manager,
announced that construction of the Jacksonville Region Transportation Center LaVilla is out of the
ground and progress is being made. The center will open the first quarter of 2020. Ms. Riddick spoke
briefly about the JTA Transit Development Plan for fiscal year 2019-2029. She provided information
that outlines how the plan is developed. For more information about the project, contact Ms.
Riddick or Michelle at 904-255-8236.
Cheryl Riddick may be contacted at (904) 444-1234 or criddick@jtafla.com
x Municipal Code Compliance (MCCD) – Elaine Lancaster announced that MCCD has been working
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in the Riverview area and the 45th Street and Moncrief Avenue area. Ms. Lancaster informed CPAC
members that if they place a C.A.R.E ticket and have not seen any action on it, to please call 630-
City and get an update on the issue. If it hasn’t been updated, please call or email Ms. Lancaster
and she will follow-up on the C.A.R.E. item. Ms. Lancaster announced that MCCD did a follow up
inspection at Polly Town and progress has been made. Jim Sumara, thanked Ms. Lancaster for
responding to his email while on vacation. Ms. Lancaster informed CPAC members that the dump
trucks traveling along Black Hammock Island are state dump trucks and are legal.
Elaine Lancaster may be contacted at (904) 255-7007 or elainel@coj.net
x Duval County Public School (DCPS) – Darryl Willie, School Board member, District 4, introduced
himself to CPAC members. Mr. Willie announced that Duval County Publics Schools is working on a
few big things, such as safety, resources and getting the budget in order. CPAC Vice Chair Teresa
Moore asked what is going to be done about the overcrowding of New Berlin Elementary and
changing the way overcrowding is calculated in the Duval County School System. He said that
several methods are used to calculate overcrowding of schools. Mr. Willie said that Duval County
Public Schools (DCPS) needs to figure out how to build more schools, but that is hard to do without
funding. Mr. Willie also said that if DCPS creates programs in other areas based on the choice
model, it would alleviate some of the crowding.
Darryl Willie may be contacted at 904-390-2347 or willied@duvalschools.org
x Parks, Recreation and Community Development – Keith Meyerl, Chief, DC Recreation and
Community Programming, announced that construction is under way for the Jim King Boat Ramp
project. They will be moving the docks water ward off of the bank. Phase 1 of the Palm Fish Camp
dock improvements will beginning January 21, 2019. The boat ramp will be closed during
construction. A new beach road is currently under construction for Huguenot Park. The road will go
through the middle of the park and will be the new main access road for the park. Additional
camp sites that will be accessible by the new road will be added and the old roads that were
closer to the shore will become a pedestrian and bike path. The San Mateo Little League drainage
project is currently going out to bid and is expected to start sometime during the summer. The Joe
Carlucci project is currently out to bid. The boat ramp has been closed since Hurricane Irma. They
will be expanding the docks. The project is estimated to be completed in six months. Jim Mazur
asked if Half Moon Island is going to receive a boat ramp. Mr. Meyerl answered that it is still in the
works. Mr. Mazur asked if Parks and Recreation request for repairs were primarily through 630-City.
Mr. Meyerl affirmed that the main way Parks, Recreation and Community Development find out
about needed repairs. Is through 630-CITY. The maintenance supervisors check the 630-City report
daily. Brian Ragin informed Mr. Meyerl that some of the dock cleats have not been repaired on the
fishing dock at Burt Maxwell. Mr. Meyerl said he will speak with the supervisor of that project to
address the broken cleats. Mr. Ragin also advised that it is impossible to get out during low tide at
the Burt Maxwell boating dock. Mr. Meyerl said he will bring it up to the Chief of waterfronts.
Keith Meyerl may be contacted at (904) 255-7936 or Kmeyerl@coj.net
x Subcommittee/Liaison Reports
x Governmental Affairs and Planning & Development–Teresa Moore and Samuel Walker, City Planner I
The Governmental Affairs Committee made the following motions:
Old Business
x 2018-0668: Deferred - A town hall meeting will be scheduled to solicit input from the
community. The notice will be provided once the meeting is scheduled.
x 2018-0761: Deferred - Councilmember Al Ferraro ordered the developers of this application to
hold another community meeting to insure all interested parties have an opportunity to meet
with the developers and voice their concerns or opinions.
New Business
x E-18-98 - Exception: 0 Lem Turner Road, between Pace Road and Terrell Road – This application
seeks to allow the establishment of a yard waste mulching/recycling station on property
owned by the Jacksonville Aviation Authority. Tommy Ruffin made a motion not to oppose this
exception with the following conditions: 1) Relocated the facility as far as possible from
residential units. 2) Consider installing a soundproof barrier. 3) Establish firm hours of operation
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that are resident friendly. The motion was seconded by Dot Mathis. CPAC members
unanimously approved.
x 2018-0863 – Planned Unit Development (PUD): 0 Newcomb Road, east of the Flamingo Lake RV
Park – This application will change an existing industrial PUD to add a solar farm as an allowed
use on the property with access via Newcomb Road from Lem Turner Road. Tommy Ruffin
made a motion to approve with comment. The description of the visual screening is vague as
the developer could put up any type of material that is at least 6 feet high with 85 percent
opacity to satisfy criteria. CPAC would like a more definitive specification provided regarding
the visual screening (fence). Reverend Joseph Tate seconded the motion. CPAC members
unanimously approved.
x 2019-0003 – Conventional Rezoning: 0 Dunn Creek Road, just north of New Berlin Road – This
rezoning proposes a commercial development near the intersection of Dunn Creek and New
Berlin Roads on a 6 acre undeveloped parcel. Dot Mathis made a motion to oppose this bill.
Tommy Ruffin seconded. The CPAC feels commercial development of this parcel would
encroach into the existing residential community. Also, infrastructure around the location is
substandard. CPAC members unanimously approved.
Samuel Walker, City Planner I, may be contacted at (904) 255-7823 or Walkers@coj.net
x Membership - Sharon Bivins, Absent, No Report
x Transportation – Dick Berry: Absent, No Report
x Ad-Hoc- Taxation, Revenue, Utilization and Expenditures (T.R.U.E) – Jim Mazur announced that a
meeting was held today to discuss Parks and Recreation. The T.R.U.E Commission is doing a study
on the parks in order to create a checklist which will be used to assess all of the parks problems
and the maintenance needs at each park. Mr. Mazur announced that he has not been appointed
to the T.R.U.E Commission. His appointment has been deferred by the Rules Committee.
7. Chair’s Report – Mike Getchell discussed the deferment of Jim Mazur’s appointment to the T.R.U.E
Commission and read the letter written to the Rules Committees on behalf of the North CPAC in
support of Mr. Mazur. Several CPAC members voiced their support of Mr. Mazur to the T.R.U.E
Committee.
8. Unfinished Business – None
9. New Business – None.
x Public Comments/Concerns/Announcements: Carson Tranquille introduced himself to CPAC
members and announced he will be running for the Council District 2 seat.
x Motion to Adjourn: Chair Mike Getchell adjourned the meeting at 7:50 p.m.
Next CPAC Meeting: Wednesday, February 13, 2019, 5:30 p.m. Oceanway Senior Center, 12215 Sago
Ave. W.
Next Governmental Affairs Subcommittee Meeting: Thursday, February 7, 2019, 5:30 p.m. Oceanway
Senior Center 12215 Sago Ave. W.
Summary prepared by: Michelle Godwin, Neighborhood Coordinator, Neighborhood Services Office,
(904) 255-8236 or MichelleGW@coj.net
A copy of the audio recording of this North CPAC meeting is available through a Public Information
Request by calling 630-CITY. Details about Public Records can be found on the City’s Website:
http://www.coj.net/departments/public-affairs/public-records-request.aspx
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Northwest Citizens Planning Advisory Committee
The Legend’s Center, Community Room, 5130 Soutel Drive, 6 p.m.
Meeting Attendance
CPAC Members: City Staff:
CPAC Chair: Tyrona Clark-Murray At Large Group 5 Council Member: Samuel Newby
CPAC Vice Chair: Doretha Tompkins District 8 Council Member: Ju’Coby Pittman
Cherokee Cove: William Anthony Neighborhoods Department: Stephanie Burch
Better Living: Elaine Billups Jacksonville Public Library: Donna Carroll
Grand Park: Jacqueline Harrington Jacksonville Public Library: Sharon Kirkes
Sherwood Forest Community: Mildred Jennings Public Works: John Kochanski
New Town Success Zone: George Maxey Florida Department of Transportation: Derek Dixon
Moncrief Springs: Carlotta McIntosh Parks, Recreation and Community Services: Jackson Gray
Timber Oaks HOA: Velma Rounsville Jacksonville Sheriff’s Office: St. Matthew Kreuger
Ribault Manor: Bettye Scott JEA: Berdell Knowles
Carver Manor/Lincoln Estates: Larry Solomon Municipal Code Compliance: Ernest Murphy
Timber Oaks: Rhonda Boyd Municipal Code Compliance: Elaine Lancaster
Ribault Manor: Linda Kittles JTA: Cheryl Riddick
Better Living: Bertha Richardson JTA: Jeanette Berk
TRUE Commission Representative: Camilla Collins Animal Care and Protective Services: Devron Cody
Neighborhood Services Office: Amy Holliman
State Attorney’s Office: Leah Hogg
State Attorney’s Office: Thomas Mangun
State Attorney’s Office: Brian Jefferson
Council on Elder Affairs: Carrence Bass
Visitors:
Murphy Nmezi: Royal Terrace Kim Perry (2)
Gwen Nmezi: Royal Terrace (2) Tom Larson: Self-Help Credit Union*
Jackie Nash: Council on Elder Affairs Barbara McKnight
Celeste Mills Rosemary Thornton
Veronica Glover: For Our Future Florida Jermaine Lazenberry
Christian Gonzalez-Orbegno* Theresa Connal
Ted Nash Jeff Edwards: Rail Yard District Business Council
Albert Chester: New Town Pharmacy *have met three meeting CPAC membership requirement
(2) have attended two consecutive meetings
1. Call to Order/Verify Quorum: Chair Tyrona Clark-Murray called the meeting to order at 6:01
p.m. The meeting began with reciting the Pledge of Allegiance, after which staff confirmed
that a quorum is present. Northwest CPAC Chair reviewed Jacksonville Ordinance Code
Sec. 350.305. - Campaigning; prohibited in public work places. “It shall be unlawful and a
class A offense for any person to engage in political campaigning in a public building in
locations where public employees are working. This prohibition shall apply to a public officer
or employee’s support or opposition to a referendum affecting the City if Jacksonville; nor
shall this prohibition apply to rooms rented in public buildings for the purpose of political
campaigning; nor shall it apply to the city’s senior citizen and community centers.”
2. Approval of the Summary: Velma Rounsville made a motion to approve the summary of the
November 8, 2018 CPAC meeting as written. The motion was seconded by Elaine Billups and
was unanimously approved.
3. Presentation: Jeanette Burk with JTA’s Economic Development and Long Range Planning
Department reported on the planning and implementation schedule for the Major Transit
Development Plan update. The 10-year transit plan is updated every five years with input
from the community.
4. Elected Officials Report: Samuel Newby, At Large District 5 Council Member
(snewby@coj.net: 630-1387), reported that the City’s 2019 budget included $4 million for City
Council to allocate to projects they chose. Councilmembers selected public safety and
crime prevention, quality of life, infrastructure, affordable housing and homelessness.
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Page 2 of 3 Northwest CPAC January 10, 2019 Meeting Summary
5. Unfinished Business: Trout River Boulevard and Lem Turner Road improvement updates from
Glen Weiss (read by Amy Holliman): Since the last CPAC meeting, Public Works has
repainted the arrows, stop bar and yellow line on Trout River Boulevard and repainted all the
white and yellow lines on Trout River Boulevard from Lem Turner Road to Ridge Avenue
(about one mile). The Florida Department of Transportation (FDOT) has removed all the dirt
and sand on the sidewalk to the north of Trout River Boulevard, filled potholes and addressed
the business owners about parking on sidewalks. FDOT staff will seek funding for new lighting
at the intersection, and for upgraded crosswalks and handicap ramps. The traffic island at
the intersection was a 2007 project of the City of Jacksonville at the request of the Riverview
Neighborhood Association. Maintenance of the island is the responsibility of the City by
agreement with FDOT.
6. Chair’s Report: Chair Tyrona Clark-Murray reviewed the attendance requirements for CPAC
members. She emphasized that three consecutive unexcused absences will result in a
member’s removal from the CPAC. To avoid an unexcused absence, call or email Amy
Holliman (255-8260 or aholliman@coj.net) to be excused from the meeting. Sunshine Law
and Ethics training for CPAC members is required every four years. Finally she reminded
everyone that CPAC meetings follow Robert’s Rules of Order. A handout containing a brief
description of processes is available for review.
7. Subcommittee and Liaison Reports
x Transportation: Tyrona Clark-Murray reported that the topic at the December 2018 TPO
meeting was alternative fuels. A company manufacturing Compressed Natural Gas is
planning to open a second manufacturing facility in West Jacksonville. However, due to a
lack of skilled labor in the field, most employees will be recruited from out of town. After
much discussion, members agreed that Jacksonville must work to improve its educational
opportunities to meet the demands of modern industry and manufacturing, preferably
beginning at the high school level.
x TRUE Commission: Camilla Collins reported that the TRUE Commission has created a
subcommittee to research and analyze maintenance of the City’s parks and recreation
facilities. One proposal is to develop a management plan and form a committee of citizen
volunteers who would be willing to inspect the parks for compliance.
8. Elected Officials Report: Ju’Coby Pittman, District 8 Council Member (JPittman@coj.net: 630-
1387), reported that copies of her District 8 newsletter are available. She also asked to report
issues to 630-CITY. She will assist with issues that are slow getting resolved. Please contact her
if you need assistance or would like to report an ongoing issue.
9. Staff Reports
x Jacksonville Sheriff’s Office: Sgt. Matthew Krueger (Matthew.Krueger@jaxsheriff.org),
reported that officers officially have body cameras. He explained that they are not always
on, but turn on with the touch of a button and the camera is constantly recording a 30
second preview. So that if the record button is switched on, the thirty seconds prior to the
incident is also captured as a part of the recording.
(derek.dixon@dot.state.fl.us; 360-5653), announced that detailed information on FDOT
projects can be found at your10and95.com and NFLroads.com.
x Neighborhood Department: Stephanie Burch, Neighborhoods Department Director
(stephanieb@coj.net: 255-8902), reported the Housing Division has opened its universal
application for Community Development Block Grant (CDBG), Housing Opportunities for
Persons with AIDS (HOPWA) and Emergency Solutions Grant (ESG) funding. The application
deadline is February 7, 2019. The Infill Development Incentive Program (IDIP) Grant is
funded with City dollars. It will pay for liens, closing costs and other expenses associated
with affordable housing. An email will be sent out as soon as the grant application is
available. Please contact Stephanie Burch to be added to the email list regarding the
launch of the IDIP Grant. She also reported that Bill 2018-0871 updates Chapter 122 of the
Ordinance Code to bring it up to state compliance and to improve the efficiency of
acquisition and disposition of City owned property. She also reported that Animal Care
and Protective Services will continue to have $19 adoption fees throughout January 2019.
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Page 3 of 3 Northwest CPAC January 10, 2019 Meeting Summary
x Municipal Code Compliance: Earnest Murphy, Municipal Code Compliance Senior Officer
(EMurphy@coj.net: 255-7096), reported that the last systematic inspection was in the
Lackawanna neighborhood resulting in 527 cases cited. Elaine Lancaster, Municipal Code
Compliance Supervisor introduced herself saying that she works in the Riverview, Moncrief
and Lake Forest neighborhoods.
x Jacksonville Public Library: Donna Carroll Donna Carroll, Bradham Brooks Library Manager
(dcarroll@coj.net: 726-5142), reported that the Jacksonville Book Fest is February 23, 2019,
10 a.m. to 3 p.m. with special guest author R.L. Stine. On Saturday, January 26, from 10 a.m.
to 3 p.m. the Mapping Our Past event will celebrate the Library’s latest addition to its map
collection and the newly updated Jordan and Shirley Ansbacher Gallery.
x Neighborhood Services Office: Amy Holliman, Northwest CPAC Coordinator (aholliman@coj.net:
255-8260), announced that CommUniverCity registration is underway. Registration forms are
due to the Neighborhood Services Office by January 22, 2019.
x State Attorney’s Office: Thomas Mangun, Attorney (TMangun@coj.net), reported that he
and his colleague, Leah Hogg, Attorney (LHogg@coj.net), with the State Attorney’s Office
will be working in the Northwest District neighborhoods on the program to get to know the
community to assist with crime prevention solutions. They will attempt to find the root of the
criminal activity and work with the community and neighborhood organizations to
alleviate those issues. They will be attending to the CPAC and community meetings. For
more information, or to invite them to a neighborhood meeting, please contact Brian
Jefferson, Community Prosecution Coordinator (BrianJ@coj.net).
x Department of Elder Affairs: Carrence Bass, Executive Director (cbass@coj.net: 630-4670),
announced that the department is seeking members to serve on the Council on Elder
Affairs (COEA). Additional information and requirements for service can be found on the
City’s website here: http://www.coj.net/departments/boards-and-commissions/council-on-
elder-affairs.
10. Public Comments
x CPAC guest Rosemary Thornton announced that the Cultural Council is seeking artists for
several projects throughout Jacksonville. The deadline for application is February 7. Visit
www.culturalcouncil.org for more information. Renewed Community Initiatives has
completed a mural on the Mr. K Barbeque and Seafood building at 4906 Soutel Dr. The
2016 Neighborhood Matching Grant provided funding for this project.
x CPAC guest Jeff Edwards shared information about the Rail Yard Business District. The
Beaver Street area, now known as the Rail Yard District, houses over 100 unique small
businesses. Many of these business owners are now coming together to make change in
their community.
x CPAC member George Maxey, representing New Town Success Zone, announced the Dr.
Martin Luther King Jr. Day of Service projects will take place in New Town on January 19,
2019 from 8:30 a.m. to 1 p.m. The Steps to Success Program assists residents with financial
planning. Please contact NTSZ for more information at 470-8899.
11. Adjourn: CPAC Member Elaine Billups motioned to adjourn the meeting. Member George
Maxey seconded and all members agreed. The meeting adjourned at 7:43 p.m.
Next CPAC Meeting: Thursday, February 14, 2019, 6 p.m. at the Legends Center, Community
Room, 5130 Soutel Dr.
To receive supplies for your neighborhood clean-up, please contact Dan Durbec with the City of
Jacksonville Clean It Up, Green It Up program at 255-8276 or ddurbec@coj.net.
A copy of the audio recording of this Urban Core CPAC meeting is available through a Public
Information Request by calling 630-CITY. Details about Public Records can be found on the
City’s Website here: Public Records.
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Southwest Citizens Planning Advisory Committee
March 11, 2019 Meeting Summary
Lane Wiley Senior Center, 6710 Wiley Road, Jacksonville FL
Attendance Staff and Officials:

CPAC Members: Executive Council Assist. to CM Jim Love CD 14– Kevin Kuzel
Chair – Hyde Grove Terrace – Shirley Lowry DCPS School – Troy Pierce
Vice Chair – Trinity Ministries – Bruce Tyson Jacksonville Fire and Rescue – Chief Jack Griggs
Budget Automotive Repair – Darrell Barrow Jacksonville Public Library – Lynne Baldwin
Budget Automotive Repair – Linda Barrow Jacksonville Sheriff’s Office – Lt. Jessie York
Cedar Hills – Johnny Carter Jacksonville Transportation Authority – Cheryl Riddick
Charter Member - Don Ingram Jacksonville Transportation Authority – Jeremy Norsworthy
Hyde Grove Terrace - Peggy Meyers Jacksonville Transportation Authority – Jeanette Berk
Murray Hill Historic Preservation - Len Burroughs Municipal Code Compliance Department – Bruce
Sweetwater Church of Christ – Dr. Willie Crosby Chauncey
Neighborhood Services Office– Michelle Godwin
Watermill Masters HOA – Tom Martin Planning and Development – Andy Hetzel
Public Works – Roy Birbal
Visitors:
Excused:
Karen Harris – Melissa Estates Pierce Rump – Camalot
Laura Hipps – Hipps Group The Walkers – Spring Village
Lorraine Patin Fishweir Neighborhood Watch - Bernice Gremer
James Sturgis – Melissa Estates Fishweir Neighborhood Watch – Michael Fisher
Confederate Point Civic Assoc. – James Nolting
Cedar Hill Estates – Jacquelyn Woods
Blue Lake Estates - Annette Brown
1. Call to Order/Verify Quorum: Chair Shirley Lowry called the meeting to order at 6:40 p.m. Michelle
Godwin verified a quorum.
2. Approval of the Previous Meeting Summary: Tom Martin moved that February’s summary be approved.
Don Ingram seconded the motion. CPAC approved unanimously.
3. Elected Officials’ Reports:
x Kevin Kuzel, Executive Council Assistant to Council Member Jim Love, District 14, announced that the
Task Force on Safety and Crime Reduction has made several appointments to the various
subcommittees. Council Member Love has chosen to be a part of the mentoring subcommittee. Mr.
Kuzel announced that Council Member Love has been appointed by Council President Aaron
Bowman to be the head of the Short Term Rental Committee. Legislation has been proposed and filed
at the state level in Tallahassee. Mr. Kuzel announced that a meeting was held today to discuss the
Berkman Plaza II Building. Mr. Kuzel announced that a development group plans to convert the
building into a resort hotel and amusement park.
Council Member Jim Love may be contacted at 630-1380 or jimlove@coj.net.
4. Presentations:
x Jeanette Berk of Gannett Fleming, Inc. presented on the JTA Transit Development Plan. Ms. Berk
advised that JTA is making people aware of the Transit Development Plan by visiting various
committees and speaking with the riders. The Transit Development Plan is required in order to obtain
state funds. Ms. Berk stated that JTA develops a Transit Development Plan every year and develops
major updates every five years. Ms. Berk announced that this is an effort to reach out to the public to
determine their public transportation needs. The information gathered will be used to analyze and
develop an operational short-term plan of one to three years and a long term plan of five to 10 years.
JTA must provide a final plan to FDOT by September 1, 2019.
5. Staff Reports:
x Jacksonville Sheriff’s Office (JSO) – Lt. Jessie York provided information regarding the Sheriff’s Watch
Page 1 of 4 March 11, 2019 Southwest CPAC Summary
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Program. Lt. York stated that Sheriff’s Watch is a community engagement program, and is a great way
to build a relationship with the officers that patrol Jacksonville neighborhoods. Lt. York advised Sheriff’s
Watch is also the best way for the residents and the officers to share information about what’s going on
in their neighborhoods, allowing them to address any issues or concerns they may have. You may find
your neighborhood’s Sheriff’s Watch meeting date by visiting, http://www.jaxsheriff.org/Your-Sheriff-s-
Office/citizen-involvement/sheriff-s-watch.aspx . Lt. York announced that in the last 30 days homicides
have increased compared to last year from four to seven. Four shootings occurred on 103rd Street as a
result of robberies; four people were shot, including a 16 year old girl. Robberies to individuals are up
4.8 percent; robberies to business are down 29 percent; residential burglaries are down 16 percent;
burglaries to businesses are down 29 percent and auto thefts are down 7 percent. Lt. York advised that
the program, Coffee and Conversations with a Cop is offered at various businesses. Visit the
www.JaxSheriff.org website to find the various locations, dates and times. Lt. York also announced that
interested citizens are welcome to take part in the Citizens Police Academy, a 12-week program for
active citizens, providing an insider’s look at policing. Lt. York also advised that residents are able to
schedule a walk in their neighborhoods with Sheriff Williams and his team. To schedule one, please
contact the community engagement officer at (904) 630-2160. Lt. York announced that JSO is hiring.
There are positions open for corrections officers and civilians. Visit www.JoinJSO.com to view available
positions or call (904) 713-4870 to speak to a recruiter.
Lt. York may be contacted at (904) 573-3165.
x Jacksonville Fire and Rescue Department – (JFRD) – Chief Jack Griggs announced that the new Fire
Station 61 on Collins and Old Middleburg Road should be in service by the end of the year. He also
announced that another station is being built at 5845 Aviation Ave., just south of Normandy Boulevard
and 103rd Street. There is a rescue truck at almost every station per the Fire Chief’s initiative. Chief
Griggs recommended that when you change your clocks for daylight-savings time, that you also
replace the batteries in your smoke detectors and test it. Chief Griggs informed CPAC members that if
they don’t have a smoke detector, citizens may request one by calling 630-City.
Jack Griggs may be contacted at (904) 786 - 3786 jgriggs@coj.net
x Jacksonville Electric Authority (JEA) – Renee Goode, Government Relations Coordinator, announced
that customers have reported receiving calls from scammers who are asking for customers, updated
contact information, or insisting that they purchase prepaid debt cards or their phone service will be
disconnected. Ms. Goode informed CPAC members that they may update their contact information
by going to www.JEA.com. Ms. Goode asked that customers contact JEA by calling (904) 665-6000 to
report any suspicious calls. If possible, please provide the number the call originated from. The number
will be shut down within one hour. Ms. Goode announced that JEA Board Meetings are open to the
public and scheduled for the fourth Tuesday of each month. The meetings are held at JEA’s Downtown
Headquarters, located at 21 W. Church Street, 19th Floor. JTA Board Members will make a decision
regarding the move of the JEA headquarters in April. JEA has narrowed the choices for the new JEA
headquarters to three locations; one is lot J of the TIAA Bank Field, the second is a vacant lot across
from the new Duval County Courthouse and the third is on King Street across from the Skyway. Ms.
Goode also announced that JEA has launched an educational campaign titled; “Invasion of the
Fatbergs,” which is intended to educate customers about things that should never go down a drain or
flushed down the toilet, even if it says it’s flushable. You can watch the videos by visiting
www.Fatberginvasion.com.
Renee Goode can be contacted at goodrr@jea.com
x Jacksonville Public Libraries (JPL) – Lynne Baldwin, Executive Assistant I, announced that the new
library schedules have started for the regional branches. Ms. Baldwin also announced that free tax
assistance is still available at the West Regional Library on Friday’s from 10 a.m. to 2 p.m. and then will
be available at the Webb Wesconnett Library beginning Friday, March 22, 2019 from 10 a.m. to 2 p.m.
Ms. Baldwin announced that early voting has begun and will continue through March 17, 2019 from 10
a.m. to 6 p.m. at the following libraries; Argyle, Murray Hill and West Branch. A Veterans Service Officer
will meet with veterans every second Tuesday at the Webb Wesconnett Library from 10 a.m. to 2 p.m.
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as part of a partnership with the Military Affairs and Veterans Department. Ms. Baldwin also announced
that DCPS Art Displays will be available to view beginning March 23, 2019 through April 24, 2019 at
each library. Ms. Baldwin also advised that the City is working on a proposal to repaint or replace the
various library signs that are in need of repair.
Lynne Baldwin may be contacted at (904) 338-4383 or lbaldwin@coj.net.
x Municipal Code Compliance Division (MCCD) – Bruce Chauncey, Zone 4 Compliance Supervisor,
announced that 1,557 inspections were completed in Zone 4 between February 11, 2019 and March
11, 2019. These included 242 junk vehicle inspections, 696 nuisance inspections, 19 nuisance board ups,
226 residential inspections, 38 inspections of unsafe structures, 206 zoning, and 10 commercial
inspections. The Municipal Code Compliance Division completed 8,982 inspections throughout
Jacksonville. Mr. Chauncey also announced that the Municipal Code Compliance Division is hiring.
Bruce Chauncey may be contacted at (904) 255-7035 or Brucec@coj.net
x Planning and Development (PDD) – Andy Hetzel, City Planner III, presented the following report:
• AD-19-017 (companion) Administrative Deviation – 2841 Doric Ave.: Request to reduce lot area
from 9,900 sq. feet to 9,375 sq. feet
• AD-19-018 (companion) Waiver to Road Frontage – 2841 Doric Ave.: Request to reduce road
frontage requirement from 72 feet to 62.5 feet.
• 2018-0608 PUD Rezoning – South side of 103rd Street, west of Connie Jean Road: PUD rezoning
seeks to permit school bus storage expansion.
• 2019-0041 Conventional Rezoning – 10354 Sandler Rd.: Request to rezone property from RR-Acre to
RLD-60 zoning district.
• V-18-13 Zoning Variance – 7228 Worthington Rd.: Request to increase lot coverage above 50% for
accessory structure on property.
• 2019-0069 Conventional Rezoning – 4040 Ricker Rd.: Request to rezone property from PUD to RMD-
D zoning district.
• 2019-0078 Conventional Rezoning – 1306 Lakeshore Blvd.: Request to rezone property from PUD to
RMD-A zoning district.
• 2019-0079 Conventional Rezoning – 9681 Noroad: Request to rezone property from RR-Acre to
• 2019-0081 Conventional Rezoning – 8835 Hipps Rd.: Request to rezone property from RLD-60 to
• E-19-08 Zoning Exception – 1660 Lane Ave. S.: Request permit for a daycare for up to 60 children.
• AD-19-010 Administrative Deviation – 5120 Salonika Ln.: Request to increase fence height from 4
feet to 6 feet in required front yard.
Andy Hetzel may be contacted at (904) 255-7821 ahetzel@coj.net
x Public Works – Roy Birbal, Chief of Public Buildings, had no report, but was available to take questions on
behalf of Public Works. Tom Martin stated that a concrete island located near the Argyle Forest
Boulevard entrance of the New WaWa Fuel Station near Old Middleburg Road S., is confusing people
because it looks as though the island is in the middle of the right turn lane. People are running over it or
swerving to miss it. Mr. Martin is afraid the island’s location will cause an accident.
Roy Birbal may be contacted at (904) 255-4330 or Rbirbal@coj.net
x Duval County Public Schools (DCPS) – Tracy Pierce, Chief of Marketing and Public Relations, introduced
himself, and announced he and Jim Culbert will be visiting all of the CPACs on a rotating schedule.
They will be updating CPAC members on what is happening in the school district. Mr. Pierce announced
Duval County Public Schools will be hosting several community meetings throughout the City to
facilitate discussion about the aging schools in Duval County. Consultant group Cooperative Strategies
has completed a study of each of Duval County’s school buildings, and have developed a Facility
Condition Index (FCI), which indicates the condition of the schools throughout the County. Mr. Pierce
said most of Duval County Public Schools are on the low end of the index, meaning major repairs and
updates are needed. Mr. Pierce advised, over $1 billion worth of projects have been identified. Several
community meetings will be held to go through a school by school analysis of what’s being
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recommended. The meeting for Planning District 4 will be held at Edward H. White High School March
21, 2019 at 6 p.m.
Tracy Pierce may be contacted at (904) 390-2996 or piercet@duvalschools.org
6. Subcommittee/Liaison Reports:
x Cecil Area – Bruce Tyson reported that a bus tour of Cecil Field is scheduled for May 9, 2019. The costs
for tickets are $ 20 and the tour will begin at 8:00 a.m. The registration deadline is May 6, 2019. Mr. Tyson
announced that on the east side of the runway, a 1.5 million sq. ft. distribution center is being
completed. Possible tenants will be a Lowes Distribution Center.
x Transportation – Tom Martin reported for February 6 , 2019 North Florida TPO meeting:
x North Florida TPO approved the Citizens Advisory Committee Membership (CAC) request for a
member representing Duval County at Large, and an Amelia Island representative.
x North Florida TPO approved the FDOT request to amend the FY 2018/19 through FY 2022/23
Transportation Improvement Program (TIP) by adding operational funding for the U2C Program,
the Bay Street Innovation Corridor, and for JTA grants and miscellaneous.
x North Florida TPO approved the JTA request to amend the FY 2017/18 through FY 2021/22
Transportation Improvement Program (TIP). This amendment is for a LowNo Grant. This grant is for
vehicles with no or low tail pipe emissions. This grant is for the Hurricane Resilience Grant Award.
x North Florida TPO received a list of study requests for inclusion in the FY 2019/20 Unified Planning
Work Program (UPWP). Some additional studies may be included later, but the list will be trimmed.
The approval of the FY 2019/20 UPWP is scheduled for the May meeting.
x North Florida TPO received an update of JTA’s Transit Development Plan from Suraya Temple and
Jeanette Berk of the consulting firm Gannett Flemming, Inc.
The next North Florida TPO CAC meeting will be held Wednesday, April 3, 2019 at 2 p.m.
x Neighborhood Coordinator’s Report – Neighborhood Coordinator Michelle Godwin announced that
CPAC members need to notify Ms. Godwin when they are not able to make meetings. Three
unexcused absences is automatic removal from CPAC. Ms. Godwin welcomed Dr. Willie Crosby Jr. of
Sweetwater Church of Christ as a new member to the Southwest CPAC. Ms. Godwin advised that if
you would like to become a CPAC member but are not part of a home owners association or
neighborhood association, that City of Jacksonville City Council Members are able to appoint CPAC
representatives for their district. You may reach out to your District Council member, and inform them
that you are interested in representing your District on the Southwest CPAC.
7. Chair’s Report – CPAC Chair, Shirley Lowry announced she and the other five CPAC chairs were invited
to speak during Class 4 of the CommUniverCity Training. Ms. Lowry encouraged anyone who hasn’t
attended the CommUniverCity Training to do so next year.
8. Unfinished Business - None
9. New Business – CPAC Chair, Shirley Lowry announced that the Southwest CPAC will be starting a Land
Use and Zoning (LUZ) Subcommittee. Dr. Willie Crosby Jr. has volunteered to be the chair of the new
LUZ subcommittee and is looking for volunteers to join.
x Mr. Martin announced that FDOT will host a public meeting regarding the Hart Talleyrand Expressway
project. The meeting will be held Thursday, March 14, 2019 from 4 p.m. to 6 p.m. at the FDOT Urban
Office Training Center, 2198 Edison Ave.
10. Public Comments/Concerns/Announcements-
11. Adjourn: Chair Shirley Lowry adjourned the meeting at 7:45 p.m.
Next CPAC Meeting: April 8, 2019 6:30 p.m. Lane Wiley Senior Center 6710 Wiley Rd., Jacksonville, FL 32210.
Summary prepared by: Michelle Godwin, Neighborhood Coordinator, 255-8236 or michellegw@coj.net.
A copy of the audio recording of this Southwest CPAC meeting is available through a Public Information Request by calling
630-CITY. Details about Public Records can be found on the City’s Website: Public Records.
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Greater Arlington Beaches Citizens Planning Advisory Committee
Pablo Creek Regional Library, 13295 Beach Boulevard, Jacksonville, FL 32246
Meeting Attendance

Clifton Civic Association - Melody Shacter - Vice Chair City Council District 1 – Joyce Morgan
Arlington Business Society – Mike Anania DCPS – Michelle Begley
Charter Point Community Association – Bob Barletta FDOT – Derek Dixon
Communities of East Arlington - Lad Hawkins JPL – Michael Sullivan
Covington Creek HOA – Lenny Hanapel JSO – Lt. Valentine
Covington Creek HOA – Joan Becker JTA – Cheryl Riddick
Cypress Cove Good Neighbors – Harley Herndon JTA – Jeanette Berk
Hickory Creek HOA – Nell DeCoursey Municipal Code Compliance – Dennis Steele
Hickory Creek HOA – Lennette Hauver Neighborhood – Stephanie Burch
Ibis Point Owners Association – Nina Pougiouklidis Neighborhood Services Office – Rosemary Wesolowski
Indian Springs Community Association – Pete Miller Planning and Development – Connie Patterson
Kensington Association – Tim Keeley Public Works – Steve Long
Lake Lucina Association – Kirk Armstrong
Monument Oaks HOA - Eddi Parsons
Old Arlington Inc. – Peter Mione
Old Mill Cove Community Organization – Jerry Petoskey
Osprey Point HOA – Pam Brown
Osprey Point HOA – Amita Agnihotri Guests:
POISE, Inc. – Delmas Harper Gearl Rears – Lucy Travels
Queens Harbour POA – Will Messer Dale Parsons
River Woods – St. Johns Landing HOA – Larry Belge Alberta Hipps - JAA
The Valley at Hidden Hills – John Roberts Richard Becker – Covington Creek HOA
University Park Civic Association – Shirley George Scott Hulett – Cypress Cove Good Neighbor Group
Waterleaf HOA – Vida McCullough Rose Marie Alarcon
Excused:
Caroline Forest Homeowners Assoc. - Kacy Evans
Council Appointee – District 1 – Michele Davis
Queens Harbour POA – Ramsey Salem - Chair
Call to Order/Verify Quorum- Vice Chair Shacter called the March 2019 GAB CPAC meeting to
order at 6:30 pm. Rosemary Wesolowski verified that a quorum was present.
Approval of the Previous Meeting Summary – The February 2019 meeting summary was
approved by the CPAC.
Presentation(s): Brad Martin, JaxEx Airport Operations and Facilities Manager and Michael
Stewart, Director of External Affairs, JAA discussed a variety of topics with the CPAC.
Mr. Martin stated that JaxEx is only resurfacing the runway(s) at the airport; they do not have
plans to extend the runway(s). Mr. Martin stated that neither he nor JAA was aware that
Resolution 2019-182 would be introduced to extend the runway(s). Upon learning of this
legislation Jacksonville Airport Authority sent out a memo to City Council members stating JAA is
not interested in discussing extending the runways at JaxEx. City Council members voted to
withdraw the resolution from consideration. Mr. Martin fielded questions/complaints in regard to
noise associated the planes taking off and landing at JaxEx. There are a couple of ways a
complaint about a loud plane can be reported. One can call 904-641-3606 to register a
complaint or go to FlyJacksonville.com and file your complaint electronically.
1|Page
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Michael Stewart provided an overview of the various uses of each the airports that Jacksonville
Aviation Authority (JAA) operates. The airports are:
x Jacksonville International Airport (JAX) provides commercial air travel to major U.S. cities.
There are eight major airlines and a network of regional airline carriers that provide some
200 daily arrivals and departures at JAX.
x Herlong Recreational Airport (HEG) located off Normandy Boulevard is Jacksonville's
general aviation recreational and sport flying airport.
x Jacksonville Executive or JaxEx (CRG) helps to divert general aviation traffic away from
Jacksonville International Airport (JAX) and its large commercial planes. Since the airport
is located near a number of residential areas, JaxEx (CRG) has become a noise sensitive
airport. As a result, the airport has established a Noise Abatement Program. JAA leases
space to two Fixed Base Operators at JaxEx: Craig Air Center and Sky Harbor. They and
their tenants provide hangar, tie down and fueling services to more than 300 aircraft
based at the airport.
x Cecil Airport (VQQ) is the Jacksonville Aviation Authority's third general aviation airport,
fourth airport overall and a spaceport. Cecil Airport is a former military base that closed
in 1999. Cecil Airport's facilities are ideal for aircraft maintenance, repair and overhaul
(MRO) operations and a variety of aviation-related industrial and commercial
development. Cecil Airport is the base of operations for corporate aircraft, general
aviation, air cargo and National Guard and Reserve aviation. The airport has four, 200-
foot wide runways, three of which measure 8,000 feet. The fourth runway is 12,500 feet in
length, one of the longest in Florida.
Elected Officials Report:

Joyce Morgan, City Council District 1 – Council Member Morgan will hold her next Town Hall
meeting on Monday, March 25, 2019 at 6:00 pm at Terry Parker High School, 7301 Parker School
Road. At the March Town Hall meeting, there will be significant discussion about youth summer
jobs, summer camp options and summer youth activities. Council Member Morgan stated
Council Member Crescimbeni will introduce legislation to purchase the family home of Cleve
Powell (off Lone Star Road) and have the property added to the Tree Hill Nature Center and
Preserve.
Staff Reports:
JSO (Jacksonville Sheriff’s Office) – Lieutenant Valentine stated in the past 30 days in Zone 2
violent crime is down 30.34 % and property crime is down 20.04%. Lt. Valentine announced that
this would be his last GAB CPAC meeting; Lt. Valentine is transferring to the Urban Core (Zone 1)
District. Lt. Valentine reported JSO has made contact with 58 individuals pan-handling in the
GAB district and made 17 pan-handling arrests in the GAB area. Everyone was encouraged to
not give panhandlers money, but to call JSO. JSO can direct those pan-handling to shelters,
medical services and social services if that is what the individual really needs. There were over
400 guns stolen out of vehicles (mostly unlocked) in 2018. Everyone was reminded to remove
their valuables, especially guns from their cars and to participate in the 9 pm Routine.
Zone 2 substation – 9501 Arlington Expressway – 904-726-5100
Jacksonville Public Library – Michael Sullivan, provided the following updates:
x The 2019 Jacksonville Black History Calendars are available; they can be found in the
lobby.
x Outsmart the Scammers is a class that to help you identify and prevent common scams.
The class will be held on Friday, April 19, 2019 2-3 pm at the Pablo Creek Regional Library.
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x US Attorney’s Office will lead a discussion on Cyber Security. This will address the threat
to the privacy and economic security of American consumers and businesses.
Cyberbullying will also be covered. This program will be held on Tuesday, April 9, 2019 3 –
5 pm at the Pablo Creek Regional Library.
x Jacksonville Public Library and the American Association of Retired Persons (AARP)
Foundation partner each year to bring free tax preparation to the community. AARP Tax-
Aide sites are serviced by IRS-certified volunteers that provide FREE tax counseling and
preparation services to millions of low- and middle-income taxpayers, with special
attention to those ages 60 and older. There is no income or age limit for assistance at
AARP TaxAide sites; however, AARP sites cannot assist rental property owners or small
business owners.
Jackie Spiritas – spiritas@coj.net
Duval County Public Schools – Michelle Begley, Chief Financial Officer introduced herself and
informed the CPAC that the Duval County Public Schools will be attending the CPAC’s on a
regular basis. Several CPAC members expressed their concern for student safety due to traffic
issues for those students that attend Alimicani Elementary on San Pablo Road.
FDOT – Derrick Dixon announced a FDOT Public Meeting to discuss possible changes to the
Beach Boulevard/Southside Boulevard intersection. The meeting will be held at the Regency
Square Library, 9900 Regency Square Boulevard, 32225 on April 1, 2019. There will be an open
house 4:30 to 6:30 pm and public comments will be taken starting at 6:30 pm.
JTA – Cheryl Riddick introduced JTA team member Jeanette Berk. Ms. Berk provided an
overview of the JTA Transportation Development Plan (TDP) to the CPAC. Ms. Berk will return to
the April meeting to discuss the TDP in detail.
Neighborhoods Department – Stephanie Burch informed the CPAC mosquito season kicks off in
April. Ms. Burch encouraged everyone to be vigilant to empty or drain standing water around
their homes. Last year mosquito activity was high and several individuals were diagnosed with
West Nile Virus. Experts are expecting a similar mosquito season this year. If you plan to spend
time outside, please use insect repellant that contains DEET and wear long sleeves and pants.
Ms. Burch reminded the CPAC that kitten season is also upon us. Animal Care and Protective
Services is actively looking for individuals and families to foster kittens. It was also recommended
if you find a litter of kittens outside, please leave them alone. The mother will return and take
care of the litter.
Neighborhoods Department (Municipal Code Compliance Division) – Dennis Steele announced

that he has been assigned at the GAB Code Compliance Supervisor. Thomas Register has
received a promotion within Code Compliance. Mr. Steele stated that Bethelite (former
Thunderbird Hotel) on the Arlington Expressway has been problematic and the Building
Department is currently working with the owners of the property.
Dennis Steele, 255-7041 dsteele@coj.net
Planning & Development Department – Connie Patterson stated the Renew Arlington CRA
Overlay draft was sent to the Office of General Council to finish processing the ordinance. To
view the Renew Arlington CRA Overlay draft visit:
http://www.coj.net/departments/planning-and-development/docs/current-planning-
division/arlington-cra-zoning-overlay-draft_crescimbeni-rev.aspx
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Connie Patterson, 255-7822 or Constancep@coj.net
Public Works – Steve Long made the following announcements:

x The JoAndy Road project is well underway.
x The Girvin Road project is nearly complete.
x The Woolery Drive improvement project has begun.
x Public Works is working proactively to make sure the street drains are clear prior our
rainy/hurricane season.
x If you see an issue, please call 630-CITY to report.
Steve Long, 255-4283 or slong@coj.net
Subcommittee/Liaison Reports (3 minute time limit):
LUZ (Land Use and Zoning)/Governmental Affairs – LUZ Subcommittee Chair Mike Anania passed
the gavel to CPAC Vice Chair Melody Shacter to present the LUZ Subcommittee report. Vice
Chair Shacter informed the CPAC that the LUZ Subcommittee reviewed a few LUZ applications
and the subcommittee will make one motion.
The motion is:
Deny of Zoning Exception E-19-13 at 5918 Commerce Street. The following observations
were made:
x The applicant is within the boundaries of the Old Arlington Action Plan (NAP) which was
approved by City Council in 2007 and is inconsistent with the plan.
x On page 64 of the approved NAP it states “the Jacksonville Planning and Development
Department should NOT support intensification of commercial uses through rezoning,
PUD’s and exceptions unless it can demonstrate that there will be a benefit to the
neighborhood.”
x It was not demonstrated that there is a benefit to the neighborhood.
x It is inconsistent with the vision of the community and the recommendation of the NAP.
x It abuts the Renew Arlington Community Redevelopment Act and is inconsistent to its
intent.
The CPAC voted unanimously to deny the application.
Beautification/Parks – Larry Belge – no report
Environment – Lad Hawkins – City Beautiful Jacksonville is bringing the former Charleston South
Carolina Mayor,Joe Riley to Jacksonville to share his wisdom and experience about making
cities attractive, livable, and thriving. The event will take place on April 4, 2019, 11:30 to 1:30 pm
at the Main Library Conference Center.
Membership – Vice Chair Shacter introduced new member Delmas Harper, POISE, Inc. to the
CPAC.
Transportation – Will Messer – not present
Ad-Hoc Committees:
TRUE (Taxation, Revenue, and Utilization of Expenditures) Commission – John Roberts stated the
TRUE Commission is still following the finances associated with park maintenance.
North Florida TPO – Will Messer – not present
Neighborhood Coordinator Report – Rosemary Wesolowski informed the CPAC that:
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x The St. Johns River Clean-up was a success. The event had 419 volunteers city-
wide; collected 561.5 bags of garbage which weighed 5.5 tons; the volunteers
saved the city $20,640.84.
x Reminded the CPAC that they have the opportunity to make
recommendation(s) to the City of Jacksonville’s Capital Improvement Plan.
Rosemary asked the CPAC members if they would like to have a special meeting
to identify neighborhood capital improvement projects or if they preferred to
email their recommendations to her. The CPAC chose to send their
recommendations to Rosemary.
Chairs Report – Vice Chair Shacter - no report.
Unfinished Business – none
New Business – none
Public Comment –
x Member Pete Miller stated he attended a City Council Meeting to express his concern
about the Atlantic Boulevard / San Pablo Road area. These roads are operating over
capacity and with the planned development of Terra Bella and Harbortown
communities this will further impede the roads. Mr. Miller expressed disappointment that
traffic studies are not being completed prior to approval for future development. The
roadways are operating beyond capacity and the future planned development will
negatively impact the already crowded roads.
x Member Pete Miller announced the upcoming ‘A Brush With Nature’ will again be hosted
at The Jacksonville Arboretum & Gardens in conjunction with First Coast Plein Air Painters.
The plein air painting event is open to the public free of charge from 9 a.m. to 5 p.m.
Saturday, March 30 and Sunday, March 31. Activities include artists’ demonstrations
each day, art activities for children, entertainment and food vendors.
x Member Joan Becker requested that the room be set-up a little differently so all the
guests can hear the speakers better. The fan/air conditioner runs continually and makes
it very hard to hear.
Motion to Adjourn
The next meeting of the District 2 CPAC will be Monday, April 8, 2019 at 6:30 pm
at the Pablo Creek Regional Library, 13295 Beach Boulevard, Jacksonville FL, 32246
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Southeast Citizens Planning Advisory Committee
NEFAR Temporary Training Room, 10300 Southside Boulevard, Jacksonville, FL 32256
Meeting Attendance

Deercreek Owners Association – Carol D’Onofrio Chair City Council District 11 – Danny Becton
Oak View Corner Oaks Owner Association – Jon Malmind DCPS – Kelly Coker Daniel
Alumni Civic Association – Kathleen Perera DCPS – Regan Copeland
Bartram Springs HOA – Joe Luczak FDOT – Derek Dixon
Blackwood Forest HOA – Pamela Fraser JPL – Ann Fridl
Brierwood Neighborhood Association – Nancy Barry JSO – Lt. Knecht
City Council District 11 – Donna Herrin JTA – Cheryl Riddick
Deercreek Owners Association – Peter Gentry JTA – Jeanette Berk
Deerwood Improvement Association – Ernst Cornehl Neighborhoods Department – Stephanie Burch
Englewood Full Service School – Ralph Hodges Neighborhoods Code Compliance – Gary Roberts
Greater Hood Road Community Association – Jim Hill Neighborhood Services Office – Rosemary Wesolowski
Hampton Glen at Deerwood HOA – Abby Howard Murphy Planning and Development Department – Arimus Wells
Highland Glen HOA – Kathy Soares Public Works – Duane Kent
Mandarin Garden Club – Debbie Campbell
Pickwick Park Civic Association – James Daniel
Rose Creek Condominium Association – Henry Rogers
Shiloh Creek Neighborhood Association – Will Herron Guests:
St. Nicholas Area Preservation – Walter Bryant Carmen Mazzeo – FL-Atlantic
The Gables HOA – Debbie Johnson Wendy Hughs
The Lakewood Community – Dick Cardell Shilly McCall
Villa San Jose Civic Association – Marj Rothstein Diana Chastain – Hampton Glen
Villa San Jose Civic Association – Joanne Griffin Ann Clapp - GENA
Richard Skule - GENA
Anne Michael – Southside Women’s Center
Excused – Jill Metlin – Blackwood Forest
Brierwood Neighborhood Association – Nancy Barry
Brierwood Neighborhood Association – Robin Pickle
East Hampton HOA – Eric Laner
Secret Cove Civic Association – George Banks
The Arc Jacksonville Village – Denise Torres
1. Call to Order/Verify Quorum: Chair D’Onofrio called the meeting to order. Rosemary
Wesolowski verified that a quorum was present.
2. Approval of the Previous Meeting Summary: A motion was made by Will Herron to
approve the February 2019 meeting summary and Ernst Cornehl made a second; the
summary was approved.
3. Presentation(s): Hampton Ray, FDOT, Public Information Officer, provided an update on

the I-295 Express Lanes; Phase 1, I-95 to the Buckman Bridge.
The express lanes construction along I-295 from I-95 to the Buckman Bridge began in July
2014 and will open in Spring 2019. The first express lanes in Northeast Florida were
constructed for $89 million. Prior to the express lanes being constructed, noise walls were
built to lessen the potential noise of construction and the additional traffic noise for
residents that live along the corridor. The express lanes project includes:
•construction of two additional 12-foot travel lane (toll lanes)
•noise walls along I-295 in various locations
•building drainage ponds
•installing electronic tolling systems at various locations to collect tolls
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With the construction of express lanes, this segment of I-295 will be ten lanes wide. Access
points will be located west of the San Jose Boulevard (SR 13) interchange and at the I-95
south interchange. Once in the express lanes, you will not be able to exit at San Jose
Boulevard or Old St. Augustine Road. Traffic entering I-295 from San Jose Boulevard (SR
13) or from Old St. Augustine Road will not have access to the express lanes.
The Express Lanes will use the SunPass system to pay for the tolls. SunPass is Florida’s
Prepaid Toll Program. I-295 tolls will be collected electronically only, no cash tolling or toll
booths. The SunPass works on all Florida toll roads (including Florida Express Lanes) and
most bridges. The SunPass also work on toll roads in Georgia, Texas, South Dakota, South
Carolina and North Carolina with more states to be added. You can access and
manage your Sun Pass account on their mobile app or online.
Purchasing a SunPass is easy as there are over 3,100 retail locations throughout Florida.
Locally we can buy a SunPass at Publix, CVS, AAA Auto Club South and Walgreens. Most
locations should sell both Mini and Portable transponders. Please visit www.SunPass.com
or call 1-888-TOLLFLA for additional information and prices.
4. Elected Officials Reports:
Danny Becton, City Council District 11 – announced that his Neighbor and Taxpayer
Protection legislation 2018-271 has passed and was signed by the Mayor. Councilman
Becton’s stated this initiative (2018-271) is for improving new neighborhoods and
protecting tax payers.
For additional information or updates, please visit Council Member Becton’s website at:
www.DannyBecton.org
Contact Council Member Becton at 630-1383 or dbecton@coj.net
5. Staff Reports (3 minute time limit)

JSO (Jacksonville Sheriff’s Office) – Lt. Knecht stated year to date, in Zone 3 (SE district)
violent crime is down 20% and property crime is down 25%. In the past 30 days in Zone 3
violent crime is down 20% and property crime is down 9%. JSO has made 12 arrests and
the individuals were associated with car burglaries. Lt. Knecht stated that our Hispanic
neighbors are often the victims of crime. JSO has started a special branch of the Sheriffs
Watch; the meeting will be conducted in Spanish. Lt. Knecht reminded everyone to
participate in the 9pm Routine; remove your valuables/guns from your car and make
sure your vehicle is always locked.
Contact JSO at Zone 3 Substation-828-5463
JFRD (Jacksonville Fire Rescue Department) – not in attendance
Duval County Public Schools – Regan Copeland, Parent Academy Supervisor and Dr. Kelly
Coker – Daniel, Assistant Superintendent, Accountability and Assessment introduced
themselves and shared a copy of the Spring 2019 Parent Academy Catalog. The Parent
Academy of Duval County Public Schools is a free family resource that promotes parental
involvement, enhances student achievement, and supports a caregiver's need for
personal and individual growth. Parent Academy courses are offered in schools, libraries,
community centers, and faith-based institutions throughout the community. The Parent
Academy focuses on the following three fundamental categories:
1. Student Achievement- through workshops and activities provide parents and caregivers
with the necessary tools to promote students' academic achievement as well as provide
support in navigating the school system.
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2. Parenting & Advocacy - workshops and activities provide innovative tools and strategies
to effectively enhance parenting, student advocacy, and leadership skills.
3. Personal & Individual Growth - workshops and activities provide empowering information,
motivation, and encouragement for the personal and professional growth of parents and
caregivers.
To learn more about the Parent Academy, programs and scholarships, call 390-2000.
JPL (Jacksonville Public Library) – Ann Fridl stated several of the Parent Academy classes
are taught at various public libraries throughout the city. The Southeast Regional Library
will host a debate for the City Council At-Large District 3 candidates on April 18, 2019 at
6:30 pm. Wednesday, April 24, 2019, 4 p.m. San Marco Branch Library explore All Things
Prelutsky in this celebration of National Poetry Month. Award-winning poet, Jack Prelutsky
was the first U.S. Children's Poet Laureate, and the author of more than 50 collections of
poetry. His books have been popular for more than forty years and are revered for being
both engaging, and educating. This program is geared for school-age children from 5 –
12 years old. Also at the San Marco Poetry Open Mic will be held on Tuesday, April 30,
2019, 6 - 7:30 p.m. Participants need to bring an original poem, song or an old favorite.
Poetry must be appropriate in language, content and be under three minutes in length.
JTA – Cheryl Riddick introduced Jeanette Burk, a consultant working for JTA. Ms. Burk
informed the CPAC that she will work with JTA on their long range Transportation
Development Plan. Ms. Burk provided an overview of different phases of the
Transportation Development Plan and stated she will attend future CPAC meetings.
Neighborhoods – Stephanie Burch informed the CPAC mosquito season kicks off in April.
Ms. Burch encouraged everyone to be vigilant to empty or drain standing water around
their homes. Last year mosquito activity was high and several individuals were diagnosed
with West Nile Virus. Experts are expecting a similar mosquito season this year. If you plan
to spend time outside, please use insect repellant that contains DEET and wear long
sleeves and pants. Ms. Burch reminded the CPAC that kitten season is also upon us.
Animal Care and Protective Services is actively looking for individuals and families to foster
kittens. It was also recommended if you find a litter of kittens outside, please leave them
alone. The mother will return and take care of the litter.
Neighborhoods Code Compliance – Robert Crawford informed the CPAC Code

Compliance completed a systematic inspection in the Briarwood Neighborhood; this
inspection created 36 cases with 48 violations.
Contact Robert Crawford at 255-7042 or robertc@coj.net
Planning and Development Department – Arimus Wells did not have a report, but was
available for questions.
Contact Arimus Wells at arimusw@coj.net
Public Works – Duane Kent stated he did not have a report, but was available for
questions.
6. Subcommittee/Liaison Reports (3 minute time limit) –
LUZ (Land Use and Zoning) – Pete Gentry stated that the subcommittee reviewed a
number of LUZ applications and no motions were made.
Beautification/Parks/Environment – Dick Cardell - no report.
Education – George Banks – not in attendance
Membership - Vacant
Ad-Hoc:
North Florida TPO – Jim Hill – stated the NFTPO continues to provide updates on BayJax
Innovation Corridor. The Innovation Corridor (located in downtown Jacksonville on Bay
Street) will serve as the test bed for many of the emerging technologies from the TPO's
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North Florida Smart Region Plan. To learn more about the corridor, you can watch a
three minute overview video at: https://vimeo.com/304203596
TRUE (Taxation, Revenue and Utilization of Expenditures) Commission – it was announced

that Jimmy Daniel, representative from Pickwick Park Civic Association is willing to
represent the SE CPAC on the TRUE Commission. Mr. Daniel shared his professional work
experience with the CPAC. Kathleen Perera made a motion to nominate Mr. Daniel as
the SE CPAC TRUE Commission Liaison and Will Herron second the motion. The CPAC
voted unanimously to nominate Mr. Daniel.
7. Neighborhood Coordinators Report – Rosemary Wesolowski announced the St. Johns

River Celebration Clean-up was a success. The event had 419 volunteers city-wide;
collected 561.5 bags of garbage which weighed 5.5 tons; the volunteers saved the city
$20,640.84.
Contact Rosemary Wesolowski at 255-8261 or rosemary@coj.net
8. Chairs Report – Chair D’Onofrio informed the CPAC that we have the opportunity to
submit recommendations for the City of Jacksonville Capital Improvement Project list. To
compile the recommendations, the SE CPAC has started an Ad-hoc committee. The CIP
Recommendations Ad-hoc committee will meet on Tuesday, April 9, 2019 at the Avenues
Mall Food Court at 6:30 pm. Everyone is encouraged to join us. As a reminder, a capital
improvement project must have a total cost greater than $100,000 and a lifespan of
more than ten years and must add to, enhance the value of, or extend the life of the
City’s physical assets. Also, Chair D’Onofrio inquired if anyone would like to serve as the
Membership Subcommittee Chair; please let Chair D’Onofrio or Rosemary know.
9. Unfinished Business – none
10. New Business – none
11. Public Comment- Carmen Mazzeo stated the Northeast Florida Chapter of Community
Associations Institute will offer Education Day & Expo on Thursday, April 25, 2019, from
8:30 am - 5:00 pm at the Renaissance World Golf Village Resort, 500 South Legacy Trail,
St. Augustine, FL, 32092. The classes are designed to help HOA’s.
Ann Clapp stated that she attended the annual Fish-A-Thon on March 22, 2019 at Hanna
Park. The event was a fishing tournament featuring games, activities, contests and lunch
for local senior citizens. Awards given for largest fish, smallest fish, most fish, prettiest fish
and ugliest fish. Games include horseshoes, miniature golf, dancing and a picnic table
decorating contest
12. Motion to Adjourn – meeting adjourned at 8:00 pm
NEXT MEETING: April 22, 2019 ~ 6:30 p.m.

Avenues Mall, 10300 Southside Boulevard, Ground Floor Main Entrance (Philips Highway side of
the mall between Dillard’s and JC Penney’s), Jacksonville, FL 32256
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Greater Arlington Beaches Citizens Planning Advisory Committee
April 8, 2019 Meeting Summary
Pablo Creek Regional Library, 13295 Beach Boulevard, Jacksonville, FL 32246
Meeting Attendance

Queens Harbour POA – Ramsey Salem – Chair City Council District 1 ECA-Chester Aiken
Arlington Business Society – Mike Anania JSO – Lt. Richard Buoyo
Charter Point Community Association – Bob Barletta JPL – Jackie Spiritas
Communities of East Arlington - Lad Hawkins Municipal Code Compliance – Dennis Steele
Covington Creek HOA – Joan Becker Municipal Code Compliance – Thomas Register
Cypress Cove Good Neighbors – Harley Herndon Neighborhood Services Office – Rosemary Wesolowski
Kensington Association – Tim Keeley Planning and Development – Connie Patterson
Lucina Lake Association – Kirk Armstrong Public Works – Steve Long
Old Arlington Inc. – Peter Mione
Old Mill Cove Community Organization – Jerry Petoskey Guests:
Osprey Point HOA – Pam Brown Ron Salem – City Council Elect, At-Large District 2
POISE, Inc. – Delmas Harper Richard Becker – Covington Creek HOA
Queens Harbour POA – Will Messer
River Woods – St. Johns Landing HOA – Larry Belge
The Valley at Hidden Hills – John Roberts
Waterleaf HOA – Vida McCullough
Excused:
Caroline Forest Homeowners Assoc. - Kacy Evans
Clifton Civic Association - Melody Shacter - Vice Chair
Council Appointee – District 1 – Michele Davis
Ibis Point Owners Association – Nina Pougiouklidis
Monument Oaks HOA - Eddi Parsons
Call to Order/Verify Quorum- Chair Salem called the April 2019 GAB CPAC meeting to order at
6:30 pm. Rosemary Wesolowski verified that a quorum was present.
Approval of the Previous Meeting Summary – The March 2019 meeting summary was approved
by the CPAC.
Presentation(s): Jeanette Berk, Senior Planning Manager, Gannett Fleming, Inc. introduced
herself and informed the CPAC that Gannett Fleming, Inc. is working on the Transportation
Development Plan on behalf of JTA.
Ms. Berk stated JTA is required by the state to update their Transportation Development Plan
(TDP) every ten years for state funding. The TDP is based on current needs and forecasted future
growth, the TDP includes a list of multi-modal transportation projects that are needed and can
be funded over a 20-year horizon. The Plan is updated every three to five years with projects that
are needed the most and can be funded, considering new growth trends, developments and
technologies.
To develop the TDP there is a multi-phase process that will be followed.

1. Coordination with the public to create an involvement plan. This is the phase they are
currently in.
2. Assessment of the existing conditions. This includes: identifying population, employment
trends, density, future development, travel patterns and current mass transit use to name
a few.
3. Compile a comprehensive strategy. This will be developed to meet our current needs
and to try to forecast our future needs.
4. Present strategy recommendation to the public.
5. Implement the recommendations
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By 2040, it is estimated Jacksonville population will be approximately 1.1 to 1.4 million individuals
with a working population of 520,000 to 640,000. As transportation technology continues to
advance and change, the strategy and services offered to the public will need to reflect those
advancements. Ms. Berk shared various maps that reflected potential growth areas, areas
under-served by mass transit, various new methods to cross bridges and areas that currently are
regularly bottlenecked with traffic.
Elected Officials Report:

Chester Aikens, City Council District 1 ECA – on behalf of Council Member Morgan, Mr. Aikens
shared the following updates:
x Council Member Morgan will hold her next Town Hall meeting on Monday, April 29, 2019
at 6:00 pm at the Arlington Lions Club, 825 University Blvd. North, 32211.
x Council member Morgan and an arborist toured Council District 1 to assess the tree
canopy and determine if any area would benefit from having trees planted.
x The Renew Arlington CRA Overlay has been introduced to City Council; it is bill 2019-239.
Ron Salem, Council Elect, At-Large District 2 - introduced himself to the CPAC and
acknowledged his past involvement with the GAB CPAC. Mr. Salem served as the GAB CPAC
Chair in the mid 1990’s. Mr. Salem will take office on July 1, 2019 as the City Council At-Large
District 2 representative. To ensure the council member transition goes smoothly, Mr. Salem
stated that the current At-Large District 2 ECA, Nikki Evans will remain his aide once he takes
office. Mr. Salem informed the CPAC that he resides in the GAB district and is involved with the
Renew Arlington CRA. Mr. Salem encouraged the CPAC members to participate in the
upcoming Renew Arlington Zoning Overlay Community Meeting on May 8, 2019, 11:30 am to
1:00 pm. The meeting will take place in the Lynwood Roberts Room in City Hall. Mr. Salem asked
everyone to help get the word out about the meeting to the Arlington residents and encourage
their attendance.
Staff Reports:
JSO (Jacksonville Sheriff’s Office) – Lieutenant Bouye introduced himself to the CPAC. This is Lt.
Bouye first day working in Zone 2. Lt. Bouye shared the following statistics: In the past 30 days
robbery to individuals is up 6% and burglary to businesses is up 40%.
Zone 2 substation – 9501 Arlington Expressway – 904-726-5100
Jacksonville Public Library – Jackie Spiritas, provided the following updates:
x Early voting for the run-off elections will begin on April 29, 2019 and end on May 12, 2019.
x Outsmart the Scammers is a class that to help you identify and prevent common scams.
The class will be held on Friday, April 19, 2019 2-3 pm at the Pablo Creek Regional Library.
x US Attorney’s Office will lead a discussion on Cyber Security. This class will address the
threat to the privacy and economic security of American consumers and businesses.
Cyberbullying will also be covered. This class will be held on Tuesday, April 9, 2019 3 – 5
pm at the Pablo Creek Regional Library.
x Jacksonville Public Library and the American Association of Retired Persons (AARP)
Foundation partner each year to bring free tax preparation to the community. AARP Tax-
Aide sites are serviced by IRS-certified volunteers that provide FREE tax counseling and
preparation services to millions of low- and middle-income taxpayers, with special
attention to those ages 60 and older. There is no income or age limit for assistance at
AARP TaxAide sites; however, AARP sites cannot assist rental property owners or small
business owners.
Jackie Spiritas – spiritas@coj.net
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JEA- Renee Goode provided a promotional hand-out for the Invasion of the Fatbergs video. This
is a very entertaining three minute video used to educate the community on what should not be
flushed down our sinks or commodes. You can watch the video at FATBERGINVASION.com. Ms.
Goode also informed the CPAC about a JEA scam. So far JEA has received 179 calls from
individuals in our city that received a phone call where the caller stated they were calling from
JEA. The caller requested prepaid credit cards be purchased by the JEA customer and sent to a
specific address in order to keep their JEA power/water accounts on. These calls are a scam.
Ms. Goode assured everyone that JEA will never call them and make this type of request. If you
have any questions, concerns or receive strange phone calls about JEA services; hang up and
call JEA at 665-6000. Ms. Goode announced JEA has selected the site for their new
headquarters. The new headquarters will be located at 325 W. Adams Street; this is a downtown
location near the Duval County Court House. JEA plans to start construction as soon as possible.
JEA will be placing a piece of real estate for sale at the corner of Atlantic and Southside
Boulevards; this is the old Coggin Pontiac dealership. The land is currently getting appraised.
Neighborhoods Department (Municipal Code Compliance Division) – Dennis Steele announced

that Code Compliance has completed systematic inspections in the Holidays Hills and Century
21 communities. These systematic inspections netted over 200 citations.
Dennis Steele, 255-7041 dsteele@coj.net
Planning & Development Department – Connie Patterson reiterated information for the Renew
Arlington Zoning Overlay Community Meeting on May 8, 2019, 11:30 am to 1:00 pm in the
Lynwood Roberts Room in City Hall. To view the Renew Arlington CRA Overlay draft visit:
http://www.coj.net/departments/planning-and-development/docs/current-planning-
division/arlington-cra-zoning-overlay-draft_crescimbeni-rev.aspx
Connie Patterson, 255-7822 or Constancep@coj.net
Public Works – Steve Long made the following announcements:

x Public Works is proactively working to eliminate/minimize flooding.
x Do not put anything down the storm drains.
x Call 630-CITY to report any blocked storm water drains.
x Public Works is working proactively to clear drainage ditches.
x If you see an issue, please call 630-CITY to report.
Steve Long, 255-4283 or slong@coj.net
Subcommittee/Liaison Reports (3 minute time limit):
LUZ (Land Use and Zoning)/Governmental Affairs – on behalf LUZ Subcommittee Chair Mike
Anania, Chair Salem stated that the LUZ Subcommittee reviewed three applications and no
motions or actions were made.
Beautification/Parks – Larry Belge – stated you can get good, free landscaping advice from
area nurseries. Local nurseries are familiar with the types of plants that grow well in our area
and what growing conditions they like.
Environment – Lad Hawkins – announced the Ed Austin Regional Park is turning 25 years old this
year. Mr. Hawkins has spoken to the Parks Director Daryl Joseph in regard to the possibility of
having a celebration at the parks to honor the anniversary.
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Membership – Chair Salem introduced Harley Herndon as the primary member for Cypress Cove
Good Neighbor Group and presented him with his CPAC Mayoral Appointment letter.
Transportation – Will Messer – informed the CPAC that a number of State of Florida road projects
will be completed in our CPAC district this year. The projects are:
x Southside Connector over the Arlington Expressway will undergo rehabilitation activities
until the summer of 2019. The project includes coating of steel beams, minor concrete
repairs, replacement of structural steel rivets and the replacements of expansion joints
which assist in protecting the bridge from movement. There will be periodic single lane
closures during off peak driving hours between the hours of 7:30 pm and 7:00 am.
x The Wonderwood Bridge project will be completed by summer 2019.
x The University Boulevard and Atlantic Boulevard Intersection Safety Improvement project
started in January 2019. The scope of the project will include: adding an additional left
turn lane from westbound Atlantic Boulevard to southbound University Boulevard; adding
a right turn lane from northbound University Boulevard to eastbound Atlantic Boulevard;
extending the length of the existing right turn lane from southbound University Boulevard
to westbound Atlantic Boulevard; relocating Lawrence Place (a city street) to provide a
safer connection to University Boulevard and replace/upgrade existing signal mast arms.
Ad-Hoc Committees:
TRUE (Taxation, Revenue, and Utilization of Expenditures) Commission – John Roberts stated the
TRUE Commission continues to work on the Park Maintenance project and a draft report has
been completed. The TRUE Commission is hopeful that the Parks, Recreation and Social Services
Department will start maintaining their own records and look at the parks maintenance budgets
for major Florida cities.
Mr. Roberts informed the CPAC that the Council on Elder Affairs is actively looking for new
members. If you are interested, please call Carrence Bass, Executive Director, Council on Elder
Affairs at 255-5413 or CBass@coj.net.
North Florida TPO – Will Messer – stated as mentioned in the presentation earlier, North Florida
Transportation Planning Organization (NFTPO) is actively engaged in the Path Forward Long
Range Transportation Plan (LRTP). The LRTP guides investment into the region’s transportation
systems for the next 20-25 years. The NFTPO is the independent transportation planning agency
for our region. Every five years, the TPO updates the Long Range Transportation Plan (LRTP) to
address road, transit, freight, bike and pedestrian needs over the next 20-25 years. From the
current survey NFTPO we know that today 91% of us commute alone in our vehicles, 4% car-pool,
3% take the bus and 3% walk or ride a bike as their primary mode of transportation.
Mr. Messer informed the CPAC that the next Tech and Beer Meeting would be held at TIAA Field
on April 11, 209 at 5:30 pm. Tech and Beer is community of tech professionals and enthusiasts
that are inspired and passionate about technology in all forms and applications. Tech and Beer
focus is to connect the Jacksonville Tech community through a conversation. The upcoming
technical advances for Bay Street will probably be a hot topic at this meeting.
Neighborhood Coordinator Report – Rosemary Wesolowski informed the CPAC that:

x Volunteers are needed for the 7th Annual Earth Day Downtown Clean up on April
20, 2019, at the Jacksonville Landing, 8 to 10 am. Community Services hours are
available. For additional information, please call Dan Durbec at 255-8276.
x Reminded the CPAC that they have the opportunity to make
recommendation(s) to the City of Jacksonville’s Capital Improvement Plan.
Rosemary asked the CPAC members if they would like to have a special meeting
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to identify neighborhood capital improvement projects or if they preferred to
email their recommendations to her. The CPAC chose to send their
recommendations to Rosemary.
Chairs Report – Chair Salem stated the next CPAC Chair meeting with Mr. Sam Mousa, City of
Jacksonville, Chief Administrative Officer will be held on May 10, 2019 at 8:30 am in City Hall.
Please share any questions or concerns that you may have with Chair Salem prior to the
meeting. Chair Salem announced that at the May GAB CPAC meeting as a group, the CPAC
members will review the CIP recommendations and vote on them prior to submitting a final
report.
Unfinished Business – none
New Business – none
Public Comment – none
Motion to Adjourn
The next meeting of the District 2 CPAC will be Wednesday, May 22, 2019 at 6:30 pm
at the Pablo Creek Regional Library, 13295 Beach Boulevard, Jacksonville FL, 32246
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Attendance
CPAC Members Visitors
Chair – Eagle Bend – Mike Getchell Marion Burke
Charter Member – Dot Mathias Donald Drake – Captiva Bluff
Copper Hill HOA – Rev. Joseph Tate Don Green – Captiva Bluff
Copper Hill HOA – Bessie Williams Deb Green – Captiva Bluff
Council Appointee District 7- Tommy Ruffin Jamie Lacy – San Mateo
Blue Grass Northwood – Sharon Bivins Kathy McFatter – Cole Rd
Duval County Council PTS/PTA – Vicki Drake Pat Medly
Eagle Bend – Jim Mazur Donna Philbrick – San Mateo
Heckscher Drive CC – Jim Sumara Al Saffer - Armsdale
Lydia Estates – Michael Wozniak Cristina Salas – Cedar North HOA
Lydia Estates – Shelley Wozniak Victoria Schultz - DCPS
Northlake HOA – Josephine Fiveash - Porter Tamika Smith – Captiva Bluff HOA
Wingate Estates – Paul Fenning Carson Tranquille – Bay Harbor
Wingate Estates – Kiz Fenning Lynn Vandenhoy – San Mateo
Victoria Preserve – Ingrid Montgomery Jeanette Berk – Gannett Fleming, Inc.
Staff and Officials Excused

Executive Council Assist. to CM Reggie Gaffney CD 7– Amelia View HOA – Jane Love
Sirretta Williams
Jacksonville Fire and Rescue – Dist. Chief Gary Kuehner Amelia View HOA – Dotty Boland
Jacksonville Public Library – Michael Sullivan Vice Chair – M & M Dairy, Inc. – Teresa Moore
Jacksonville Sheriff’s Office – Asst. Chief Gregory Burton Sheriff’s Watch Zone 6 – Nancy Burnett
JTA – Cheryl Riddick
Neighborhood Municipal Code Compliance –
Neighborhood Services Office– Michelle Godwin
Parks, Rec & Comm Srv. - Bob Skalitzky
Planning and Development – Sam Walker
1. Call to Order/Verify Quorum: Chair Mike Getchell called the meeting to order at 5:34 p.m.
Michelle Godwin verified a quorum.
2. Approval of the Previous Meeting Summary: CPAC member Joseph Tate motioned that the
March meeting summary be approved. CPAC member Dot Mathias seconded. The motion
unanimously passed.
3. Presentation:
x Jeanette Berk of Gannett Fleming, Inc. presented on the JTA Transit Development Plan. Ms. Berk
advised that JTA is making people aware of the Transit Development Plan by visiting various
committees and speaking with riders. The Transit Development Plan is required in order to obtain
state funds. Ms. Berk stated that JTA develops a Transit Development Plan every year and develops
major updates every five years. Ms. Berk announced that this is an effort to reach out to the public
to determine their public transportation needs. The information gathered will be used to analyze
and develop an operational short-term plan of one to three years and a long term plan of five to 10
years. JTA must provide a final plan to FDOT by September 1, 2019.
4. Elected Officials:
x Sirretta Williams, Executive Council Assistant to Council Member Reggie Gaffney, District 7, thanked
everyone for their support on behalf of Council Member Reggie Gaffney.
5. Staff Reports:
x Jacksonville Sheriff’s Office (JSO) – Zone 6 Assistant Chief Gregory Burton announced that
Ordinance 2017-8017E passed on January 2019. The ordinance prohibits tractor-trailers from
traveling on specific road ways. Citations for vehicles that are not in compliance with the new law
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are still in development and are complaint driven. Chief Burton asked CPAC members to call to
make a complaint if they see a tractor-trailer that is not in compliance. Chief Burton also
announced that property crime is down significantly in Duval County. Burglaries to residences are
down 45 percent, burglaries to businesses are down 32 percent and burglaries to automobiles are
down 50 percent. There have been no homicides in Zone 6 this year. This time last year, there were
three. There were two traffic fatalities so far this year. Chief Burton announced that Chief Williams
has decided that JSO will continue to assist with the Guardian program at Duval County Public
Schools until enough guards are hired.
Assistant Chief Gregory Burton may be contacted at (904) 696-4335.
x Jacksonville Fire and Rescue Department (JFRD) - Fire District Chief Suppression 56, Gary Kuehner,
reminded CPAC members to change the batteries in their smoke detectors If they have not already
done so. Citizens without smoke detectors may call 630-City to have their names placed on a list
with the Fire Prevention Division, and if in stock, they will provide and install a smoke detector. Chief
Kuehner announced that a full-time rescue truck and staff are now at Station 37, located at 10151
Busch Dr. N. Chief Kuehner also announced he and JSO Chief Burton have participated in the
active shooter drill at the Jacksonville International Airport (JIA) in order to prepare the airport for
such an event. An implosion is scheduled for Friday, April 12 at the New Berlin Power Plant. Chief
Kuehner informed CPAC members that they can always have their blood pressure checked at any
fire station between the hours of 9 a.m. and 6 p.m. Chief Kuehner advised that fire stations no
longer provide safety seat installations. He believes the Florida Highway Patrol may be able to assist
with that.
District Chief Gary Kuehner can be contacted at 904-630-0861 or gkuehner@coj.net.
x Jacksonville Public Library (JPL) – Michael Sullivan, East Region Manager, announced that there are
no updates regarding the Oceanway Library. The consultants are still looking for the right property
site. Mr. Sullivan announced that Folk It Up Music Festival will take place during Art Walk on May 1,
2019 at the Main Library and Hemming Park from 5 p.m. to 9 p.m. Mr. Sullivan also announced that
three Comic Con events will take place at various branches. The first will be held at the Beaches
Branch Library on Saturday, April 13, 2019 from 11 a.m. to 3 p.m., the second will be held at the
Main Library on Saturday, May 4, 2019 from 10 a.m. to 3 p.m. and third will be held at the South
Mandarin Branch on Saturday, May 11, 2019 from 11 a.m. to 3 p.m. Mr. Sullivan announced that the
Military Affairs and Veterans Department will provide Veteran’s Services Information Sessions at
Charles Webb Wesconnett Regional Library on the second Tuesday of each month from 10 a.m. to
2 p.m. Mr. Sullivan also announced that a 2019 City Council Candidate Forum will be held on
Thursday, April 18, 2019 from 6:30 p.m. to 9 p.m. at the Highlands Regional Library, 1826 Dunn Ave.
The candidates for Districts 8 and At-Large Group 1 will be available for questions.
Michael Sullivan may be contacted at (904) 248-1703 or michaels@coj.net
x Municipal Code Compliance (MCCD) – Elaine Lancaster, Senior Code Compliance Officer,
announced that the Municipal Code Compliance Division will be releasing a newsletter each
month with helpful tips and information, as well as the MCCD inspection statistics for the month. Ms.
Lancaster introduced Ernest Murphy, senior code compliance officer for Zone 4. Ms. Lancaster
reported that 1,430 inspections were completed in Zone 4 between March 13 and April 10, 2019.
The Municipal Code Compliance Division completed 10,992 inspections throughout Jacksonville.
Elaine Lancaster may be contacted at (904) 255-7007 or elainel@coj.net
x Park, Recreation & Community Services – Bob Skalitzky, Chief of Natural and Marine Resources,
announced the Parks, Recreation and Community Services Department is preparing for summer
camp. Summer camp consists of three two-week sessions. The first session begins June 17th.
Registration begins May 7, 2019 at 12 p.m. Register at
https://web1.vermontsystems.com/jacksonville.html. Mr. Skalitzky also announced that Parks,
Recreation and Community Services offers 300 summer camp vouchers to children in need. Those
who are interested in receiving vouchers must fill out a Voucher Verification Application and attend
a Voucher Verification event, which are scheduled April 22 through April 26. Voucher verification
locations can be found at www.Jaxparks.com. Mr. Skalitzky also announced that the department is
still hiring life guards, summer camp counselors and park managers for the Rec & Roll program,
which is free. Mr. Skalitzky provided the following updates:

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x Huguenot Park: The new beach road will be completed by Memorial Day. All of the camp sites
will be open and the next phase of construction includes adding electrical pedestals at each
site.
x Palm Fish Camp: Phase one of dock installation is completed. Phase two of the project has
been awarded and the contract is being prepared.
x Joe Carlucci: Dock repair and installation has been contracted. Estimated completion is early
July.
x Betz Tiger Point Preserve: Road improvement, kayak launch, pavilions and Americans with
Disabilities Act (ADA) walkways are being installed.
x Seaton Creek Historic Preserve: Road installation to improve the kayak launch and possible rest
rooms
x Half-Moon Park: A boat landing is being created, including boat launch docks, pavilions and
restrooms. The project will start in May 2019.
x Bert Maxwell Boat Ramp: A few of the docks have been repaired, but the park is in design stage
for a dredging project.
6. Subcommittee/Liaison Reports
x Governmental Affairs and Planning & Development –Tommy Ruffin and Samuel Walker, City Planner I
The Governmental Affairs Committee made the following motions:
New Business
x 2019 – 0161 – Conventional Rezoning: Heckscher Drive – This application seeks to rezone 6
properties totaling approximately 3 acres from Industrial Water (W) to RLD-90/RLD-100A in order
to bring existing homes on those properties into consistent zoning districts. This rezoning and its
companion Land Use Amendment application are City sponsored. A motion to approve was
made by Tommy Ruffin and seconded by Mike Getchell. CPAC members unanimously
approved.
Erin Abney, City Planner I, will be replacing Sam Walker and may be contacted at (904) 255-
7849 or eabney@coj.net
x Capital Improvement Program (CIP) – Tommy Ruffin reported that three suggestions were made at
the CIP Ad Hoc Subcommittee meeting on Thursday, April 4, 2019. Mr. Ruffin said that the
committee will continue to accept Capital Improvement Project ideas at the next CIP Ad Hoc
Subcommittee meeting scheduled for Thursday, May 2, as well as the next North CPAC meeting
scheduled for Wednesday, May 8. The three suggestions are as follows:
x Heckscher Drive Community:
1. Build a park on the Northside of Fire Station 40, located at 9350 Heckscher Drive. Tear down the
existing building that is not in use, in order to build pickle ball courts, fishing pier and green
space for the community and visitors to enjoy.
2. Install sidewalks/bike trail from the Mayport Ferry over Sisters Creek Bridge, which will provide
access to the existing parks located on the west side of the water. This would increase ferry
ridership from the beaches area.
x Northlake Subdivision:
1. Install sidewalks on each side of all streets in the Northlake community – approximately 2.5
miles. The sidewalks will increase the safety of residents and enhance the value of the City’s
assets – City easement.
x Membership - Sharon Bivins announced that she will be manning a booth for the North CPAC at
this year’s Sheriff’s Watch Safety Fair. The Safety Fair is scheduled for April 20, 2019 from 10 a.m. to 2
p.m. at Lonnie Miller Park, 7689 Price Ln. Volunteers are welcome to assist Ms. Bivins with the booth.
Ms. Bivins asked CPAC members if there were any location suggestions for the next North CPAC
sponsored cleanup.
x Transportation – Vacant.
x Ad-Hoc- Taxation, Revenue, Utilization and Expenditures (T.R.U.E) – Jim Mazur reported that the
T.R.U.E commission received a presentation about the City switching the staff to the Oracle
Computer system. With the change of the systems, City staff will be better able to share
information. The T.R.U.E commission asked if there is a possibility to allow citizens to have access to
the Oracle system, in order to view audit information.

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x Neighborhood Coordinator’s Report – Neighborhood Coordinator Michelle Godwin announced that

the Matching Grant Program will be available again sometime in August or September. Michelle
advised CPAC members to meet with their associations, neighborhoods and civic groups to start
planning their projects for this year’s Matching Grant opportunity. Michelle announced that in order
to participate in the Matching Grant program, organizations must be registered in the
Neighborhood Services Office Directory of Neighborhoods, be registered and have active status in
the Florida Division of Corporations and start raising funds for their projects. Michelle reminded
CPAC members that Ethics training will be held during June’s CPAC meeting. If your name is
highlighted in yellow on the attendance sheet please plan to attend the CPAC meeting in June.
The Office of Ethics will provide the training.
7. Chair’s Report – Mike Getchell announced that Friday, May 10 is the CPAC Chair meeting with Chief
Administrative Officer Sam Mousa. Mr. Getchell told members that if they have any issues in their
neighborhoods that need to be addressed, to please reach out to him so he can bring them to Mr.
Mousa’s attention.
8. New Business - None
9. Public Comments/Concerns/Announcements:
x Jamie Lacy said that the San Mateo neighborhood has a drainage problem between Rio Road and
Inez Drive, which is causing erosion behind the home that abuts to the creek leading to the
Broward River. The community has placed eight care tickets into 630-City, but the problem still
exists.
x Sam Walker, City Planner I, announced that he will be leaving the Planning Department and that
Erin Abney, City Planner I is now the North CPAC’s new Planning and Development contact. Erin
may be contacted at (904) 255-7849 or eabney@coj.net
10. Motion to Adjourn: Chair Mike Getchell adjourned the meeting at 7:05 p.m.
Next CPAC Meeting: Wednesday, May 8, 2019, 5:30 p.m. Oceanway Senior Center, 12215 Sago Ave. W.
Next Governmental Affairs Subcommittee Meeting: Thursday, May 2, 2019, 5:30 p.m. Oceanway Senior Center
12215 Sago Ave. W.
Summary prepared by: Michelle Godwin, Neighborhood Coordinator, Neighborhood Services Office, (904) 255-
8236 or MichelleGW@coj.net
A copy of the audio recording of this North CPAC meeting is available through a Public Information Request by calling 630-CITY.
Details about Public Records can be found on the City’s Website: http://www.coj.net/departments/public-affairs/public-
records-request.aspx

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Northwest Citizens Planning Advisory Committee
The Legend’s Center, Community Room, 5130 Soutel Drive, 6 p.m.
Meeting Attendance
CPAC Members City Staff
CPAC Chair: Tyrona Clark-Murray Duval County Public School Board: Warren Jones
CPAC Vice Chair: Doretha Tompkins City Council District 10 Assistant: Gerrie Ford-Hardin
Better Living: Elaine Billups City Council District 8 Assistant: Mercedes Parker
Grand Park: Jacqueline Harrington Art in Public Places: Glenn Weiss
Sherwood Forest Community Network: Mildred Jennings Duval County Public Schools: Dana Kriznar
New Town Success Zone: George Maxey Duval County Public Schools: Don Nelson
North Riverside: Linda Moore Jacksonville Sheriff’s Office: Lt. Greg Terrell
Moncrief Springs: Carlotta McIntosh Jacksonville Fire and Rescue: Brandon Smith
Timber Oaks HOA: Velma Rounsville Neighborhoods: Stephanie Burch
Carver Manor/Lincoln Estates: Larry Solomon Florida Department of Transportation: Derek Dixon
New Town Success Zone: Brenda Ford Municipal Code Compliance: Tim Myers
Municipal Code Compliance: Thomas Register
Excused: Roxsan Currier Municipal Code Compliance: Stephen Shore
Jacksonville Public Library: Donna Carroll
JTA: Jeanette Berk
State Attorney’s Office: Brian Jefferson
Neighborhood Services Office: Amy Holliman
Visitors:
Waynetta McGraw: Jacksonville Ranch Club* Rosemary Thornton: RECI
Kim Perry: Lake Forrest* Tracie Thornton: RECI
Reginal Fitzpatrick: Fairfax Neighborhood Carol Gamble: Moncrief Springs
Paula Hamilton: Fairfax neighborhood Leola Williams: Sherwood Forest
Linda White: Fairfax neighborhood Catherine Powell: Sherwood Forest
Shirley Keith *have met three meeting CPAC membership requirement
(2) have attended two consecutive meetings
1. Call to Order/Verify Quorum: Chair Tyrona Clark-Murray called the meeting to order at 6
p.m. The meeting began with reciting the Pledge of Allegiance, after which staff confirmed
that a quorum was present. Velma Rounsville motioned to approve the March 14, meeting
summary. Elaine Billups seconded the motion. The motion was unanimously approved.
2. Presentation: Jacksonville Cultural Council’s Art in Public Places – Glenn Weiss, Director
(glenn@culturalcouncil.org: 358-3600) announced that they have selected Donald
Gialanella from Tampa as the artist for the installation in front of the Legends Center.
Samples of his work are online at donsculpture.com. The artist uses reclaimed objects as the
sculpture materials such as tools, utensils, electronic game components, computer hardware
and a myriad of mass produced plastic objects that are given new life as figurative
sculptures. Art in Public Places is seeking community input to inspire the installation. Please
consider completing an online survey at surveymonkey.com/r/Winton-Legends. Additional
meetings will be scheduled for the community to meet the artist.
3. Elected Officials Report: Warren Jones, Duval County Public School Board Member District 5
(jonesw2@duvalschools.org: 390-2372), shared the Facility Master Planning Scenarios,
submitted to DCPS on April 9, 2019. The recommendations are based on the data alone and
have not taken factors such as historic or community values into consideration. School Board
Member Jones encouraged everyone to offer their suggestions for the plan. There is no
funding for the plan, or source of funds currently available for the recommendations.
4. Unfinished Business: Chair Tyrona Clark-Murray reported that the Office of Finance and
Administration’s request for all CPAC’s input on Capital Improvement Projects (CIP) for the
district is due May 15, 2019. An ad hoc subcommittee will meet on April 18, 2019 at 6:30 p.m.
in the Legends Center to discuss recommendations from the Northwest CPAC to the CIP.
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Page 2 of 3 Northwest CPAC April 16, 2019 Meeting Summary
5. Chair’s Report: Chair Tyrona Clark-Murray reported that she, Doretha Tompkins and Kim Perry
attended a City Council meeting to speak in support of bill #2019-209. The ordinance is
drafted to define and identify simulated gambling devices as a public nuisance and noxious
use; to prohibit the use of simulated gambling devices for certain circumstances; to create
an amortization period for simulated gambling establishments and to create an
enforcement mechanism for violations. An amendment to the bill to include language
prohibiting set up near schools, residences or churches was also introduced at the meeting.
6. Subcommittee and Liaison Reports
x Transportation: Larry Solomon reported that upgrades to New Kings Road continue. Florida
Department of Transportation (FDOT) is adding new sidewalks, lighting and resurfacing to
U.S. 1 (Kings Road) from Edgewood Avenue to Trout River Boulevard. The work is scheduled
for completion by fall 2019. Upgrades to the sidewalks on the Lem Turner Road bridge at
the Ribault River continues with construction during the evening hours. This work is
scheduled for completion by spring 2020.
7. Staff Reports
x Jacksonville Sheriff’s Office: Lt. Greg Terrell (Gregory.Terrell@jaxsheriff.org) reported that
year to date robberies to businesses have decreased in the area. Year to date,
aggravated battery has increased slightly in this area. Robberies to individuals are down
year to date. Lt. Terrell reported that on Sundays Lonnie Miller Park is often filled to
capacity. JSO is now on site to ensure public safety. For example, JSO can ensure access
for a rescue vehicle to get to an emergency in the park in case of an accident.
x Jacksonville Fire and Rescue: Chief Brandon Smith (BrabdonS@coj.net: 630-0434) reported
that three fire stations in the area are receiving upgrades. Fire Station 18 at Myrtle Avenue
and Moncrief Road is being remodeled, Fire Station 36 at Edgewood Avenue and Blossom
Drive is acquiring additional property, and Fire Station 34 on Dunn Avenue is being
remodeled. Adults ages 17-21 and living within zip codes 32202, 32205, 32206, 32208, 32209,
32210, 32211, 32218, 32244,or 32254 can be eligible for free Fire and Rescue training in
preparation for employment. Sign up dates are Saturday, April 20, 2019 at noon at 115 Julia
Street, and Saturday June 15, 2019 at 10 a.m. at the Legends Center. Additional
information on the program can be found at myjfrd.com
x Neighborhoods Department: Stephanie Burch, Director (sburch@coj.net: 255-8902),
reported that it’s kitten season. Please do not bring kittens less than eight weeks old into
Animal Care and Protective Services. After kittens are weaned they can be brought to
ACPS for adoption. There is also a prevalence of mosquito activity this time of year. Please
call 630-CITY to report mosquitos. Protect yourself and your family from mosquito borne
illness. There were 24 Neighborhood Matching Grants issued this cycle. The next
application cycle will begin in the fall. A Landlord Training session offered by the
Neighborhoods Department is slated for June. Additional details are forthcoming. CPAC
Vice Chair Doretha Tompkins reported that a tire business at Lem Turner Road and Leonid
Drive has stacks of tires that she fears is a mosquito breeding ground. Stephanie Burch said
although there is no legislative authority to cite for mosquitos, Municipal Code Compliance
and Mosquito Control can visit the business and offer some suggestions to reduce the
occurrence of breeding mosquitos.
(Derek.Dixon@dot.state.fl.us: 360-5653), was available to answer questions. There were
several comments about the condition of Broward Road, specifically regarding the dips in
the road before and after the bridges. Derek will check the resurfacing schedule. All active
and future state road projects can be found on nflroads.com. Later in the meeting, Derek
Dixon confirmed that Broward Road is a city road.
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Page 3 of 3 Northwest CPAC April 16, 2019 Meeting Summary
x Municipal Code Compliance: Timothy Myers, Municipal Code Compliance Senior Officer
(TMyers@coj.net: 255-7037), reported that a Code Compliance newsletter will be sent out
monthly. A systematic inspection in the Lackawanna neighborhood resulted in 462 cases
totaling 754 violations. Within the Northwest district, there were almost 2,500 inspections
compared to 10,437 inspections citywide since last month. Tim Myers answered several
questions from CPAC members and visitors regarding code compliance issues.
x Jacksonville Public Library: Donna Carroll, Librarian Senior (Dcarroll@coj.net: 765-5402 x
245), reported that a District 8 and an At Large candidate forum is planned for April 18,
2019 at the Highlands Regional Library. Comic-Con this year is scheduled for three
locations. The first one was April 13, 2019 at the Beaches Branch Library; the second will be
Saturday, May 4, 2019 at the Main Library from 10 a.m. to 3 p.m.; the third will be Saturday,
May 11, 2019 from 11 a.m. to 3 p.m. at the South Mandarin Branch Library. Veterans
Services staff will be at the Main Library on May 14, 2019 to assist veterans.
x JTA: Janette Berk, Community Engagement, reported that JTA is collecting public data to
develop a plan for future public transportation needs. That plan will be developed and
presented to the public for further input.
8. Public Comments:
x Rosemary Thornton reported that the Mayor’s Youth at Work program will begin accepting
applications through April 15, 2019, for youth ages 15 to 21. The Sheriff’s Office has planned a
safety fair for April 20, 2019 in Lonnie Miller Park. The next meeting of the Council on Elder
Affairs is scheduled for April 24, 2019 in City Hall beginning at 10 a.m. Contact the Executive
Director for the Council on Elder Affairs, Carrence Bass, at 630-4670 or cbass@coj.net for
more information.
x Linda White announced that Fairfax neighborhood is creating a neighborhood organization
and looks forward to attending and being represented at the CPAC.
9. Adjourn: CPAC Velma Rounsville motioned to adjourn the meeting. Larry Solomon seconded
the motion and all agreed. The meeting adjourned at 7:58 p.m.
Next CPAC Meeting: Thursday, May 9, 2019, 6 p.m. at the Legends Center, Community Room,
5130 Soutel Dr.
To receive supplies for your neighborhood clean-up, please contact Dan Durbec with the City of
Jacksonville Clean It Up, Green It Up program at 255-8276 or ddurbec@coj.net.
A copy of the audio recording of this Urban Core CPAC meeting is available through a Public Information
Request by calling 630-CITY. Details about Public Records can be found on the City’s Website here:
Public Records.
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Urban Core Citizens Planning Advisory Committee
May 6, 2019 Meeting Summary
Ed Ball Building, 214 W. Adams St.
Meeting Attendance
CPAC Members Staff and Elected Officials
Chair: Michelle Tappouni City Council Member District 5: Lori Boyer
Vice Chair: Kim Pryor Downtown Investment Authority: Guy Parola
2nd Mile Ministries: Becca Dingler Duval County Public School: Dana Kriznar
Churchwell Lofts: Dimitri Demopoulos JSO: Lt. Rickie Valentine
Eastside Community Coalition: Tia Keitt Municipal Code Compliance: Gary Roberts
Fresh Ministries: Brenda Boydston Planning and Development: Connor Corrigan
Good Neighbor M.A.N.I.A.: Celia Miller Neighborhoods Department: Brian Mosier
Grand Boulevard Crime Watch: Delores Swain Jacksonville Public Library: Marshell Berry
Grand Boulevard Crime Watch: Johnny Swain JTA: Cheryl Riddick
Parks at the Cathedral: Greg Radlinski JTA: Jeanette Burk
Parks at the Cathedral: Cathy Reed Neighborhoods: Shaun Rycroft
Planet Watch Neighborhood: Juanita Senior Neighborhood Services Office: Amy Holliman
Planet Watch Neighborhood: Terry Canty JEA: Renee Goode
The Plaza: Glen VanVorst
Excused - JASMYN: Cindy Watson
Visitors
Richard Lewis: The Plaza Diane Brentmoser
Larry H. Gwyn: Maceo Elks Lodge John Shermentoro: SPAR
Susan Noonan Ben Fraizer
1. Call to Order/Verify Quorum: CPAC Vice-Chair Kim Pryor called the meeting to order at 5:32
p.m. After members introduced themselves, staff confirmed a quorum.
2.Approval of Previous Meeting’s Summary: Glen VanVorst motioned to approve the March 4,
2019 CPAC meeting summary, Dimitri Demopoulos seconded. The motion passed unanimously.
3.Public Comment: CPAC guest Richard Lewis requested that Council Member Jim Love speak to
the CPAC about Ordinance 2019-238 that seeks to regulate vacation rentals.
4.Presentation: Council Member Lori Boyer shared a presentation on three Ordinances before City
Council that address a Downtown Zoning Overlay update. Ordinance 2019-195 is a text
amendment to the zoning code in order to change parking standards within the overlay
district. Ordinance 2019-196 amends Ordinance Code Chapter 656 of the Zoning Code to
revise the Downtown Overlay Zone and the downtown district regulations. Ordinance 2019-197
seeks to rezone the Downtown Overlay District. All historic structures within the Overlay District
are exempt from design standards. The bills support the necessary zoning for the Emerald
Necklace Pathway that has been proposed by Groundwork Jacksonville.
5.Subcommittee and Liaison Reports
x Governmental Affairs Subcommittee Chair Tia Keitt reviewed the following items from the
subcommittee meeting:
o 2019-229 – seeks to rezone approximately 7.35 acres of land from Commercial residential
Office (CRO) and Industrial Light (IL) to PUD at 648 Union St. E. The rezoning to PUD is being
sought for a mixed use development with a maximum of 473 multi-family residential units,
and a maximum of 750,000 square feet of commercial retail uses and service establishments.
Greg Radlinski made a motion for the CPAC approval of 2019-229. Glen VanVorst seconded
the motion and it passed unanimously.
o WLD 19-13 – seeks a waiver of liquor distance at 4250 Moncrief Rd. from 500 feet to 400 feet.
CPAC member Celia Miller motioned that the CPAC recommend denial of the application,
based on the prevalence of liquor stores currently in the area. Dimitri Demopoulos seconded
the motion. After discussion, the motion passed with eight for and three opposed.
o 2019-196 – seeks to revise the Downtown Overlay Zone and downtown district regulations
and companion Ordinances 2019-195 and 2019-197. Dimitri Demopoulos made a motion to
generate a letter of support for these Ordinances. Glen VanVorst seconded and the motion
unanimously passed.
x Transportation Planning Organization (TPO) representative Celia Miller reported that at the
North Florida TOP serves Duval, Clay, Nassau and St. Johns counties. Maintenance of the
underpasses along I-95 is an ongoing issue in the Urban Core. The razing of the Hart Bridge
Expressway through the entertainment district is another major transportation issue in the Urban
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Page 2 of 2 Urban Core May 6, 2019 Meeting Summary
Core area. Celia Miller will keep us informed of these issues as they are discussed at the
Citizens Advisory Committee with the TPO.
6.Staff Reports
x Jacksonville Sheriff’s Office: Lt. Rickie Valentine, Patrol and Enforcement Zone 1
(Rickie.Valentine@jaxsheriff.org), reported that violent crime levels have not changed in the
previous 30 days in Zone 1. Property crime has decreased over 10 percent in the previous 30
days. Kim Pryor asked about the shower trailer that is parking in Springfield. Lt. Valentine
reported that the organization is permitted through the city to pass out food and to park on
the street. Both the municipal code compliance and the Sheriff’s Office are aware of the issue
and will continue to cite them if they are out of compliance.
x Municipal Code Compliance: Gary Roberts, Code Compliance Supervisor
(GDRoberts@coj.net), reported that in April 2019 the Urban Core reported 2,489 code
compliance cases. Over 70 percent of those were nuisance property cases. There were 240
unsafe structures cited in the Urban Core last month.
x JEA: Renee Goode, Government Relations Coordinator (goodrr@jea.com), reported that JEA
will move to 325 W. Adams St. Construction is scheduled to begin in April 2020 and will take
approximately 18 months to complete. Please call 665-6000 if you have any concerns about
JEA utilities in your neighborhood. You can also call to request a JEA ambassador to give a
presentation about JEA and energy savings to your community organization.
x Jacksonville Public Library: Marshelle Berry, North Region Public Library Manager
(MBerry@coj.net), reported that there are four libraries within the Urban Core; Eastside Brown,
Dallas Graham, Brentwood Branch and the Main Library. Art work by students from Andrew
Jackson High School will be on display at the Brentwood Branch Library in May. The Eastside
Brown Branch Library had an unplanned closing today due to construction fumes. The Dallas
Graham Library is scheduled to have a new air conditioning unit installed in August pending
board approval. The library will be closed during installation. All libraries are gearing up for
summer learning programs and summer lunch programs. Please check jaxpubliclibrary.org for
additional information.
x Neighborhood Services Office Department: Amy Holliman (aholliman@coj.net: 255-8260),
announced that attendance policy will be enforced and organizations with three consecutive
unexcused absences will be removed from the CPAC. Please call or email Amy Holliman if you
are unable to attend to avoid an unexcused absence.
x JTA: Cheryl Riddick, Community Engagement Manager (CRiddick@jtafla.com: 632-5522),
announced that the Transit Development Plan Phase II update will be presented by Jeanette
Burk. The purpose of the update is to assess and improve efficiency with public input. Public
input is the first phase, second is data analysis, and third is site visits to the transit hubs. Jeanette
Burk reviewed the data collection and analysis. The final report expected in fall 2019.
x Neighborhoods: Shaun Rycroft, Housing Property Analyst (srycroft@coj.net: 255-8272)
announced that the 2019 Neighborhood Matching Grant cycle will begin in August with
applications due by December. Now is the time to begin planning neighborhood projects and
raising matching funds. The City of Jacksonville’s Matching Grant Program is designed to give
up to $5,000 in financial assistance to registered neighborhood organizations that are
interested in reducing blight within the neighborhood and enhancing the community.
7. Public Comments: CPAC Member Celia Miller stated that her neighborhood organization,
Good Neighbor MANIA has not received LUZ notices even though there have been zoning
changes in here area. Staff confirmed that the organization is property registered. Planning
Department, Planner I, Conner Corrigan will look into this.
8. Duval County Public Schools: Dana Kriznar, Deputy Superintendent (kriznard@duvalschools.org),
reported that a request for a referendum to increase the city’s retail sales tax by one half cent
to assist with the funding of for school facility updates will be voted on by the School Board
tomorrow, May, 7, 2019. The state of Florida has created a website for anonymous reporting of
safety issues. Any threats should be reported to getfortifyfl.com.
9. Adjourn: Chair Michelle Tappouni adjourned the meeting at 8:37 p.m.
Next CPAC Meeting: Monday, July 1, 2019 at 5:30 p.m.

in the Ed Ball Building’s First Floor Training Room, 214 N. Hogan St. 32202
A copy of the audio recording of this Urban Core CPAC meeting is available through a Public Information Request by
calling 630-CITY. Details about Public Records can be found on the City’s Website: Public Records. 276
Attendance
CPAC Members: Staff and Officials:
Chair – Hyde Grove Terrace – Shirley Lowry City Council Member – Garrett Dennis, Council District 9
Budget Automotive Repair – Linda Barrow Executive Council Assist. To CM Jim Love CD 14 – Kevin Kuzel
Budget Automotive Repair – Darrell Barrow Duval County Public School – Tracy Pierce
Cedar Hills Estates – Jacquelyn Woods FDOT – Derek Dixon
Cedar Hills Estates – Johnny Carter Jacksonville Fire and Rescue Department – Jack Griggs
Charter Member – Don Ingram Jacksonville Public Library – Lynne Baldwin
Hyde Grove Terrace - Peggy Meyers Jacksonville Public Library – Shawn Norton
Springtree HOA – Dewey Walker Jacksonville Sheriff’s Office – Jamie Eason
Sweetwater Church of Christ – Dr. Willie Crosby JTA /Gannett Fleming – Jeanette Berk
Watermill Masters HOA – Tom Martin Municipal Code Compliance Dept. – Robert Bautochka
Visitors: Neighborhood Services Department – Bryan Mosier
Paul Cilien Neighborhood Services Department – Shaun Rycroft
William Fonferek- Westland HOA Neighborhood Services Office– Michelle Godwin
Karen Harris – Melissa Estates North FL Green Chamber – Mary Tappouni
Nathlyn Hemmingway - Navy Excused:
Cathy Manns Blue Lake Estates – Annette Brown
Carol McGrapth - Navy Confederate Point Civic Assoc. – James Nolting
Leila Miller – Cedar Hill Fishweir Neighborhood Watch - Bernice Gremer
Lorraine Patin Murray Hill Historic Preservation - Len Burroughs
Christina Purdy – Cecil Pines Vice Chair – Trinity Ministries – Bruce Tyson
1. Call to Order/Verify Quorum: Chair Shirley Lowry called the meeting to order at 6:36 p.m. Michelle
Godwin verified a quorum.
2. Approval of the Previous Meeting Summary: Tom Martin moved that the March meeting summary be
approved. Don Ingram seconded the motion. The motion passed unanimously.
3. Elected Officials’ Reports:
x Kevin Kuzel, Executive Council Assistant to Council Member Jim Love, District 14, announced that
Council Member Jim Love is working to move his Short Term Vacation Rental bill 2019-238 through
before terming out in June. The bill is designed to protect surrounding residents from the problematic
activities that could occur during a short term rental. One of the provisions within the bill states the
owner must live in the structure, or live within 200 feet of the property being rented. The bill has gone
before the Planning Commission which deferred it. Mr. Kuzel also announced that the Murray Hill
community is having a community meeting tonight to discuss an application for rezoning the Jones
College property located 1195 South Edgewood Ave. to be redeveloped as a storage facility. The
meeting will be held at the Fishweir Brewing Company, beginning at 7 p.m., located at 1183 South
Edgewood Ave. Mr. Kuzel thanked the members of the CPAC for their interest and encouraged them
to tell more people about the CPAC.
Council Member Jim Love may be contacted at 630-1380 or jimlove@coj.net.
x City Council Member, District 9, Garrett Dennis, discussed his cannabis decriminalization bill. He
explained that the bill would impose civil citations for adults in possession of less than 20 grams of
marijuana. He said that under the bill, a violator would be cited and fined $100 for the first offense of
simple possession. Incarceration can create a “vicious cycle” that can lead to people losing jobs and
worse, taxpayers pay $864 to process an inmate, and $60 a day to house an inmate.
Council Member Garrett Dennis may be contacted at 630-1395 or garrettd@coj.net
4. Presentations:
x Mary Tappouni of the Florida Chapter of The U.S. Green Chamber of Commerce presented on the
North Florida Green Chamber, how citizens and businesses can become involved. Ms. Tappouni
informed CPAC members that the Green Chamber’s mission is to assist in creating environmentally
friendly, sustainable business practices, to facilitate education, and networking opportunities for
businesses, non-profits, governmental agencies, and individuals. The purpose of the Green Chamber is
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to create long-term sustainability programs and policies that advocate for the betterment of the
community and the environment. Ms. Tappouni announced that on Wednesday, May 29, 2019, from 2
p.m. to 4 p.m. the North Florida Green Chamber will host a lecture on “Understanding Recycling and
Why do we Recycle Like That in North Florida?”, at the Jessie Ball DuPoint Center, 40 E. Adams St., Suite
300.
Mary Tappouni may be contacted at (904) 388-1350 or mary@breakinggroundcontracting.com
x Shawn Norton, Librarian III of Murray Hill Public Library, presented on the summer reading program. The
program will begin in June and run through the end of July. All ages can read to earn free books and
prizes, and explore a ton of fun stuff. Mr. Norton said space themed summer reading activities meant
to engage children will take place at various libraries around town. Mr. Norton also announced that
people can support the summer reading program by making a $5 donation to JPL’s Hi Five For
Reading. Each $5 donation offsets the cost for one child to attend the Summer Learning programs
offered at any the Jacksonville Public Libraries.
Shawn Norton may be contacted at (904) 630-2409 or at snorton@coj.net .
x Staff Reports:
x Jacksonville Sheriff’s Office (JSO) – Lt. Jamie Eason reported that residential burglaries and violent
crime are down in Zone 4, and that auto burglaries are up by two percent. Lt. Eason advised that calls
are taken by priority, meaning a shooting may take priority over a burglary. Lt. Eason also advised that
Sheriff Mike Williams is working with City Council to realign zones. The zone shift may take two years. Lt.
Eason also advised that the Next Door app can be used to post pictures and video of suspicious
activity in your neighborhood. She stated that you can invite the sheriff office to your Next Door site
and communicate with JSO, and information will go to JSO’s PIO communication center.
Lt. Jamie Eason may be contacted at (904) 573-3165.
x Jacksonville Fire and Rescue Department (JFRD) - Fire Battalion Chief Suppression 56, Jack Griggs
advised that hurricane season runs from June 1 to November 30, and that everyone should start
preparing their emergency kits and restock batteries, flashlights, candles, first aid kits. As well as have a
battery or hand cranked radio in their emergency supplies. Chief Griggs advised CPAC members to
plan their evacuation route well in advance, and if advised, evacuate as soon as possible. Also have a
family emergency plan, which should include what you are going to take and where you are going to
go. Make sure wherever you are evacuating to accepts pets. You should have the necessary
documents you may need for your pets. Chief Griggs informed CPAC members that they should have
at least three days’ worth of nonperishable food, a gallon of water for each person and pet per day
for three days, for drinking as well as for sanitation.
Battalion Chief Jack Griggs can be contacted at jgriggs@coj.net.
x Duval County Public Schools (DCPS) – Tracy Pierce, announced that the School Board voted to
approve a resolution seeking a special election on Nov. 5, 2019, to ask voters to support a half-cent
sales tax over 15 years to pay for a $2 billion plan to upgrade school’s infrastructure. The issue will go to
City Council, which will consider whether and when the proposal goes to voters. The master plan is still
in development, but will call for 40 small schools to be consolidated into approximately 17 schools. The
plan will assist in providing a savings in operation costs and enable the school to provide more services
for students.
x Florida Department of Transportation (FDOT) – Derek Dixon, Bike/Ped and ADA Coordinator,
announced that the express lanes on I-295 between I-95 and the Buckman Bridge will open on May
18th. The peak travel time for the corridor will be from 6 a.m. to 10 a.m. and 3 p.m. to 7 p.m. Monday
through Friday. During these hours, there will be a minimum toll charge of 50 cent, which may be
adjusted based on the level of congestion in the express lanes. Mr. Dixon said that to use the express
lanes you must have a portable Sun Pass transponder or Sun Pass Sticker. The Transponder and sticker
may be purchased at Publix, Walgreens and CVS. The transponder may be used in multiple vehicles,
and the sticker must be mounted to your windshield; however the sticker can only be used for one
vehicle. Mr. Dixon advised that the cash or toll by plate will not be accepted, and that only two axle
vehicles are allowed in the express lanes. A $25 fine will be accessed if you drive in the express lane
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without a transponder or sticker.

Derek Dixon may be contacted at (904) 360-5653 or Derek.Dixon@dot.state.fl.us
x Municipal Code Compliance Division (MCCD) – Robert Bautochla, Zone 4 Senior Officer, reported that
1,489 inspections were completed in Zone 4 in April. These included 224 junk vehicle inspections, 639
nuisance inspections, 26 nuisance board ups, 211 residential inspections, 62 inspections of unsafe
structures, 162 zoning, and 22 commercial inspections. The Municipal Code Compliance Division
completed 11,870 inspections throughout Jacksonville. Mr. Bautochla gave an update regarding the
semi-trucks that have been parking along Rampart Road and Ricker Road. He said that MCC Officers
have written 16 citations for various semi-trucks in the last two weeks.
Robert Bautochla may be contacted at (904) 255-7055 or RobertB@coj.net
x Neighborhood Department – Bryan Mosier, Operations Director, reported that Animal Care and
Protection Services (ACPS) is always in need of fosters and people to adopt dogs and cats brought to
the shelter. An adoption event will take place May 18 th through May 19th at the Southside Boulevard
PetSmart, 8801 Southside Blvd., or you can visit ACPS, 2020 Forest St. to adopt any day of the week
accept Monday. Mr. Moiser advised that Mosquito season is upon us. The mosquito control divisions
motto “tip and toss” refers to tipping things over so they don’t retain water and tossing water out of
items that contain standing water. If you are having issues with mosquitos please call 630-City. An
inspection will be conducted to make sure there is mosquito activity and Mosquito Control will then
spray.
Bryan Mosier may be contacted at (904) 255-7005 or bmosier@coj.net
x Neighborhood Department – Shaun Rycroft, Housing Analyst, announced that the Matching Grant
Program has returned and applications will be made available the end of August and will be due by
December. He advised CPAC members to meet with their associations, neighborhoods and civic
groups to start planning their projects for this year’s Matching Grant opportunity. Mr. Rycroft said that in
order to participate in the Matching Grant program, organizations must be registered in the
Neighborhood Services Office Directory, have active status in the Florida Division of Corporations and
start raising funds for their projects. Several workshops will be offered to answer questions. Mr. Rycroft
also advised that there is no minimum amount that can be applied for, but the maximum is $5,000.
Shaun Rycroft may be contacted at (904) 255-8272 or Srycroft@coj.net
x Planning and Development (PDD)
• 2018-0608 PUD Rezoning – South side of 103rd Street, west of Connie Jean Road: PUD rezoning
seeks to permit school bus storage expansion.
• 2018-0830 Conventional Rezoning – 9101 McClelland Rd.: Request to rezone property south of
Normandy Boulevard. from PUD-SC to Agriculture zoning district.
• 2019-0227 Conventional Rezoning – 6459 Exline Rd.: Request to rezone property left out of original
rezoning from RR-Acre to the RLD-60 zoning district.
• 2019-0315 Planned Unit Development Rezoning (PUD): The south side of Collins Road between
Parramore Drive and I-295.
• AD-19-025 Administrative Deviation – 4205 Venetia Blvd.: Request to reduce front yard from 20
feet to 13 feet.
• AD-19-010 Administrative Deviation – 5120 Salonika Ln.: Request to increase fence height from 4
feet to 6 feet in required front yard.
Andy Hetzel may be contacted at (904) 255-7821 ahetzel@coj.net
5. Subcommittee/Liaison Reports:
x Cecil Area – No Report
x Transportation – Tom Martin reported for the May 1 , 2019 North Florida TPO CAC meeting:
x North Florida TPO CAC approved the revised Citizens Advisory Committee By Laws.
x North Florida TPO CAC approved the FDOT request to amend the FY 2018/19 through FY 2022/23
Transportation Improvement Program (TIP) for funding the preliminary engineering work on two
projects: US 301 at I-10, and SR 201 JTB from east of I-95 to US 1 and US 1 from south of JTB to north
of Mustang Road.
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x North Florida TPO CAC approved the JTA request to amend the FY 2018/19 through FY 2022/23
Transportation Improvement Program (TIP) for funding the Bus Rapid Transit (BRT) Southwest
Corridor, New Start Program.
x North Florida TPO CAC approved the Joint Certification Process (FDOT and TPO) as required
annually under federal regulations.
x North Florida TPO CAC received the final short list of requested studies for inclusion in the FY
2019/20 Unified Planning Work Program (UPWP). The approval of the FY 2019/20 Unified Planning
Work Program (UPWP) is scheduled for the June meeting.
x North Florida TPO CAC received a draft copy and a staff presentation on the highlights of the FY
2019/2020 through FY 2023/2024 Transportation Improvement Program (TIP). The final draft is
available on the TPO website, and is 340 pages long. The approval of the FY 2019/2020 through FY
2023/2024 Transportation Improvement Program) is scheduled for the June meeting.
x North Florida TPO CAC received an update presentation on the Smart North Florida (Smart
Regions and Smart Cities) by Jeff Sheffield, TPO Executive Director. More information is available
on the North Florida TPO website under the ITS tab.
The next North Florida TPO CAC meeting will be held Wednesday, June 5, 2019 at 2 p.m.
x Capital Improvement Plan (CIP) - Chair Shirley Lowry presented the CPAC with the suggestions for the
FY 2020/2024 Capital Improvement Plan (CIP), from Christina Purdy of Cecil Pines and Thomas Martin of
Watermill Master HOA. Thomas Martin motioned to submit the presented CIP suggestions to Teresa
Eichner, Capital Improvement Plan Administrator. Linda Barrow seconded and the motion passed
unanimously.
x Neighborhood Coordinator’s Report – Neighborhood Coordinator Michelle Godwin reminded CPAC
members that Ethics training will be held during June’s CPAC meeting. If your name is highlighted in
yellow on the attendance sheet, please plan to attend the CPAC meeting in June. The Office of Ethics
Compliance and Oversight will provide the training.
6. Chair’s Report – CPAC Chair, Shirley Lowry reported that the Cecil Field Behind the Scenes Bus Tour was
very informative. Participants toured Jinko Solar Plant, and watched the assembly of the solar modules
for residential, commercial and utility projects. Participants also toured Logistic Services International
(LSI, Inc.), which provides aviation training programs and technical support services to the U.S.
Government, foreign military Branches and the defense industry. Mr. Martin elaborated on the bus tour
as well.
7. Unfinished Business - None
8. New Business - None
9. Public Comments/Concerns/Announcements
x Jeanette Berk of Gannett Fleming, Inc. provided an update on the JTA Transit Development Plan.
10. Adjourn: Chair Shirley Lowry adjourned the meeting at 8:40 p.m.
Next CPAC Meeting: June 10, 2019 6:30 p.m. Lane Wiley Senior Center 6710 Wiley Rd., Jacksonville, FL 32210.
Summary prepared by: Michelle Godwin, Neighborhood Coordinator, 255-8236 or michellegw@coj.net.
A copy of the audio recording of this Southwest CPAC meeting is available through a Public Information Request by calling
630-CITY. Details about Public Records can be found on the City’s Website: Public Records.
280
Southeast Citizens Planning Advisory Committee
NEFAR Temporary Training Room, 10300 Southside Boulevard, Jacksonville, FL 32256
Meeting Attendance

Deercreek Owners Association – Carol D’Onofrio Chair City Council District 11 – Danny Becton
Oak View Corner Oaks Owner Association – Jon Malmind Inspector General Office – Jonathon Parrish
Bartram Springs HOA – Joe Luczak JPL – Ann Fridl
Brierwood Neighborhood Association – Nancy Barry JSO – Lt. RR Knecht
Blackwood Forest HOA – Pam Fraser JTA – Cheryl Riddick
City Council District 11 – Donna Herrin Military Affairs – Caroline Adkins
Deercreek Owners Association – Peter Gentry Neighborhoods Municipal Code – Robert Crawford
Deerwood Owners Association – Ernst Cornehl Neighborhoods Property Analyst – Shaun Rycroft
Englewood Full Service School – Ralph Hodges Neighborhood Services Office – Rosemary Wesolowski
Greater Hood Road Community Association – Jim Hill Parks, Recreation and Social Services – Keith Meyerl
Highland Glen HOA – Kathy Soares Planning and Development – Arimus Wells
Johns Creek HOA – Todd Ierna
Pickwick Park Civic Association – Holly DeCardenas
Pine Forest Community Action Corp – Joyce Brown Guests:
Rose Creek Condominium Association – Henry Rogers Betty Wolfe – Mandarin Community Club
Secret Cove Civic Association – Gary Weise Anthony Lewis – Palermo HOA
Shiloh Creek Neighborhood Association – Will Herron Charles Parks – Blair Estates
St. Nicholas Area Preservation – Walter Bryant Melva Parks – Blair Estates
The Arc Jacksonville Village – Denise Torres Sharon Burt – Blair Estates
The Gables HOA – Debbie Johnson Manny Gonzales Akers – Pickwick Park Civic Association
Villa San Jose Civic Association – Marj Rothstein Richard Skule - GENA
Paul Soares – Highland Glen HOA
Excused – Jeanette Burke – JTA Consultant
Alumni Civic Association – Kathleen Perera Don Peppers – Aladdin Road
East Hampton HOA – Eric Laner Joanne Peppers – Aladdin Road
Hampton Glen at Deerwood HOA – Abby Howard Murphy Mark Harrell – Julington Creek Road
James Island HOA – Scott Koslowski Terry Harrell – Julington Creek Road
Pickwick Park Civic Association – James Daniel Don Burt – Aladdin Road
Villa San Jose Civic Association – Joanne Parker Griffin Carmen Mazzeo – Florida Atlantic
1. Call to Order/Verify Quorum: Chair D’Onofrio called the meeting to order. Rosemary
Wesolowski verified that a quorum was present.
2. Approval of the Previous Meeting Summary: A motion was made by Will Herron to
approve the April 2019 meeting summary and Pete Gentry made a second; the
summary was approved.
3. Presentation(s): Lisa Green, Inspector General, Office of Inspector General introduced

herself and provided an overview of the Inspector General function. The Office of
Inspector General (OIG) was established in October of 2014 by Ordinance Code to
provide increased accountability, integrity, and oversight within the City of Jacksonville;
this is an independent office. A Charter Referendum was passed in March of 2015, which
expanded the OIG's jurisdiction to include Constitutional Officers as well as independent
authorities and agencies. The OIG's expanded jurisdiction became effective January 1,
2016.
The mission of the OIG, "Enhancing Public Trust in Government Through Independent and
Responsible Oversight," is accomplished through investigations, audit, and contract
oversight activities.
The OIG appreciates the assistance of concerned consolidated government officials,

employees, and citizens who provide information relating to fraud, waste, and abuse
and who strive for an effective and efficient consolidated Government. OIG does not
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conduct criminal investigations, but does investigate fraud or duplication of services.
OIG does not investigate JSO.
If you would like to speak to the Inspector General or report fraud, waste and/or abuse,
you can reach Ms. Green or her team at:
Hotline: (904) 630-8000 ǀ FAX: (904) 630-8003 ǀ E-Mail: InspectorGeneral@coj.net
Mail: Office of Inspector General, P.O. Box 43586, Jacksonville, FL 32203
Physical Address: Yates Building, 231 East Forsyth Street, Suite 470, Jacksonville, FL 32202
Kirby Oberdorfer, Deputy Director, Ethics Office, provided an overview of the work the
Ethic’s Office offers.
The basis for government ethics laws are an attempt to regulate conflicts of a public
official or COJ employee who is looking out more for their own benefit than for the
public interest. The conflict is between the official’s personal interests and the public
interest. The public official or employee is expected to be focused 100% on the interests
of the public, not on how they can use their position to help themselves (or
family/friends/business).
Sunshine laws are regulations requiring openness in government or business. Sunshine

laws make meetings, records, votes, deliberations and other official actions available for
public observation, participation and/or inspection. Sunshine laws also require
government meetings to be held with sufficient advance notice, at times and places
that are convenient and accessible to the public, with exceptions for emergency
meetings.
For CPAC meetings, Sunshine Laws require CPAC meetings to be open to the public,
properly noticed (minimum of 24 hours); minutes of these meetings are required to be
recorded and available to the public. CPAC members must also follow Sunshine Laws
too.
Any communication between two or more CPAC members of the same CPAC on a
matter that could come before the CPAC or CPAC Subcommittee can only occur at a
noticed meeting and be heard by the public. CPAC members cannot have telephone
conversations, hand written notes, emails, texts or communications via social media on
any issue that may come up or be voted on at a CPAC meeting. CPAC members can
discuss anything outside of CPAC related topics (sporting events, gardening tips,
shopping, recipes, movie reviews, etc.) without any concern. A CPAC member can
converse with a CPAC member from a different CPAC and discuss CPAC issues, but they
cannot discuss CPAC issues with a member from their own CPAC.
Public comment is required at each CPAC and must be recognized before any vote on
any topic occurs. CPACs can set a time limit on how long a person(s) or group can have
to speak, but they must be given the opportunity.
Gifts to staff or CPAC members from any lobbyist cannot be accepted. It is unlawful to
receive a fee, gift, and tip, loan in exchange for work done, vote or motion in the course
of your duties as a CPAC member. There is one exception: small food item(s) and flower
/ plant “appreciation for job well done” gifts. It was recommended not to accept gifts of
over $100 from a person that is a lobbyist; employer of a lobbyist; or is subject to approval
from your CPAC even if it is a personal friend. To clarify, a lobbyist is any paid person who
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seeks to influence a governmental decision. This is broad and can be someone coming
to your CPAC to influence you.
Voting conflicts can occur. Most often conflicts due to your employment (you or your
family are doing business with the City of Jacksonville.) Voting conflicts will be handled
individually. Individuals will be required to disclose that there is a conflict of interest and
complete the appropriate form and not vote on that issue.
For additional information, you can visit http://www.coj.net/departments/ethics-

office/ethics-in-a-nutshell-series. If you have any additional questions, please contact
the Ethics Office at:
Office of Ethics, Compliance and Oversight
Jacksonville Ethics Commission
117 W. Duval Street, Suite 225
Jacksonville, FL 32202
(904) 255-5510 or Whistle Blower Hotline: (904) 630-1015
Elected Officials Reports:

City Council Member Danny Becton, District 11, informed the CPAC of future
development that is planned along A.C. Skinner Parkway (between Belfort Road and
Southside Boulevard). Council Member Becton used a map to identify three parcels on
A. C. Skinner Parkway that are currently owned by JTA; they were referred to as Parcel A,
Parcel B and Parcel C. JTA has the three parcels for sale. Two of the parcels (Parcel A
and Parcel B) on the south side of A.C. Skinner Parkway, developers are in the planning
stages to develop as multi-family units. When both parcels are developed there would
be 700+ units of multi-family living.
Council Member Becton has been working with Nathaniel P. Ford Sr., Chief Executive
Officer of the Jacksonville Transportation Authority in regard to Parcel C. Parcel C has a
total of 42.55 acres, but only 35 to 40 acres can be developed. Parcel C is currently
zoned to be developed as office space, multi-family units or hotels. Council Member
Becton has made the recommendation that the City of Jacksonville should purchase
Parcel C and develop the land as a multi-facet park. As this area continues to grow in
population, there are no parks close to this densely populated area for anyone to enjoy.
Council Member Becton asked for the support of the CPAC to help him with this goal
and to consider putting this request on the SE CPAC CIP recommendation list.
Contact Council Member Becton at dbecton@coj.net or 904-630-1383.
4. Staff Reports (3 minute time limit)

JSO (Jacksonville Sheriff’s Office) – Lt. Knecht announced that Zone 3 Assistant Chief
Short has transfer to the JSO Community Affairs Office and Assistant Chief Paul Restivo is
now in charge of Zone 3. Lt. Knecht stated in the SE District (Zone 3) violent crime is down
15% YTD and property crime is down 18% YTD. JSO recently made a big arrest in regard
to auto burglaries. Everyone was encouraged to participate in the 9pm Routine; remove
your valuables/guns from your car and make sure your vehicle is always locked. It was
announced that Florida will become one of the last states to make texting while driving a
primary traffic offense under a new bill. The Florida House passed a compromise bill that
would make texting while driving a primary offense, as well as create a hands-free area
within school zones and construction zones where workers are present.
Contact JSO at Zone 3 Substation-828-5463
JFRD (Jacksonville Fire Rescue Department) – not in attendance
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JPL (Jacksonville Public Library) – Ann Fridl stated JPL will kick off a number of summer
programs. One of the biggest summer programs will be Countdown to Summer Learning.
The Countdown to Summer Learning program is a summer reading program for children
and adults alike. When you check out books at the public library, remember to get your
bookmark from the adult or children’s desk. Once you read for 15 minutes a day for five
consecutive days you can turn in your bookmark for a prize or save up your bookmarks for
a larger prize at the end of summer. For more information, visit your local library. The Hi $5
For Reading Campaign is underway. The Hi $5 Campaign is the Jacksonville Public Library
Foundation’s funding appeal for city libraries’ six-week summer reading program for
children and youth is called Hi $5 for Reading. Each $5 donated will provide materials and
activities to help students retain over the summer the educational gains they made during
the previous school year. It is shown that without reading and math during the summer,
children can lose one to two months of learning. Another way to support JPL is becoming
a member of the Friends of the Library Group. The South Mandarin Library Friends of the
Library group will hold a book sale at the South Mandarin branch on Saturday, July 13,
2019, 10:00 am to 5:00 pm.
For complete details for all upcoming events and activities offered by JPL, please visit:
https://www.jaxpubliclibrary.org/
JTA – Cheryl Riddick introduced Jeanette Burke, JTA consultant. Ms. Burke stated JTA is
currently working on their Transit Development Plan (TDP), a 10-year horizon plan intended
to support the development of an effective multi-modal transportation system. JTA will
look at NFTPO and the community for input. JTA is interested in hearing your thoughts on
flow of traffic, bus routes and learn the demand for public transit for you and your
community. You can share your feedback with Cheryl Riddick or Suraya Teeple at JTA.
Contact Cheryl Riddick at 632-5522 or criddick@jtafla.com or
Suraya Teeple at 598-8711 or steeple@jtafla.com
Military Affairs – Caroline Adkins extended an invitation to the CPAC for the Memorial Day
Remembrance on Memorial Day at the Veterans Memorial Wall, 1145 East Adams Street
(located between TIAA Bank Field and the Baseball Grounds of Jacksonville). The pre-
ceremony event will begin at 8:00 a.m. with music presented by the Navy Band Southeast
and the Jacksonville Children’s Choir. The remembrance ceremony will begin at 8:30
a.m.
Neighborhoods Code Compliance – Robert Crawford inquired if the CPAC members were
receiving the Code Compliance newsletter and if they liked the newsletter? The CPAC
members confirmed that they have received the newsletter and they like and
appreciated the information. Mr. Crawford announced that Municipal Code Compliance
will conduct a systematic inspection in the Windy Hills community
Contact Robert Crawford at 255-7042 or robertc@coj.net
Parks, Recreation and Social Services Department – Keith Meyerl announced JaxParks has
33 outdoor pools that will be open Memorial Day weekend through Labor Day. Outdoor
pools are open 1 to 7 pm Monday through Friday; 11 am to 6 pm on Saturdays and 2 - 6
pm on Sundays. JaxParks camps are for ages 6 - 17. Most camps are offered in three, two-
week sessions, from June 17 through July 26, 2019. To learn more information about
JaxParks Summer Camps visit: http://www.coj.net/departments/parks,-recreation-and-
community-services/recreation-and-community-programming/jaxparks-summer-camp.
The 2019 Jacksonville Jazz Festival returns to Downtown Jacksonville over Memorial Day
weekend, May 24-27. This is the 39th year Jacksonville will host this event. Construction at
County Dock Park should begin this summer.
Page | 4
284
Planning and Development Department - Arimus Wells did not have a report, but was
available for questions.
Contact Arimus Wells at arimusw@coj.net
5. Subcommittee/Liaison Reports (3 minute time limit) –

LUZ (Land Use and Zoning) – Pete Gentry stated the LUZ Subcommittee reviewed eight
applications; no motions or actions will be taken on any of them. Mr. Gentry stated a
number of neighbors from the Aladdin Road area attended the LUZ subcommittee to
express their concern about a proposed development and impact it will have on the
water runoff in the area. Mr. Gentry reminded everyone the second hearing of the
proposed Aladdin Road project will be on June 11, 2019 in City Council Chambers. To
learn more about the Aladdin Road application, please visit
JaxZoningapplications@coj.net and use tracking # 2280. Mr. Gentry encouraged all to
attend all the public hearing meetings to express their concerns. For additional
questions or Planning and Development Staff Support, please call Arimus Wells at 255-
7824 or Connor Corrigan at 255-7844.
Ad-Hoc:
North Florida TPO – Jim Hill stated at the May NFTPO CAC meeting, the representative
approved a FDOT District 2 preliminary engineering project at the western end of J.
Turner Butler Boulevard (S.R. 202 or JTB).
TRUE (Taxation, Revenue and Utilization of Expenditures) Commission – Jimmy Daniel – not
in attendance
6. Neighborhood Coordinators Report – Rosemary Wesolowski announced that the

Neighborhood Services Office is in the planning stages to offer training classes on
Robert’s Rules of Order, Condo Association Board Training and Homeowner/Townhome
Owner Association Training. The dates, times and locations will be provided in the near
future.
Contact Rosemary Wesolowski at 255-8261 or rosemary@coj.net
7. Chairs Report – Chair D’Onofrio welcomed everyone to the NEFAR Office / SE CPAC
meeting location. Chair D’Onofrio recognized and thanked Mr. Glen East, NEFAR CEO,
for allowing the SE CPAC to meet at his facility. Chair D’Onofrio informed the CPAC that
she and Vice Chair Malmind attended a CPAC Chairs meeting with Mr. Sam Mousa, City
of Jacksonville Chief Administrative Officer on May 10, 2019. At the CPAC Chairs
meeting there was a presentation from the U.S. Census Bureau to complete the 2020
census. In the near future, the SE CPAC will have a presentation from the U.S. Census
Bureau.
Chair D’onofrio reminded the CPAC that the SE CPAC recommendation for the City of
Jacksonville Capital Improvement Project (CIP) list is due May 29, 2019. A capital
improvement project must have a total cost greater than $100,000 and a lifespan of
more than ten years and must add to, enhance the value of, or extend the life of the
City’s physical assets. The SE CPAC formed a temporary Ad Hoc subcommittee and met
on April 9, 2019. A couple of recommendations were identified at this meeting and some
follow up on the 2018 SE CPAC CIP recommendations were identified. CPAC members
were encouraged to send any additional CIP recommendations to Rosemary before
noon on May 28, 2019.
9. Unfinished Business -
10. New Business – Will Herron, Primary Representative for Shiloh Creek Neighborhood
Association made a motion to extend an invitation to the St. Johns River Water
Management and ask them to attend to the SE CPAC LUZ Subcommittee meetings and
Page | 5
285
provide professional expertise on permitting on new developments. The motion received
a second; there was no discussion. The motion passed.
Gary Weise, Alternate for Secret Cove made a recommendation to have Public Works
Storm Water Chief, Steve Long attend a meeting with St. Johns River Water Management
to answer additional questions about storm water run-off.
11. Public Comment- Shaun Rycroft, Housing Property Analyst informed the CPAC that
applications for the Matching Grant Program should be available in August 2019. The
deadline to submit the grant application will be in December 2019. If you have any
questions or would like to talk to Mr. Rycroft about the potential project, please call 904-
255-8272 or email: srycroft@coj.net
12. Motion to Adjourn – meeting adjourned at 8:22 pm
NEXT MEETING: June 24, 2019 ~ 6:30 p.m.

NEFAR Office – 7801 Deercreek Club Road, Jacksonville, FL 32256
Page | 6
286
B.2 Sign-In Sheets
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288
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290
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JTAC Member Contact List
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Member Name Email
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Hansard, Doug (e04)707-3622 hansard2L5@email.com @v
Hathaway, Wanda (e04)613-5784 wa nda hathawav9S@va hoo.com @V
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Kendrick, Latoya (904)576-5862 LatoyadanielleS@email.com @t/
***Laster, Henry (904)416-9306 henrvwlaster@att.net @
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Martignetti, William (904)e82-6480 Bi llv1508@comcast. net @r'
*****Metcalf, Sue (904)537-7510 sue.a. metca lf60(ôgma il.com @
Miller, Angela (e04)616-7947 Angiem iller825@gmail.com @
Molengraft, Sherry (904)400-5783 molengraft l. @ya hoo.com @l/
Morales, Jose (904)955-41e6 iosem@theilrc.ore @t/
Moody, David (904)3e6-0377 blsuv134@bellsouth.net @r'
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JTAC Member Contact List
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297
298
299
300
301
302
303
304
305
306
307
308
B.3 Presentations
309
CNG Strategy/Overview
JACKSONVILLE TRANSPORTATION
Transit Development Plan FY2019 - 2029
AUTHORITY
Jeanette Berk
Gannett Fleming, Inc.
310
Agenda
Welcome & Introductions
Purpose of Transit Development Plan
Steps of Transit Development Plan
Schedule of Study
311
Purpose of TDP
10-Year
Horizon Plan
Develop an Effective Multimodal Transportation System within Duval County
TDP Rule
FL Admin. Code Basis for Defining Public Transit Needs
14-73.001
Strategic
Blueprint
Planning, Development, and Operational Guidance Document
Marketing
Tool
Catalyst for General Education and Awareness Outreach
312
Steps of TDP
1 Coordination with Public Involvement Plan & Public Meetings
2 Assessment of Existing Conditions
3 Comprehensive Operational Analysis
4 Develop Service Framework and Workshop
5 Short and Mid-Range Transit Network
6 Develop an Implementation Plan
7 TDP Major Update Document
313
Schedule of TDP
Phase I – Initial Phase II – Outreach on Phase III – Outreach
Outreach on Technical Analysis on Plan Findings and
Needs / Goals Findings and Potential Recommended
and Objectives Strategies Strategies
Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug.
2018 2018 2019 2019 2019 2019 2019 2019 2019 2019
1. Coordination with Public Involvement Plan & Public Meetings
2. Assessment of Existing Conditions 5. Short and Mid-

Range Transit Network
3. Comprehensive 6. Develop an
Operational Analysis Implementation Plan
4. Develop Service Framework and Workshop 7. TDP Major Update

Document 314
Thank CNG
you!Strategy/Overview
Questions?
315
6
JACKSONVILLE TRANSPORTATION
Transit Development Plan FY2019 - 2029
AUTHORITY
Suraya Teeple
Project Manager
316
Agenda
Welcome & Introductions
Recap of Transit Development Plan
Assessment of Existing Conditions
Strategies to Improve Service
Questions/Comments
317
Recap of Transit Development Plan
TDP Purpose 10-Year
Develop an Effective Multimodal Transportation System within Duval County
Horizon Plan
TDP Rule
FAC 14-73.001 Basis for Defining Public Transit Needs
Strategic
Blueprint
Planning, Development, and Operational Guidance Document
Marketing
Tool
Catalyst for General Education and Awareness Outreach
Phase I – Initial Outreach Phase II – Outreach on Technical Phase III – Outreach on Plan
TDP Schedule on Needs / Goals and
Objectives
Analysis Findings and Potential
Strategies
Findings and Recommended
Strategies
2018 2018 2019 2019 2019 2019 2019 2019 2019 2019
2. Assessment of Existing Conditions 5. Short and Mid-Range Transit

Network
3. Comprehensive Operational 6. Develop an Implementation Plan
Analysis
318
4. Develop Service Framework and Workshop 7. TDP Major Update Document
Assessment of Existing Conditions
 Service Area
≡ Population
≡ Employment
≡ Socio-Economic
Trends
 Transit Potential
≡ Population Density
≡ Employment
Density
≡ Transit Propensity
 Land Use / Growth
 Travel Pattern
Analysis
319
Service Area
 Service Area  Socio-Economic Trends
≡ Population ≡ Population at 150% Poverty Level
≡ Employment 2010 Below 2017 Below
191,621 227,865
≡ Socio-Economic Trends 22% 25%
Above Above
672,642 684,178
78% 75%
1,200,000
1,000,000
800,000
≡ Zero Car Households Zero Car HHs,
2010 Zero Car HHs, 2017
600,000 25,351, 7% 28,351, 8%
400,000
200,000
0
2010 2030 2040 Non-Zero Car Non-Zero Car
HHs, 317,099, HHs, 319,432,
Total Employment Total Population 93% 92%
320
Transit Potential – Transit Propensity
 Transit-Oriented
Population Origin Index
Highest Propensity
Areas
≡ The Urban Core and the
Northside neighborhoods
east of US 23.
≡ San Marco, Spring Glen,
San Jose, Craven, Royal
Lakes.
≡ Jacksonville Heights,
Confederate Point, Cedar
Hills Estate, Lackawanna,
Murray Hill, Hillcrest,
Hyde Park.
≡ Jacksonville University,
Regency mall, Woodland 321
Acres, Holiday Hill.

 Activity Destination
Index Highest
Propensity Areas
≡ Downtown Jacksonville,
Brooklyn, Riverside.
≡ RiverPlace, Memorial
Hospital in Sans-Souci.
≡ Normandy, Fairfax.
≡ Retail near Windy Hill,
Loretto, Girvin.
≡ Jacksonville Beach.
322
 Areas with high transit
potential:
≡ Downtown Jacksonville,
Brooklyn, Riverside,
Hogan’s Creek and
Brentwood. Jobs per plus people per acre
≡ Riverplace, Spring Park,
Southpoint, Deerwood,
Deerwood Center, Windy
Hill, Bay Meadows,
Regency, and the Mayo
Clinic.
≡ Hillcrest, Normandy,
Fairfax, Confederate
Point, Jacksonville
Heights, and Normandy.
≡ Jacksonville Beach
323
Land Use / Growth
 Employment by Industry
≡ Retail Trade is the largest employment sector in 2010
≡ Largest employment sector is projected to be Health Care and Social Assistance
in 2030 and 2040
 Land Use Patterns
≡ In 2010, Residential Use constitutes the largest land area, followed by
Governmental Use.
≡ In 2030, Low Density Residential Use constitutes the largest land area, followed
by Agricultural Use and Public Buildings and Facilities.
324
Land Use / Growth – Approved DRIs
325
Travel Pattern Analysis
 Peak Period Travel
≡ Major flows connect
downtown Jacksonville
from Southside and
Arlington.
≡ Highest volume occurs in
Arlington and north of
downtown Jacksonville.
≡ Significant amount of
travel in Southeast and
Southwest Jacksonville.
326
 Off-Peak Period
Travel
≡ Major flows connect
downtown Jacksonville
from the Northeast.
≡ More internal zone travel.
327
 County-to-County
Trips
≡ Highest volume between
Duval and St. Johns.
≡ Second highest volume
between Duval and Clay.
328
 Alternate and Enhanced Mode(s) of Service

≡ BRT, Commuter Rail, Light Rail, Street Car
≡ Concepts that increase overall vehicle occupancy
 Change of Routes
≡ Restructure, expansion, and shortening of existing routes
≡ Addition and removal routes
 Change of Frequency or Hours of Service
≡ Increase or decrease the frequency
≡ Extend or shorten the operating hours
329
 Enhanced Facilities and Amenities

≡ Jacksonville Regional Transportation Center
≡ Enhanced stations and transfer hubs
≡ Improved information sharing
 Improve Effectiveness and Efficiency

≡ Invest in technology
≡ Service evaluations
330
331
16
B.4 Flyers
332
Jacksonville Transportation Authority
Participate in the Transportation Development Plan!
The Jacksonville Transportation Authority (JTA) is formulating a Transit Development Plan (TDP)
to guide improvements to the transit system in the Jacksonville area. This study will outline the
steps necessary to advance an effective multimodal transportation system that will meet the
mobility needs of the residents, workers, and visitors in Duval County. Changes in travel
patterns, fluctuations in the economy, rising and falling financial resources, and advances in
technology all suggest a need to periodically reexamine the transit system and adapt to evolving
conditions.
Contact:
From now until June 2019, the JTA will be reaching out to Suraya Teeple
you to obtain information on your transportation needs Project Manager
and to obtain your thoughts on improving mobility in steeple@jtafla.com
Duval County. (904) 598-8711
333
What is a Transit Development Plan?
10-Year Develop an Effective Multimodal Transportation System within
Horizon Plan Duval County
TDP Rule
(FAC 14-73.001)
Basis for Defining Public Transit Needs
Strategic Planning, Development, and Operational Guidance Document

Blueprint
Marketing Catalyst for General Education and Awareness Outreach
Tool
PROJECT Phase I – Initial Phase II – Outreach on Phase III – Outreach on

Outreach on Needs / Technical Analysis Findings Plan Findings and
TIMELINE Goals and Objectives and Potential Strategies Recommended Strategies
2018 2018 2019 2019 2019 2019 2019 2019 2019 2019
2. Assessment of Existing Conditions 5. Short and Mid-Range

Transit Network

Document
334
The Jacksonville Transportation Authority (JTA) is formulating a Transit Development Plan (TDP) to guide Contact:
improvements to the transit system in the Jacksonville area. This study will outline the steps necessary to Suraya Teeple
advance an effective multimodal transportation system that will meet the mobility needs of the residents,
workers, and visitors in Duval County. Changes in travel patterns, fluctuations in the economy, rising and falling
Project Manager
financial resources, and advances in technology all suggest a need to periodically re-examine the transit system steeple@jtafla.com
and adapt to evolving conditions. (904) 598-8711

Strategies to Improve Transit Service
Alternate and Enhanced Mode(s) of Service Route Adjustments
 Planning, design and construction of BRT  Restructure of existing system

 Alternative service delivery options (i.e.  Expansion and shortening of existing
flexible, on-demand) transit routes
 Encourage the use of concepts that  Addition and removal of existing routes
increase overall vehicle capacity  Adding and reducing bus stops
 Integrate new transit technologies (i.e.
autonomous vehicles)
335
Strategies to Improve Transit Service
Change of Frequency or Hours of Service Enhanced Facilities and Amenities
 Increase or decrease  Jacksonville Regional Transportation

the frequency of Center (JRTC)
existing service  Enhanced facilities, such as transit
 Increase or decrease stations and transfer hubs
the hours of service of  Enhanced connection with bicycles and
existing service pedestrians
Improve Safety and Security Improve Effectiveness and Efficiency
 Improve overall operational safety  Invest in technology that improves

considerations performance
 Proper placement and maintenance of bus  Perform service evaluations and
stops, transit stations, and hubs incorporate evaluation results into
performance related decisions
336
The Jacksonville Transportation Authority (JTA) is formulating a Transit Development Plan (TDP)
to guide improvements to the transit system in the Jacksonville area. This study will outline the
steps necessary to advance an effective multimodal transportation system that will meet the
mobility needs of the residents, workers, and visitors in Duval County. Changes in travel
patterns, fluctuations in the economy, rising and falling financial resources, and advances in
technology all suggest a need to periodically reexamine the transit system and adapt to evolving
conditions.
Contact:
From now until June 2019, the JTA will be reaching out to Suraya Teeple
you to obtain information on your transportation needs Project Manager
and to obtain your thoughts on improving mobility in steeple@jtafla.com
Duval County. (904) 598-8711
337
What is a Transit Development Plan?
10-Year Develop an Effective Multimodal Transportation System within
Horizon Plan Duval County
TDP Rule
(FAC 14-73.001)
Basis for Defining Public Transit Needs
Strategic Planning, Development, and Operational Guidance Document

Blueprint
Marketing Catalyst for General Education and Awareness Outreach
Tool
PROJECT Phase I – Initial Phase II – Outreach on Phase III – Outreach on

Outreach on Needs / Technical Analysis Findings Plan Findings and
TIMELINE Goals and Objectives and Potential Strategies Recommended Strategies
2018 2018 2019 2019 2019 2019 2019 2019 2019 2019
2. Assessment of Existing Conditions 5. Short and Mid-Range

Transit Network

Document
338
GIVE U S Y OU R
FEE DB A CK!
The Jacksonville Transportation
Authority (JTA) is soliciting feedback
from current and future riders about
the JTA transit system. The comments
we receive will influence the 2019 Transit
Development Plan Update, which guides the
JTA’s future growth. The JTA expects to release
final recommendations in September 2019.
Take the online survey at:

www.surveymonkey.com/
339
r/SCHV8GC
¡ DA N OS TU
OPI N I ÓN !
La Autoridad de Transporte de
Jacksonville (JTA) solicita comentarios
de los pasajeros actuales y futuros
sobre el sistema de tránsito de JTA. Los
comentarios que recibamos influirán en
la Actualización del Plan de Desarrollo de
Tránsito de 2019, que guía el crecimiento
futuro de JTA.
Tome la encuesta en:

www.surveymonkey.com/
340
r/SCHV8GC
B.5 Boards
341
JTA 2019 Transit Development Actualización del plan de desarrollo
Plan Update de tránsito de JTA 2019
What is a Transit Development Plan? ¿Qué es un plan de desarrollo de tránsito?
A Transit Development Plan (TDP) is a study that guides improvements Un Plan de Desarrollo de Tránsito (TDP) es un estudio que guía las mejoras a un sistema de tránsito.
to a transit system. Over time, this document needs to be updated to Con el tiempo, este documento debe actualizarse para reflejar los cambios en los patrones de
reflect changes in travel patterns, the economy, government funding, and viaje, la economía, el financiamiento gubernamental y la tecnología. La Autoridad de Transporte
technology. The Jacksonville Transportation Authority (JTA) is updating its de Jacksonville (JTA) está actualizando su TDP para mejorar el tránsito en el área de Jacksonville.
TDP to improve transit in the Jacksonville area. At the end of the study, Al final del estudio, JTA creará un documento que describe los cambios necesarios para crear un
JTA will create a document that outlines necessary changes to create a sistema de transporte que satisfaga las necesidades de los residentes, trabajadores y visitantes
transportation system that will meet the needs of residents, workers, and del Condado de Duval.
visitors in Duval County.
Project Background Contexto del Proyecto

In 2014, JTA redesigned the Fixed Route Bus system to better service existing customers En 2014, JTA rediseñó el sistema de bus de ruta fija para atender mejor a los clientes existentes
and attract new customers. This redesign was part of the 2014 TDP. y atraer nuevos clientes. Este rediseño fue parte del 2014 TDP.
The Florida Department of Transportation (FDOT) requires transit agencies like JTA to El Departamento de Transporte de Florida (FDOT) requiere que las agencias de tránsito como
update the TDP every five years. JTA actualicen el TDP cada cinco años.
This TDP Update planning process started in November 2018. JTA expects to have a final Este proceso de planificación de la actualización de TDP comenzó en noviembre de 2018. JTA
document by September 2019. espera tener un documento final para septiembre de 2019.
Project Purpose Propósito del Proyecto

■ Develop an effective multi-modal ■ Create guidelines for changes ■ Desarrollar un sistema de transporte ■ Crear pautas para los cambios.
transportation system in Duval County ■ Educate riders about their multimodal efectivo en el condado de Duval ■ Educar a los pasajeros sobre su
■ Define public transit needs transit system ■ Definir las necesidades de transporte sistema de tránsito.
público.
Give Feedback Dar Comentarios

■ Learn about our recommendations ■ Conoce nuestras recomendaciones
■ Take our survey now or online at https://www.surveymonkey.com/r/SCHV8GC ■ Tome nuestra encuesta ahora o en línea en
https://www.surveymonkey.com/r/SCHV8GC
PROJECT TIMELINE/LÍNEA TEMPORAL DEL PROYECTO

Outreach to Stakeholders Analysis of Existing Public Outreach Create Recommendations Public Outreach about
Finalize Recommendations
about Goals and Objectives Conditions and Routes about Results for Changes Recommendations
Difusión a las partes Análisis de condiciones Difusión pública sobre Crear recomendaciones Difusión pública sobre
interesadas sobre Finalizar recomendaciones
y rutas existentes los resultados para cambios recomendaciones
metas y objetivos
342
JTA 2019 Transit Development Plan Update
Summary of Proposed Changes
Route Type Route Proposed Changes Route Type Route Proposed Changes
1 Eliminate service to Jacksonville International Airport and increase frequency 80 Extend route to serve Oak Hill Village Shopping Plaza.
of service to FSCJ North. 81 No proposed changes.
Frequent 3 Eliminate service to Amtrak and increase frequency of service. 82 New midday service to River City Marketplace.
Routes 5 No proposed changes. Limited Connector 83 No proposed changes.
8 Eliminate service to UNF. Routes 84 Extend route to serve Durbin Park. Add Select peak-hour trips
50 Eliminate service to Deerwood and increase frequency of service. to Citicards Way.
4 Realign route to serve Amtrak and end service at the Soutel Transit Hub. 85 Eliminate service north of Busch Drive. Extend service to FSCJ North.
10 Realign route onto Atlantic Boulevard, increase frequency and span of service. 86 Eliminate.
11 Extend route to serve Gateway Plaza. GREEN No proposed changes.
12 Extend route to serve Soutel Transit Hub. First Coast Flyers BLUE Add bus stops along Phillips Highway.
13 No proposed changes. RED No proposed changes.
14 Extend route to FSCJ Kent Campus and eliminate service along Normandy Boulevard. 200 Increase span and frequency of service.
15 Increase frequency of service and extend service on select trips to Cecil Airport, 201 No proposed changes.
Mainline FSCJ Cecil, and Amazon Fulfillment Center on weekdays. 202 Extend route to downtown, and increase span and frequency of service.
Routes Express Routes
16 Increase frequency of service between Roosevelt Square Shopping Center and downtown. Add bus stops along Arlington Expressway Service Road.
17 Realign route to serve Old Kings Road South. Increase frequency of service between 205 Realign route to serve Art Museum Drive.
University Square and downtown. 206 New express service connecting downtown and the airport.
18 Eliminate route. Southeast No proposed changes.
19 Extend route to serve Kona Avenue. Beaches No proposed changes.
51 Increase frequency of service between Amtrak and the Gateway Transit Hub. Highlands No proposed changes.
53 Extend route to serve Amazon Fulfillment Center, Cecil Airport, and FSCJ Cecil Northside No proposed changes.
on an hourly basis.
Ortega No proposed changes.
21 Realign route and increase span of service.
Southside New zone serving neighborhoods lacking fixed-route service.
22 Realign route.
Sherwood Forest New zone serving neighborhoods lacking fixed-route service.
23 Realign route to serve neighborhoods along Arlington Road North.
ReadiRide Zones Eastside – South New zone serving neighborhoods lacking fixed-route service.
24 Extend route to connect with First Coast Flyer Red.
Argyle Forest New zone serving neighborhoods lacking fixed-route service.
25 No proposed changes.
Sandalwood New zone serving neighborhoods lacking fixed-route service.
Connector 26 Extend route to connect with First Coast Flyer Blue.
Golden Glades –
Routes 27 Increase span of service. New zone serving neighborhoods lacking fixed-route service.
The Woods
28 Extend route to serve FSCJ South and realign route on Baymeadows Road. Jacksonville Heights New zone serving neighborhoods lacking fixed-route service.
30 Eliminate route. Middleburg New zone serving neighborhoods lacking fixed-route service.
31 Extend route to Canal Street. Fleming Island New zone serving neighborhoods lacking fixed-route service.
32 Realign route. Clay Community RED Realign route and extend to 103rd Street.
33 Realign route. Transportation (CCT) BLUE Realign route.
343
Actualización del plan de desarrollo
de tránsito de JTA 2019
Resumen de los cambios propuestos
Tipo de ruta Ruta Cambios Propuestos Tipo de ruta Ruta Cambios Propuestos
1 Elimine el servicio al Aeropuerto Internacional de Jacksonville y aumente la frecuencia del 80 Extender la ruta para servir a Oak Hill Village Shopping Plaza.
servicio a FSCJ Norte.
81 No hay cambios propuestos.
Rutas 3 Eliminar el servicio a Amtrak y aumentar la frecuencia del servicio.
82 Nuevo servicio de mediodía a River City Marketplace.
Frecuentes 5 No hay cambios propuestos.
8 Eliminar el servicio a UNF. Rutas de Conector 83 No hay cambios propuestos.
Limitadas Extender la ruta para servir al Parque Durbin. Añadir Seleccionar viajes
50 Eliminar el servicio a Deerwood y aumentar la frecuencia del servicio. 84
de hora pico a Citicards Way.
4 Vuelva a alinear la ruta para servir a Amtrak y finalice el servicio en el Soutel Transit Hub. Eliminar el servicio al norte de Busch Drive. Extender el servicio a FSCJ
85
10 Vuelva a alinear la ruta en Atlantic Boulevard, aumente la frecuencia y la duración Norte.
del servicio.
86 Eliminar.
11 Extender la ruta para servir Gateway Plaza.
Green (Línea Verde) No hay cambios propuestos.
12 Extender la ruta para servir a Soutel Transit Hub.
13 No hay cambios propuestos. First Coast Flyers Blue (Línea Azul) Añadir paradas de autobús a lo largo de la autopista Phillips.
14 Extienda la ruta al campus de la FSCJ Kent y elimine el servicio a lo largo Red (Línea Roja) No hay cambios propuestos.
de Normandy Boulevard. 200 Incremento de horas y frecuencia de servicio.
15 Aumente la frecuencia del servicio y extienda el servicio en viajes selectos
Rutas de la 201 No hay cambios propuestos.
al Aeropuerto Cecil, FSCJ Cecil y Amazon Fulfillment Center entre la semana.
Línea Principal Extienda la ruta a Downtown, y aumentar la duración y la frecuencia del
16 Aumentar la frecuencia del servicio entre el centro comercial Roosevelt Square y Rutas Expresas 202 servicio. Añadir paradas de autobús a lo largo de Arlington Expressway
Downtown.
Service Road.
17 Vuelva a alinear la ruta para servir Old Kings Road South. Aumentar la frecuencia de servicio 205 Realinear ruta para servir Art Museum Drive.
entre Plaza de la universidad y Downtown. 206 Nuevo servicio expreso que conecta el centro y el aeropuerto.
18 Eliminar ruta. Southeast No hay cambios propuestos.
19 Extender la ruta para servir a la avenida Kona. Beaches No hay cambios propuestos.
51 Aumente la frecuencia de servicio entre Amtrak y Gateway Transit Hub. Highlands No hay cambios propuestos.
53 Extender la ruta para servir a Amazon Fulfillment Center, Cecil Airport y FSCJ Cecil en una Northside No hay cambios propuestos.
base por hora. Ortega No hay cambios propuestos.
21 Realinear la ruta y aumentar la duración del servicio. Southside Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
22 Realinear ruta. Sherwood Forest Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
23 Vuelva a alinear la ruta para dar servicio a los vecindarios a lo largo de Arlington Road North. Zonas de ReadiRide Eastside – South Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
24 Extender la ruta para conectar con First Coast Flyer Red. Argyle Forest Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
25 No hay cambios propuestos. Sandalwood Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
26 Extender la ruta para conectar con First Coast Flyer Blue. Golden Glades –
Rutas del Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
The Woods
Conector 27 Aumentar la duración del servicio.
Jacksonville Heights Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
28 Extienda la ruta para servir a FSCJ Sur y vuelva a alinear la ruta en Baymeadows Road.
Middleburg Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
30 Eliminar ruta.
31 Extender ruta a Canal Street. Fleming Island Nueva zona al servicio de barrios que carecen de servicio de ruta fija.
32 Realinear ruta. Clay Community Red (Línea Roja) Realinear ruta y extender para server a la Calle 103a.
33 Realinear ruta. Transportation (CCT) Blue (Línea Azul) Realinear ruta.
344
B.6 Surveys
345
TRANSIT SURVEY
Please help JTA improve transit service by completing the
survey below.
STOP Questions 12 and 13 are for non-riders only. JTA riders please proceed to question 14. Questions 14-21 are optional.
12. What are the start and end points of the commute you make 16. What is your age?
the most often? Please provide an address or description of 13 or under 14-17 18-25
where each place is located. 26-35 36-64 65 or over
Start Point:
17. Which of the following best describes your employment status?
Full-Time Part-Time Unemployed
End Point:
Student Retired Other_______
Disabled and unable to work
13. What is your primary reason for not riding any local transit 18. What is your approximate household income?
service?
Less than $5,000 $5,000-$9,999 $10,000-$14,999
No service near my home
$15,000-$24,999 $25,000-$34,999 $35,000-$49,999
Doesn't go where I need to go
$50,000-$74,999 $75,000-$99,999 More than $100,000
I've experienced issues with transit service in the region
19. What is your race/ethnicity?
I need more information
American Indian/Alaska Native Asian
I'm not interested in taking transit
Black/African-American Hispanic/Latino
Other ________________________
Native Hawaiian/Pacific Islander White
14. What is the primary language you speak at home? Other_______
English Spanish Other____________________ 20. What is your gender?
15. If English is not your preferred language, how well do you Female Male Non-Binary / Third Gender
speak English? Self-describe or prefer not to say
Very well Well Not well Not at all 21. Are you an active duty member or veteran of the US Armed
Forces?
Yes No
Please provide any additional comments you have below.

Thank you for completing the Transit Survey!

Your input will help us continue to improve the service.
Your responses will be kept strictly confidential.
346
7/3/2019 Jacksonville Transportation Authority - TDP Survey - June 2019
English Menu
TDP Survey - June 2019

The JTA will be holding pop-up events from June 11 to 13 to discuss proposed route
recommendations and collect public feedback as part of the Transit Development Plan
(TDP), a 10-year horizon plan intended to support the development of an effective multi-
modal transportation system.
Please join us at one of the events below:
June 11, 2019 — The team will be at Rosa Parks Transit Station from 3 – 5:30 p.m.
June 12, 2019 — The team will be at Gateway Transit Hub from 10:00 a.m. – 12:00 p.m.
and Regency Square Mall from 2 – 4:00 p.m.
June 13, 2019 — The team will be at Orange Park Mall from 7 – 9:00 a.m.
For those unable to actively participate at one of the pop-up events, you're welcome to
complete the survey online.
TAKE THE SURVEY
RELATED PAGES
Transit Tax Benefits Program
JRTC Construction Live Feed
ADA Accessibility
JTA is Hiring Bus Drivers
347
https://www.jtafla.com/campaigns/tdp-survey-june-2019/ 1/3
Transit Development Plan Major Update | Public Outreach Survey Results
C PUBLIC OUTREACH SURVEY RESULTS
C.1 Survey Analysis for Phase 1

C.1.1 Completed Surveys
All surveys were taken online. Out of 106 responses, 104 were fully complete. A “completed” survey was
one that answered at least one agreement or trade-off question or answered why they do not ride.
C.1.2 Rider Characteristics

Respondents were asked how often they ride JTA (Figure C-1). Riders made up 54 percent of
respondents, while 37 percent marked they never ride JTA. For non-riders, the survey asked why they do
not ride and then skipped the trip characteristics, agreement, and trade-off questions. The survey asked
non-riders optional demographics questions.
Figure C-1: How often do you ride JTA? (n = 106)
Almost every day 25%, 26
Several times per week 7%, 7
A few times per month 14%, 15
On rare occasions only 8%, 9
This is my first time 1%, 1
Never 37%, 39
Other 8%, 8
No response 1%, 1
0 10 20 30 40 50
Number of Responses
Riders were asked why they use JTA (Figure C-2) and the survey allowed respondents to choose
multiple responses. The most frequently chosen reason was that they do not own a car (35 percent),
followed by the bus is cheaper than gas or maintenance (23 percent).
348
Figure C-2: Which of the following describe the reasons that you use JTA? Select all that apply. (n = 91)
I do not own a car 35%, 32
Taking the bus is cheaper than gas and car

23%, 21
maintenance
I am doing my part for the environment 12%, 11
I cannot drive for legal or health reasons 11%, 10
My car is temporarily out of service 8%, 7
Parking is not available or is expensive at my

7%, 6
destination
I prefer to spend time on activities other than driving 4%, 4
0 10 20 30 40
Number of Responses
Respondents that marked they never ride JTA were asked why they do not ride (Figure C-3). Most
respondents (36 percent) chose “other” and gave reasons for not riding such as that transit doesn’t fit in
their schedule, is inconvenient, or they own a car. The second-most chosen option was that respondents
were not interested in taking transit (31 percent).
Figure C-3: What is your primary reason for not riding any local transit? (n = 39)
Other 27%, 29
I'm not interested in taking transit 14%, 15
Doesn't go where I need to go 13%, 14
No response 13%, 14
No service near my home 11%, 12
I need more information 11%, 12
I've experienced issues with transit service in the region 9%, 10
0 10 20 30 40
Number of Responses
C.1.3 Trip Characteristics

JTA riders were asked to answer questions about their most recent one-way transit trip. When asked
about the origin and destination for this trip (Figure C-4), the most common responses were home,
followed by work. Respondents who chose “other” gave responses such as hotel, airport, football
stadium, and downtown.
349
Figure C-4: Origin and Destination for Most Recent One-Way Trip (n = 64)
College 5%, 3
3%, 2
Home 64%, 41
20%, 13
Medical 5%, 3
6%, 4
Other 14%, 9
16%, 10
Recreation/Social 2%, 1
13%, 8
Shopping/Groceries 3%, 2
9%, 6
Social Services 0%, 0

2%, 1
Work 8%, 5
31%, 20
0 10 20 30 40 50
Number of Responses
Origin Destination
Respondents were asked how long the one-way transit trip usually takes (Figure C-5). Most trips were
under an hour (67 percent), with 22 percent of trips less than 30 minutes.
Figure C-5: From door to door, how much time does this one-way transit trip usually take? (n = 64)
30 minutes or less 22%, 14
30 minutes - 1 hour 45%, 29
1 - 1.5 hours 16%, 10
1.5 - 2 hours 11%, 7
More than 2 hours 6%, 4
0 10 20 30 40
Number of Responses
350
Respondents were asked what type of bus fare they used on their most recent trip (Figure C-6).
Responses were varied, with single ride (27 percent), senior STAR card (22 percent), 31-day pass (16
percent), and 1-day pass (11 percent) representing the majority of rides.
Figure C-6: On your most recent JTA trip, what type of bus fare did you pay? (n = 64)
Single Ride 27%, 17

Single Ride - Reduced Fare 5%, 3
1-Day Pass 11%, 7
1-Day Pass - Reduced Fare 2%, 1
3-Day Pass 3%, 2
7-Day Pass 5%, 3
31-Day Pass 16%, 10
31-Day Pass - Reduced Fare 2%, 1
Senior - STAR Card 22%, 14
Connexion/Paratransit - STAR Card Free Ride 3%, 2
Other (Readi Ride, Nassau, other) 6%, 4
0 10 20
Number of Responses
Respondents were asked if they used at STAR card on their most recent trip. Exactly 50 percent (31
respondents) responded they had, and 50 percent said they had not.
JTA riders were asked what other mode they would have used if the bus was not available (Figure C-7).
Most respondents said they would use taxi, Uber, or Lyft (34 percent), while 19 percent stated they would
not have made the trip at all.
Figure C-7: If a bus had not been available for your most recent transit trip, how would you have made the trip? (n =
64)
Taxi/Uber/Lyft 34%, 22
Would not have made this trip 19%, 12
Drive alone 14%, 9
Get a ride/carpool 8%, 5
Bike 8%, 5
Another existing route 8%, 5
Walk 5%, 3
Other 5%, 3
0 10 20 30
Number of Responses
351
C.1.4 Agreement Questions

JTA riders were given seven statements and were asked to rank their agreement with the statement.
They were given a Likert scale from 1 (Strongly Disagree) to 5 (Strongly Agree). Responses to these
questions were generally positive (Figure C-8), with the most highly ranked statement being “Fares are
reasonable” (average score of 3.88). Riders were less like to say they agreed with “Schedules meet my
travel needs” (average score of 3.00).
Figure C-8: Based on your experience riding JTA, how strongly do you agree with the following statements? (n = 65)
Fares are reasonable 3.88
Staff is professional and courteous 3.56
Routes get me where I need to go 3.54
Buses are comfortable and well-kept 3.48
Maps and schedules are easy to understand 3.43
Service is dependable 3.34
Schedules meet my travel needs 3.00
0.00 1.00 2.00 3.00 4.00 5.00

Average Ranking
C.1.5 Trade-Off Questions

To mimic the decisions that agencies face in allocating resources, respondents were asked to choose
between two tradeoffs for five scenarios. Figure C-9 through Figure C-13 show the results of these
questions.
Riders were more likely to choose more frequency over longer span of service.
Figure C-9: Trade-Off Question: Frequency vs. Span (n = 63)
More frequent bus service 63%, 40
Longer service hours 37%, 23
0 10 20 30 40 50
Number of Responses
352
Riders were more likely to choose more weekend service over more weekday service.
Figure C-10: Trade-Off Question: Weekday vs. Weekend Service (n = 64)
More weekend service 61%, 39
More weekday service 39%, 25
0 10 20 30 40 50
Number of Responses
Riders were more likely to choose closely-spaced stops instead of farther stops, even if that meant the
bus would run slower.
Figure C-11: Trade-Off Question: Bus Stop Spacing (n = 62)
More bus stops for shorter walking distance to/from

71%, 44
bus stops
Fewer bus stops for faster bus service 29%, 18
0 10 20 30 40 50
Number of Responses
Riders were slightly more likely to choose coverage over frequency.
Figure C-12: Trade-Off Question: Frequency vs. Coverage (n = 60)
Buses running on more streets but less frequently 53%, 32
Buses running more frequently but on fewer streets 47%, 28
0 10 20 30 40 50
Number of Responses
353
Riders were more likely to choose improving existing service over expanding service to new areas.
Figure C-13: Trade-Off Question: Expand Service vs. Improve Service (n = 65)
Improve existing service 58%, 38
Serve new areas 42%, 27
0 10 20 30 40 50
Number of Responses
C.1.6 Additional Comments

Out of the 106 respondents, 42 provided an additional comment. Eight respondents suggested service
changes; seven noted that the frequency or location of bus routes is inconvenient for them; and five
asked for an increase of span on one or more routes.
C.1.7 Demographics
perceptions and preferences. These questions were asked of all respondents, regardless of their rider
status.
Respondents were asked the primary language they speak at home. Almost all of respondents (98
percent) said their primary language is English. One respondent marked Spanish and one respondent
marked other. Respondents who marked that a language other than English was their primary language
were asked their level of English proficiency. One respondent said they spoke English “very well” and the
other said they spoke English “well.”
Respondents were asked their age (Figure C-14). Most respondents said they were between 36 and 64
(47 percent), while 40 percent said they were older than 65.
Figure C-14: What is your age? (n = 101)
18-25 5%, 5
26-35 9%, 9
36-64 47%, 47
65 or over 40%, 40
0 10 20 30 40 50
Number of Responses
354
Respondents were asked their current employment status (Figure C-15). Most respondents said they
worked full-time (40 percent), while retired workers made up 35 percent.
Figure C-15: Which of the following best describes your employment status? (n = 102)
Full-Time 40%, 41
Retired 35%, 36
Part-Time 13%, 13
Disabled and unable to work 5%, 5
Other 4%, 4
Student 2%, 2
Unemployed 1%, 1
0 10 20 30 40 50
Number of Responses
Respondents were asked their household income (Figure C-16). Sixty-two percent of respondents said
their household income was under $50,000.
Figure C-16: What is your approximate household income? (n = 86)
Less than $5,000 6%, 5

$5,000 - $9,999 8%, 7
$10,000 - $14,999 2%, 2
$15,000 - $24,999 17%, 15
$25,000 - $34,999 12%, 10
$35,000 - $49,999 16%, 14
$50,000 - $74,999 17%, 15
$75,000 - $99,999 7%, 6
More than $100,000 14%, 12
0 10 20 30
Number of Responses
355
Respondents were asked their race or ethnicity (Figure C-17). More than 60 percent of respondents
marked they are white, while 28 percent marked they were black or African-American.
Figure C-17: What is your race/ethnicity? (n = 97)
White 61%, 59
Black/African American 28%, 27
Hispanic/Latino 6%, 6
Other 4%, 4
Asian 1%, 1
Native Hawaiian/Pacific Islander 0%, 0
American Indian/Alaska Native 0%, 0
0 10 20 30 40 50 60 70
Number of Responses
Respondents were asked their gender (Figure C-18). Slightly more respondents were female than male.
Three respondents noted they were a gender other than female or male, or preferred to not respond.
Figure C-18: What is your gender? (n = 100)
Female 50%, 50
Male 47%, 47
Self-describe or prefer not to say 3%, 3
0 10 20 30 40 50 60
Number of Responses
Respondents were asked if they were affiliated with the US Armed Forces, either as an active duty
member or a veteran (Figure C-19). Twenty percent of respondents said they were affiliated.
Figure C-19: Are you an active duty member or veteran of the US Armed Forces? (n = 101)
Yes 20%, 20
No 80%, 81
0 10 20 30 40 50 60 70 80 90
Number of Responses
356
C.2 Survey Analysis for Phase 3

C.2.1 Overview of Surveys
Out of 92 responses, 64 were fully completed (Figure C-20). A “completed” survey was one that
answered at least one support question or left a comment.
Figure C-20: Surveys by Completion Type (n = 92)
30%, 28
70%, 64
Completed Not Completed
Most responses (65 percent) were taken online, while 35 percent were taken in-person at pop-up events
in the JTA’s service area (Figure C-21).
Figure C-21: Surveys by Collector Type (n = 92)
35%, 32
65%, 60
Pop-Up Online
C.2.2 Support for Recommendations

The purpose of the Phase 3 survey was to understand respondents’ support for draft recommendations.
To understand each recommendation, the survey linked to route sheets, which explained the
recommendation with maps, tables, and narrative text. The survey asked respondents to rank their
support for each recommendation on a Likert scale from 1 (Not supportive at all) to 5 (Very Supportive).
Table C-1 shows the average support score for each recommendation. Most recommendations received
positive support, with 57 percent receiving an average score of 3.5 or above and 94 percent receiving an
average score of 3 or above.
357
Table C-1: Average Support Score for Each Recommendation

First Coast Flyer Blue Line 3.80 5
Route 1 - FSCJ North to Downtown 3.43 14
Route 3 - Dunn Avenue to Downtown 3.57 14
Frequent Routes Route 5 - No Proposed Changes 1.00 1
Route 8 - UNF to Downtown 3.20 15
Route 50 - St. Augustine Road to University Club Estates 3.60 15
Route 4 - Soutel Transit Hub, Edward Waters College, 3.46 13
Downtown
Route 10 - Regency Square Mall to South Beach Parkway 3.27 15
Route 11 - Downtown to Gateway Plaza via Phoenix Avenue 3.55 11
Route 14 - Downtown to Roosevelt Square 3.69 13
Route 15 - Downtown, Herlong Road, Cecil Airport, Amazon 3.50 12
Mainline Routes Fulfillment Center
Route 16 - 103rd Street, Roosevelt Square, Downtown 3.40 15
Route 17 - Downtown to Marbon Park & Ride 3.75 12
Route 18 - Eliminated --- 0
Route 19 - Downtown to Regency Square Mall 3.25 12
Route 51 - FSCJ Kent to Gateway Mall 3.67 9
Route 53 - 103rd Street, Cecil Airport, Downtown 3.46 13
Route 21 - Downtown to Gateway Plaza 3.44 9
Route 23 - Arlington/Merrill Road, Southside/Avenue Mall 3.83 12
Route 24 - Jacksonville Beach to Mayport Village 3.73 11
Route 26 - Oakleaf to Avenues 3.89 9
Route 27 - Avenues to Downtown 3.50 10
Connector Routes
Route 28 - Mandarin to FSCJ South 3.36 11
Route 30 - Eliminated (Cecil Field to Ricker Road) 3.00 12
Route 31 - Downtown to Edward Waters College via Talleyrand 3.58 12
Avenue
Route 32 - Downtown to Paxon School 3.67 12
Route 33 - Art Museum Drive to Parental Home Road 3.23 13
Route 80 (NAS Shuttle) 3.57 7
Route 82 (Amazon Shuttle) 3.40 5
Limited Connector
Route 84 (Philips) 3.80 5
Routes
Route 85 (Highlands) 3.67 6
Route 86 (Northside) 2.29 7
358

Route 200 - Downtown to Julington Creek 3.29 7
Route 201 - Black Creek Park & Ride to Downtown 1.00 1
Route 202 - Mayport Naval Station, Regency Square Mall, 3.17 6
Express Routes
Downtown
Route 205 - Downtown to South Beach 3.00 9
Route 206 (new) - Downtown to Jacksonville Int'l Airport 3.20 5
Clay Community Blue - Pier Station, Green Cove Springs, Orange Park, NAS 3.80 5
Transportation Jacksonville
(CCT) Routes Red - St. Vincent's Medical Center (Clay County), 103rd Street 3.80 5
Argyle Forest 4.00 7
Eastside - South 3.86 7
Fleming Island 3.86 7
Golden Glades - The Woods 3.57 7
ReadiRide Jacksonville Heights 3.57 7
Middleburg 3.86 7
Sandalwood 3.86 7
Sherwood Forest 3.71 7
Southside 3.43 7
C.2.3 Demographics
Respondents were asked their race or ethnicity (Figure C-22). A plurality of respondents (44 percent)
stated they were black or African American, while 39 percent marked they were white or Caucasian.
Figure C-22: What is your race/ethnicity? (n = 56)
Black or African American 44%, 26

White or Caucasian 39%, 23
Two or more choices 7%, 4
American Indian or Alaska Native 7%, 4
Other 2%, 1
Hispanic or Latino 2%, 1
Asian or Asian American 0%, 0
Native Hawaiian or other Pacific Islander 0%, 0
0 10 20 30 40 50
Number of Responses
359
Respondents were asked their household income (Figure C-23). More than three-quarters of
respondents (77 percent) said their household income was under $50,000.
Figure C-23: What is your approximate household income? (n = 47)
Less than $5,000 13%, 6

$5,000 - $9,999 4%, 2
$10,000 - $14,999 15%, 7
$15,000 - $24,999 9%, 4
$25,000 - $34,999 13%, 6
$35,000 - $49,999 23%, 11
$50,000 - $74,999 15%, 7
$75,000 - $99,999 2%, 1
More than $100,000 6%, 3
0 10 20
Number of Responses
Respondents were asked the primary language they speak at home. Almost all respondents (93 percent)
said their primary language is English. One respondent marked Spanish and three respondents marked
other. Respondents who marked that a language other than English was their primary language were
asked their level of English proficiency. One respondent said they spoke English “very well” and the other
three said they spoke English “well.”
Respondents were asked their age (Figure C-24). The responses were evenly split between among the
age ranges with no one group represented heavily.
Figure C-24: What is your age? (n = 54)
18-25 15%, 8
26-35 15%, 8
36-50 31%, 17
51-64 31%, 17
65 or older 7%, 4
0 10 20 30
Number of Responses
360
Respondents were asked their current employment status (Figure C-25). Most respondents said they
worked full-time (63 percent).
Figure C-25: Which of the following best describes your employment status? (n = 52)
Full-time 63%, 33
Retired 10%, 5
Student 8%, 4
Part-time 8%, 4
Disabled/Unable to work 8%, 4
Unemployed 4%, 2
0 10 20 30 40 50
Number of Responses
Respondents were asked if they were affiliated with the US Armed Forces, either as an active duty
member or a veteran. Six percent of respondents said they were affiliated.
Respondents were asked their gender (Figure C-26). More respondents were male (55 percent) than
female (41 percent), with two respondents marking they were not male or female.
Figure C-26: What is your gender? (n = 56)
Male 55%, 31
Female 41%, 23
Other 4%, 2
0 10 20 30 40 50
Number of Responses
361
Transit Development Plan Major Update | Peer Selection
D PEER SELECTION
For the 2014 Transit Development Plan (TDP), the following peer transit systems were identified:
 Charlotte, NC: Charlotte Area Transit System (CATS)

 Columbus, OH: Central Ohio Transit Authority (COTA)
 Hampton, VA: Hampton Roads Transit (HRT)
 Kansas City, MO: Kansas City Area Transportation Authority (KCATA)
 Louisville, KY: Transit Authority of River City (TARC)
 Memphis, TN: Memphis Area Transit Authority (MATA)
 Orlando, FL: Central Florida Regional Transportation Authority (LYNX)
 Richmond, VA: Greater Richmond Transit Company (GRTC)
 St. Petersburg, FL: Pinellas Suncoast Transit Authority (PSTA)
 Tampa, FL: Hillsborough Area Transit Authority (HART).
Using the TCRP Peer Selection Method, these systems were evaluated as peer transit systems for this
current update of the TDP. The TCRP Peer Selection Method applies three screening factors and up to
14 peer grouping factors to the National Transit Database (NTD) data for each system. A “Likeness
Score” is determined for each screening and peer grouping factor and then for all of the factors
collectively. A Likeness Score of under 0.50 indicates a good match, between 0.50 and 0.74 a
satisfactory match, between 0.75 and 0.99 a potential match, and above 0.99 an undesirable match.
The overall Likeness Score for the ten 2014 peer cities is shown in Table D-1. Two of these systems are
considered a good match, two a satisfactory match, three a potential match, and three an undesirable
match, indicated as white, yellow, orange, or red.
Table D-1: Likeness Score of 2014 Peer Cities
Total
NTD Likeness
ID Agency Name Location State Score
40040 Jacksonville Transportation Authority Jacksonville FL 0.00
50016 Central Ohio Transit Authority Columbus OH 0.39
40027 Pinellas Suncoast Transit Authority St. Petersburg FL 0.41
40041 Hillsborough Area Regional Transit Authority Tampa FL 0.51
40003 Memphis Area Transit Authority Memphis TN 0.53
40035 Central Florida Regional Transportation Authority Orlando FL 0.61
30006 Greater Richmond Transit Company Richmond VA 0.64
70005 Kansas City Area Transportation Authority Kansas City MO 0.69
30083 Transportation District Commission of Hampton Roads Hampton VA 2.02
40008 Charlotte Area Transit System Charlotte NC 2.36
40018 Transit Authority of River City Louisville KY 71.59
Legend Good Match Satisfactory Match Potential Match Undesirable Match
362
An analysis of peers that have a Likeness Score below 1.00—indicating a good, satisfactory, or potential
match—is illustrated in Table D-2. An analysis of the specific characteristics that cause the candidate
peer systems to fall into a category other than “good match” is illustrated in Table D-3. Note that none of
the candidate peer cities registered greater than a score of 0.50 for “Rail Only,” “Heavy Rail,” “Population
Density,” or “Percent College Students.” Seven systems registered high on the factor “Service Area
Type.” Jacksonville is listed as the “only agency operating within an urban area; no non-urban service”
while many of the other systems were either “service to multiple urban areas (may also include non-urban
areas) and is the primary service provider within at least one urban area central city” or “agency serves
the urban area's central city, where other agencies also provide service to portions of the urban area.”
Most of these candidate peer cities were not comparable with respect to the percent of service
purchased. The remaining deviations from a “good match” are noted in the table.
Some differences between these peer systems and JTA include:
 HRT and CATS both run small LRT operations.

 PSTA and HART have double the population of JTA.
 Lynx runs double the miles of JTA.
 Memphis and Richmond have half the operating budget of JTA.
 Population densities are comparable with all candidate peers.
 Lynx and CATS have higher growth rates. Memphis, Greater Richmond, Kansas City, HRT, and
TARC have lower growth rates.
 Lynx runs appreciably higher operating miles than JTA.
A second analysis was developed that identified candidates with a Total Likeness Score of less than 1.0.
The results shown in Table D-4 highlight where these candidate peers differ from JTA.
Some of the other notable differences between this list of peers and JTA is:
 None of these candidate peers operate rail of any kind, unlike the 2014 peers.
 Ben Franklin (Washington) has an appreciably lower population than the JTA area. Others are half
the population of the JTA service area. Indianapolis is larger.
 JTA is running more service than most of the candidate peers.
 JTA generally has a larger budget.
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Table D-2: Listing of Candidates with Likeness Score of Less Than 1.0
Total
NTD Likeness
ID Agency Name Location State Score
40040 Jacksonville Transportation Authority Jacksonville FL 0
50050 Indianapolis and Marion County Public Transportation Indianapolis IN 0.3
50016 Central Ohio Transit Authority Columbus OH 0.39
40046 Sarasota County Area Transit Sarasota FL 0.58
40042 Birmingham-Jefferson County Transit Authority Birmingham AL 0.62
50005 Metro Transit System Madison WI 0.65
60032 New Orleans Regional Transit Authority New Orleans LA 0.68
60018 Metropolitan Tulsa Transit Authority Tulsa OK 0.71
60022 Capital Area Transit System Baton Rouge LA 0.74
70002 Transit Authority of Omaha Omaha NE 0.75
40017 Lexington Transit Authority Lexington KY 0.9
70010 Des Moines Area Regional Transit Authority Des Moines IA 0.9
30014 Cumberland Dauphin-Harrisburg Transit Authority Harrisburg PA 0.91
40002 Knoxville Area Transit Knoxville TN 0.92
18 Ben Franklin Transit Richland WA 0.93
80005 Mountain Metropolitan Transit Colorado Springs CO 0.94
While the overall scores are at least a “potential match” for key indicators like Urban Area Population,
Total Revenue Miles Operated, and Total Operating Budget, the analysis suggest that these systems are
less similar to JTA in these critical areas.
We therefore recommend retaining the top six to eight peer agencies. We also recommend noting where
these peers differ from the JTA so that analysis can take these areas into account.
364
Table D-3: Factors Affecting Likeness Score
Total Percent
Total Urban Revenue Total Service Percent Population Service Percent
Likeness Area Miles Operating Population Area State College Growth Percent Demand Service
Agency Name Location State Score Rail Population Operated Budget Density Type Capital Students Rate Poverty Response Purchased Distance
Jacksonville Transportation
Jacksonville FL 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Authority
Central Ohio Transit
Columbus OH 0.39 0 0.30 0.22 0.34 0.35 0.00 1.00 0.32 0.04 0.17 0.36 0.93 1.36
Authority
Pinellas Suncoast Transit St.
FL 0.41 0 1.31 0.10 0.57 0.28 2.00 0.00 0.03 0.37 0.10 0.24 0.40 0.33
Authority Petersburg
Hillsborough Area Regional
Tampa FL 0.51 0 1.31 0.31 0.23 0.28 2.00 0.00 0.03 0.37 0.10 0.36 1.82 0.33
Transit Authority
Memphis Area Transit
Memphis TN 0.53 0 0.07 0.86 0.84 0.00 0.00 0.00 0.07 1.91 0.58 0.16 1.82 1.17
Authority
Central Florida Regional
Orlando FL 0.61 0 0.49 1.06 0.25 0.33 3.00 0.00 0.10 1.74 0.20 0.22 0.91 0.23
Transportation Authority
Greater Richmond Transit
Richmond VA 0.64 0 0.13 0.09 1.02 0.05 2.00 1.00 0.25 1.52 0.03 0.36 1.34 1.11
Company
Kansas City Area
Kansas City MO 0.69 0 0.38 0.12 0.02 0.08 3.00 0.00 0.24 1.82 0.09 0.56 1.51 1.91
Transportation Authority
Transportation District
Commission of Hampton Hampton VA 2.02 20 0.28 0.18 0.07 0.32 2.00 0.00 0.00 3.94 0.08 0.19 0.10 1.11
Roads
Charlotte Area Transit
Charlotte NC 2.36 20 0.25 0.28 0.28 0.12 3.00 0.00 0.40 5.67 0.19 0.36 1.82 0.70
System
Transit Authority of River
Louisville KY 71.59 0 0.15 0.08 0.17 0.03 0.00 0.00 0.03 1000.00 0.02 0.13 0.42 1.19
City
365
Table D-4: Likeness Scores for Systems with Total Likeness Score of Less Than 1.0
Total Percent
Total Urban Revenue Total Percent Population Service Percent
Likeness Area Miles Operating Population Service State College Growth Percent Demand Service
Agency Name Location State Score Population Operated Budget Density Area Type Capital Students Rate Poverty Response Purchased Distance
Jacksonville Transportation
Jacksonville FL 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Authority
Indianapolis and Marion
County Public Indianapolis IN 0.3 0.39 0.31 0.38 0.04 0.00 1.00 0.20 0.24 0.04 0.07 0.19 1.41
Transportation
Central Ohio Transit
Columbus OH 0.39 0.30 0.22 0.34 0.35 0.00 1.00 0.32 0.04 0.17 0.36 0.93 1.36
Authority
Sarasota County Area
Sarasota FL 0.58 0.62 1.73 2.83 0.00 2.00 0.00 0.01 0.00 0.13 0.24 0.09 0.42
Transit
Birmingham-Jefferson
Birmingham AL 0.62 0.52 2.33 1.65 0.52 0.00 0.00 0.19 0.71 0.09 0.12 1.82 0.75
County Transit Authority
Metro Transit System Madison WI 0.65 1.61 0.92 0.73 0.35 0.00 1.00 0.77 0.86 0.03 0.15 0.64 1.97
New Orleans Regional
New Orleans LA 0.68 0.20 0.46 0.27 0.77 2.00 0.00 0.04 0.89 0.49 0.22 3.18 1.02
Transit Authority
Metropolitan Tulsa Transit
Tulsa OK 0.71 0.65 2.36 4.20 0.04 0.00 0.00 0.02 0.23 0.23 0.01 0.33 1.84
Authority
Capital Area Transit
Baton Rouge LA 0.74 0.84 2.31 2.38 0.27 1.00 1.00 0.05 0.12 0.39 0.26 0.67 1.12
System
Transit Authority of Omaha Omaha NE 0.75 0.49 1.70 2.41 0.32 0.00 0.00 0.18 0.92 0.15 0.33 1.82 2.21
Lexington Transit Authority Lexington KY 0.9 2.67 2.70 3.06 0.65 0.00 0.00 0.40 0.85 0.43 0.06 0.68 1.12
Des Moines Area Regional
Des Moines IA 0.9 1.35 1.38 2.43 0.13 1.00 1.00 0.21 0.50 0.19 0.54 1.78 2.06
Transit Authority
Cumberland Dauphin-
Harrisburg PA 0.91 1.47 3.23 3.59 0.21 0.00 1.00 0.16 0.36 0.32 0.11 0.88 1.48
Harrisburg Transit Authority
Knoxville Area Transit Knoxville TN 0.92 0.94 3.55 3.76 0.60 0.00 0.00 0.13 0.89 0.09 0.23 1.82 0.83
Ben Franklin Transit Richland WA 0.93 3.94 0.54 1.97 0.05 0.00 0.00 0.16 0.38 0.01 0.24 1.20 4.58
Mountain Metropolitan Colorado
CO 0.94 0.88 2.21 3.70 0.50 0.00 0.00 0.22 0.25 0.03 0.27 2.18 2.88
Transit Springs
366

Transit Development Plan Major Update | Comprehensive Operational Analysis
E COMPREHENSIVE OPERATIONAL ANALYSIS
This operational analysis provides a comprehensive, diagnostic summary of Jacksonville Transportation

Authority’s (JTA) fixed route bus services. The tables and figures in this chapter summarize individual
route profiles that are presented in Appendix F: Route Profiles, which also includes additional details on
JTA’s non-fixed route bus services.
The measures assessed as part of this analysis include:
 Route operating statistics: span of service, frequency by time period, interlined routes, and
percentage recovery time
 Service productivity measures: annual ridership, average daily riders, passengers per revenue
hour, passengers per revenue mile, passengers per trip, and average vehicle load
 Financial performance: annual operating cost, annual revenue, cost per passenger, subsidy per
passenger, cost per passenger mile, and farebox recovery ratio
 On-time performance: by period and day type, as well as runtime by segment.
E.1 Methods and Data Sources

E.1.1 Analysis Period
Routes were analyzed based on data available for Fiscal Year 2018 and the August 2018 service period,
which began on Monday, August 6, 2018, and ended Sunday, December 2, 2018.
JTA offers bus service on a more limited basis during several holidays throughout the year, as noted in
Table E-1, which also details the level of service provided per each holiday. The data collected during
holiday periods was assessed depending on the level of service operated that day (e.g., Thanksgiving
service data was assessed with other Sunday data).
Table E-1: Fiscal Year 2018 Holidays and Service Operated
Holiday Date Service Operated

Thanksgiving 11/23/2017 Sunday
Christmas 12/25/2017 Sunday
New Years 1/1/2018 Sunday
MLK 1/15/2018 Saturday
Memorial 5/28/2018 Sunday
Independence 7/4/2018 Sunday
Labor 9/3/2018 Sunday
Source: JTA
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E.1.2 Routes Analyzed

As of December 2018, JTA directly operated forty-four fixed routes. Several JTA routes were modified or
discontinued at the beginning of the December 2018 service period; to permit preliminary analysis of
routes modified in December 2018, data for a comparable route from the August 2018 period is used
where possible (Table E-2).
Table E-2: Comparable Routes Used in Comprehensive Operational Analysis
Route Comparable Discontinued Route

(December 2018 service period) (August 2018 service period)
First Coast Flyer Red 9
84 302
85 305
86 307
Source: JTA December 3, 2018 Service Changes
In the case of Community Shuttles 302, 305, and 307, these deviated fixed route services were converted
to fixed route operation in December 2018, with some changes to the alignment of Route 305 as it
became Route 85. Route 303 was discontinued and not replaced. JTA also introduced demand response
service ReadiRide covering an area similar to the deviated zones of the Community Shuttles 302, 303,
305, and 307. Route 9 was discontinued and replaced by First Coast Flyer Red. While the two routes
share the same alignment and have a similar span of service, First Coast Flyer Red operates at higher
frequencies and with wider stop spacing. Performance data for the First Coast Flyer Route 9 should be
interpreted in this context.
Several JTA routes underwent alignment changes between the August 2018 and December 2018 service
periods (see Table E-3). For these routes, August 2018 service period data was used for the analysis.
Table E-3: Alignment Changes Between August 2018 and December 2018 Service Periods
Route Service Change

4 Minor change near end of line at Moncrief Rd and Soutel Dr.
23 End of line will move from The Avenues Mall to the new Avenues Walk PNR.
27 End of line will move from The Avenues Mall to the new Avenues Walk PNR
31 Route will travel to Rosa Parks Transit Station instead of Pearl and Bay.
32 End of line will be in Riverside and no longer in Downtown.
33 Route does not travel on Philips Hwy anymore. It now services Spring Park Rd in both
directions. The route will now continue on the Hart Bridge and have a stop at the Rosa
Parks Transit Station.
Blue End of line will move from The Avenues Mall to the new Avenues Walk PNR.
Source: JTA December 3, 2018 Service Changes
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E.1.3 Route Types

JTA classifies its routes into seven route types according to their service characteristics (Table E-4). This
analysis evaluates routes according to the appropriate standard for each performance measure and the
average values of routes within that type.
Table E-4: Route Type Characteristics
Route Type Frequency Service Days Span of Service Stop Spacing

First Coast Flyer 10 – 15 min Everyday 5:00 a.m. to 12:00 a.m. 1 – 2 per mi.
Frequent 15 min Everyday 5:00 a.m. to 12:00 a.m. 3 – 4 per mi.
Mainline 30 min Everyday 6:00 a.m. to 10:30 p.m. 5 – 7 per mi.
Connector 60 min Everyday 6:00 a.m. to 8:00 p.m. 5 – 7 per mi.
Limited Connector 4 – 5 trips per day Weekday only Peak hours only Limited stops
Community Fixed
60 min Weekday / Saturday 6:00 a.m. – 7:00 p.m.
Shuttles* stops/deviations
Express Routes 4 – 5 trips per day Weekday only Peak hours only Limited stops
Source: JTA
Several JTA routes were reclassified between the August 2018 and December 2018 periods. These
routes were evaluated using Fiscal Year 2018 route performance standards and compared against other
routes in these service types as of the August 2018 service period (Table E-5). In the case of Route 9,
the route is evaluated according to First Coast Flyer standards, while community shuttles 302, 305, and
307 were evaluated against Community Shuttle standards from Fiscal Year 2018. Averages shown for
performance measures exclude First Coast Flyer Red, which uses Route 9 Fiscal Year 2018 data.
Table E-5: Routes by Route Type
Route Type Routes (Comparable Discontinued Route)

First Coast Flyer Green, Blue, Red (9)
Frequent Routes 1, 3, 5, 8, 50
Mainline Routes 4, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 51, 53
Connectors Routes 21, 22, 23, 24, 25, 26, 27, 28, 30, 31, 32, 33,
Limited Connector Routes 80, 81, 82, 83
Community Shuttles* 84 (302), 85 (305), 86 (307)
Express Routes 200, 201, 202, 205
Source: FY2018 Route Performance Standards, modified to account for route replacement
New services were also introduced in December 2018, including the Nassau Express Select and
ReadiRide services. Preliminary data for these services is provided in their respective route sheets.
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E.1.4 Data Sources

The data sources used to assess the JTA fixed route services are summarized in Table E-6.
Table E-6: Data Sources
Data Type Time Frame Measures

General Transit Feed
Specification (GTFS) August 2018 – December 2018 Frequency, Span
Frequency, Span (for routes introduced in
GTFS December 2018 – March 2019 December 2018)
HASTUS August 2018 period Interlined Routes
Automated Passenger
Counters (APC) and Boardings by Trip Ridership by Stop, Average
Automatic Vehicle Location August 16, 2018 – December Load, On-Time Performance, Runtime by
(AVL) 2, 2018 Segments
Passengers per Hour, Passengers per Mile,
Farebox Recovery Ratio, Subsidy per Passenger,
JTA Metrics Workbook Fiscal Year 2018 Cost per Mile
Farebox Ridership Counts Fiscal Years 2015 – 2018 Ridership Trend
E.2 Performance Standards

Routes were evaluated based on their route type and JTA’s Fiscal Year 2018 Route Performance
Standards (Table E-7).
Table E-7: Fiscal Year 2018 Performance Standards
Pass. Pass. Average Farebox Subsidy per Cost per

Route Type per Hour per Mile Load Recovery Passenger Pass. Mile
Frequent Routes 25 1.9 8.8 23% $ 3.00 $ 0.83
Mainline Routes 20 1.5 7.0 19% $ 3.75 $ 1.00
Limited Connector Routes 10 0.4 7.0 14% $ 6.50 $ 0.52
Community Shuttles* 7 0.5 2.5 7% $ 10.00 $ 3.00
Express Routes 10 0.4 7.0 14% $ 6.50 $ 0.52
Higher is Higher is Higher is Higher is Lower is Lower is
Evaluation Method
better better better better better better
Source: JTA Fiscal Year 2018 Route Performance Standards
370
E.3 Route Characteristics and Performance Measures

E.3.1 Route Characteristics
As of December 2018, JTA operated forty-four fixed routes; Table E-8 details the route names,
destinations, and route types for each of these routes.
Table E-8: Route Characteristics
Route Type Route Route Name Destinations

Green Green Line Downtown, Armsdale Park & Ride
First Coast Flyer Blue Blue Line Downtown, Avenues Mall, Convention Center
Red Red Line Downtown, Jacksonville Beach
1 North Main Downtown, A - Airport, B - FSCJ North
3 Moncrief Downtown, A - AMTRAK, B - Dunn Ave.
5 Park/Blanding Downtown, A - Orange Park Mall, B - 103rd St.,
Frequent Routes 8 Beach/Town Center Downtown, A - UNF/Town Center,
B - UNF/FSCJ South
50 University A - St. Augustine Rd./University Club Estates,
B - Baymeadows Rd./Town and Country
4 Kings Downtown, Soutel, Edward Waters College
10 Atlantic Downtown, A - Atlantic Village, B - South Beach
11 A Philip Randolph Downtown, Phoenix Ave.
12 Myrtle/Lem Turner Downtown, Soutel
13 Commonwealth/Lane Downtown, 103rd Wal-Mart,
14 Edison Downtown, Normandy Wal-Mart
Mainline Routes 15 Post/Normandy Downtown, Fouraker Rd., Herlong Rd.
16 Riverside/Wilson Downtown, 103rd St.
17 St. Augustine Downtown, Marbon Park & Ride
18 Atlantic/Monument Downtown, McCormick Rd.
19 Arlington Downtown, Regency Square
51 Edgewood FSCJ Kent, Gateway Mall
53 Commonwealth/Cassat Downtown, 103rd Street
21 Boulevard/Gateway Downtown, Gateway
22 Avenue B Downtown, Sherwood
23 Townsend/Southside Arlington/Merrill Rd., Southside/Avenue Mall
24 Mayport Atlantic Village, Mayport Village
25 San Jose Downtown, Southpoint
Connector Routes
26 Oakleaf/Buckman Mandarin, Oakleaf
27 Philips/Avenues Downtown, Avenues Mall
28 Sunbeam/Southside Mandarin, St. Johns Town Center
30 Cecil Cecil Field, Ricker Rd.
31 Talleyrand Downtown, Talleyrand
371
Route Type Route Route Name Destinations

32 McDuff Downtown, Paxon School
33 Spring Park/Philips Art Museum Dr., Parental Home Rd.
80 NAS Shuttle FSCJ Kent, NAS Jacksonville
Limited Connector 81 Dinsmore Shuttle Dunn Ave., Old Kings Rd.

Routes 82 Amazon Shuttle Amazon, Armsdale
83 Pritchard Shuttle Presidents Court, Soutel Hub
84 Philips/Gran Bay Citi Bank, Avenue's Walk Park ‘n Ride
Community
85 Highlands/Busch Dr Jacksonville Zoo, River City Marketplace
Shuttles*
86 Northside Downtown, Edgewood and Lem Turner
200 Mandarin Express Downtown, Marbon Park & Ride
201 Clay Regional Express Downtown, Black Creek Park & Ride
Express Routes
202 Mayport Express Mayport Naval Station, Regency Square
205 Beaches Express Downtown, South Beach
Source: JTA Route Maps
E.3.2 Route Operating Statistics

Level of service statistics were detailed according to the August 2018 service period, except for routes
that began operation in December 2018 (i.e., First Coast Flyer Red, 84, 85 and 86), where levels of
service were detailed using the December 2018 service period. Because service levels often vary by time
of day, peak and off-peak values are shown for selected statistics. These periods are defined as follows:
 Weekday Peak: 6:00 a.m. to 9:00 a.m. and 3:00 p.m. to 6:00 p.m.
 Weekend Core Service: 8:00 a.m. to 5:00 p.m. Saturday and Sunday.
The following statistics are shown by day of week for each route:
 Span of Service: The range of the start time of the first trip for a route to the end of the last trip for
a route, excluding gaps in midday service (Table E-9).
 Frequency by Time Period: This measures how often service is offered at stops on a route,
including both the route trunk and branches as applicable. Stops visited only on select trips were
excluded from calculations, and values were rounded for display (Table E-10).
 Interlined Routes: Other routes that a bus is interlined with are displayed in Table E-11. For each
route, other routes are shown if they share the same schedule block at any point on Weekdays,
Saturdays, or Sundays, respectively. In some cases, trips on different routes in a block may be
connected through deadheading; in these cases, customers are not able to obtain a single-seat ride
between the routes listed.
 Percent Recovery Time: Total recovery hours divided by total revenue hours for each route. In
cases where a route interlines with other routes, recovery time may be distributed unevenly
between routes (Table E-12). As a result, some routes show either no recovery time (0 percent
recovery time on Route 200 on Weekdays) or excessive recovery time (22.3 percent recovery time
on Route 13 on Weekdays).
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Table E-9: Span of Service for JTA Fixed Route Bus Operations
Route Type Route Weekday Saturday Sunday

Green 4:30 a.m.–12:36 a.m. 5:30 a.m.–12:40 a.m. 5:30 a.m.–10:34 p.m.
First Coast Flyer Blue 4:20 a.m.–12:48 a.m. 5:15 a.m.–12:49 a.m. 5:15 a.m.–10:49 p.m.
Red* 4:10 a.m.–1:01 a.m. 5:10 a.m.–1:04 a.m. 5:10 a.m.–11:04 p.m.
1 4:10 a.m.–12:46 a.m. 4:35 a.m.–1:02 a.m. 4:55 a.m.–10:44 p.m.
3 4:37 a.m.–12:33 a.m. 5:50 a.m.–12:47 a.m. 4:50 a.m.–10:32 p.m.
Frequent Routes 5 4:00 a.m.–12:59 a.m. 4:58 a.m.–12:24 a.m. 4:43 a.m.–10:47 p.m.
8 4:11 a.m.–12:56 a.m. 5:05 a.m.–12:38 a.m. 4:41 a.m.–11:10 p.m.
50 4:12 a.m.–12:22 a.m. 6:15 a.m.–12:01 a.m. 5:21 a.m.–9:41 p.m.
4 4:27 a.m.–12:37 a.m. 5:26 a.m.–12:39 a.m. 5:11 a.m.–9:39 p.m.
10 4:02 a.m.–12:59 a.m. 4:14 a.m.–1:23 a.m. 5:50 a.m.–11:13 p.m.
11 5:17 a.m.–11:26 p.m. 5:47 a.m.–11:26 p.m. 6:35 a.m.–10:31 p.m.
12 4:28 a.m.–12:40 a.m. 5:03 a.m.–12:46 a.m. 6:19 a.m.–10:33 p.m.
13 4:15 a.m.–12:53 a.m. 4:53 a.m.–1:05 a.m. 6:02 a.m.–10:55 p.m.
14 5:04 a.m.–11:34 p.m. 5:32 a.m.–12:20 a.m. 6:17 a.m.–10:32 p.m.
Mainline Routes 15 4:13 a.m.–12:58 a.m. 4:34 a.m.–1:18 a.m. 5:01 a.m.–9:58 p.m.
16 4:49 a.m.–10:55 p.m. 5:49 a.m.–11:40 p.m. 6:24 a.m.–10:17 p.m.
17 4:50 a.m.–11:53 p.m. 5:50 a.m.–11:38 p.m. 5:05 a.m.–9:51 p.m.
18 4:48 a.m.–11:53 p.m. 4:42 a.m.–1:03 a.m. 4:51 a.m.–10:03 p.m.
19 4:10 a.m.–12:58 a.m. 5:10 a.m.–1:03 a.m. 5:25 a.m.–11:04 p.m.
51 4:50 a.m.–11:03 p.m. 6:02 a.m.–11:45 p.m. 5:47 a.m.–10:30 p.m.
53 4:35 a.m.–11:54 p.m. 5:56 a.m.–12:07 a.m. 4:46 a.m.–9:57 p.m.
21 5:47 a.m.–9:36 p.m. 6:00 a.m.–9:25 p.m. 6:30 a.m.–7:20 p.m.
22 4:50 a.m.–11:41 p.m. 5:51 a.m.–11:53 p.m. 6:04 a.m.–10:53 p.m.
23 4:30 a.m.–11:20 p.m. 5:31 a.m.–11:22 p.m. 5:31 a.m.–9:22 p.m.
Connector Routes 24 6:11 a.m.–9:04 p.m. 6:25 a.m.–8:24 p.m. 7:15 a.m.–6:04 p.m.
25 5:45 a.m.–10:58 p.m. 5:25 a.m.–10:56 p.m. 6:05 a.m.–10:51 p.m.
26 5:30 a.m.–9:21 p.m. 6:30 a.m.–9:22 p.m. 7:30 a.m.–8:22 p.m.
27 5:49 a.m.–10:19 p.m. 7:30 a.m.–10:09 p.m. 7:30 a.m.–8:10 p.m.
373

28 6:25 a.m.–9:35 p.m. 7:25 a.m.–9:35 p.m. 7:30 a.m.–9:35 p.m.
30 5:48 a.m.–7:42 p.m. 6:26 a.m.–6:21 p.m.
31 6:32 a.m.–8:29 p.m. 7:32 a.m.–7:29 p.m.
32 6:39 a.m.–8:27 p.m. 7:39 a.m.–7:27 p.m.
33 6:00 a.m.–7:55 p.m. 6:40 a.m.–6:35 p.m.
5:15 a.m.–6:59 a.m.;
80 3:15 p.m.–4:52 p.m.
5:40 a.m.–6:00 a.m.;
Limited Connector 81 5:00 a.m.–7:25 p.m. 5:40 a.m.–6:50 p.m. 6:15 p.m.–6:35 p.m.
Routes 4:30 a.m.–7:37 a.m.; 6:28 a.m.–7:37 a.m.; 6:28 a.m.–7:37 a.m.;
82 5:28 p.m.–6:37 p.m. 5:28 p.m.–6:37 p.m. 5:28 p.m.–6:37 p.m.
9:00 a.m.–9:55 a.m.; 9:00 a.m.–9:55 a.m.; 9:00 a.m.–9:55 a.m.;
83 4:15 p.m.–7:10 p.m. 4:15 p.m.–7:10 p.m. 4:15 p.m.–7:10 p.m.
6:05 a.m.–8:58 a.m.; 6:05 a.m.–8:58 a.m.;
84* 3:05 p.m.–5:58 p.m. 3:05 p.m.–5:58 p.m.
Community Shuttles** 6:25 a.m.–10:50 a.m.; 6:25 a.m.–10:50 a.m.;
85* 1:25 p.m.–6:35 p.m. 1:25 p.m.–6:35 p.m.
86* 10:30 a.m.–3:00 p.m. 10:30 a.m.–3:00 p.m.
7:00 a.m.–8:26 a.m.;
200 4:30 p.m.–6:52 p.m.
5:22 a.m.–7:52 a.m.;
201 4:40 p.m.–7:23 p.m.
Express Routes
4:50 a.m.–8:23 a.m.; 6:25 a.m.–8:03 a.m.;
202 2:18 p.m.–5:53 p.m. 2:38 p.m.–5:13 p.m.
6:28 a.m.–7:28 a.m.;
205 5:05 p.m.–6:03 p.m.
Source: JTA GTFS August 2018
* December 2018 service shown
**Community Shuttles were converted to ReadiRide and Limited Connector services in December 2018
374
Table E-10: Frequency by Time Period

Route Type Route Peak Off-Peak Core Core
Green 10 / 15 15 / 30 30 30
First Coast Flyer Blue 10 / 15 15 / 30 30 30
Red* 10 / 15 15 30 30
1 15 / 30 15 / 30 30 / 60 30 / 60
3 15 / 30 15 / 30 / 60 30 / 60 30 / 60
Frequent Routes 5 15 / 30 15 / 30 30 / 60 30 / 60
8 15 / 30 15 / 30 30 / 60 30 / 60
50 15 / 30 15 / 30 30 / 60 30 / 60
4 15 / 30 / 60 15 / 30 / 60 60 60
10 30 / 60 30 / 60 30 / 60 60
11 30 30 / 60 60 60
12 30 30 / 60 60 60
13 30 30 / 60 60 60
14 30 30 60 60
Mainline Routes 15 30 30 60 60
16 30 30 / 60 60 60
17 30 30 / 60 60 60
18 30 30 / 60 60 60
19 30 30 / 60 45 45
51 30 30 / 60 60 60
53 30 30 / 60 60 60
21 60 60 60 60
22 60 60 60 60
23 60 60 60 60
24 60 60 60 60
25 60 60 60 60
26 60 60 60 60
Connector Routes
27 60 60 60 60
28 60 60 60 60
30 60 60 60
31 60 60 60
32 60 60 60
33 60 60 60
80 3 trips 1 trip
Limited Connector 81 4 trips 8 trips 7 trips
Routes 82 10 10 10** 10**
83 4 trips 4 trips 4 trips 4 trips
84* 45 45 45
Community 85* 45 45 45
Shuttles*** 86* 6 trips 6 trips
375

Route Type Route Peak Off-Peak Core Core
200 30 / 40 60
201 20 / 30 20 / 30
Express Routes
202 60 60 60
205 2 trips
Source: JTA GTFS, August 2018
* December 2018 service shown.
**Route 82 Saturday and Sunday service operated outside of ‘core’ hours
***Community Shuttles were converted to ReadiRide and Limited Connector services in December 2018
376
Table E-11: Interlined Routes

Green Blue Blue Blue
First Coast Flyer Blue Green Green Green
Red 3, 82, 202 8, 14 8
1 5, 16, 82 10, 15, 24 21, 82
3 Red, 10, 24, 82, 202, 205 5, 22, 81 4, 5, 16, 81, 82
Frequent Routes
5 1, 16, 82 3, 16, 17 3, 18
8 4, 22 Red, 12, 81 Red, 12
4 8, 81, 200 18 3, 82
10 3, 24 1, 13, 24 53
11 18 25
12 13 8 8
13 12 10 25
14 Red 22
Mainline Routes 15 19, 201 1 17
16 1, 5 5 3
17 53 5 15
18 11 4 5
19 15
51 81 81
53 17 21 10
21 53 1, 82
22 8 3 14
23 27 27 27
24 3, 10 1, 10
25 11 13
Connector Routes
26 28 28 28
27 23, 200 23 23
28 26 26 26
31 32 32
32 31 31
80 81
Limited Connector 81 4, 51, 80, 82, 83 3, 8, 82, 83 3, 51
Routes 82 Red, 1, 3, 5, 81 81 1, 3, 4, 21
83 81 81
200 4, 27
201 15
Express Routes
202 Red, 3
205 3
Source: JTA, August 2018 Service Period. Only routes with interlining shown.
377
Table E-12: Percent Recovery Time by Route
Weekday Saturday Sunday

Route Type Route Percent Recovery Percent Recovery Percent Recovery
Green 13.4% 15.0% 24.7%
First Coast Flyer Blue 14.3% 16.3% 16.5%
Red 13.4% 13.6% 17.2%
1 17.5% 13.1% 13.4%
3 14.1% 11.6% 19.6%
Frequent Routes 5 7.5% 14.4% 12.2%
8 10.2% 9.4% 13.6%
50 12.8% 18.2% 21.7%
4 24.7% 26.3% 29.0%
10 9.3% 14.8% 13.5%
11 13.1% 10.8% 23.1%
12 8.9% 8.8% 16.5%
13 22.3% 9.0% 9.8%
14 16.4% 14.9% 15.8%
Mainline Routes 15 12.1% 7.4% 5.6%
16 13.8% 16.1% 12.5%
17 16.7% 17.6% 20.4%
18 11.0% 10.2% 12.6%
19 11.1% 7.0% 10.3%
51 15.5% 15.0% 15.1%
53 9.0% 7.1% 10.9%
21 27.5% 19.6% 29.1%
22 13.6% 13.1% 14.7%
23 7.6% 8.2% 8.3%
24 11.7% 35.7% 22.8%
25 16.8% 18.0% 15.4%
26 12.7% 11.4% 11.5%
Connector Routes
27 16.6% 31.5% 29.0%
28 5.5% 6.2% 6.1%
30 17.7% 22.8%
31 6.5% 6.4%
32 14.6% 14.5%
33 19.5% 19.4%
80 0.0%
81 11.1% 14.9% 0.0%
Limited Connector Routes
82 0.0% 0.0% 0.0%
83 13.0% 13.0% 13.0%
84 16.2% 12.4%
Community Shuttles*
85 0.0% 0.0%
378
Weekday Saturday Sunday

Route Type Route Percent Recovery Percent Recovery Percent Recovery
86 5.1% 4.7%
200 0.0%
201 4.9%
Express
202 12.4% 5.2%
205 4.1%
379
E.3.3 Service Productivity

Service productivity of a route is primarily determined by the relationship between ridership and the length
of time and distance the route operates; higher numbers of riders per the amount of time and distance
traveled generally indicate that the route is highly productive. The service productivity statistics for JTA
routes are shown for Weekdays (Table E-13), Saturdays (Table E-14), and Sundays (Table E-15) for the
following measures:
 Annual Ridership: total boardings or unlinked passenger trips.

 Average Daily Riders: average ridership per day.
 Passengers per Revenue Hour: the average ridership per revenue service hour. Route-
level statistics were visualized and compared to JTA standards and averages in Figure
E-1, Figure E-2, and Figure E-3.
 Passengers per Revenue Mile: ridership generated per revenue service mile supplied. Route-
level statistics were visualized and compared to JTA standards and averages in Figure E-4,
Figure E-5, and Figure E-6.
 Passengers per Trip: ridership generated per one-way trip operated.
 Average Load: Calculated as the average number of passenger miles traveled per revenue
service mile. Route-level statistics are visualized and compared to JTA standards and averages
in Figure E-7, Figure E-8, and Figure E-9.
Overall, routes consistently performed below the passengers per revenue hour standard on Saturdays
and Sundays, with only ten of the forty-four evaluated routes having performed above the standard on
Weekdays. Twelve routes exceeded the standard for passengers per revenue mile on Weekdays, with
fewer routes performing above standard on Saturdays and Sundays. Fourteen routes performed above
standard for Average Load on Weekdays.
380
Table E-13: Service Productivity (Weekday)
Annual Average Passengers per Passengers per Passengers Average

Route Type Route Ridership Daily Riders Revenue Hour Revenue Mile per Trip Load
Green 513,132 2,028 20.1 1.4 15.0 7.0
First Coast Flyer Blue 354,527 1,401 10.8 0.7 10.4 5.0
Red* 396,469 1,567 21.2 1.3 27.0 12.5
1 660,877 2,612 21.8 1.5 22.0 9.6
3 681,976 2,696 24.9 2.0 22.8 9.7
Frequent Routes 5 612,997 2,423 18.8 1.3 20.4 10.1
8 495,401 1,958 14.1 1.0 16.7 7.1
50 367,112 1,451 14.1 1.1 12.5 4.6
4 300,021 1,186 22.2 1.9 14.3 7.3
10 381,801 1,509 20.7 1.3 24.7 11.3
11 171,620 678 25.0 2.5 11.7 6.7
12 219,337 867 18.1 1.5 14.3 5.9
13 373,215 1,475 20.6 1.7 23.9 11.4
14 199,077 787 17.6 1.6 13.3 6.9
Mainline Routes 15 257,329 1,017 16.6 1.4 16.7 7.2
16 235,766 932 15.9 1.3 15.8 7.4
17 282,896 1,118 17.2 1.3 18.9 10.3
18 261,540 1,034 16.8 1.2 17.8 7.4
19 455,216 1,799 24.7 1.8 30.0 11.2
51 194,607 769 13.3 1.0 13.1 5.0
53 308,896 1,221 17.4 1.2 20.4 8.4
21 80,880 320 20.2 2.0 10.0 5.3
22 139,568 552 20.4 1.6 16.7 7.0
Connector Routes
23 169,785 671 11.3 0.8 22.4 6.7
24 54,868 217 16.7 1.0 7.2 2.9
381

25 108,928 431 13.9 1.1 13.5 7.3
26 8,193 32 2.5 0.1 2.2 1.0
27 107,006 423 13.9 1.0 13.6 6.4
28 21,587 85 5.1 0.5 5.7 2.2
30 35,924 142 6.8 0.4 5.1 1.9
31 17,094 68 6.8 0.6 2.4 1.6
32 25,170 99 5.6 0.5 3.6 2.0
33 35,522 140 10.1 0.7 5.0 1.8
80 2,831 11 4.6 0.2 2.8 1.3
Limited Connector 81 27,133 107 42.1 1.7 13.4 11.5

Routes 82 23,059 91 15.4 0.5 1.8 1.6
83 2,269 9 4.7 0.3 2.2 1.6
84* 18,023 71 6.8 0.3 3.4 1.5
Community Shuttles** 85* 28,821 114 5.1 0.3 4.5 1.3
86* 13,774 54 4.5 0.3 3.3 0.7
200 8,603 34 7.8 0.4 6.8 4.3
201 9,198 36 4.1 0.2 4.5 2.4
Express Routes
202 12,569 50 4.8 0.3 4.1 2.3
205 4,242 17 8.2 0.4 8.4 4.5
* New service; Fiscal Year 2018 data used from a comparable route.
**Community Shuttles were converted to ReadiRide and Limited Connector services in December 2018
382
Table E-14: Service Productivity (Saturday)

Green 56,794 1,072 21.8 1.6 16.7 8.5
First Coast Flyer Blue 44,488 839 13.2 0.8 13.1 6.0
Red* 60,093 1,134 14.2 0.9 18.0 8.8
1 74,711 1,410 22.7 1.5 22.7 9.6
3 66,075 1,247 23.9 1.7 20.1 8.9
Frequent Routes 5 69,958 1,320 18.2 1.4 21.3 10.7
8 50,627 955 12.5 0.9 15.2 6.7
50 35,234 665 11.6 1.0 11.1 4.0
4 27,117 512 19.3 1.7 16.0 6.9
10 59,221 1,117 15.5 1.0 18.3 8.4
11 15,908 300 20.5 1.9 9.4 4.8
12 21,944 414 17.5 1.4 12.9 5.9
13 36,698 692 21.9 1.5 21.6 10.0
14 21,893 413 18.3 1.5 12.9 7.3
Mainline Routes 15 30,963 584 19.3 1.6 18.3 7.4
16 22,095 417 14.6 1.2 13.9 6.8
17 28,675 541 16.9 1.2 18.0 9.8
18 28,784 543 15.2 1.1 17.0 6.3
19 52,724 995 20.0 1.4 22.6 8.8
51 17,727 334 11.3 0.9 11.1 4.2
53 30,334 572 17.5 1.1 19.1 7.1
21 10,425 197 15.4 1.4 6.6 4.1
22 20,868 394 15.0 1.3 13.1 5.6
Connector Routes
23 21,677 409 7.4 0.5 14.6 4.5
24 8,634 163 9.9 0.8 5.8 2.4
383

25 11,965 226 7.0 0.6 7.1 3.6
26 798 15 1.3 0.1 1.1 0.5
27 9,312 176 6.4 0.4 6.3 3.0
28 2,389 45 2.9 0.3 3.3 1.3
30 3,787 71 4.0 0.2 3.0 1.4
31 1,632 31 3.6 0.3 1.3 0.8
32 2,426 46 3.0 0.3 1.9 1.1
33 4,209 79 6.7 0.5 3.3 1.3
81 2,554 48 21.3 0.9 8.1 5.7
Limited Connector
82 3,049 58 12.9 0.4 1.6 1.3
Routes
83 37 1 0.4 <0.1 0.2 0.1
84* 855 16 1.7 0.1 0.8 0.4
Community Shuttles 85* 1,800 34 1.6 0.1 1.4 0.5
86* 1,536 29 2.7 0.2 2.0 0.3
Express Routes 202 806 15 3.2 0.2 2.5 1.3
384
Table E-15: Service Productivity (Sunday)

Green 38,363 650 15.5 1.1 12.0 6.4
First Coast Flyer Blue 32,223 546 10.2 0.6 10.1 4.5
Red* 33,275 564 15.9 1.0 20.9 9.3
1 51,177 867 16.6 1.1 16.7 7.6
3 48,513 822 17.6 1.4 15.8 7.2
Frequent Routes 5 44,439 753 12.8 1.0 14.5 7.4
8 40,420 685 10.2 0.8 12.7 5.3
50 24,719 419 8.5 0.7 8.1 3.2
4 18,943 321 14.3 1.3 12.3 5.8
10 42,721 724 18.7 1.2 25.9 12.0
11 13,337 226 14.2 1.6 7.5 4.4
12 15,925 270 14.5 1.1 10.0 4.2
13 25,774 437 16.8 1.2 16.8 8.1
14 15,909 270 14.6 1.2 10.0 5.3
Mainline Routes 15 19,240 326 13.5 1.1 12.5 5.0
16 14,517 246 9.6 0.8 9.5 4.7
17 19,683 334 12.2 0.9 12.8 6.8
18 21,036 357 11.9 0.9 13.7 5.6
19 38,635 655 15.8 1.1 18.2 7.7
51 10,447 177 6.9 0.5 6.8 2.8
53 26,725 453 14.2 0.9 16.2 7.4
21 8,607 146 11.4 1.2 5.6 3.7
22 16,180 274 11.4 1.0 10.2 4.3
Connector Routes
23 15,563 264 5.6 0.4 11.0 3.4
24 5,212 88 8.2 0.5 4.0 1.7
385

25 11,343 192 7.6 0.6 7.4 4.0
26 574 10 1.0 0.1 0.8 0.4
27 6,205 105 4.6 0.3 4.4 2.3
28 1,611 27 2.1 0.2 2.3 1.0
81 1,106 19 28.1 1.1 9.4 7.8
Limited Connector
82 2,640 45 10.1 0.3 1.2 1.0
Routes
83 39 1 0.4 <0.1 0.2 0.1
386
Figure E-1: Passengers per Revenue Hour (Weekday)
387
Figure E-2: Passengers per Revenue Hour (Saturday)
388
Figure E-3: Passengers per Revenue Hour (Sunday)
389
Figure E-4: Passengers per Revenue Mile (Weekday)
390
Figure E-5: Passengers per Revenue Mile (Saturday)
391
Figure E-6: Passengers per Revenue Mile (Sunday)
392
Figure E-7: Average Load (Weekday)
393
Figure E-8: Average Load (Saturday)
394
Figure E-9: Average Load (Sunday)
395
E.3.4 Economic and Financial Performance

The economic and financial performance of a route is affected by the cost to operate the route and the
revenues received from customers using the route. A higher rate of cost recovery through fare revenue
indicates the route is performing economically, while high amounts of service delivered per dollar of
operating cost indicate a route is a strong financial performer.
Metrics used to evaluate economic and financial performance are reported for FY18 for Weekdays (Table
E-16), Saturdays (Table E-17) and Sundays (Table E-18) are as follows:
 Annual Operating Cost: The cost of operating service. Operating costs at the route level are
estimated based on total fixed route operating costs and vehicle revenue hours. In Fiscal Year 2018,
JTA operated 644,292 vehicle revenue hours at an operating cost of $76,257,023, or $118.36 per
revenue hour.
 Annual Revenue: Allocated cash fare and pass revenue at the route level. Revenues are estimated
at the per-passenger level and allocated to routes based on their respective ridership. In Fiscal Year
2018, JTA reported $9,949,653.81 in cash fare and pass sales revenue for 10,400,863 passengers,
or $0.96 in revenue collected per revenue.
 Cost per Passenger: Average cost per unlinked passenger trip.
 Subsidy per Passenger: The total subsidy for a route is the net of operating cost and fare revenues.
This figure is divided by boardings to calculate the subsidy per passenger. Route-level statistics are
visualized and compared to JTA standards and averages in Figure E-10, Figure E-11, and Figure
E-12.
 Cost per Passenger Mile: Operating costs divided by passenger miles, resulting in the average cost
of transporting a passenger for one mile. Route-level statistics are visualized and compared to JTA
standards and averages in Figure E-13, Figure E-14, and Figure E-15.
 Farebox Recovery Ratio: Revenues as a percent of operating costs. Route-level statistics are
visualized and compared to JTA standards and averages in Figure E-16, Figure E-17, and Figure
E-18.
Overall, fixed bus routes consistently performed below the agency’s standards for subsidy per passenger,
especially during weekend service. A select number of mainline and frequent routes outperformed the
agency’s cost per passenger mile standards on Weekdays and Saturdays, though most exceeded this
standard on Sundays. Only Routes 11, 19, 21, 22 and 81 exceeded the agency’s farebox recovery ratio
standards on Weekdays, with only Route 81 having exceeded its farebox recovery ratio during Saturday
and Sunday service.
396
Table E-16: Financial Performance (Weekday)
Annual Annual Cost per Subsidy per Cost per Farebox

Route Type Route Operating Cost Revenues Passenger Passenger Passenger Mile Recovery Ratio
Red* $2,211,985 $379,269.40 $5.58 $4.62 $0.59 17%
First Coast Flyer Green $3,024,850 $490,871.60 $5.89 $4.94 $1.20 16%
Blue $3,902,730 $339,147.42 $11.01 $10.05 $1.46 9%
1 $3,579,934 $632,207.29 $5.42 $4.46 $0.85 18%
3 $3,236,456 $652,390.98 $4.75 $3.79 $0.97 20%
Frequent Routes 5 $3,861,895 $586,403.82 $6.30 $5.34 $0.84 15%
8 $4,159,147 $473,909.39 $8.40 $7.44 $1.19 11%
50 $3,074,365 $351,186.46 $8.37 $7.42 $1.99 11%
4 $1,598,969 $287,005.67 $5.33 $4.37 $1.38 18%
10 $2,181,738 $365,237.60 $5.71 $4.76 $0.64 17%
11 $812,510 $164,174.47 $4.73 $3.78 $1.75 20%
12 $1,433,957 $209,821.41 $6.54 $5.58 $1.69 15%
13 $2,147,622 $357,024.54 $5.75 $4.80 $0.84 17%
14 $1,335,351 $190,440.40 $6.71 $5.75 $1.54 14%
Mainline Routes 15 $1,836,738 $246,165.69 $7.14 $6.18 $1.43 13%
16 $1,759,240 $225,537.76 $7.46 $6.51 $1.34 13%
17 $1,941,201 $270,623.52 $6.86 $5.91 $0.85 14%
18 $1,839,626 $250,194.29 $7.03 $6.08 $1.10 14%
19 $2,183,995 $435,467.48 $4.80 $3.84 $0.79 20%
51 $1,726,699 $186,164.21 $8.87 $7.92 $1.82 11%
53 $2,104,780 $295,495.25 $6.81 $5.86 $0.96 14%
21 $473,805 $77,371.24 $5.86 $4.90 $2.20 16%
22 $808,766 $133,513.05 $5.79 $4.84 $1.34 17%
Connector Routes
23 $1,775,264 $162,419.86 $10.46 $9.50 $1.25 9%
24 $389,460 $52,487.52 $7.10 $6.14 $2.42 13%
397

Route Type Route Operating Cost Revenues Passenger Passenger Passenger Mile Recovery Ratio
25 $927,798 $104,202.67 $8.52 $7.56 $1.23 11%
26 $390,073 $7,837.77 $47.61 $46.65 $6.78 2%
27 $911,806 $102,363.87 $8.52 $7.56 $1.27 11%
28 $505,066 $20,650.28 $23.40 $22.44 $4.94 4%
30 $621,544 $34,365.54 $17.30 $16.35 $3.35 6%
31 $298,952 $16,352.08 $17.49 $16.53 $6.10 5%
32 $532,024 $24,078.52 $21.14 $20.18 $5.58 5%
33 $416,736 $33,981.45 $11.73 $10.77 $4.79 8%
80 $73,365 $2,707.75 $25.92 $24.96 $4.39 4%
Limited Connector 81 $76,253 $25,955.82 $2.81 $1.85 $0.41 34%

Routes 82 $177,007 $22,058.53 $7.68 $6.72 $2.54 12%
83 $57,622 $2,170.63 $25.39 $24.44 $3.99 4%
84* $314,224 $17,241.05 $17.43 $16.48 $3.53 5%
Community Shuttles* 85* $672,522 $27,570.58 $23.33 $22.38 $5.04 4%
86* $365,841 $13,176.30 $26.56 $25.60 $9.45 4%
200 $129,762 $8,229.81 $15.08 $14.13 $1.50 6%
201 $263,018 $8,799.20 $28.59 $27.64 $2.23 3%
Express Routes
202 $309,932 $12,023.48 $24.66 $23.70 $3.01 4%
205 $61,127 $4,058.20 $14.41 $13.45 $1.27 7%
Source: JTA Fiscal Year 2018 Metrics Workbook, JTA Revenue Report FY18
*Community Shuttles were replaced with Limited Connector and ReadiRide services in December 2018
398
Table E-17: Financial Performance (Saturday)

Route Type Route Operating Cost Revenue Passenger Passenger Passenger Mile Recovery Ratio
Red* $499,964.48 $57,486.36 $8.32 $7.36 $0.83 11%
First Coast Flyer Green $308,949.19 $54,330.21 $5.44 $4.48 $1.02 18%
Blue $400,013.40 $42,558.00 $8.99 $8.03 $1.24 11%
1 $390,394.68 $71,469.91 $5.23 $4.27 $0.85 18%
3 $327,454.78 $63,208.63 $4.96 $4.00 $0.98 19%
Frequent Routes 5 $454,589.20 $66,923.30 $6.50 $5.54 $0.85 15%
8 $480,275.29 $48,431.03 $9.49 $8.53 $1.29 10%
50 $360,540.34 $33,705.13 $10.23 $9.28 $2.48 9%
4 $166,341.17 $25,940.14 $6.13 $5.18 $1.48 16%
10 $451,557.21 $56,651.44 $7.63 $6.67 $0.87 13%
11 $91,900.62 $15,218.28 $5.78 $4.82 $2.32 17%
12 $148,567.44 $20,991.95 $6.77 $5.81 $1.56 14%
13 $198,542.98 $35,105.64 $5.41 $4.45 $0.81 18%
14 $141,980.71 $20,943.69 $6.49 $5.53 $1.36 15%
Mainline Routes 15 $190,074.32 $29,619.37 $6.14 $5.18 $1.30 16%
16 $179,514.64 $21,136.85 $8.12 $7.17 $1.40 12%
17 $201,365.87 $27,430.96 $7.02 $6.07 $0.86 14%
18 $224,471.71 $27,535.06 $7.80 $6.84 $1.35 12%
19 $311,458.42 $50,436.37 $5.91 $4.95 $0.93 16%
51 $185,160.41 $16,958.21 $10.44 $9.49 $2.16 9%
53 $205,644.58 $29,017.77 $6.78 $5.82 $1.06 14%
21 $79,981.77 $9,972.63 $7.67 $6.72 $2.61 12%
22 $165,086.56 $19,962.41 $7.91 $6.95 $1.78 12%
Connector Routes
23 $346,463.39 $20,736.82 $15.98 $15.03 $1.87 6%
24 $103,714.92 $8,259.38 $12.01 $11.06 $3.97 8%
399

25 $201,993.18 $11,446.09 $16.88 $15.93 $2.61 6%
26 $74,574.69 $763.06 $93.49 $92.53 $12.80 1%
27 $171,568.74 $8,908.08 $18.42 $17.47 $2.74 5%
28 $96,475.24 $2,284.93 $40.39 $39.43 $8.24 2%
30 $112,943.06 $3,622.58 $29.83 $28.87 $4.98 3%
31 $53,634.83 $1,561.47 $32.86 $31.90 $11.82 3%
32 $95,350.82 $2,321.08 $39.30 $38.34 $10.63 2%
33 $74,754.20 $4,026.88 $17.76 $16.80 $6.63 5%
81 $14,183.47 $2,443.32 $5.55 $4.60 $0.86 17%
Limited Connector
82 $27,873.78 $2,916.35 $9.14 $8.19 $3.05 10%
Routes
83 $11,796.55 $35.86 $314.72 $313.76 $47.36 <1%
84* $59,373.32 $817.94 $69.44 $68.48 $13.00 1%
Community Shuttles* 85* $137,007.62 $1,722.15 $76.10 $75.15 $16.53 1%
86* $67,031.21 $1,469.51 $43.64 $42.68 $21.65 2%
Express Routes 202 $30,110.78 $770.88 $37.37 $36.41 $5.01 3%
*Community Shuttles were replaced with Limited Connector and ReadiRide services in December 2018
400
Table E-18: Financial Performance (Sunday)

Red* $246,973.92 $31,831.46 $7.42 $6.47 $0.80 13%
First Coast Flyer Green $292,946.92 $36,698.89 $7.64 $6.68 $1.37 13%
Blue $375,465.54 $30,824.63 $11.65 $10.70 $1.64 8%
1 $364,757.90 $48,956.84 $7.13 $6.17 $1.06 13%
3 $326,233.70 $46,408.75 $6.72 $5.77 $1.27 14%
Frequent Routes 5 $411,662.00 $42,511.22 $9.26 $8.31 $1.20 10%
8 $470,335.02 $38,666.78 $11.64 $10.68 $1.68 8%
50 $343,808.18 $23,646.29 $13.91 $12.95 $3.06 7%
4 $156,657.35 $18,120.84 $8.27 $7.31 $1.83 12%
10 $269,902.23 $40,867.26 $6.32 $5.36 $0.63 15%
11 $111,266.29 $12,758.71 $8.34 $7.39 $3.08 11%
12 $130,004.65 $15,233.92 $8.16 $7.21 $2.04 12%
13 $181,098.69 $24,656.25 $7.03 $6.07 $1.02 14%
14 $128,840.78 $15,218.66 $8.10 $7.14 $1.77 12%
Mainline Routes 15 $169,227.18 $18,405.19 $8.80 $7.84 $1.86 11%
16 $178,189.01 $13,886.77 $12.27 $11.32 $2.06 8%
17 $190,526.06 $18,828.86 $9.68 $8.72 $1.22 10%
18 $208,798.88 $20,123.09 $9.93 $8.97 $1.58 10%
19 $289,455.30 $36,959.32 $7.49 $6.54 $1.10 13%
51 $178,189.01 $9,993.51 $17.06 $16.10 $3.17 6%
53 $223,106.63 $25,565.84 $8.35 $7.39 $1.05 11%
21 $89,618.25 $8,233.46 $10.41 $9.46 $3.29 9%
22 $167,597.76 $15,477.62 $10.36 $9.40 $2.33 9%
Connector Routes
23 $330,526.22 $14,887.49 $21.24 $20.28 $2.46 5%
24 $75,535.38 $4,985.43 $14.49 $13.54 $4.66 7%
401

25 $177,141.52 $10,851.11 $15.62 $14.66 $2.29 6%
26 $71,337.54 $548.92 $124.32 $123.37 $15.67 1%
27 $161,312.84 $5,935.59 $26.00 $25.04 $3.57 4%
28 $92,389.84 $1,541.32 $57.34 $56.38 $10.37 2%
81 $4,655.49 $1,058.15 $4.21 $3.25 $0.58 23%
Limited Connector
82 $30,990.59 $2,525.55 $11.74 $10.78 $4.00 8%
Routes
83 $13,157.69 $37.72 $333.68 $332.72 $52.44 <1%
402
Figure E-10: Subsidy per Passenger (Weekday)
403
Figure E-11: Subsidy per Passenger (Saturday)
404
Figure E-12: Subsidy per Passenger (Sunday)
405
Figure E-13: Cost per Passenger Mile (Weekday)
406
Figure E-14: Cost per Passenger Mile (Saturday)
407
Figure E-15: Cost per Passenger Mile (Sunday)
408
Figure E-16: Farebox Recovery Ratio (Weekday)
409
Figure E-17: Farebox Recovery Ratio (Saturday)
410
Figure E-18: Farebox Recovery Ratio (Sunday)
411
E.3.5 On-Time Performance

Jacksonville Transportation Authority uses the following on-time performance standard for its fixed route
buses:
 Early: Departure from a timepoint more than one minute early

 On Time: Departure from a timepoint no more than one minute early and less than six minutes late
 Late: Departure from a timepoint six or more minutes late.
For the purposes of this analysis, early arrivals to the last timepoint were considered not on time. JTA
fixed routes are expected to be on-time at 75 percent or more of timepoints.
On-time performance by time period and day of week are visualized in Figure E-19 and Figure E-20.
Time periods are based on the day of week and hour of the trip start time as follows:
 AM Early: Weekday trips starting at or after 4:00 a.m. and before 6:00 a.m.
 AM Peak: Weekday trips starting at or after 6:00 a.m. and before 9:00 a.m.
 Midday: Weekday trips starting at or after 9:00 a.m. and before 3:00 p.m.
 PM Peak: Weekday trips starting at or after 3:00 p.m. and before 6:00 p.m.
 Evening: Weekday trips starting at or after 6:00 p.m.
 Saturday: All Saturday trips
 Sunday: All Sunday trips.
In the August 2018 service period, JTA fixed routes were 69 percent on-time, 4 percent early, and 17
percent late to timepoints. On-time performance was lowest in the PM Peak, where 71 percent of
timepoints were reached on time.
Table E-19: On-Time Performance by Time Period
Weekday Sunday Saturday

Status Early AM AM Peak Midday PM Peak Evening Total Total Total
Early 5% 4% 4% 3% 5% 4% 7% 6%
Late 9% 15% 15% 26% 17% 17% 15% 17%
On Time 86% 81% 81% 71% 77% 79% 79% 77%
412
Figure E-19: On Time Performance by Route and Time Period, Weekdays
■ On Time ■ Early ■ Late ▬ Standard (75% On Time)
413
Figure E-20: On Time Performance by Route and Time Period, Evenings, Weekends
■ On Time ■ Early ■ Late ▬ Standard (75% On Time)
Source: JTA August 2018 Service Period AVL Reports
414
Jacksonville Transportation Authority | Transit Development Plan
E.4 Conclusion
Many JTA fixed route bus services perform below the agency’s standards.
 In terms of service productivity, most routes are below their route type standard for passengers per
revenue hour, passengers per revenue mile, and average load.
 Many routes exhibit sub-standard economic and financial performance, with only one route (81)
exceeding farebox recovery ratio standards for Weekday, Saturday, and Sunday service periods.
 JTA routes consistently perform at or above the agency’s on-time performance standard, with trips
arriving on-time 79 percent of the time.
To improve data collection, enhance measurement of system performance, and strengthen its services,
JTA should consider the following strategies:

 Develop a three-variable cost model for the agency: Estimates of costs by route were based on
an average cost per revenue hour multiplied by the number of revenue hours operated for a route. A
more complete, three-variable cost model involving revenue hours, revenue miles, and peak vehicles
would better estimate route-level costs. In this model, the cost per revenue hour would reflect the cost
of operator pay and benefits, the cost per revenue miles would reflect expenses for maintenance, and
the cost per peak vehicle would address the overall administrative cost of operating the system.
Overall, a three-variable cost model would better differentiate performance among JTA’s fixed bus
routes.
 Modify services to increase performance: Potential improvements include minimizing one-way
loops, assessing the effectiveness of interlining at optimizing layovers, and reducing low-performing
deviations, and modifying the span and frequency of routes. For example, Route 83 shows especially
low performance on Saturdays and Sundays, with less than one passenger per hour on those service
days. Eliminating Saturday and Sunday service would address the route’s underperformance. Route-
specific strengths and weaknesses are provided in Appendix F.
 Revise performance standards to match performance: In Fiscal Year 2018, many fixed routes fell
below standard across the agency’s six route performance measures. For example, the First Coast
Flyer Green and Blue routes each fell below JTA’s service performance measures for Passengers per
Revenue Hour, Passengers per Revenue Mile, and Average Load. Realistic and attainable goals for
services should be set to better identify underperforming routes that require corrective action.
415

Transit Development Plan Major Update | Route Profiles
F ROUTE PROFILES
About the Route Sheets Performance Measures

The route sheets in this appendix provide a full inventory of service performance and This analysis evaluates routes according to the appropriate standard for each
recommendations for JTA’s transit services, including the agency’s forty-four fixed bus performance measure (as shown in Table F-3) and the average values of routes within
routes and other services such as the Skyway, St. John’s River Ferry, Connexion, that type.
Gameday Xpress, ReadiRide, and Nassau Express Select. JTA classifies its fixed bus Table F-3: Performance Standards
routes into seven types according to their characteristics (Table F-1).
Pass. Pass. Average Farebox Subsidy Cost /
Table F-1: Route Types Route Type per Hour per Mile Load Recovery per Pass. Pass. Mile
Route Type Frequency Service Days Span of Service Stop Spacing Frequent Routes 25 1.9 8.8 23% $ 3.00 $ 0.83
First Coast Flyer 10-15 min Everyday 5 AM to 12 AM 1 – 2 per mi. Mainline Routes 20 1.5 7.0 19% $ 3.75 $ 1.00
Frequent 15 min Everyday 5 AM to 12 AM 3 – 4 per mi. Limited Connector 10 0.4 7.0 14% $ 6.50 $ 0.52
Community Shttl.* 7 0.5 2.5 7% $ 10.00 $ 3.00
Mainline 30 min Everyday 6 AM to 10:30 PM 5 – 7 per mi.
Express Routes 10 0.4 7.0 14% $ 6.50 $ 0.52
Connector 60 min Everyday 6 AM to 8 PM 5 – 7 per mi. Evaluation Higher is Higher is Higher is Higher is Lower is Lower is
Method better better better better better better
4-5 trips
Limited Connector Weekdays Peak hours Limited stops *Community Shuttles were replaced with Limited Connector and ReadiRide services in
per day
Community Weekdays / Fixed stops/ December 2018
60 min 6 AM – 7 PM
Shuttles* Saturdays deviations For each route, performance on each measure is shown on a scale as shown in
4-5 trips Figure F-1. Values reflect annual averages, including service on Weekdays, Saturdays,
Express Routes Weekdays Peak hours Limited stops
per day and Sundays.
*Community Shuttles were replaced with Limited Connector and ReadiRide services in
December 2018 Figure F-1: Performance Measure Example (Passengers per Revenue Hour)
Routes within these types are shown in Table F-2. First Coast Flyer Red and Routes
84, 85, and 86 are represented with August 2018 data from comparable routes 9, 302,
305, and 307, respectively.
Table F-2: Services by Type
Type Routes and Services
First Coast Flyer Green, Blue, Red (9)
Frequent Routes 1, 3, 5, 8, 50
Mainline Routes 4, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 51, 53
Connectors Routes 21, 22, 23, 24, 25, 26, 27, 28, 30, 31, 32, 33, The minimum and maximum of the scale correspond to the highest and lowest value
Limited Connector Routes 80, 81, 82, 83 within the route type, respectively.
Community Shuttles* 84 (302), 85 (305), 86 (307)
Express Routes 200, 201, 202, 205
*Community Shuttles were replaced with Limited Connector and ReadiRide services in
December 2018
416
Data Sources Table F-4: Data Sources

Routes are analyzed based on data available for Fiscal Year 2018 and the August 2018 Data Source Time Frame Associated Measures
service period, which began on Monday, August 6, 2018 and ended Sunday, December
August 2018 – Frequency, Span, Scheduled Running
2, 2018. However, the scope of analysis includes all routes active as of the December
General Transit Feed December 2018 Time, Route Alignments
2018 service period, which began on Monday, December 3, 2018 and ended Sunday,
Specification (GTFS) December 2018 – Frequency, Span (for routes introduced in
March 31, 2019.
March 2019 December 2018)
At the beginning of the December 2018 service period, several JTA routes were
modified or discontinued from their form in the August 2018 service period: Route 9 was HASTUS August 2018 period Interlined Routes, Recovery Time
replaced by the First Coast Flyer Red, and deviated fixed routes 302, 305, and 307 Automated Passenger
Boardings by Trip, Ridership by Stop,
became fixed routes 84, 85, and 86, respectively. To permit preliminary analysis of First Counters (APC) and August 16, 2018 –
Maximum Load, On-Time Performance,
Coast Flyer Red and routes 84, 85, and 86, data for the comparable route from the Automatic Vehicle December 2, 2018
Runtimes by Segments
August 2018 period is used where possible. Locators (AVL)
Passengers per Hour, Passengers per
Data sources for route sheet measures are shown in Table F-4.
Mile, Average Load, Farebox Recovery
JTA Metrics Workbook Fiscal Year 2018
Ratio, Subsidy per Passenger, Cost per
Mile
JTA Origin-Destination Non-White Population, Low-Income
2016
Survey Households, Transit-Supportive Age
American Community Population with a disability within a quarter
2016
Survey (US Census) mile of stops
Farebox Ridership Fiscal Years 2015 –
Ridership Trend
Counts 2018
August 2018 –
JTA Route Maps Major Activity Centers
December 2018
InfoUSA 2014 Major Employers in Route Maps
School facilities, public
and private (Florida
2017 Schools in Route Maps
Geographic Data
Library)
Hospital and Healthcare
Facilities (Florida 2017 (Hospitals), 2014
Health Centers in Route Maps
Geographic Data (Healthcare facilities)
Library)
417
Definitions
Section Measure Definition Section Measure Definition
Level of Service Span of Service The range of the start time of the first trip for a Demographics Low-Income Annual household income under $30,000.
route to the end of the last trip for a route, Household
excluding gaps in midday service. Transit-Supportive 16 to 34; 65 and older.
Frequency Most common headways observed at stops Age
on a route, including both the route trunk and Ridership Trend Average Weekday Average ridership per weekday.
branches as applicable. Stops visited only on Ridership
select trips are excluded from calculations, Boardings per Maximum Load Maximum observed average load at any stop for
and values are rounded for display. Trip a given trip.
Interlined Routes For each route, other routes that a bus may Performance Passengers per The average ridership per revenue service hour.
interline with. For each route, other routes are Revenue Hour
shown if they share the same schedule block Passengers per Ridership generated per revenue service mile
at any point on Weekdays, Saturdays, or Revenue Mile supplied.
Sundays, respectively. In some cases, trips Average Load Calculated as the average number of passenger
on different routes in a block may be miles traveled per revenue service mile.
connected through deadheading; in these Farebox Recovery Revenues as a percent of operating costs.
cases, customers are not able to obtain a Ratio
single-seat ride between the routes listed. Subsidy per The total subsidy for a route is the net of
Percent Recovery Time Total recovery time divided by total revenue Passenger operating cost and fare revenues. This figure is
hours for each route. In cases where a route divided by boardings to calculate the subsidy per
interlines with other routes, layover time may passenger.
be distributed unevenly between routes. Cost per Passenger Operating costs divided by passenger miles,
Weekday Peak Period 6 AM to 9 AM, 3 PM to 6 PM. Mile resulting in the average cost of transporting a
Weekend Core Period 8 AM to 5 PM. passenger for one mile.
On-Time Performance An on-time departure is no more than one minute
Route Map Ridership Activity Activity is the sum of boardings and alightings early and less than six minutes late.
by stop. Activity at adjacent stops is combined Runtimes Weekday Scheduled Minimum, Median, and Maximum running time for
and smoothed through kernel density Running Time a one-way trip in minutes by direction and
estimation. Activity is visualized on a unique branch.
scale for each route on a color scale that Deviation Difference between scheduled runtime and actual
highlights the contrast between activity. runtime. Positive values indicate that actual
runtimes are slower than scheduled runtimes. An
asterisk (*) indicates insufficient data was
available to generate a runtime deviation for that
segment.
418
419
1 - NORTH MAIN (FREQUENT ROUTES)

Service Between Route Map
A - Airport, B - FSCJ North, Downtown
Major Activity Centers
Jacksonville International Airport, Highlands Branch Library, FSCJ
Downtown Campus, FSCJ North Campus, Social Security Office, UF
Health North, Highlands Square Shopping Center, River City
Marketplace, Rosa Parks Transit Station
Level of Service
Measure Weekday Saturday Sunday
Frequency Peak: Core Hours: Core Hours:
15 / 30 30 / 60 30 / 60
Off-Peak:
15 / 30
Span 4:10am - 12:46am 4:35am - 1:02am 4:55am - 10:44pm
Interlined 5, 16, 82 10, 15, 24 21, 82
Routes
Percent 17.5% 13.1% 13.4%
Recovery Time
420
1 - North Main (Frequent Routes)

Demographics Ridership Trend
Measure Route Systemwide
Minority Population 70% 39%
Low-Income Households 67% 30%
Transit-Supportive Age 62% 61%
Disabled Population* 19% 16%
* Disabled Population data is from 2016 American Community Survey 5-Year Estimates
Boardings per Trip
421

Performance
Passengers per Revenue Hour Weekday Scheduled Runtimes (Minutes)
Direction Minimum Median Maximum
Northbound (A - Airport) 46 49 52
Northbound (B - FSCJ North) 44 47 50
Passengers per Revenue Mile
Southbound (A - Airport) 50 56 59
Southbound (B - FSCJ North) 42 48 49
Average Load Runtime Deviations by Segment (Minutes)

Segment - Segment -
Southbound Deviation Northbound Deviation
A: Jax International Airport Rosa Park Station to
2.5 0.4
to River City Market Place 8th & Main
Farebox Recovery Ratio A: River City Market Place 8th & Main to 48th &
-2.3 0.7
to Dunn & Monaco Main
B: FCSJ North to Dunn & 48th & Main to Dunn &
1.1 -1.1
Lem Turner Monaco
Subsidy per Passenger B: Dunn & Lem Turner to A: Dunn & Monaco to
-1.2 1.6
Dunn & Monaco River City Market Place
A: River City Market
Dunn & Monaco to 48th &
-0.1 Place to Jax -4.0
Main
International Airport
B: Dunn & Monaco to
Cost per Passenger Mile 48th & Main to 8th & Main 0.0 0.8
Dunn & Lem Turner
8th & Main to Rosa Park B: Dunn & Lem Turner
-0.6 -2.9
Station to FCSJ North
On-Time Performance
422

Strengths Weaknesses
 Frequent service available during peak periods, and late night service  Average daily weekday ridership has decreased by eight percent since FY
available on weekdays and Saturdays. 2015.
 Provides service to several major transit generators, and is the only route  Does not meet the passenger per hour and mile, farebox recovery ratio,
serving Jacksonville International Airport. subsidy per passenger, cost per passenger mile, and on-time performance
 Performs above average in passengers per hour and mile, farebox standard.
recovery ratio, and on-time performance and exceeds the standard for  Very low ridership at airport stops.
average load.  Both service branches are long in terms of miles and hours, which can
 Performs better than average in both subsidy per passenger and cost per create operational challenges and negatively impact on-time performance.
passenger mile.
423
3 - MONCRIEF (FREQUENT ROUTES)

A - AMTRAK, B - Dunn Ave., Downtown
FSCJ Downtown Campus, UF Health Jacksonville, Highlands Shopping
Center, Jacksonville Regional Shopping Center, Sam’s Club on Busch
Drive, AMTRAK, Rosa Parks Transit Station, Soutel Transit Hub
Level of Service
15 / 30 30 / 60 30 / 60
Off-Peak:
15 / 30 / 60
Interlined Red, 10, 24, 82, 5, 22, 81 4, 5, 16, 81, 82
Routes 202, 205
Percent 14.1% 11.6% 19.6%
Recovery Time
424
3 - Moncrief (Frequent Routes)

Boardings per Trip
425

Performance
Northbound (A - AMTRAK) 31 34 36
Northbound (B - Dunn Ave.) 57 65 67
Southbound (A - AMTRAK) 24 32 33
Southbound (B - Dunn Ave.) 50 63 66

Segment - Segment -
A: AMTRAK to 45th & Rosa Park Station to
0.6 1.3
Moncrief Shands Hospital
Farebox Recovery Ratio B: Sam's Club to Dunn & Shands Hospital to 45th
0.1 -1.5
Lem Turner & Moncrief
B: Dunn & Lem Turner to A: 45th & Moncrief to
0.4 -0.4
Lem Turner & Riverview AMTRAK
Subsidy per Passenger B: Lem Turner & B: 45th & Moncrief to

Riverview to Moncrief & 0.5 Moncrief & Soutel -0.4
Soutel
B: Moncrief & Soutel to B: Moncrief & Soutel to
-0.9 -0.1
45th & Moncrief Soutel & Lem Turner
45th & Moncrief to Shands B: Soutel & Lem Turner
Cost per Passenger Mile 0.4 0.4
Hospital to Dunn & Lem Turner
Shands Hospital to Rosa B: Dunn & Lem Turner
-1.8 -3.8
Park Station to Sam's Club
On-Time Performance
426

 Frequent service available during peak periods, and late-night service  Does not meet the passenger per hour, farebox recovery ratio, subsidy per
available on weekdays and Saturdays. passenger, cost per passenger mile, and on-time performance standards.
 Performs above average in passengers per hour and farebox recovery  Connects to Amtrak but does not provide logical connections to
ratio and exceeds/meets the standard for passengers per revenue mile and destinations that may be needed by Amtrak riders.
average load.
 Performs below average in both subsidy per passenger and cost per
passenger mile.
427
4 - KINGS (MAINLINE ROUTES)

Soutel, Edward Waters College, Downtown
Edward Walters College, FSCJ Downtown Campus, Rosa Parks Transit
Station, Soutel Transit Hub
Level of Service
15 / 30 / 60 60 60
Off-Peak:
15 / 30 / 60
Interlined 8, 81, 200 18 3, 82
Routes
Percent 24.7% 26.3% 29.0%
Recovery Time
428
4 - Kings (Mainline Routes)

Boardings per Trip
429

Performance
Eastbound (13th & Canal) 12 12 13
Eastbound (New Kings/Soutel) 26 32 41
Westbound (13th & Canal) 11 12 13
Westbound (New Kings/Soutel) 36 40 42

Segment - Segment -
Westbound Deviation Eastbound Deviation
Rosa Park Station to New Kings &Soutel to
-0.1 0.7
Kings Rd. & Spires Soutel Hub
Farebox Recovery Ratio Kings Rd. & Spires to 13th Soutel Hub to
-1.5 -1.3
St. & Canal Cleveland & Edgewood
Kings Rd. & Spires to Cleveland & Edgewood
0.3 0.4
Cleveland & Edgewood to Kings Rd. & Spires
Subsidy per Passenger Cleveland & Edgewood to 13th St. & Canal to
0.5 1.4
New Kings &Soutel Kings Rd. & Spires
New Kings &Soutel to Kings Rd. & Spires to
-1.1 -1.0
Soutel Hub Rosa Park Station
Cost per Passenger Mile
On-Time Performance
430

 Frequent service available during peak periods, and late-night service  Average daily weekday ridership has decreased by 22 percent since FY
available on weekdays and Saturdays. 2015
 Performs above average in farebox recovery ratio and exceeds/meets the  Carries below the average load for Mainline routes.
standard for passengers per revenue hour and mile, average load, and on-  Does not meet the farebox recovery ratio, subsidy per passenger, and cost
time performance. per passenger mile standard.
 Performs below average in the subsidy per passenger.  Western portion of route ends in an inefficient loop.
 Stops at Soutel Transit Center, which currently has few passenger
amenities.
431
5 - PARK/BLANDING (FREQUENT ROUTES)

A - Orange Park Mall, B - 103rd St., Downtown
FSCJ Downtown Campus, FSCJ Kent Campus, Adventure Landing,
Orange Park Mall, Rosa Parks Transit Station
Level of Service
15 / 30 30 / 60 30 / 60
Off-Peak:
15 / 30
Interlined 1, 16, 82 3, 16, 17 3, 18
Routes
Percent 7.5% 14.4% 12.2%
Recovery Time
432
5 - Park/Blanding (Frequent Routes)

Boardings per Trip
433

Performance
Northbound (A - Orange Park Mall) 69 69 71
Northbound (B - 103rd St.) 53 53 57
Southbound (A - Orange Park Mall) 59 66 66
Southbound (B - 103rd St.) 47 52 52

Segment - Segment -
A: Orange Park Mall to
Rosa Park Station to Pearl
-0.4 Youngerman & 3.7
& Water
Farebox Recovery Ratio Blanding
A: Youngerman &
Pearl & Water to King &
-0.4 Blanding to Blanding -5.7
Park
Blvd. & 103rd.
B: Old Middleburg &
Subsidy per Passenger King & Park to FCSJ Kent
2.0 103rd to Blanding Blvd. 1.9
Campus
& 103rd.
FCSJ Kent Campus to Blanding Blvd. & 103rd.
-0.8 -1.9
Blanding Blvd. & 103rd. to FCSJ Kent Campus
A: Blanding Blvd. & 103rd. FCSJ Kent Campus to
Cost per Passenger Mile to Youngerman & -2.3 King & Park 2.1
Blanding
A: Youngerman & King & Park to Pearl &
Blanding to Orange Park 1.8 Bay 0.1
Mall
On-Time Performance B: Blanding Blvd. & 103rd. Pearl & Bay to Rosa
1.2 -0.4
to Old Middleburg & 103rd Park Station
434

available on weekdays and Saturdays. 2015.
 Meets or exceed the standard for average load, and on-time performance.  Two major deviations along the route.
 Performs below average in the subsidy per passenger and cost per
passenger mile.
435
8 - BEACH/TOWN CENTER (FREQUENT ROUTES)

A - UNF/Town Center, B - UNF/FSCJ South, Downtown
San Marco Library, FSCJ Downtown Campus, FSCJ South Campus,
University of North Florida, Tinseltown, St Johns Town Center, Rosa
Parks Transit Station
Level of Service
15 / 30 30 / 60 30 / 60
Off-Peak:
15 / 30
Interlined 4, 22 Red, 12, 81 Red, 12
Routes
Percent 10.2% 9.4% 13.6%
Recovery Time
436
8 - Beach/Town Center (Frequent Routes)

Boardings per Trip
437

Performance
Eastbound (A - Town Center/UNF) 60 68 72
Eastbound (B - FSCJ South/UNF) 57 65 71
Westbound (A - Town Center/UNF) 55 65 70
Westbound (B - FSCJ South/UNF) 51 59 62

Segment - Segment -
A: UNF to Town Center & Rosa Park Station to
-1.8 -1.3
Brightman Hendricks & Atlantic
Farebox Recovery Ratio A: Town Center & Hendricks & Atlantic to
0.7 0.4
Brightman to Tinseltown Beach & University
A: Tinseltown to Beach & Beach & University to
0.2 -0.9
Southside Blvd Beach & Southside Blvd
Subsidy per Passenger B: UNF to FSCJ South A: Beach & Southside

1.4 0.4
Campus Blvd to Tinseltown
B: FSCJ South Campus to A: Tinseltown to St
0.2 0.6
Beach & Southside Blvd Johns Town Center
Beach & Southside Blvd A: St Johns Town
-0.2 1.1
to Beach & University Center to UNF
B: Beach & Southside
Beach & University to
-0.6 Blvd to FSCJ South *
Hendricks & Atlantic
Campus
Hendricks & Atlantic to B: FSCJ South Campus
-0.1 *
Rosa Park Station to UNF
On-Time Performance
438

available on weekdays and Saturdays. 2015
 The proportion of passengers that are minority, in a low-income household  Northern branch is already served by First Coast Flyer Red
or of a transit supportive age is greater than systemwide.  Inefficient loop at eastern end of alignment
 Meets or exceeds the standard in on-time performance.  Performs below average in passengers per revenue hour and per revenue
mile, average load, and farebox recovery ratio.
 Performs above average in cost per passenger mile and subsidy per
passenger.
439
10 - ATLANTIC (MAINLINE ROUTES)

A - Atlantic Village, B - South Beach, Downtown
Beaches Regional Library, FSCJ Downtown Campus, Atlantic Village
Shopping Center, South Beach Regional Shopping Center, South
Beach Parkway Plaza, Regency Square Mall, Regency Square Transit
Hub, Rosa Parks Transit Station
Level of Service
30 / 60 30 / 60 60
Off-Peak:
30 / 60
Interlined 3, 24 1, 13, 24 53
Routes
Percent 9.3% 14.8% 13.5%
Recovery Time
440
10 - Atlantic (Mainline Routes)

Boardings per Trip
441

Performance
Eastbound (A - Atlantic Village) 46 51 55
Eastbound (B - South Beach) 59 74 80
Westbound (A - Atlantic Village) 48 52 55
Westbound (B - South Beach) 65 73 80

Segment - Segment -
A: Plaza St. to Royal Rosa Park Station to
1.3 0.1
Palms & Atlantic Cesery & Expressway
Farebox Recovery Ratio B: South Beach Regional Cesery & Expressway
0.7 1.3
to 3rd St & 3rd Ave S to Regency Square Hub
B: 3rd St & 3rd Ave S to Regency Square Hub to
-0.6 -1.1
Royal Palms & Atlantic Atlantic & Kernan
Subsidy per Passenger Royal Palms & Atlantic to A: Atlantic & Kernan to
-0.6 -1.3
Atlantic & Kernan Plaza St.
Atlantic & Kernan to B: Atlantic & Kernan to
1.1 -0.3
Regency Square Hub Royal Palms & Atlantic
B: Royal Palms &
Regency Square Hub to
-2.0 Atlantic to 3rd St & 1st 0.1
Cost per Passenger Mile Cesery & Expressway
Ave
Cesery & Expressway to B: 3rd St & 1st Ave to
-1.0 -2.1
Rosa Park Station South Beach Regional
On-Time Performance
442

 Service available late night on weekdays and Saturdays.  Provides service along the same corridor as First Coast Flyer Red, which
 The only route providing service along the beachfront. operates at higher frequencies.
 Very direct, with few deviations along its alignment.  Does not meet the standard for passengers per hour and mile, farebox
 Average daily weekday ridership has increased by 33 percent since FY recovery ratio, subsidy per passenger, and Sunday on-time performance.
2015.  The overall route length is long, which can create operational challenges
 Performs above average in passengers per hour and its farebox recovery and negatively impact on-time performance.
ratio.
 Performs better than average in subsidy per passenger.
 Meets or exceeds the standard for average load, cost per passenger mile,
and weekday and Saturday on-time performance.
443
11 - A PHILIP RANDOLPH (MAINLINE ROUTES)

Downtown, Phoenix Ave.
FSCJ Downtown Campus, Elizabeth G Means Community Health
Center, Baseball Grounds of Jacksonville, EverBank Field, Jacksonville
Veterans Memorial Arena, Rosa Parks Transit Station, Metropolitan
Park
Level of Service
30 60 60
Off-Peak:
30 / 60
Span 5:17am - 11:26pm 5:47am - 11:26pm 6:35am - 10:31pm
Interlined 18 25
Routes
Percent 13.1% 10.8% 23.1%
Recovery Time
444
11 - A Philip Randolph (Mainline Routes)

Boardings per Trip
445

Performance
Northbound 24 26 26
Southbound 21 23 23
Runtime Deviations by Segment (Minutes)

Segment - Segment -
Average Load
21th St & Phoenix to Rosa Park Station to
-1.8 -1.0
Phoenix & 8th Bay & Philip Randolph
Phoenix & 8th to Bay & Bay & Philip Randolph
0.7 1.3
Philip Randolph to Phoenix & 8th
Farebox Recovery Ratio Bay & Philip Randolph to Phoenix & 8th to 21th
-1.6 -0.8
Rosa Park Station St & Phoenix
Subsidy per Passenger
On-Time Performance
446

 Performs above average and meets or exceeds the standard in  Infrequent weekend service.
passengers per hour and miles, farebox recovery ratio, and on-time  Does not meet the standard for average load, subsidy per passenger and
performance. cost per passenger mile.
 Performs below average in subsidies per passenger.
 Provides service to the FSCJ Downtown Campus.
447
12 - MYRTLE/LEM TURNER (MAINLINE ROUTES)

Downtown, Soutel
Prime Osborn Convention Center, FSCJ Downtown Campus, Gateway
Shopping Center, Convention Center Station, Gateway Transit Hub,
JTA Connexion, Rosa Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 13 8 8
Routes
Percent 8.9% 8.8% 16.5%
Recovery Time
448
12 - Myrtle/Lem Turner (Mainline Routes)

Boardings per Trip
449

Performance Weekday Scheduled Runtimes (Minutes)
Passengers per Revenue Hour Direction Minimum Median Maximum
Northbound 39 41 43
Southbound 39 47 49

Segment - Segment -
Rosa Park Station to
Ribault Ave. to Gateway
Average Load 0.5 JTA Administrator -0.2
Hub
Building
JTA Administrator
Gateway Hub to Stuart &
-0.7 Building to Stuart & 0.2
Golfair
Golfair
Farebox Recovery Ratio Stuart & Golfair to JTA Stuart & Golfair to
0.8 1.1
Administrator Building Gateway Hub
JTA Administrator Building Gateway Hub to Ribault
-3.6 -0.6
to Rosa Park Station Ave.
On-Time Performance
450

 Provides late night service on weekdays and Saturdays.  Low ridership on the route’s northern loop.
 Provides connections to Gateway Transit Hub and Rosa Parks Transit  Does not meet the standard for passengers per revenue hour, average
Station. load, farebox recovery ratio, subsidy per passenger, and cost per
 Exceeds the standard in on-time performance, performs above average in passenger mile.
both weekday and Sunday on-time performance.
451
13 - COMMONWEALTH/LANE (MAINLINE ROUTES)

103rd Wal-Mart, Downtown
Lane Wiley Senior Center, Webb Wesconnett Library, Westbrook
Branch Library, FSCJ Downtown Campus, Ramona Flea Market,
Walmart 103rd St, Rosa Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 12 10 25
Routes
Percent 22.3% 9.0% 9.8%
Recovery Time
452
13 - Commonwealth/Lane (Mainline Routes)

Boardings per Trip
453

Eastbound 53 55 56
Westbound 53 54 55

Segment - Segment -
Rosa Park Station to 103rd & Wal Mart to
-0.1 -1.0
Average Load Commonwealth & McDuff Lane & Wilson
Commonwealth & McDuff Lane & Wilson to Lane
-0.5 1.4
to Commonwealth & Lane & Normandy
Commonwealth & Lane to Lane & Normandy to
0.6 1.0
Lane & Normandy Lane & Commonwealth
Farebox Recovery Ratio Lane & Commonwealth
Lane & Normandy to Lane
0.7 to Commonwealth & -0.4
& Wilson
McDuff
Commonwealth &
Lane & Wilson to 103rd &
0.9 McDuff to Rosa Park -1.0
Wal Mart
Subsidy per Passenger Station
On-Time Performance
454

 Provides late night service on weekdays and Saturdays.  Average daily weekday ridership has decreased by 13 percent since FY
 Exceeds standard and performs better than average in passengers per 2015.
revenue hour and per revenue mile, average load, cost per passenger  Boardings per trip varies significantly throughout the day in both directions.
mile, and weekday on-time performance.  Does not meet the standard for subsidy per passenger and Saturday on-
 Ridership is consistently distributed along the route’s alignment. time performance.
455
14 - EDISON (MAINLINE ROUTES)

Downtown, Normandy Wal-Mart
Mallison Senior Center, FSCJ Downtown Campus, Walmart at
Normandy, Rosa Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30
Span 5:04am - 11:34pm 5:32am - 12:20am 6:17am - 10:32pm
Interlined Red 22
Routes
Percent 16.4% 14.9% 15.8%
Recovery Time
456
14 - Edison (Mainline Routes)

Boardings per Trip
457

Eastbound 35 40 40
Westbound 32 36 38

Segment - Segment -
Rosa Park Station to Pearl Normandy & Wal Mart
-0.9 0.3
Average Load & Water to Cassat & Normandy
Pearl & Water to Edison & Cassat & Normandy to
0.8 1.1
King Edison & King
Edison & King to Cassat & Edison & King to Pearl
0.8 0.8
Normandy & Bay
Farebox Recovery Ratio Cassat & Normandy to Pearl & Bay to Rosa
1.5 -1.6
Normandy & Wal Mart Park Station
On-Time Performance
458

 Provides late night service on weekdays and Saturdays.  Eastern and western portions of route overlap with Route 15 alignment
 Consistent levels of boardings per trip across the day.  Does not meet the standard for passengers per revenue hour, average
 Provides connection between Mallison Senior Center and the Walmart at load, farebox recovery ratio, subsidy per passenger, cost per passenger
Normandy. mile, and weekday and Sunday on-time performance.
 Meets or exceeds the standard in passengers per revenue mile and
Saturday on-time performance.
459
15 - POST/NORMANDY (MAINLINE ROUTES)

Downtown, Fouraker Rd., Herlong Rd.
Herlong Airport, FSCJ Downtown Campus, Walmart at Normandy, Rosa
Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30
Interlined 19, 201 1 17
Routes
Percent 12.1% 7.4% 5.6%
Recovery Time
460
15 - Post/Normandy (Mainline Routes)

Boardings per Trip
461

Performance
Eastbound 55 55 57
Westbound 50 50 58

Segment - Segment -
Average Load
Normandy & Fouraker
Rosa Park Station to Pearl
-0.7 WB to Normandy & 0.8
& Water
Hammond
Normandy & Hammond
Pearl & Water to Cassat &
-0.8 to Normandy & 1.0
Farebox Recovery Ratio Normandy
Fouraker
Cassat & Normandy to Normandy & Fouraker
0.7 -0.3
Normandy& Lane to Normandy& Lane
Normandy& Lane to Normandy& Lane to
-0.9 0.1
Normandy & Hammond Cassat & Normandy
Normandy & Hammond to Cassat & Normandy to
-0.5 -1.4
Normandy & Fouraker Pearl & Bay
Pearl & Bay to Rosa
-0.2
Park Station
On-Time Performance
462

 Provides late night service on weekdays and Saturdays.  Eastern and western portions of route overlap with Route 14 alignment.
 Provides the only connection to the Herlong Recreational Airport.  Average daily weekday ridership has decreased by 22 percent since FY
 Meets or exceeds the standard in average load and on-time performance. 2015.
 Does not meet the standard for passengers per revenue hour and per
revenue mile, farebox recovery ratio, subsidy per passenger, and cost per
passenger mile.
463
16 - RIVERSIDE/WILSON (MAINLINE ROUTES)

103rd St., Downtown/Rosa Parks
FSCJ Downtown Campus, St Vincent’s Medical Center, Roosevelt
Square Shopping Center, Rosa Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 1, 5 5 3
Routes
Percent 13.8% 16.1% 12.5%
Recovery Time
464
16 - Riverside/Wilson (Mainline Routes)

Boardings per Trip
465

Performance
Northbound 48 48 48
Southbound 55 55 55

Segment - Segment -
Average Load
Rosa Park Station to Old Middleburg & 103rd
-0.8 0.4
Riverside Ave. & King St. to Jammes & Wilson
Riverside Ave. & King St. Jammes & Wilson to
-0.7 -2.7
to San Juan & Roosevelt San Juan & Roosevelt
Farebox Recovery Ratio San Juan & Roosevelt

San Juan & Roosevelt to
-1.7 to Riverside Ave. & 2.9
Jammes & Wilson
King St.
Jammes & Wilson to Old Riverside Ave. & King
-1.2 -2.0
Middleburg & 103rd St. to Rosa Park Station
On-Time Performance
466

 Average daily weekday ridership has increased by 14 percent since FY  Proportionally serving less people of a transit supportive age compared to
2015. the system.
 Meets or exceeds the standard in average load and on-time performance.  Does not meet the standard for passengers per revenue hour and per
 Provides connection from suburban areas to downtown Jacksonville that is revenue mile, farebox recovery ratio, subsidy per passenger, and cost per
not provided by any other routes. passenger mile.
467
17 - ST. AUGUSTINE (MAINLINE ROUTES)

Downtown, Marbon Park & Ride
FSCJ Downtown Campus, Walmart San Jose Blvd, Rosa Parks Transit
Station, Marbon Park n Ride
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 53 5 15
Routes
Percent 16.7% 17.6% 20.4%
Recovery Time
468
17 - St. Augustine (Mainline Routes)

Boardings per Trip
469

Performance
Northbound 48 51 58
Southbound 51 56 58

Segment - Segment -
Average Load
Marbon Rd & SR13 to
-1.4 San Jose & 0.4
Philips & St Augustine Rd
Baymeadows
Philips & St Augustine Rd San Jose &
to St Augustine & 0.2 Baymeadows to St -2.6
Farebox Recovery Ratio University Augustine & University
St Augustine & University St Augustine &
to San Jose & -2.5 University to St August -0.4
Baymeadows & Philips Hwy
San Jose & Baymeadows St August & Philips Hwy
Subsidy per Passenger 6.4 -0.4
to Marbon Rd & SR13 to Rosa Park Station
On-Time Performance
470

 Meets or exceeds the standard in average load and cost per passenger  Proportionally serving less people of a transit supportive age compared to
mile. the system.
 Does not meet the standard for passengers per revenue hour and per
revenue mile, farebox recovery ratio, subsidy per passenger, and on-time
performance.
 Southbound segment between San Jose & Baymeadows to Marbon Rd &
SR13 encounters significant delay.
471
18 - ATLANTIC/MONUMENT (MAINLINE ROUTES)

Downtown, McCormick Rd.
Jim Fortuna Senior Center, Regency Library, FSCJ Downtown Campus,
Post Office, Regency Square Mall, Walmart Hutchinson Park Drive,
Rosa Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 11 4 5
Routes
Percent 11.0% 10.2% 12.6%
Recovery Time
472
18 - Atlantic/Monument (Mainline Routes)

Boardings per Trip
473

Performance
Eastbound 53 60 68
Westbound 46 52 57

Segment - Segment -
Average Load
Monument Rd Park-n- Rosa Park Station to
Ride Lot to McCormick & 3.4 Atlantic & University -0.5
Ft Caroline
McCormick & Ft Caroline Atlantic & University to
-0.6 0.3
to Walmart - Tredinick Acme & Kona
Farebox Recovery Ratio
Walmart - Tredinick to Acme & Kona to
1.9 1.0
Regency Square Hub Regency Square Hub
Regency Square Hub to Regency Square Hub to
-0.9 -1.2
Acme & Kona Walmart - Tredinick
Subsidy per Passenger Walmart - Tredinick to
Acme & Kona to Atlantic &
0.1 McCormick & Ft 0.6
University
Caroline
Atlantic & University to
-2.0
Rosa Park Station
On-Time Performance
474

 Exceeds the standard in average load and weekday/Saturday on-time  Proportionally serving less people of a transit supportive age compared to
performance. the system.
 Performs better than average in cost per passenger mile.  Does not meet the standard for passengers per revenue hour and per
 Connects multifamily housing to Downtown and shopping centers. revenue mile, farebox recovery ratio, subsidy per passenger, cost per
passenger mile, and Saturday on-time performance.
 Frequency significantly drops after 4:30 PM.
 Eastern loop past Walmart has low ridership.
475
19 - ARLINGTON (MAINLINE ROUTES)

Downtown, Regency Square
University Park Library, FSCJ Downtown Campus, Jacksonville
University, Town and Country Shopping Center, Walmart Hutchinson
Park Drive, Regency Square Mall, Rosa Parks Transit Station, Regency
Square Transit Hub
Level of Service
30 45 45
Off-Peak:
30 / 60
Interlined 15
Routes
Percent 11.1% 7.0% 10.3%
Recovery Time
476
19 - Arlington (Mainline Routes)

Boardings per Trip
477

Performance
Eastbound 58 64 70
Westbound 56 66 68

Segment - Segment -
Average Load
Regency Square Hub to Rosa Park Station to 1
1.7 0.2
Walmart - Tredinick Street & A P Randolph
1 Street & A P
Walmart - Tredinick to
0.2 Randolph to Town & -0.7
Townsend - Sandhurst
Country
Townsend - Sandhurst to Town & Country to
-1.5 -0.6
Town & Country Townsend - Sandhurst
Town & Country to 1 Townsend - Sandhurst
-0.2 1.8
Street & A P Randolph to Walmart - Tredinick
Subsidy per Passenger 1 Street & A P Randolph Walmart - Tredinick to
-0.2 -2.2
to Rosa Park Station Regency Square Hub
On-Time Performance
478

 Provides late night service on weekdays and Saturdays.  Average daily weekday ridership has decreased by 12 percent since FY
 Performs better than average and meets or exceeds the standard in 2015.
passengers per hour and mile, average load, farebox recovery ratio, cost  Does not meet the standard for subsidy per passenger, and Saturday and
per passenger mile and weekday on-time performance. Sunday on-time performance.
 Provides service to Walmart on Monument which is served by existing
Route 18
479
21 - BOULEVARD/GATEWAY (CONNECTOR ROUTES)

Downtown, Gateway
Joseph Lee Community Center, Brentwood Library, FSCJ Downtown
Campus, UF Health Jacksonville, VA Clinic, Brentwood Lakes
Apartments, Gateway Shopping Center, Publix, Gateway Transit Hub,
Level of Service
60 60 60
Off-Peak:
60
Interlined 53 1, 82
Routes
Percent 27.5% 19.6% 29.1%
Recovery Time
480
21 - Boulevard/Gateway (Connector Routes)

Boardings per Trip
481

Performance
Northbound 21 21 21
Southbound 22 22 22

Segment - Segment -
Average Load
Gateway Hub to Pearl & Rosa Park Station to
-1.1 -0.8
30th Boulevard & 8th Street
Pearl & 30th to Boulevard Boulevard & 8th Street
-0.6 -1.6
& 8th Street to Pearl & 30th
Farebox Recovery Ratio Boulevard & 8th Street to Pearl & 30th to
-0.3 -0.5
Rosa Park Station Gateway Hub
On-Time Performance
482

 Performs better than average and meets or exceeds the standard in  Does not meet the standard for subsidy per passenger, and cost per
passengers per hour and mile, average load, farebox recovery ratio, and passenger mile.
weekday and Saturday on-time performance.  Proportionally serving less people of a transit supportive age compared to
 Serves high density residential areas. the system.
 Infrequent, 60-minute service throughout the day.
 Consistently low boardings per trip.
483
22 - AVENUE B (CONNECTOR ROUTES)

Downtown, Sherwood
James W Johnson Academic Career Training Center, Edward Walters
College, FSCJ Downtown Campus, Ribault High School, Edgewood
Square Shopping Center, Rosa Parks Transit Station
Level of Service
60 60 60
Off-Peak:
60
Interlined 8 3 14
Routes
Percent 13.6% 13.1% 14.7%
Recovery Time
484
22 - Avenue B (Connector Routes)

Boardings per Trip
485

Northbound 32 37 45
Southbound 44 48 52

Segment - Segment -
Norfolk & Soutel to Rosa Park Station to
-0.9 -0.7
Average Load Devonshire & Soutel Kings Rd. & Spires
Devonshire & Soutel to Kings Rd. & Spires to
0.0 -0.2
Winton & Van Gundy Avenues B & 45th
Winton & Van Gundy to Avenues B & 45th to
0.3 -0.3
Avenues B & 45th Winton & Van Gundy
Farebox Recovery Ratio Avenues B & 45th to Winton & Van Gundy to
1.3 0.7
Kings Rd. & Spires Norfolk & Soutel
Kings Rd. & Spires to Norfolk & Soutel to
-0.9 -0.4
Rosa Park Station Devonshire & Soutel
On-Time Performance
486

 Performs better than average and meets or exceeds the standard in  Infrequent service throughout the day.
passengers per hour and mile, average load, farebox recovery ratio, and  Does not meet the standard for subsidy per passenger, cost per passenger
weekday on-time performance. mile, and Sunday on-time performance.
 Performs better than average in subsidy per passenger, cost per  Low ridership along northern loop.
passenger mile, and Saturday on-time performance.
 Serves proportionally higher amounts of minority populations.
487
23 - TOWNSEND/SOUTHSIDE (CONNECTOR ROUTES)

Arlington/Merrill Rd., Southside/Avenue Mall
FSCJ Deerwood Campus, Jacksonville University, Sandalwood High
School, FSCJ South Campus, Terry Parker High School, Tinseltown,
Beach Blvd Flea and Farmers Market, The Avenues, Regency Square
Mall, Sam’s Club, Target, St Johns Town Center
Level of Service
60 60 60
Off-Peak:
60
Interlined 27 27 27
Routes
Percent 7.6% 8.2% 8.3%
Recovery Time
488
23 - Townsend/Southside (Connector Routes)

Boardings per Trip
489

Northbound 108 110 117
Southbound 97 106 119

Segment - Segment -
Avenues Mall to Old
Holly Bell & Tall Pine to
Average Load 0.8 Baymeadows & *
Townsend Merril
Southside
Old Baymeadows &
Townsend Merril to N
0.1 Southside to Gate *
Arlington & Arlington Rd
Parkway & I-295
Farebox Recovery Ratio N Arlington & Arlington Rd Gate Parkway & I-295
0.2 -1.5
to Regency Square Hub to Tinseltown
Regency Square Hub to Tinseltown to FSCJ
0.1 2.1
FSCJ South Campus South Campus
FSCJ South Campus to FSCJ South Campus to
0.6 -0.4
Subsidy per Passenger Tinseltown Regency Square Hub
Tinseltown to Gate
-2.5 S Arlington & Arlington -2.5
Parkway & I-295
Rd
Gate Parkway & I-295 to S Arlington & Arlington
Cost per Passenger Mile Old Baymeadows & 1.1 Rd to Townsend Merril 0.7
Southside
Old Baymeadows & Townsend Merril to
Southside to Avenues -2.0 Holly Bell & Tall Pine 1.3
Mall
On-Time Performance
490

 Performs better than average and meets or exceeds the standard in  Average daily weekday ridership has decreased by 17 percent since FY
average load, cost per passenger mile, and Sunday on-time performance. 2015.
 Performs better than average in passengers per hour, and subsidy per  Does not meet the standards for passengers per revenue hour and mile,
passenger. farebox recovery ratio, and subsidy per passenger.
 Serves proportionally higher amounts of low-income households.  Final northbound trip is two hours after prior trip.
 Numerous deviations throughout the route alignment.
491
24 - MAYPORT (CONNECTOR ROUTES)

Atlantic Village, Mayport Village
Atlantic Village Shopping Center, Mayport Ferry, Wonderwood Park n
Ride
Level of Service
60 60 60
Off-Peak:
60
Interlined 3, 10 1, 10
Routes
Percent 11.7% 35.7% 22.8%
Recovery Time
492
24 - Mayport (Connector Routes)

Boardings per Trip
493

Northbound 23 25 26
Southbound 20 22 22

Segment - Segment -
A1A - Mayport Village to Plaza St. to
1.7 0.1
Average Load Wonderwood & A1A Wonderwood & A1A
Wonderwood & A1A to Wonderwood & A1A to
-0.7 -1.3
Plaza St. A1A - Mayport Village
On-Time Performance
494

 Serves proportionally higher amounts of low-income households.  Average daily weekday ridership has decreased by 13 percent since FY
 Performs above average in passengers per hour and miles, farebox 2015.
recovery ratio, subsidy per passenger, and cost per passenger mile.  Proportionally serving less minority and disabled populations compared to
 Exceeds the standard for on-time performance. the system.
 The only bus providing service to the JTA Mayport ferry.  Does not meet the standards for passengers per revenue hour and mile,
average load, farebox recovery ratio, subsidy per passenger, and cost per
passenger mile.
495
25 - SAN JOSE (CONNECTOR ROUTES)

Downtown, Southpoint
FSCJ Downtown Campus, Keiser University, Nova Southeastern
University, University of Phoenix, Concorde College, Baptist Medical
Center, St Vincent’s Medical Center Southside, San Marco Square,
Level of Service
60 60 60
Off-Peak:
60
Interlined 11 13
Routes
Percent 16.8% 18.0% 15.4%
Recovery Time
496
25 - San Jose (Connector Routes)

Boardings per Trip
497

Northbound 48 49 51
Southbound 46 47 50

Segment - Segment -
Rosa Park Station to Concorde College to
-1.1 0.4
Average Load Hendricks & Emerson Salisbury & Southpoint
Salisbury & Southpoint
Hendricks & Emerson to
-0.3 to St Augustine & -0.2
St Augustine & University
University
St Augustine &
St Augustine & University
Farebox Recovery Ratio -0.1 University to Hendricks 0.5
to Salisbury & Southpoint
& Emerson
Salisbury & Southpoint to Hendricks & Emerson
2.6 -0.4
Concorde College to Rosa Park Station
On-Time Performance
498

 Exceeds the standards for average load, cost per passenger mile and  Proportionally serving less people of a transit supportive age and the
Saturday and Sunday on-time performance. disabled populations compared to the system.
 Performs above average for passengers per revenue hour and per revenue  Does not meet the standard for passengers per revenue hour and per
mile, average load, farebox recovery ratio, subsidy per passenger, and revenue mile, farebox recovery ratio, subsidy per passenger, and weekday
cost per passenger mile. on-time performance.
 Serves proportionally higher amounts of low-income households.  Uneven and infrequent trip spacing in evening period.
 Southern terminus is a strong employment cluster.
499
26 - OAKLEAF/BUCKMAN (CONNECTOR ROUTES)

Mandarin, Oakleaf
Argyle Branch Library, Enterprise Learning Academy, Southwind
Townhomes, Oakleaf Town Center, Walmart, Winn Dixie
Level of Service
60 60 60
Off-Peak:
60
Interlined 28 28 28
Routes
Percent 12.7% 11.4% 11.5%
Recovery Time
500
26 - Oakleaf/Buckman (Connector Routes)

Minority Population No Survey Data 39%
Low-Income Households No Survey Data 30%
Transit-Supportive Age No Survey Data 61%
Boardings per Trip
501

Eastbound 48 48 54
Westbound 41 41 49

Segment - Segment -
San Jose & Hartley Road Oakleaf Town Center to
Average Load to Blanding Blvd & Collins -0.4 Argyle Forest Blvd & -1.8
Rd Rampart Rd.
Argyle Forest Blvd &
Blanding Blvd & Collins
Rampart Rd. to
Rd to Argyle Forest Blvd & 1.0 0.3
Blanding Blvd & Collins
Rampart Rd.
Rd
Argyle Forest Blvd & Blanding Blvd & Collins
Rampart Rd. to Oakleaf -5.7 Rd to San Jose & -4.9
Town Center Hartley Road
On-Time Performance
502

 Will provide connection to First Coast Flyer Purple once implemented.  New route.
 Meets the standard for on-time performance and performs above average  Does not meet the standards for passengers per revenue hour and per
in weekday on-time performance. revenue mile, average load, farebox recovery ratio, subsidy per passenger,
and cost per passenger mile.
 Operates significantly faster than scheduled in the last segment in both
directions.
 Does not provide strong connections.
503
27 - PHILIPS/AVENUES (CONNECTOR ROUTES)

Avenues Mall, Downtown
Everest University, Main Event Entertainment, Social Security Office,
The Avenues, Walmart Philips Highway, JTB Park n Ride, Kings Ave
Station, Rosa Parks Transit Station
Level of Service
60 60 60
Off-Peak:
60
Interlined 23, 200 23 23
Routes
Percent 16.6% 31.5% 29.0%
Recovery Time
504
27 - Philips/Avenues (Connector Routes)

Boardings per Trip
505

Northbound (Downtown/Avenues) 49 49 49
Northbound (King's Ave./Avenues) 44 52 57
Southbound (Downtown/Avenues) 61 61 61
Southbound (King's Ave./Avenues) 42 47 50

Segment - Segment -
Average Load
Avenues Mall to
* Baymeadows Wy & 0.0
Kings Ave. Station
Philips
Baymeadows Wy &
Farebox Recovery Ratio Kings Ave. Station to
* Philips to JTB & 0.8
Phillips & University
Bonneval
Phillips & University to JTB & Bonneval to
-0.3 -0.6
JTB & Bonneval Phillips & University
Subsidy per Passenger JTB & Bonneval to Phillips & University to

Baymeadows & Phillips 0.3 Kings Ave. Station -5.0
Hwy
Baymeadows & Phillips Kings Ave. Station to
-1.9 -4.3
Hwy to Avenues Mall Rosa Park Station
On-Time Performance
506

 Average daily weekday ridership has increased by 14 percent since FY  New route.
2017.  Does not meet the standards for passengers per revenue hour and mile,
 Performs above average in passengers per revenue hour and per revenue farebox recovery ratio, subsidy per passenger, and cost per passenger
mile, average load, farebox recovery ration, subsidy per passenger, cost mile.
per passenger mile, and Sunday on-time performance.  Provides duplicative service relative to the First Coast Flyer Blue.
 Exceeds the standard for average load, and on-time performance.
 Services a major shopping center that is not served by First Coast Flyer
Blue.
507
28 - SUNBEAM/SOUTHSIDE (CONNECTOR ROUTES)

Mandarin, St. Johns Town Center
Southeast Regional Library, Everest University, FSCJ Deerwood
Campus, Winn Dixie, St Johns Town Center
Level of Service
60 60 60
Off-Peak:
60
Interlined 26 26 26
Routes
Percent 5.5% 6.2% 6.1%
Recovery Time
508
28 - Sunbeam/Southside (Connector Routes)

Boardings per Trip
509

Eastbound 61 61 64
Westbound 65 65 70

Segment - Segment -
St Johns Town Center to San Jose & Hartley
Average Load Old Baymeadows & -1.4 Road to San Jose & -0.4
Southside Sunbeam
Old Baymeadows & San Jose & Sunbeam
Southside to to Baymeadows &
0.2 -0.2
Baymeadows & Phillips Phillips Hwy
Hwy
Baymeadows & Phillips
Baymeadows & Phillips
Hwy to Old
Hwy to San Jose Blvd & -0.9 -0.2
Baymeadows &
Sunbeam Rd
Southside
San Jose Blvd & Old Baymeadows &
Subsidy per Passenger Sunbeam Rd to San Jose 1.4 Southside to St Johns -4.9
& Hartley Road Town Center
On-Time Performance
510

 Provides service to the FSCJ Deerwood Campus.  New route.
 Meets the standard for on-time performance and performs above average  Does not meet the standards for passengers per revenue hour and mile,
in weekday and Sunday on-time performance. average load, farebox recovery ratio, subsidy per passenger, and cost per
passenger mile.
 Operates significantly faster than scheduled in the eastbound direction,
between Old Baymeadows & Southside to St Johns Town Center.
511
30 - CECIL (CONNECTOR ROUTES)

Cecil Field, Ricker Rd.
FSCJ Cecil North, FSCJ Cecil South, Bishop John J Snyder High
School, Westview K8, Hillman Square
Level of Service
Frequency Peak: Core Hours:
60 60
Off-Peak:
60
Span 5:48am - 7:42pm 6:26am - 6:21pm
Interlined
Routes
Percent 17.7% 22.8%
Recovery Time
512
30 - Cecil (Connector Routes)

Boardings per Trip
513

Eastbound 27 27 27
Westbound 22 22 22

Segment - Segment -
Cecil & Lake Newman
Ricker & 103rd to 103rd
Average Load 1.3 to Fla College Cecil -0.1
St.& Samaritan
Center
Fla College Cecil
103rd St.& Samaritan to
-2.2 Center to 103rd St.& -1.4
Cecil & Lake Newman
Samaritan
Farebox Recovery Ratio 103rd St.& Samaritan to
1.6
Ricker & 103rd
On-Time Performance
514

 Meets the standard for on-time performance.  Proportionally serving less people of a transit supportive age compared to
 Performs above average for cost per passenger mile and weekday on-time the system.
performance.  Does not meet the standards for passengers per revenue hour and per
 Provides connection between FSCJ Cecil North and South campuses. revenue mile, average load, farebox recovery ratio, subsidy per passenger,
 No Sunday service.
515
31 - TALLEYRAND (CONNECTOR ROUTES)

Downtown, Talleyrand
Veterans Memorial Arena, TIAA Bank Field, Jacksonville Landing, Port
of Jacksonville
Level of Service
60 60
Off-Peak:
60
Span 6:32am - 8:29pm 7:32am - 7:29pm
Interlined 32 32
Routes
Percent 6.5% 6.4%
Recovery Time
516
31 - Talleyrand (Connector Routes)

Boardings per Trip
517

Eastbound 21 21 21
Westbound 19 19 19

Segment - Segment -
Lambert and 9th to Bay & Pearl & Bay to Gator
-1.7 1.4
Average Load Philip Randolph Bowl at Met. Park
Bay & Philip Randolph to Gator Bowl at Met. Park
-0.1 0.2
Pearl & Water to Lambert and 9th
On-Time Performance
518

 Performs above average and meets the standard for on-time performance.  Does not meet the standards for passengers per revenue hour and per
 Provides a direct connection from East Jacksonville to downtown via the revenue mile, average load, farebox recovery ratio, subsidy per passenger,
Port of Jacksonville. and cost per passenger mile.
519
32 - MCDUFF (CONNECTOR ROUTES)

Downtown, Paxon School
Hammond Senior Center, Paxon High School, Westbrook Library,
Jacksonville Landing
Level of Service
60 60
Off-Peak:
60
Span 6:39am - 8:27pm 7:39am - 7:27pm
Interlined 31 31
Routes
Percent 14.6% 14.5%
Recovery Time
520
32 - McDuff (Connector Routes)

Boardings per Trip
521

Eastbound 29 29 29
Westbound 36 36 36

Segment - Segment -
Pearl & Water to Stockton Paxon School to McDuff
* -0.7
Average Load St. and College St. & Broadway
McDuff & Broadway to
Stockton St. and College
* Stockton St. and -1.4
St. to McDuff & Broadway
College St.
Stockton St. and
McDuff & Broadway to
Farebox Recovery Ratio 3.0 College St. to Pearl & 0.1
Paxon School
Bay
On-Time Performance
522

 Performs above average for weekday on-time and meets the standard for  Average daily weekday ridership has decreased by 25 percent since FY
both weekday and Saturday on-time performance. 2015.
 Does not meet the standards for passengers per revenue hour and mile,
average load, farebox recovery ratio, subsidy per passenger, cost per
passenger mile, and on-time performance.
523
33 - SPRING PARK/PHILIPS (CONNECTOR ROUTES)

Art Museum Dr., Parental Home Rd.
Advanced Career Training, Walmart, Winn Dixie
Level of Service
60 60
Off-Peak:
60
Span 6:00am - 7:55pm 6:40am - 6:35pm
Interlined
Routes
Percent 19.5% 19.4%
Recovery Time
524
33 - Spring Park/Philips (Connector Routes)

Boardings per Trip
525

Performance
Northbound 25 25 25
Southbound 23 23 23

Segment - Segment -
Average Load
Barnes & Parental
Beach &Art Museum to
2.4 Home to Phillips & *
Spring Park & Emerson
University
Spring Park & Emerson to Phillips & University to
-0.4 0.0
Spring Park & University Spring Park & Emerson
Spring Park & University Spring Park & Emerson
to Barnes & Parental -0.1 to Beach &Art Museum 2.3
Home
On-Time Performance
526

2015. the system.
 Performs above average in farebox recovery ratio and subsidy per  Does not meet the standards for passengers per revenue hour and per
passenger. revenue mile, average load, farebox recovery ratio, subsidy per passenger,
527
50 - UNIVERSITY (FREQUENT ROUTES)

A - St. Augustine Rd./University Club Estates, B - Baymeadows
Rd./Town and Country
University Park Library, Jacksonville University, Jones College, FSCJ
Deerwood, Brooks Rehabilitation, Memorial Hospital, Town and Country
Shopping Center, Winn Dixie, Publix
Level of Service
15 / 30 30 / 60 30 / 60
Off-Peak:
15 / 30
Interlined
Routes
Percent 12.8% 18.2% 21.7%
Recovery Time
528
50 - University (Frequent Routes)

Boardings per Trip
529

Northbound (A - St. Aug./Univ. Club) 32 32 36
Northbound (B - Baymeadows/T&C) 45 48 52
Southbound (A - St. Aug./Univ. Club) 46 46 46
Southbound (B - Baymeadows/T&C) 57 57 57

Segment - Segment -
Average Load
B: Deerwood Village
A: University - Ft Caroline
-0.2 Mall to Baymeadows & -0.1
to Arlington Exp & Cesery
Old Kings
B: Baymeadows & Old
Farebox Recovery Ratio Arlington Exp & Cesery to
0.1 Kings to St Augustine & 0.6
University & Beach Blvd
University
A: University & Beach B: St Augustine &
Blvd to Morrow & St 1.0 University to University 0.0
Augustine & Beach Blvd
B: University & Beach A: Morrow & St
Blvd to St Augustine & -0.2 Augustine to University 0.7
University & Beach Blvd
B: St Augustine & University & Beach Blvd
University to Baymeadows -1.7 to Arlington Exp & -0.3
Cost per Passenger Mile & Old Kings Cesery
B: Baymeadows & Old A: Arlington Exp &
Kings to Deerwood Village -1.5 Cesery to University - Ft 4.5
Mall Caroline
On-Time Performance
530

 Frequent service available during peak periods, and late-night service  Performs below average and does not meet the standards for passengers
available on weekdays and Saturdays. per revenue hour and mile, average load, farebox recovery ratio, subsidy
 Meets or exceed the standard for weekday and Saturday on-time per passenger, and cost per passenger mile.
performance.  Serves fewer people of a transit supportive age compared to the system.
 After 8:00 PM, passengers per trip significantly decreases.
531
51 - EDGEWOOD (MAINLINE ROUTES)

FSCJ Kent, Gateway Mall
Bradham Brooks Library, FSCJ Kent Campus, Gateway, Winn Dixie,
Gateway Transit Hub
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 81 81
Routes
Percent 15.5% 15.0% 15.1%
Recovery Time
532
51 - Edgewood (Mainline Routes)

Boardings per Trip
533

Northbound 46 51 51
Southbound 47 50 50

Segment - Segment -
Gateway Hub to Tallulah FCSJ Kent Campus to
-1.1 -0.2
Average Load & Main Cassat & Normandy
Tallulah & Main to Cassat & Normandy to
-0.4 -2.1
Edgewood & Lem Turner Edgewood & Broadway
Edgewood & Lem Turner Edgewood & Broadway
to Edgewood & New -0.3 to Edgewood & New 2.7
Farebox Recovery Ratio Kings Kings
Edgewood & New Kings
Edgewood & New Kings
2.1 to Edgewood & Lem 0.2
to Edgewood & Broadway
Turner
Edgewood & Lem
Edgewood & Broadway to
Subsidy per Passenger 1.0 Turner to Tallulah & -2.3
Cassat & Normandy
Main
Cassat & Normandy to Tallulah & Main to
-0.5 1.5
FCSJ Kent Campus Gateway Hub
On-Time Performance
534

 Serves proportionally higher amounts of minority populations compared to  Performs below average and does not meet the standards for passengers
the system. per revenue hour and mile, average load, farebox recovery ratio, subsidy
 Performs above average and meets the standard for on-time performance. per passenger, cost per passenger mile, and on-time performance metrics.
 Average daily weekday ridership has decreased by 47 percent since FY
2015.
 Proportionally serving less people of a transit supportive age compared to
the system.
 After 8:00 PM, passengers per trip significantly decreases.
535
53 - COMMONWEALTH/CASSAT (MAINLINE ROUTES)

103rd Street, Downtown
Wesconnett Library, Westbrook Branch Library, FSCJ Downtown
Campus, Walmart, Rosa Parks Transit Station
Level of Service
30 60 60
Off-Peak:
30 / 60
Interlined 17 21 10
Routes
Percent 9.0% 7.1% 10.9%
Recovery Time
536
53 - Commonwealth/Cassat (Mainline Routes)

Boardings per Trip
537

Northbound 54 64 67
Southbound 54 66 68

Segment - Segment -
Rosa Park Station to Firestone & 103rd to
-0.3 3.1
Average Load Commonwealth & McDuff Hillman & 103rd
Commonwealth & McDuff Hillman & 103rd to
0.5 0.2
to Edgewood & Broadway 103th & Blanding
Edgewood & Broadway to 103th & Blanding to
0.8 -0.8
Cassat & Normandy San Juan & Roosevelt
Farebox Recovery Ratio Cassat & Normandy to San Juan & Roosevelt
-0.2 1.1
San Juan & Roosevelt to Cassat & Normandy
San Juan & Roosevelt to Cassat & Normandy to
-0.2 -1.1
103th & Blanding Edgewood & Broadway
Edgewood & Broadway
Subsidy per Passenger 103th & Blanding to
-1.1 to Commonwealth & 0.8
Hillman & 103rd
McDuff
Commonwealth &
McDuff to Rosa Park -2.1
Station
On-Time Performance
538

 Serves proportionally higher amounts of minority populations compared to  Proportionally serving less people of a transit supportive age compared to
the system. the system.
 Meets or exceeds the standard in average load, cost per passenger mile,  Performs below average and doesn’t meet the standard in passengers per
and on-time performance. revenue hour and per revenue mile, farebox recovery ratio, and subsidy
 Provides very early morning service, and late-night service available on per passenger.
weekdays and Saturdays.  After 9:00 PM, passengers per trip significantly decreases.
 Serves FSCJ Downtown Campus.
539
80 - NAS SHUTTLE (LIMITED CONNECTOR ROUTES)

FSCJ Kent, NAS Jacksonville
FSCJ Kent Campus, Naval Hospital, Naval Air Station Jacksonville,
NAS Commissary, Roosevelt Square Shopping Center, Venetia Village,
Level of Service
Frequency Peak:
3 trips
Off-Peak:
1 trip
Span 5:15am - 6:59am;
3:15pm - 4:52pm
Interlined 81
Routes
Percent 0.0%
Recovery Time
540
80 - NAS Shuttle (Limited Connector Routes)

Boardings per Trip
541

Northbound 37 37 37
Southbound 29 36 44

Segment - Segment -
Northbound Deviation Southbound Deviation
NAS Commissary to NAS Rosa Park Station to
1.6 -3.7
Average Load Hospital FCSJ Kent Campus
NAS Hospital to WASP & FCSJ Kent Campus to
5.1 0.7
Enterprise NAS Commissary
WASP & Enterprise to NAS Commissary to
-5.7 1.3
FCSJ Kent Campus NAS Hospital
Farebox Recovery Ratio NAS Hospital to WASP
4.4
& Enterprise
On-Time Performance
542

 Serves the Jacksonville Naval Air Station.  Performs below average and does not meet the standards for passengers
per revenue hour and per revenue mile, average load, farebox recovery
ratio, subsidy per passenger, cost per passenger mile, and on-time
performance.
 Proportionally serving less minority populations, people of a transit
supportive age and the disabled population compared to the system.
 Very low number of passengers per trip.
 Significant runtime deviations from schedule between multiple segments.
 Limited weekday service and no Saturday or Sunday service.
543
81 - DINSMORE SHUTTLE (LIMITED CONNECTOR ROUTES)

Dunn Ave., Old Kings Rd.
Dinsmore Center, Dunn Village Shopping Center, Jacksonville Regional
Shopping Center
Level of Service
4 trips 7 trips 2 trips
Off-Peak:
8 trips
Span 5:00am - 7:25pm 5:40am - 6:50pm 5:40am - 6:00am;
6:15pm - 6:35pm
Interlined 4, 51, 80, 82, 83 3, 8, 82, 83 3, 51
Routes
Percent 11.1% 14.9% 0.0%
Recovery Time
544
81 - Dinsmore Shuttle (Limited Connector Routes)

Boardings per Trip
545

Eastbound 20 20 20
Westbound 20 20 20

Segment - Segment -
Dunn & Lem Turner to Dinsmore Center to
-7.2 -4.3
Average Load Dinsmore Center Dunn & Lem Turner
On-Time Performance
546

 Average daily weekday ridership has increased by 114 percent since FY  Proportionally serving less minority populations compared to the system.
2016.  Significant runtime deviations from schedule.
 Performs above average and exceeds the standards for passengers per  Limited service.
revenue hour and mile, average load, farebox recovery ratio, subsidy per
passenger, cost per passenger mile and on-time performance.
 Trips before 6:00 AM and after 6:00 PM carry significantly more
passengers.
547
82 - AMAZON SHUTTLE (LIMITED CONNECTOR ROUTES)

Amazon, Armsdale
Amazon, Armsdale Park n Ride
Level of Service
10 10 10
Off-Peak:
10
Span 4:30am - 7:37am; 6:28am - 7:37am; 6:28am - 7:37am;
5:28pm - 6:37pm 5:28pm - 6:37pm 5:28pm - 6:37pm
Interlined Red, 1, 3, 5, 81 81 1, 3, 4, 21
Routes
Percent 0.0% 0.0% 0.0%
Recovery Time
548
82 - Amazon Shuttle (Limited Connector Routes)

Boardings per Trip
549

Northbound 9 9 9
Southbound 6 6 6

Segment - Segment -
Amazon North to Armsdale Rd. PNR to
-0.9 -1.8
Average Load Armsdale Rd. PNR Amazon North
On-Time Performance
550

 Exceeds standards for passengers per revenue hour and mile, and  Does not meet standard for average load, farebox recovery ratio, subsidy
weekday and Saturday on-time performance. per passenger, cost per passenger mile, and Sunday on-time performance.
 Performs above average in subsidy per passenger, cost per passenger  New route.
mile and weekday and Saturday on-time performance.  Limited service.
551
83 - PRITCHARD SHUTTLE (LIMITED CONNECTOR ROUTES)

Presidents Court, Soutel Hub
UPS, Soutel Hub
Level of Service
4 trips 4 trips 4 trips
Off-Peak:
4 trips
Span 9:00am - 9:55am; 9:00am - 9:55am; 9:00am - 9:55am;
4:15pm - 7:10pm 4:15pm - 7:10pm 4:15pm - 7:10pm
Interlined 81 81
Routes
Percent 13.0% 13.0% 13.0%
Recovery Time
552
83 - Pritchard Shuttle (Limited Connector Routes)

Boardings per Trip
553

Eastbound 25 25 25
Westbound 25 25 25

Segment - Segment -
Soutel Hub to President's President's Court to
-1.1 -1.9
Average Load Court Soutel Hub
On-Time Performance
554

 Meets the standard in on-time performance and performs above average in  Performs below average and does not meet the standards for passengers
both weekday and Sunday on-time performance. per revenue hour and mile, average load, farebox recovery ratio, subsidy
per passenger, and cost per passenger mile metrics.
 Limited service.
 New route.
 Consistently low passengers per trip.
555
84 - PHILIPS/GRAN BAY (COMMUNITY SHUTTLES)

Avenues Mall, Flagler Center
Mandarin High School, Citi Flagler Center, Philips Industrial Park,
Baptist Medical Center South, Bartram Park, Avenues Mall, Walmart
Shops Lane
Level of Service
45 45
Off-Peak:
45
Span 6:05am - 8:58am; 6:25am - 10:50am;
3:05pm - 5:58pm 1:25pm - 6:35pm
Interlined
Routes
Percent 16.2% 12.4%
Recovery Time
Note: This route sheet uses representative Fiscal Year 2018 data
from Route 302. Frequencies and spans of service are represented
by December 2018 service levels.
556
84 - Philips/Gran Bay (Community Shuttles)

Boardings per Trip
557

Northbound 25 25 25
Southbound 25 25 25

Segment - Segment -
Avenues Mall to Baptist Flagler & Citi Cards to
-1.6 0.3
Average Load South Hospital Baptist South Hospital
Baptist South Hospital to Baptist South Hospital
-1.3 -3.3
Flagler & Citi Cards to Avenues Mall
On-Time Performance
558

 Performs above average in passengers per hours and miles, average load,  Does not meet the standard in passengers per hours and miles, average
farebox recovery ratio, subsidy per passenger, cost per passenger mile, load, farebox recovery ratio, and subsidy per passenger.
and on-time performance.  Proportionally serving less minority and disabled populations compared to
 Exceed standard in cost per passenger mile and on-time performance. the system.
 Exceeds the standard in on-time performance.  In the northbound direction, much lower passengers per trip.
 Limited service, and no Sunday service.
559
85 - HIGHLANDS/BUSCH DR (COMMUNITY SHUTTLES)

Imeson, River City Marketplace, Zoo
Jacksonville Zoo and Gardens, River City Marketplace, Sam’s Club,
Publix, Highlands Square
Level of Service
45 45
Off-Peak:
45
Span 6:25am - 10:50am; 6:25am - 10:50am;
1:25pm - 6:35pm 1:25pm - 6:35pm
Interlined
Routes
Percent 0.0% 0.0%
Recovery Time
560
85 - Highlands/Busch Dr (Community Shuttles)

Boardings per Trip
561

Northbound 45 45 45
Southbound 33 75 75

Segment - Segment -
River City Market Place to Jax Zoo to Imeson Park
-2.6 0.7
Average Load Dunn & Monaco
Dunn & Monaco to Imeson Park to Dunn &
0.6 -0.3
Imeson Park Monaco
Dunn & Monaco to
Imeson Park to Jax Zoo -1.7 -4.3
River City Market Place
On-Time Performance
562

 Exceeds or meets standards for average load, cost per passenger mile,  Does not meet the standard in passengers per hours and miles, farebox
and on-time performance. recovery ratio, and subsidy per passenger.
2015. the system.
 Serves proportionally higher amounts of minority populations compared to  Consistently low passengers per trip.
the system.  Large gap in service during the midday.
563
86 - NORTHSIDE (COMMUNITY SHUTTLES)

Downtown, Edgewood
ARC Jacksonville, Joseph Lee Community Center, Mary Singleton
Senior Center, Brentwood Library, Darnell Cookman Middle High
School, FSCJ Downtown Campus, UF Health Jacksonville, Brentwood
Lake Apts, Hogan Creek Tower, Gateway Town Center, Gateway
Transit Hub, Rosa Parks Transit Station
Level of Service
Frequency Off-Peak: Core Hours:
6 trips 6 trips
Span 10:30am - 3:00pm 10:30am - 3:00pm
Interlined
Routes
Percent 5.1% 4.7%
Recovery Time
564
86 - Northside (Community Shuttles)

Boardings per Trip
565

Northbound 45 45 45
Southbound 40 40 40

Segment - Segment -
Edgewood & Lem Turner Rosa Park Station to
-1.1 -5.3
Average Load to Gateway Hub Shands Hospital
Gateway Hub to Shands Shands Hospital to
-0.8 1.9
Hospital Gateway Hub
Gateway Hub to
Shands Hospital to Mary
1.7 Edgewood & Lem -2.8
Singleton Center
Farebox Recovery Ratio Turner
Mary Singleton Center to
1.9
Rosa Park Station
On-Time Performance
566

 Exceeds or meets standards for average load, cost per passenger mile,  Does not meet the standard in passengers per hours and miles, farebox
and on-time performance. recovery ratio, and subsidy per passenger.
 Average daily weekday ridership has increased by 38 percent since FY  Consistently low passengers per trip.
2015.  Large gap in service during the midday.
 Serves proportionally higher amounts of minority populations and low-
income households compared to the system.
567
102 - FIRST COAST FLYER GREEN LINE (FIRST COAST FLYER)

Armsdale Park & Ride, Downtown
Armsdale Park n Ride Station, I 295 Lem Turner Station, Dunn Ave
Station, Capper Rd Station, Lake Forest Station, Gateway Station,
Golfair Blvd and Brentwood Ave stop, MLK Jr Parkway Station, UF
Health Jacksonville, VA Clinic Station, FSCJ Station, Riverview Station,
Level of Service
10 / 15 30 30
Off-Peak:
15 / 30
Interlined Blue Blue Blue
Routes
Percent 13.4% 15.0% 24.7%
Recovery Time
568
102 - First Coast Flyer Green Line (First Coast Flyer)

Boardings per Trip
569

Northbound 34 37 41
Southbound 36 39 43

Segment - Segment -
Armsdale Rd. PNR to Rosa Park Station to
0.4 -0.6
Average Load Gateway Hub Gateway Hub
Gateway Hub to Rosa Gateway Hub to
-2.1 0.7
Park Station Armsdale Rd. PNR
On-Time Performance
570

 Frequent service available during peak periods, and late-night service  Does not meet the standard for passenger per hour and mile, average
available on weekdays and Saturdays. load, farebox recovery ratio, subsidy per passenger, and cost per
 Average daily weekday ridership has increased by 16 percent since FY passenger mile metrics.
2016.  After 10:00 PM, passengers per trip decreases.
 Has transit priority infrastructure.
 Performs above average in passengers per hours and miles, average load,
farebox recovery ratio, subsidy per passenger, cost per passenger mile,
and weekday/Saturday on-time performance and exceeds the standard for
on-time performance.
 Serves proportionally higher amounts of minority populations and low-
income households compared to the system.
 Interlined with First Coast Flyer Blue.
571
107 - FIRST COAST FLYER BLUE LINE (FIRST COAST FLYER)

Avenues Mall, Convention Center, Downtown
Prime Osborn Convention Center, Jacksonville Museum of Science and
History, Rosa Parks Transit Station, LaVilla , Courthouse, Acosta
Station, Southbank, Kings Ave Station, Lexington Hotel and Conference
Center, Emerson St Station, University Blvd Station, JTB Park n Ride
Station, Baymeadows Rd Station, The Avenues Station
Level of Service
10 / 15 30 30
Off-Peak:
15 / 30
Interlined Green Green Green
Routes
Percent 14.3% 16.3% 16.5%
Recovery Time
572
107 - First Coast Flyer Blue Line (First Coast Flyer)

Boardings per Trip
573

Northbound (Downtown) 47 49 51
Northbound (Downtown/Conv. Ctr.) 48 52 54
Southbound (Downtown) 47 49 51
Southbound (Downtown/Conv. Ctr.) 48 52 52

Segment - Segment -
Average Load
Rosa Park Station to Avenues Mall to J
-2.3 0.7
Convention Center Turner Butler PRN
Rosa Park Station to J Turner Butler PRN to
1.2 -0.1
Kings Ave. Station Kings Ave. Station
Convention Center to Kings Ave. Station to
2.6 -0.8
Kings Ave. Station Convention Center
Kings Ave. Station to J Kings Ave. Station to
-1.3 -1.9
Turner Butler PRN Rosa Park Station
Subsidy per Passenger J Turner Butler PRN to Convention Center to
-7.6 -2.2
Avenues Mall Rosa Park Station
On-Time Performance
574

 Frequent service available during peak periods, and late-night service  New route.
available on weekdays and Saturdays.  Does not meet the standard for passenger per hour and mile, average
 Average daily weekday ridership has increased by 16 percent since FY load, farebox recovery ratio, subsidy per passenger, and cost per
2016. passenger mile metrics.
 Has transit priority infrastructure.  Low ridership for a frequent route.
 Performs above average in weekday on-time performance and exceeds  Route does not have enough stops to generate ridership.
the standard for weekday, Saturday, and Sunday on-time performance.  Misses transfer opportunities to other JTA routes.
 Interlined with First Coast Flyer Green.  Runs early between J Turner Butler PNR to Avenues Mall.
575
109 - FIRST COAST FLYER RED LINE (FIRST COAST FLYER)

A - Regency Square, B - Jax Beach, Downtown
Pablo Creek Regional Library, FSCJ Downtown Campus, FSCJ South
Campus, Adventure Landing, Regency Square Mall, Regency Square
Transit Hub, Rosa Parks Transit Station, Jacksonville Beach
Level of Service
10 / 15 30 30
Off-Peak:
15
Interlined 3, 82, 202 8, 14 8
Routes
Percent 13.4% 13.6% 17.2%
Recovery Time
576
109 - First Coast Flyer Red Line (First Coast Flyer)

Boardings per Trip
577

Eastbound 60 69 78
Westbound 54 63 71

Segment - Segment -
3rd St & 3rd Ave S to Rosa Park Station to
0.5 0.1
Average Load Beach Blvd & Penman Cesery & Expressway
Beach Blvd & Penman to Cesery & Expressway
1.1 1.3
FSCJ South Campus to Regency Square Hub
FSCJ South Campus to Regency Square Hub to
-1.3 -2.0
Beach & Southside Blvd Beach & Southside Blvd
Farebox Recovery Ratio Beach & Southside Blvd Beach & Southside Blvd
2.0 1.0
to Regency Square Hub to FSCJ South Campus
Regency Square Hub to FSCJ South Campus to
-1.9 -0.7
Cesery & Expressway Beach Blvd & Penman
Cesery & Expressway to Beach Blvd & Penman
Subsidy per Passenger -1.2 5.2
Rosa Park Station to 3rd St & 3rd Ave S
On-Time Performance
578

available on weekdays and Saturdays. 2015 (as Route 9).
 Has transit priority infrastructure.  New BRT route.
 Performs above average in passengers per revenue hour and per revenue  Does not meet the standard for passenger per hour and mile, farebox
mile, average load, farebox recovery ratio, subsidy per passenger, and recovery ratio, subsidy per passenger, cost per passenger mile, and
cost per passenger mile based on Route 9 FY 2018 data. weekday on-time performance metrics based on Route 9 FY 2018 data.
 Exceeds standard in average load, and Saturday and Sunday on-time  Provides duplicate service with Route 8.
performance based on Route 9 FY 2018 data.
579
200 - MANDARIN EXPRESS (EXPRESS ROUTES)

Mandarin Regional Library, South Mandarin Regional Library, FSCJ
Downtown Campus, Baptist Medical Center, The Landing, Rosa Parks
Transit Station, Marbon Park n Ride
Level of Service
Frequency Peak:
30
Off-Peak:
60
Span 7:00am - 8:26am;
4:30pm - 6:52pm
Interlined 4, 27
Routes
Percent 0.0%
Recovery Time
580
200 - Mandarin Express (Express Routes)

Boardings per Trip
581

Northbound 48 52 56
Southbound 47 54 55

Segment - Segment -
Rosa Park Station to Pearl Marbon Rd & SR13 to
-0.2 1.4
Average Load & Water San Jose & Sunbeam
San Jose & Sunbeam
Pearl & Water to San Jose
-1.4 to San Jose Blvd & 0.1
Blvd & University
University
San Jose Blvd & San Jose Blvd &
Farebox Recovery Ratio University to San Jose & 1.2 University to Rosa Park 1.1
Kori Station
San Jose & Kori to
-0.1
Marbon Rd & SR13
On-Time Performance
582

 Exceeds standard for passengers per revenue mile.  Average daily weekday ridership has decreased by 55 percent since FY
 Performs above average in passengers per revenue hour and per revenue 2015.
mile, average load, farebox recovery ratio, subsidy per passenger, and  Does not meet standard for passengers per revenue hour, average load,
cost per passenger mile. farebox recovery ratio, subsidy per passenger, cost per passenger mile,
and on-time performance.
 Limited service on weekdays, and no service on Saturdays or Sundays.
583
201 - CLAY REGIONAL EXPRESS (EXPRESS ROUTES)

Black Creek Park & Ride, Downtown
FSCJ Downtown Campus, Rosa Parks Transit Station, Black Creek
Park n Ride
Level of Service
Frequency Peak:
20 / 30
Off-Peak:
20 / 30
Span 5:22am - 7:52am;
4:40pm - 7:23pm
Interlined 15
Routes
Percent 4.9%
Recovery Time
584
201 - Clay Regional Express (Express Routes)

Boardings per Trip
585

Northbound 48 57 66
Southbound 58 68 80

Segment - Segment -
Rosa Park Station to Bay Black Creek Station to
Average Load -1.3 -1.3
St. & Clay St. Park Ave & Wells Rd
Bay St. & Clay St. to Park Park Ave & Wells Rd to
0.6 -1.2
Ave & Wells Rd Rosa Park Station
Park Ave & Wells Rd to
-5.2
Black Creek Station
On-Time Performance
586

 Meets the standard for on-time performance.  Average daily weekday ridership has decreased by 27 percent since FY
2015.
 Does not meet standards for passengers per revenue hour and mile,
average load, farebox recovery ratio, subsidy per passenger, and cost per
passenger mile.
 Proportionally serving less people of a transit supportive age compared to
the system.
 Runs early between Park Avenue & Wells Road to Black Creek Station.
 Limited service on weekdays and no service on Saturdays or Sundays.
587
202 - MAYPORT EXPRESS (EXPRESS ROUTES)

Mayport Naval Station, Regency Square
Mayport Naval Base Station, Mayport Park n Ride, Regency Square
Mall, Regency Square Transit Hub, Wonderwood Park n Ride
Level of Service
60 60
Off-Peak:
60
Span 4:50am - 8:23am; 6:25am - 8:03am;
2:18pm - 5:53pm 2:38pm - 5:13pm
Interlined Red, 3
Routes
Percent 12.4% 5.2%
Recovery Time
588
202 - Mayport Express (Express Routes)

Boardings per Trip
589

Eastbound 50 52 55
Westbound 38 38 38

Segment - Segment -
Mayport Carrier Basin to
Average Load 0.8 Monument & St Johns -1.0
Wonderwood & A1A
Bluff
Wonderwood & A1A to Monument & St Johns
Monument & St Johns 0.1 Bluff to Wonderwood & -0.1
Bluff A1A
Farebox Recovery Ratio Monument & St Johns Wonderwood & A1A to
Bluff to Regency Square -3.3 Mayport Carrier Basin -4.2
Hub
On-Time Performance
590

 Serves proportionally higher amounts of low-income households compared  Average daily weekday ridership has decreased by 34 percent since FY
to the system. 2015.
 Performs better than average in passengers per revenue mile and on-time  Does not meet standards for passengers per revenue hour and mile,
performance, exceeds standards for on-time performance as well. average load, farebox recovery ratio, subsidy per passenger, and cost per
passenger mile.
 Proportionally serving fewer disabled populations compared to the system.
 Runs early between Monument & St Johns Bluff to Regency Square Hub,
and Wonderwood & A1A to Mayport Carrier Basin.
 Limited service on weekdays and Saturdays, no service on Sundays.
591
205 - BEACHES EXPRESS (EXPRESS ROUTES)

Downtown, South Beach
FSCJ Downtown Campus, South Beach Regional Shopping Center,
Rosa Parks Transit Station, South Beach Parkway Plaza
Level of Service
Frequency Peak:
2 trips
Span 6:28am - 7:28am;

5:05pm - 6:03pm
Interlined 3
Routes
Percent 4.1%
Recovery Time
592
205 - Beaches Express (Express Routes)

Boardings per Trip
593

Eastbound 58 58 58
Westbound 60 60 60

Segment - Segment -
South Beach Regional to Rosa Park Station to
Average Load South Beach Parkway 0.2 Forsyth & Market -0.8
Plaza
South Beach Parkway Forsyth & Market to 3rd
Plaza to 3rd St & 3rd Ave -2.8 St & 1st Ave 3.1
S
Farebox Recovery Ratio 3rd St & 3rd Ave S to 3rd St & 1st Ave to
-2.6 1.9
Rosa Park Station South Beach Regional
On-Time Performance
594

 Performs better than average in passengers per revenue hour and per  Average daily weekday ridership has decreased by 43 percent since FY
revenue mile, average load, farebox recovery ratio, subsidy per passenger, 2015.
and cost per passenger mile.  Does not meet standards for passengers per revenue hour, average load,
 Meets standard for passengers per revenue mile. farebox recovery ratio, subsidy per passenger, and cost per passenger
mile.
 Proportionally serving less minority populations, people of a transit
supportive age and disabled populations compared to the system.
 Limited service on weekdays, no service on Saturdays and Sundays.
595
BLUE LINE (CLAY COMMUNITY TRANSPORTATION)

Green Cove Springs, Fleming Island, Orange Park

Clay County Courthouse, Green Cove Springs, Fleming Island, St.
Johns River State College, Orange Park Library, Orange Park Mall,
Orange Park Medical Center, NAS Jacksonville
Level of Service
Span 5:45am - 7:15pm
Frequency 12 trips per day
Economic and Operational Performance

Metric Value
Avg. Daily Ridership 60
Monthly Operating Costs $14,756.03
Farebox Recovery Ratio 7%
Economic Metrics Subsidy per Passenger $10.33
Cost per Passenger Mile $0.64
Passengers per Hour 3.2
Operational Metrics Passengers per Mile 0.2
Average Load 3.8
Source: MV Monthly Revenue Service Report (April 2019)
Ridership heatmap based on stops for which stop-level data is available
596
Blue Line (Clay Community Transportation)
RED LINE (CLAY COMMUNITY TRANSPORTATION)

Middleburg, Orange Park

Middleburg, St. Vincent’s Medical Center, Winn-Dixie, Orange Park
Library, Orange Park Mall, Orange Park Medical Center
Level of Service
Span 5:50am - 7:05pm

Metric Value
Avg. Daily Ridership 20
Monthly Operating Costs $10,250.87
Average Load 0.9
Source: MV Monthly Revenue Service Report (April 2019)
Ridership heatmap based on stops for which stop-level data is available
597
Red Line (Clay Community Transportation)
CONNEXION
Level of Service
Frequency By reservation (requires 2 hours’ notice)

Metric Value
Avg. Weekday Ridership 1,466
Annual Operating Costs $10,766,094
Economic Metrics
Subsidy per Passenger $26.25
Operational Metrics Average Load 0.1
On-Time Performance 85%
Sources: August 2018 Ridership and JTA Calendar Year 2018 Performance Metrics
Route Map
598
Connexion
GAMEDAY XPRESS
Level of Service Route Map
Measure
Span Operates during Jaguar’s games and special events at TIAA
Bank Field.
Frequency 2 hours before event; 1 hour following event.

Metric Value
Average Per Game 8,218
Ridership (12 games)
Annual Operating Costs $402,527
Average Load 27.4
Sources: JTA Gameday Xpress 2018 Season Income Statement,
JTA Fiscal Year 2018 Performance Metrics
599
Gameday Xpress
NASSAU EXPRESS SELECT

Span 6:10am - 8:15am;
4:20pm - 7:20pm

Metric Value
Avg. Weekday Ridership 3
Operating Costs $13,383.72
(Dec’ 18 only)
Passengers per Mile 0.01
Operational Metrics
Average Load 0.3
Source: JTA 2018 Alternative Service Analysis.
Reflects service for December 2018 only.
600
Nassau Express Select
READIRIDE
Span 6:00am - 7:00pm 6:00am - 7:00pm
Frequency By reservation (requires 2 hours’ notice)

Metric Value
Avg. Weekday Ridership 41
Operating Costs (Dec. ’18) $31,336.94
Average Load 1.0
Source: JTA 2018 Alternative Service Analysis,
December 2018 ReadiRide Invoice Summary.
*Reflects service for December 2018 only.
ReadiRide Ridership by Zone (December 2018)

ReadiRide Zone Average Daily Trips
Beaches 13
Highlands* 14
Northside 4
Ortega 0
Southeast 9
*Six ReadiRide trips were reported to have originated in both the Highlands and
Northside zones. These trips are associated with the Highlands zone for this report.
601
ReadiRide
READIRIDE (CONTINUED)
ReadiRide Demographics by Zone
Population Jobs
ReadiRide Zone Acres Population Jobs per Acre per Acre
Beaches 12,072.4 40,509 20,144 3.4 1.7
Highlands 23,004.2 22,402 31,694 1.0 1.4
Northside 2,938.8 12,518 15,363 4.3 5.2
Ortega 7,940.4 23,727 4,770 3.0 0.6
Southeast 32,414.3 18,032 22,928 0.6 0.7
Source: 2015 American Community Survey, 2015 Longitudinal Employer-Household Dynamics (LEHD)
602
ReadiRide
SKYWAY
Span 6:00am - 9:00pm Special events only Special events only
Frequency Peak: 4 min
Off-Peak: 8 min

Metric Value
Weekday Ridership 3,242
Annual Operating Costs $6,071,373.00
Average Load 5.5
Source: JTA 2018 Alternative Service Analysis
603
Skyway
ST. JOHNS RIVER FERRY

Span 6:00am – 7:00pm 7:00am – 8:30pm 7:00am – 8:30pm
Frequency 30 min 30 min 30 min

Metric Value
Weekday Ridership 1,205
Annual Operating Costs $2,704,262.00
Passengers per Mile 54.0
Operational Metrics
Average Load 24.2
Source: JTA 2018 Alternative Service Analysis
604
St. Johns River Ferry

Transit Development Plan Major Update | Transit Demand Estimation with TBEST
G TRANSIT DEMAND ESTIMATION WITH TBEST
G.1 Introduction
Transit demand estimation for the fixed route transit system was performed using the Transit Boardings
Estimation and Simulation Tool (TBEST) software, developed by FDOT. This program produces
estimates for ridership, revenue hours and miles, vehicle requirements, costs, and other service and
service area metrics.
G.2 Base Year Scenario

In order to produce future estimates for the proposed changes to JTA’s services, a base year network
was created to calibrate the model such that TBEST estimates were consistent with observed ridership.
This section outlines the process used to compare different base year scenarios and identify the scenario
to be used for validation.
G.2.1 List of Base Year Testing Scenarios

TBEST uses zonal data to estimate boardings based on the population, employment, and land use with
access to each stop. Parcel-level population and land use data for Florida was pre-loaded within TBEST.
Three base year 2015 testing scenarios, with differences in employment data, were tested and compared.
The three testing scenarios are:
 Scenario A: Base year 2015 with TBEST default block-level employment data.
 Scenario B: Base year 2015 with Northeast Regional Planning Model (NERPM) 2010 zonal
employment data.
 Scenario C: Base year 2015 with NERPM 2015 zonal employment data (interpolated from NERPM
2010 and 2040 zonal employment data).
G.2.2 Base Year Scenario Configuration

Network, Routes, and Fares
All three testing scenarios use the same network and routes. The JTA networks were imported using the
TBEST Network Import Tool. The JTA GTFS files reflect the August 1, 2018 service date. The range of
service dates within the calendar file were set to 2018-08-06 to 2018-12-02. In addition, the Skyway
routes 64, 65, and 66 were based on JTA GTFS files developed for a previously performed Skyway
study.
After import, route types were modified in TBEST as shown in Table 1 below. These categories are
especially important for calibrating the ridership estimates of new services in these route types. These
categories also play a role in ridership estimates for scenarios. In addition, the two BRT routes, the First
Coast Flyer Blue and the First Coast Flyer Green, have BRT characteristics configured as shown in
Figure G-1.
The fare levels set according to JTA are shown in Table G-1.
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Table G-1: Jacksonville Transit Authority Fare Levels
JTA Route Number TBEST Route Type Fare

Local Link Routes 1 to 53 Bus – Crosstown $ 1.50
Skyway Route 64 to 66 People Mover – Rapid $ 0.00
Shuttle Routes 80 to 83, 302 to 307 Bus – Radial $ 1.50
Express Routes 200 to 205 Bus - Express $ 2.00
First Coast Flyer Blue/Green Bus – BRT $ 1.50
St. Johns Ferry Other - Radial $ 6.00
Figure G-1: BRT Characteristics Configuration
Service Area Wages

For all three base year testing scenarios, mean annual income was set to $53,714 based on Duval
County statistics. The source for this statistic is from Average Wages and Salaries (CAINC30) from the
Bureau of Economic Analysis, for the year 2015. This is the TBEST-recommended source for this
measure. The annual growth rate was set to zero for the base year based on the TBEST User’s Guide.
Employment Data Source

The employment data sources were different for each of the three testing scenarios:
 Scenario A used the default block-level 2016 employment data based on the TBEST recommended
Florida 2018 Socioeconomic (SE) data set.
 Scenario B used the 2010 zonal employment data based on the Northeast Regional Planning Model
(NERPM).
 Scenario C used the 2015 zonal employment data based on NERPM. The 2015 zonal employment
data was not available to date and was interpolated based on 2010 and 2030 zonal employment data
from NERPM.
606
Socio-Economic Growth Rates

For all three base year testing scenarios, the socio-economic growth rates were set at 1.02 percent for
population, employment, households, household income, per-capita income, and median household
income. The socio-economic growth rates were averaged from the five-year average annual growth rates
from year 2015 to 2030 in the Duval County medium growth scenario as developed by the Bureau of
Economic and Business Research (BEBR) in 2012 and provided by TBEST. Data reflecting the growth
rates are shown in Table G-2.
Table G-2: Socio-Economic Growth Rates
Year 2015-2020 2020-2025 2025-2030 Average

Duval County
1.17% 1.00% 0.88% 1.02%
Medium Growth
Source: Bureau of Economic and Business Research (2012)
Interlined Routes
TBEST provides an opportunity for the user to define interlined patterns between two routes, such that a
customer does not need to alight and re-board to make a transfer. For all three testing scenarios the First
Coast Flyer Blue and the First Coast Flyer Green were set as interlined routes.
Service Cost and Layover

For all three testing scenarios, operating costs by route were set at $118.36 per vehicle revenue hour
based on 2018 estimates provided by JTA. In-service layover time was set at 10 percent of runtime.
However, operating costs were calculated outside of TBEST in a manner described in the Financial
Plan.
Observed Ridership
Observed ridership for JTA routes were used to calibrate the results of the model. Average weekday,
Saturday, and Sunday ridership for October 2017 through September 2018 were analyzed. The GTFS
files reflect the period from August 6, 2018 to December 2, 2018. However, because several data points
were missing during this time period and because the average daily ridership numbers were very similar
based on the two different time periods, the average daily ridership was based on the October 2017
through September 2018 period. The average daily ridership numbers are shown in Table G-3.
Table G-3: Observed Average Daily Ridership by Route
Route Observed Average Daily Ridership

Route Name
Number Weekday Saturday Sunday
1 North Main 2,612 1,410 867
3 Moncrief 2,696 1,247 822
4 Kings 1,186 512 321
5 Park/Blanding 2,423 1,320 753
8 Beach/Town Center 1,958 955 685
9 Arlington/Beach 1,567 1,134 564
10 Atlantic 1,509 1,117 724
11 A Philip Randolph 678 300 226
12 Myrtle/Lem Turner 867 414 270
607
Route Observed Average Daily Ridership

Route Name
13 Commonwealth/Lane 1,475 692 437
14 Edison 787 413 270
15 Post/Normandy 1,017 584 326
16 Riverside/Wilson 932 417 246
17 St. Augustine 1,118 541 334
18 Atlantic/Monument 1,034 543 357
19 Arlington 1,799 995 655
21 Boulevard/Gateway 320 197 146
22 Avenue B 552 394 274
23 Townsend/Southside 671 409 264
24 Mayport 217 163 88
25 San Jose 431 226 192
26 Oakleaf/Buckman 65 31 19
27 Philips/Avenues 423 176 105
28 Sunbeam/Southside 170 92 54
30 Cecil 142 71 --
31 Talleyrand 68 31 --
32 McDuff 99 46 --
33 Spring Park/Philips 140 79 --
50 University 1,451 665 419
51 Edgewood 769 334 177
53 Commonwealth/Cassat 1,221 572 453
80 NAS Shuttle 11 -- --
81 Dinsmore Shuttle 107 48 19
82 Amazon Shuttle 91 58 45
83 Pritchard Shuttle 18 1 1
102 First Coast Flyer Green Line 2,028 1,072 650
107 First Coast Flyer Blue Line 1,401 839 546
200 Mandarin Express 34 -- --
201 Clay Regional Express 36 -- --
202 Mayport Express 50 15 --
205 Beaches Express 17 -- --
302 Southeast Community Shuttle 71 16 --
303 Beaches Community Shuttle 33 9 --
305 Highlands Community Shuttle 114 34 --
307 Northside Community Shuttle 54 29 --
64/65/66 Skyway 3,306 -- --
500 St Johns River Ferry 1,215 1,752 1,185
608
G.2.3 Base Year Testing Scenario Results

For the three testing scenarios, the TBEST model boardings and total employment numbers were
compared. Table G-4 shows the comparison of the three scenarios and the observed data. The observed
ridership indicates 38,984 riders, 19,953 riders, and 12,494 riders for average weekday, Saturday, and
Sunday, respectively. Scenario B and Scenario C had similar base year model ridership and were closer
to observed ridership compared to scenario A. Scenario C had year 2015 zonal employment data.
Therefore, Scenario C was selected to develop the validation factors for each of the routes.
Table G-4: Three Scenario Results Comparison
Variable Scenario A Scenario B Scenario C Observed

Total Employment 350,758 305,476 308,639 --
Weekday Ridership 76,052 65,032 65,191 38,984
Saturday Ridership 24,397 23,149 23,259 19,953
Sunday Ridership 18,460 16,706 16,774 12,494
G.2.4 Base Year Scenario Selection

Scenario C, the base year 2015 with NERPM 2015 zonal employment data, was developed by
interpolating the 2010 and the 2040 data set developed as part of the Year 2040 Long Range
Transportation Plan (LRTP). This scenario was selected for base year validation. However, since then,
the NERPM 2015 zonal employment data became available for use in the Year 2045 LRTP. In an effort to
remain consistent with the LRTP and to use the latest information, the interpolated year 2015
socioeconomic data set was replaced with an interpolated year 2018 between the more recent 2015
socioeconomic data estimates and the 2030 NERPM estimates. The comparison in total population and
total employment within a quarter-mile buffer of the stops along routes between Scenario C and the
NERPM 2018 interpolated zonal data is shown in Table G-5. This is socioeconomic data TBEST uses to
estimate ridership in the model.
Table G-5: Base Year Total Population and Employment Data Comparison
Scenario C Base Year

Variable NERPM 2015 interpolated NERPM 2018 interpolated
from 2010 and 2030 from 2015 and 2030
Total
372,503 363,236
Population
Total
308,639 305,138
Employment
The validation factors obtained from the Scenario C base year model were used for future year forecasts.
G.3 Future Year Existing System Testing Scenario

This section describes testing of the future year scenario using the base year transit system. Estimates
from this modeling scenario represent a “no-build” alternative to the proposed changes to the fixed route
transit network.
G.3.1 Future Year Testing Scenario Configuration

The future testing scenario is based on the year 2030. Network, routes, and fares, socio-economic
growth, interlined routes, service cost and layover were configured the same as the base year. For
609
service area wage, an annual growth rate of 1.02% was used to grow the service area wage to year
2030.
The year 2030 employment data was developed through interpolation of the Year 2045 LRTP NERPM
datasets for the years 2015 and 2045.
G.3.2 Future Year Test Ridership

The validation factors from the base year model in Section G.2 were used for future year ridership
forecasts. Table G-6 shows the overall result comparison between the validated base year 2018 and the
future year 2030 for total population (quarter-mile from transit stop), total employment (quarter-mile from
transit stop), weekday, Saturday, and Sunday average daily ridership. Future year 2030 has higher
ridership than base year 2018 by 8.9 percent, 9.3 percent, and 11.2 percent for weekday, Saturday, and
Sunday, respectively. Table G-7 shows the TBEST model future year 2030 ridership forecasts by route.
Table G-6: Base Year 2018 and Future Year 2030 Model Results
Base Year 2018

Variable Future Year 2030 Relative Difference
(validated)
Total Population 363,236 410,317 +13.0%
Total Employment 305,138 342,878 +12.4%
Weekday Ridership 38,983 42,453 +8.9%
Saturday Ridership 19,953 21,801 +9.3%
Sunday Ridership 12,494 13,898 +11.2%
Table G-7: Future Year Test 2030 Average Daily Ridership Forecasts by Route
Route Average Daily Ridership Forecasts

Route Name
1 North Main 2,894 1,615 1,022
3 Moncrief 2,990 1,400 951
4 Kings 1,257 541 345
5 Park/Blanding 2,865 1,563 995
8 Beach/Town Center 2,124 1,110 807
9 Arlington/Beach 1,704 1,317 645
10 Atlantic 1,623 1,264 860
11 A Philip Randolph 850 353 291
14 Edison 883 462 338
15 Post/Normandy 1,196 682 409
16 Riverside/Wilson 1,033 476 288
17 St. Augustine 1,194 602 378
18 Atlantic/Monument 1,234 627 446
19 Arlington 1,918 1,222 697
610

Route Name
22 Avenue B 604 423 298
24 Mayport 219 169 91
25 San Jose 477 256 224
30 Cecil 157 75 --
32 McDuff 96 48 --
50 University 1,581 777 500
51 Edgewood 838 365 198
83 Pritchard Shuttle 19 1 1
102 First Coast Flyer Green Line 2,251 1,212 757
107 First Coast Flyer Blue Line 1,550 945 623
201 Clay Regional Express 34 -- --
205 Beaches Express 19 -- --
302 Southeast Community Shuttle 84 19 --
303 Beaches Community Shuttle 36 10 --
305 Highlands Community Shuttle 126 36 --
307 Northside Community Shuttle 59 30 --
64/65/66 Skyway 3,673 -- --
500 St Johns River Ferry 691 1,091 688
G.4 Future Year Recommended System Scenario

The final future year scenario models all recommended changes to be implemented between 2019 and
2029. The network represents JTA’s fixed route transit system in year 2030, mirroring the future year test
scenario with the same data, which was available for 2030.
G.4.1 Future Year Scenario Configuration

The TBEST scenario used for estimating ridership and service characteristics of the proposed 2029 JTA
fixed-route transit network was developed from the base year scenario and modeled similarly to the future
611
year test scenario. To build the future network, service characteristics of the routes were changed as
outlined below.
Network, Routes, and Fares

Proposed services are described in Chapter 7: System Framework: Long-Term System Concept and
Chapter 8: 10-Year Transit Plan. New routes added to the model were First Coast Flyer Orange
(Southwest BRT), Route 206, Express Select routes to Nassau (introduced December 2018), Baker,
Clay, and St. Johns Counties, and the Clay Community Transportation (CCT) Magenta route (introduced
August 2019). Eliminated routes removed from the model were Routes 18, 30, 83, 86, and 201. In
addition to these bus routes, the Skyway system was updated to reflect a complete modernization,
including three-minute headways with service to Brooklyn and road-level extensions throughout the
Jacksonville Downtown Investment Authority area. A proposed bridge for U2C Automated Vehicles
between The District and the Sports Complex was not included in the model. The proposed Southeast
Rail corridor was also added to the network, providing commuter rail service between Jacksonville and St.
Augustine in St. Johns County.
Route alignments were changed to reflect proposed changes, including short turn route patterns and
select trip extensions. All routes serving Rosa Parks Transit Station were realigned downtown to serve
the Jacksonville Regional Transportation Center (JRTC), which will begin serving JTA buses in 2020. Due
to this change, it was expected that ridership, revenue hour and miles, and cost outputs from TBEST
would vary from the base year. The new station is located on the edge of Downtown Jacksonville
approximately 1.2 miles from Rosa Parks Transit Center. Some routes accessing JRTC from the
Westside may show lower ridership capture because they no longer travel through downtown, while
routes accessing JRTC from the Southside and Arlington may capture more ridership by traveling through
downtown on the way to JRTC.
Stops were added along all road segments receiving new bus service, spaced approximately every 1,000
feet or at key intersections. Stops were removed from areas where fixed route service would be
discontinued. The CCT Red and Blue routes were converted from deviated-fixed routes to fixed routes,
requiring the addition of 218 regularly spaced local bus stops along their alignments, which include
Rampart Road and Ricker Road in Duval County. A total of 606 new stops were added to the fixed route
network. Areas with new local service requiring new stops included Jammes Road and Ricker Road
(Route 80), Leonid Road and Capper Road (Route 85), Arlington Road and Lone Star Road (Route 23),
Gate Parkway West (Route 25), Bartram Park Boulevard (Route 54), Florida Boulevard in Neptune Beach
(Route 24), and the eastern end of Beach Boulevard (Route 29).
Headways were adjusted at the trip level by adding or removing trips within each hour to achieve the
proposed frequency for each time period. Span of service was also controlled at the trip level, with the
hours of service for each route determined by the first and last trip on weekdays, Saturdays, or Sundays.
In-vehicle travel time and travel speed were adjusted in tandem to reflect changes in route length, where
possible. TBEST automatically updates running times by time of day according to the prior average travel
speed set for a route. In the case of new routes, or cases where significant changes in length or speed
were anticipated, new running times were estimated for each time of day using an approximation based
on automobile travel times.
BRT adjustment factors for the four First Coast Flyer routes were configured as originally set for the base
year scenario.
612
Fares for the future scenario were adjusted according to JTA’s proposed modifications as of July 2019,
which would take effect in Fiscal Year 2020. The new fare levels are shown in Table G-8.
Table G-8: Proposed Fare Modifications
JTA Route Number TBEST Route Type 2018 Fare Proposed 2020 Fare
Routes 1 to 54 Bus – Crosstown $ 1.50 $ 1.75
Skyway People Mover – Rapid $ 0.00 $ 0.00
Limited Connector Routes 80 to 85 Bus – Radial $ 1.50 $ 1.75
Express Routes 200 to 206 Bus – Express $ 2.00 $ 2.75
First Coast Flyer Bus – BRT $ 1.50 $ 1.75
St. Johns Ferry Other – Radial $ 6.00 $ 7.00
Express Select Routes 800 to 803 Bus – Express $ 3.00 No change
Source: www.jtafla.com/riding-jta/fares-passes/proposed-fare-modifications (Accessed 7/24/2019)
Employment and Socio-Economic Data

As in the future year test scenario, 2030 employment data was developed through interpolation of the
Year 2045 LRTP NERPM datasets for the years 2015 and 2045. Socio-economic growth factors were
configured the same as the base year, and an annual growth rate of 1.02% was also used to grow the
service area wage to year 2030.
Interlined Routes
Interlined routes were configured in the same manner as the previous scenarios, with First Coast Flyer
Blue and Green interlined through downtown. Other interlining could not be anticipated for the future
system and was not modeled for consistency with the base year scenario.
Service Cost and Layover

As in the base year scenario, service cost for fixed routes were estimated using a flat rate of $118.36 per
revenue hour. Rates for Skyway, St. Johns Ferry, Express Select, and CCT routes are outlined in Table
G-9 and cited in Chapter 9: Implementation Plan. Revenue hours estimated by TBEST were manually
adjusted to match existing conditions, as JTA’s use of interlining to minimize vehicle needs cannot readily
be defined in TBEST. Cost estimates for the TDP Financial Plan were based on these adjusted revenue
hours figures.
Table G-9: Service Cost by Type
Cost per Revenue Hour

Service Type
(2018 dollars)
Fixed Route $118.36
Skyway $452.58
Ferry $552.73
Express Select $43.26
Clay Community Transportation $36.08
Estimated layover time was changed from 10% of revenue hours in the base year to 13.7% of revenue
hours in the future year, to reflect average layover time of existing JTA fixed route services. Layover
estimates were not altered for St. Johns Ferry or Express Select Routes, and no layover was allocated for
Skyway or Southeast Rail service.
613
Ridership Validation
Validation factors were applied from the base year scenario at the route level for all routes still in service
in 2030. New routes use validation factors according to the average adjustment for routes with the same
vehicle type and classification. Table G-10 contains the validation factors applied to each route in the
future year scenario.
Table G-10: Applied Validation Factors
Route Number Route Name Weekday Factor Saturday Factor Sunday Factor
1 North Main 0.82 1.39 0.99
3 Moncrief 0.46 0.92 0.57
4 Kings 0.43 1.04 0.65
8 Beach/Town Center 0.59 0.69 0.7
10 Atlantic 0.87 0.71 1.11
11 A Philip Randolph 0.46 1.13 0.63
12 Myrtle/Lem Turner 0.38 0.82 0.49
13 Commonwealth/Lane 0.74 1.23 0.92
14 Edison 0.33 0.81 0.44
15 Post/Normandy 0.41 0.73 0.35
16 Riverside/Wilson 0.44 0.62 0.42
17 St. Augustine 0.93 1.17 0.9
19 Atlantic/Monument 0.43 0.43 0.26
20 Arlington 0.4 0.78 0.42
21 Boulevard/Gateway 0.24 0.58 0.36
22 Avenue B 0.32 0.72 0.53
23 Townsend/Southside 0.37 0.41 0.34
24 Mayport 1.39 1.14 0.95
25 San Jose 0.42 0.48 0.5
26 Oakleaf/Buckman 0.45 0.36 0.31
27 Philips/Avenues 0.64 0.65 0.5
28 Sunbeam/Southside 0.27 0.26 0.22
29 Beaches 1.34 0.93 1.73
31 Talleyrand 0.11 0.22 --
32 McDuff 0.12 0.2 --
33 Spring Park/Philips 0.21 0.31 --
50 University 0.51 0.6 0.44
51 Edgewood 0.38 0.57 0.33
53 Commonwealth/Cassat 0.46 0.57 0.59
54 Philips/Gran Bay 2.92 1.31 --
80 NAS Shuttle 0.24 -- --
81 Dinsmore Shuttle 1.74 1.52 1.25
82 Amazon Shuttle 37.67 11.71 12.76
85 Highlands/Busch Dr 1.09 0.45 --
102 FCF Green 1.98 4.39 2.92
105 FCF Orange 3.38 5.53 3.33
614
Route Number Route Name Weekday Factor Saturday Factor Sunday Factor
107 FCF Blue 1.5 3.33 2.59
109 FCF Red 3.38 5.53 3.33
200 Mandarin Express 0.12 -- --
202 Mayport Express 0.12 0.05 --
206 Airport Express 0.82 -- --
800 Nassau Express Select 0.21 -- --
801 St. John’s Express Select 0.21 -- --
802 Baker Express Select 0.21 -- --
803 Clay Express Select 0.09 -- --
901 CCT Red 0.65 -- --
902 CCT Blue 1.41 -- --
903 CCT Magenta 0.67 -- --
G.4.2 Future Year Scenario Results

Ridership estimates by route, with the applied validation factors, for the proposed 2030 fixed route system
are shown in Table G-11. Future year estimates for Skyway and Southeast Rail were not reported, since
the plans for these services are still under development. Due to the commuter service nature of the
Express Select routes (Routes 800 to 803), TBEST estimates underestimate expected ridership by
considering only the land use, population, and employment within walking distance of the stops. To
account for passengers who drive to the park-and-ride lots, the TBEST User Guide suggests that
agencies may use alternative methods to estimate such ridership.
Table G-11: Future Year 2030 Average Daily Ridership Estimates by Route

Route Name
1 North Main 5,663 3,240 3,309
3 Moncrief 4,396 2,182 1,986
4 Kings 1,336 463 288
8 Beach/St. John’s Square 677 404 394
10 Atlantic 2,467 974 1,275
11 A Philip Randolph 1,365 802 512
14 Edison 334 238 124
15 Post/Normandy 704 478 216
16 Riverside/Wilson 1,536 725 454
17 St. Augustine 1,765 859 543
19 Arlington 2,201 1,356 835
20 Blanding 522 516 253
22 Avenue B 548 353 268
615

Route Name
24 Mayport 746 403 258
25 San Jose 246 167 132
29 Beach 2,128 854 1,523
32 McDuff 61 30 --
50 University 918 381 264
51 Edgewood 1,310 504 272
54 Philips/Gran Bay 804 183 --
85 Highlands/Busch Dr 352 101 --
102 FCF Green 2,830 1,609 1,092
105 FCF Orange 2,383 1,256 593
107 FCF Blue 1,169 1,044 700
109 FCF Red 3,467 1,862 1,116
206 Airport Express 835 -- --
800 Nassau Express Select 131 -- --
801 St. John’s Express Select 4 -- --
802 Baker Express Select 36 -- --
803 Clay Express Select 7 -- --
901 CCT Red 535 -- --
902 CCT Blue 961 -- --
903 CCT Magenta 1 -- --
G.5 Limitations
TBEST is a stop-level land-use based ridership estimation model and thus is limited by the accuracy of
population and employment forecasts and the size of data geometries available. All modeling was based
on TAZ-level employment data and parcel-level population and land use data. Smaller geometries
provide more precise estimates in a given area but may increase the uncertainty of forecasts within each
geometry.
616
Ridership validation at the route level ensures that the model produces ridership estimates based on
existing conditions. However, estimation for new routes or routes with significant changes may have
limited accuracy due to differences from the base year in route length, available transfers, land uses
served, or levels of service. In these cases, the applicability of base year validation factors is reduced.
Running times, layover time, and revenue hours calculated by the model are limited by the software’s and
modeler’s abilities to estimate in-vehicle travel times for each route pattern by time of day. When the
alignment or length of a route changes, TBEST uses the original average speed to predict new running
times. For new routes or significant changes to existing routes, the modeler estimated running times for
each time period. Since layover time and revenue hours are estimated based on running times and
interlining, these outputs are directly limited by the accuracy of these in-vehicle travel time estimates and
lack of block scheduling in TBEST. For this reason, revenue hours from the base year scenario were
adjusted against existing revenue hours data. The same adjustment factors were used on model outputs
to estimate revenue hours for the future year scenario.
TBEST does not model non-revenue aspects of fixed-route operations. Therefore, future year estimates
for deadhead hours and deadhead miles were calculated based on the existing proportion of revenue to
non-revenue hours and miles for each route. The proportions of deadhead time and distance for new
routes were selected from existing routes with similar operational characteristics.
617

Transit Development Plan Major Update | ReadiRide Ridership Estimation
H READIRIDE RIDERSHIP ESTIMATION
H.1 Introduction
ReadiRide is JTA’s demand-response transit service for areas of Duval County with persons who have
limited access to fixed-route transit. The service began in December 2018 with five zonal service areas
and was expanded in July 2019 to include three additional zones. By 2030, JTA plans to implement
ReadiRide service in 17 total communities, including service in Clay County. This appendix describes the
methodology used to estimate ridership, revenue miles, and operating costs for each existing and
proposed ReadiRide zone between 2019 and 2029.
H.2 Methodology
The National Center for Transit Research (NCTR) developed a methodology for estimating ridership of
rural demand-response transit services in 2016. 1 Based on nationwide trends in demand-response
ridership, the model uses demographic data and service characteristics to calculate a single ridership
estimate. Following ridership estimation, existing average ReadiRide trip length and operating cost per
revenue mile were used to calculate annual revenue miles and annual operating costs.
H.2.1 Background
ReadiRide ridership estimation was performed using Model #1 from the NCTR report, which calculates
ridership based on seven characteristics of the demand-response service: service area population,
percentage of population over 65 years old, percentage of population without access to a vehicle,
percentage of population with access to a different demand-response service, whether the agency also
operates a fixed-route service, whether the agency operates strictly within a municipality, and the fare. In
addition, a set of constants accounts for regional differences in ridership behavior. The model’s final
equation was calibrated against National Transit Database data from 731 rural demand-response transit
agencies across the United States. This equation is described below:
Natural log of ridership =

0.83 × natural log of population
+ 7.99 × percentage of population aged 65 or older
+ 21.15 × percentage of population without access to a vehicle
- 0.65 if the agency also operates a fixed-route service
- 0.41 × percentage of population that has access to another demand-response service
+ 0.77 if the agency operates strictly within a municipality
- 0.24 × natural log of the fare
- 0.56 if agency operates in FTA region 3
- 0.81 if agency operates in FTA region 4
+ 0.50 if agency operates in FTA region 5
NCTR also considered the influence of disabled populations on ridership but did not find a statistically
significant effect, due to the availability of the demand-response services to the general public.
1Mattson, Jeremy. “Estimating Ridership of Rural Demand-Response Transit Services for the General Public.”
National Center for Transit Research, August 2016.
618
H.2.2 Estimation
Ridership Estimation
Ridership for each of the 17 ReadiRide zones was calculated independently using the Model #1 equation.
Estimates from the American Community Survey (ACS) provided the total, senior, and no-car population
in each zone. JTA also operates a fixed route service, and Florida is in FTA region 5, resulting in the
inclusion of those constants. The final input was the $2.00 ReadiRide fare.
NCTR’s model assumes 365 annual days of service and calculates average estimated annual ridership.
ReadiRide operates Monday through Saturday for a total 307 days per year. To calculate annual
ridership, the result from the Model #1 equation was scaled from seven days per week to six days per
week. Daily ridership was found according to the 307-day service year.
Revenue Miles Estimation

Calculations for annual revenue miles assumed that ridership and revenue miles directly correlate
according to the average distance of ReadiRide trips. Using December 2018 trip-level data collected by
JTA, the existing average trip distance, or revenue miles, per passenger trip for ReadiRide services was
found. Annual ridership for each zone was then multiplied by the average revenue miles per passenger to
calculate total annual revenue miles by zone.
Population estimates for Duval and Clay Counties from the Bureau of Economic and Business Research
(BEBR) were used to approximate future growth of population, and therefore ReadiRide demand. The
average rate of growth from 2015 to 2020 for each county was applied to the base year annual revenue
miles to calculate future year ReadiRide revenue miles.
Cost Estimation
ReadiRide is a contracted service for which JTA pays a fixed rate of $2.50 per revenue mile. Annual
operating costs for each ReadiRide zone was found by applying this rate to the estimated revenue miles
for each forecast year.
H.3 Data Sources

Population characteristics for Duval and Clay Counties were accessed from the US Census Bureau’s
American Community Survey five-year estimates for 2011-2015, table numbers B01001 (population by
age and total population) and B08014 (workers without access to a vehicle and total workers). Population
growth data for Duval and Clay Counties were sourced from the Bureau of Economic and Business
Research at the University of Florida for 2015-2020.
H.4 Limitations
The ridership estimation model developed by NCTR was designed and calibrated for rural demand-
response services. Jacksonville and many of the existing and proposed ReadiRide zones are likely
denser than the areas for which the model is intended. In addition, the model was formulated to estimate
ridership for the entire service area of a demand-response service, rather than a zone-by-zone
calculation. However, the desired output of zone-level estimates required a zone-by-zone approach, and
the consistency of the model’s estimates relative to existing data were found to be sufficient evidence that
the NCTR model could accurately forecast ridership for JTA’s ReadiRide service.
In estimating revenue miles, some correlation between the size, population, or density of each ReadiRide
zone and average trip distance was expected. Despite some evidence that these factors may influence
average trip distance, no meaningful trend was identified in the existing December 2018 data. The use of
a single average revenue miles per passenger trip across ReadiRide zones of varying size likely limits the
619
accuracy of the resulting estimates. Greater accuracy may be achievable with additional data, as one
month of data during initial implementation may misrepresent future travel behavior and use of the
service.
620

Transit Development Plan Major Update | Paratransit Ridership Estimation
I PARATRANSIT RIDERSHIP ESTIMATION APPENDIX
I.1 Methodology
Future paratransit ridership was estimated for the years 2019 through 2029 using a methodology
developed by the Center for Urban Transportation Research (CUTR) at the University of South Florida in
2013. CUTR’s forecasting tool was created specifically for Florida transit agencies to predict demand for
paratransit services. The model identifies the existing travel behaviors of transportation-disadvantaged
(TD) populations, calculating a daily per-capita paratransit trip rate, and applies the rate to future
population forecasts to predict demand. The population groups forming potential sources of ridership for
paratransit services are identified as follows:
 General TD populations: Disabled, elderly, and low-income residents lacking car ownership. These
populations may have access to fixed-route transit, school buses, or special services for people with
disabilities.
 Critical-need TD populations: Severely disabled residents and people without access to a vehicle
or transit services in Duval County.
Estimates of paratransit ridership are provided in Table I-1 through Table I-4 for Clay County and Table
I-5 through Table I-8 for Duval County. By 2030, 117,565 and 415,344 paratransit trips are forecast for
Clay County and Duval County, respectively. Projections of paratransit ridership were combined with an
estimate of revenue hours per passenger trip to estimate annual paratransit costs for the ten-year
financial plan (see Chapter 9: Implementation Plan and Appendix K. Financial and Implementation
Plan).
I.2 Data Sources

Projections are based on 2017 data, the most recent year for which required source data was consistently
available.
The existing travel patterns of transportation disadvantaged groups and the current shares of the
populations of Clay and Duval counties that are disabled, elderly, low-income, or any combination of the
three are calculated based on survey data from the US Census’ 2017 American Community Survey
(ACS) and the National Household Travel Survey (NHTS). 1 Severe disability rates are calculated using
data from the Census Bureau’s Survey of Income and Program Participation (SIPP). Population growth
calculations for Duval and Clay County are based on data from the Florida Bureau of Economic and
Business Research (BEBR).
To determine the percent of population with access to fixed route transit in each county, block group-level
population estimates from the 2017 ACS were compared to each county’s 2017 transit network. In Duval
County, any block group within a quarter-mile of a fixed route JTA transit stop was considered to have
access to fixed-route transit. In Clay County, any block group within a quarter-mile of a Clay Transit
deviated fixed-route was considered to have access to fixed-route transit.
Paratransit ridership is sourced from 2017 National Transit Database (NTD) unlinked passenger trips for
JTA (Duval County) and the Clay County Council on Aging (Clay County).
1 The ACS table used is B18130, Age by Disability Status by Poverty Status.
621
I.3 Limitations
The number of paratransit riders in 2017 in Duval and Clay counties are 10.9 percent and 14.1 percent,
respectively, of the number of annual trips estimated by the CUTR methodology. The project team
calibrated the future predictions of annual paratransit ridership—from 2018 to 2029—by multiplying the
CUTR forecast by these same percentages. Possible explanations for the discrepancy between actual
and predicted values include:
 The CUTR methodology produces the expected demand for a paratransit service, but such a service
in the greater Jacksonville region is not widespread enough or marketed well enough to produce that
high a demand.
 Other JTA and Clay County services are effective at serving transportation disadvantaged
populations such that less paratransit service is demanded than the model forecasts.
622
Table I-1. Clay County Paratransit Demand Estimation, Data Inputs.
Area Name: Clay County, Florida
Last Year of Census Data Used: 2017
Percent Transit Coverage: 40%
Number of Annual Service Days: 365
Note: the below data is pulled from ACS 2017 data on worksheet 6. Please change cells on that worksheet if more recent ACS data becomes available.
Total Pop with

County Population By Population Below Total Population with
Total Pop by Age Disability and Below
Age Poverty Level by Age a Disability by Age
Poverty Level by Age
< 5 Years of Age 11,622 804 0 0

5-17 38,183 5,714 4,403 1,633
18-34 40,443 6,089 2,436 106
35-64 86,536 8,232 12,354 2,048
Total Non Elderly 176,784 20,839 19,193 3,787
65-74 21,226 1,660 6,735 423
75 11,440 412 5,767 139
Total Elderly 32,666 2,072 12,502 562
Total 209,450 22,911 31,695 4,349
County Population Projections
2017 208,549 5-year growth Annual % Growth

2020 221,000 18,900 1.812523675%
2025 239,900
2030 257,400
2035 273,900
2040 288,000
623
Table I-2. Clay County Paratransit Demand Estimation, General Transportation Disadvantaged Population.
CALCULATION OF GENERAL TRANSPORTATION DISADVANTAGED POPULATION
Clay County, Florida Census Data from 2017
% of Total Total Pop with % Total Pop with

% of Total Population Total Population % of Total Pop
County Pop. By Total Pop Pop Below Disability and a Disability and
Pop Below Poverty with a Disability with a Disability
Age by Age Poverty Below Poverty Below Poverty
(136,400) Level by Age by Age by Age
Level by Age Level by Age Level by Age
< 5 Years of Age 11,622 5.5% 804 0.4% 0 0.0% 0 0.00%

5-17 38,183 18.2% 5,714 2.7% 4,403 2.1% 1,633 0.78%
18-34 40,443 19.3% 6,089 2.9% 2,436 1.2% 106 0.05%
35-64 86,536 41.3% 8,232 3.9% 12,354 5.9% 2,048 0.98%
Total Non Elderly 176,784 84.4% 20,839 9.9% 19,193 9.2% 3,787 1.81%
65-74 21,226 10.1% 1,660 0.8% 6,735 3.2% 423 0.20%
75 11,440 5.5% 412 0.2% 5,767 2.8% 139 0.07%
Total Elderly 32,666 15.6% 2,072 1.0% 12,502 6.0% 562 0.27%
Total 209,450 100% 22,911 10.9% 31,695 15.1% 4,349 2.08%
Double Counts Calculations

E - Estimate non-elderly/disabled/ low income From Base Data (I11) 3,787
B - Estimate non-elderly/ disabled/not low income Subtract I11 from G11 15,406
G - Estimate elderly/disabled/low income From Base Data (I14) 562
D- Estimate elderly/ disabled/not low income Subtract I14 from G14 11,940
F - Estimate elderly/non-disabled/low income Subtract I14 from E14 1,510
A - Estimate elderly/non-disabled/not low income Subtract sum of J17, J18 and J19 from C14 18,654
C - Estimate low income/not elderly/not disabled Subtract I11 from E11 17,052
Total - Non-Duplicated 68,911
General TD Population % of Total

Non-Duplicated General TD
68,911 32.9%
Population Estimate
624
Table I-3. Clay County Paratransit Demand Estimation, Critical Need Transportation Disadvantaged Population.
CALCULATION OF CRITICAL NEED TRANSPORTATION DISADVANTAGED POPULATION
Clay County, Florida Census Data from: 2017
% with a
Total Population % of Total Pop with % of Severe Total Severe
Total Population with Severe
County Pop. By Age with a Severe Severe Disability by Disability Below Disability Below
a Disability by Age Disability by
Disability by Age Age Poverty Level Poverty Level
Age
< 5 Years of Age 0 4.20% - -

5-17 4,403 4.20% 185 0.48%
18-34 2,436 6.30% 153 0.38%
35-64 12,354 13.84% 1,710 1.98%
Total Non Elderly 19,193 2,048 1.16% 28.60% 586
65-74 6,735 27.12% 1,827 8.61%
75 5,767 46.55% 2,685 23.47%
Total Elderly 12,502 4,511 13.81% 11.70% 528
Total 31,695 6,559 3.13% 1,114
Critical Need - Severely Disabled TD Population

Not Low Income Low Income Totals
Non-Elderly 1,462 586 2,048
Elderly 3,983 528 4,511
TOTAL 5,446 1,114 6,559
TRIP RATES USED
Low Income Non Disabled Trip Rate Low Income & Not Disabled = C + F CALCULATION OF DAILY TRIPS
Total 2.400 Assumes 18,562 FOR THE

Less 27.2% xx % without auto access CRITICAL NEED TD POPULATION
Transit 0.389 5,049
School Bus 0.063 60.1% xx % without transit access
Special Transit 0.049 3,036 Calculation of Daily Trips
1.899 Daily Trip Rates Total
Total Actual Critical TD Population Per Person Daily Trips
Severely Disabled Trip Rate Severely Disabled 6,559 0.049 321
Special Transit 0.049 Low Income ND 3,036 1.899 5,766
Totals 9,596 6,088
625
Table I-4. Clay County Paratransit Demand Estimation, Forecast of General and Critical Need Transportation Disadvantaged Populations.
FORECAST OF GENERAL AND CRITICAL NEED TRANSPORTATION DISADVANTAGED POPULATIONS
Clay County, Florida
General TD Population Forecast 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Overlapping Circle Component
E - Estimate non-elderly/disabled/ low income 3,787 3,856 3,926 3,997 4,069 4,143 4,218 4,294 4,372 4,451 4,532 4,614 4,698 4,783
B - Estimate non-elderly/ disabled/not low income 15,406 15,685 15,970 16,259 16,554 16,854 17,159 17,470 17,787 18,109 18,437 18,772 19,112 19,458
G - Estimate elderly/disabled/low income 562 572 583 593 604 615 626 637 649 661 673 685 697 710
D- Estimate elderly/ disabled/not low income 11,940 12,156 12,377 12,601 12,829 13,062 13,299 13,540 13,785 14,035 14,289 14,548 14,812 15,081
F - Estimate elderly/non-disabled/low income 1,510 1,537 1,565 1,594 1,622 1,652 1,682 1,712 1,743 1,775 1,807 1,840 1,873 1,907
A - Estimate elderly/non-disabled/not low income 18,654 18,992 19,336 19,687 20,044 20,407 20,777 21,153 21,537 21,927 22,325 22,729 23,141 23,561
C - Estimate low income/not elderly/not disabled 17,052 17,361 17,676 17,996 18,322 18,654 18,993 19,337 19,687 20,044 20,407 20,777 21,154 21,537
TOTAL GENERAL TD POPULATION 68,911 70,160 71,432 72,726 74,045 75,387 76,753 78,144 79,561 81,003 82,471 83,966 85,488 87,037
TOTAL POPULATION 209,450 213,246 217,111 221,047 225,053 229,132 233,285 237,514 241,819 246,202 250,664 255,208 259,833 264,543
Clay County, Florida
Critical Need TD Population Forecast 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Total Critical TD Population

Disabled 6,559 6,678 6,799 6,922 7,048 7,176 7,306 7,438 7,573 7,710 7,850 7,992 8,137 8,285
Low Income Not Disabled No Auto/Transit 3,036 3,091 3,147 3,205 3,263 3,322 3,382 3,443 3,506 3,569 3,634 3,700 3,767 3,835
Total Critical Need TD Population 9,596 9,770 9,947 10,127 10,310 10,497 10,688 10,881 11,079 11,279 11,484 11,692 11,904 12,120
Daily Trips - Critical Need TD Population

Severely Disabled 321 327 333 339 345 352 358 364 371 378 385 392 399 406
Low Income - Not Disabled - No Access 5,766 5,871 5,977 6,085 6,196 6,308 6,422 6,539 6,657 6,778 6,901 7,026 7,153 7,283
Total Daily Trips Critical Need TD Population 6,088 6,198 6,310 6,425 6,541 6,660 6,780 6,903 7,028 7,156 7,285 7,417 7,552 7,689
Annual Trips (CUTR methodology) 2,221,938 2,262,211 2,303,215 2,344,961 2,387,464 2,430,737 2,474,795 2,519,651 2,565,320 2,611,817 2,659,157 2,707,355 2,756,427 2,806,387
Assumes Annual Service Days = 365
Annual Population Growth (as a percent) 1.81%
626
Table I-5. Duval County Paratransit Demand Estimation, Data Input.
Area Name: Duval County, Florida
Last Year of Census Data Used: 2017
Percent Transit Coverage: 75%
Number of Annual Service Days: 365
Note: the below data is pulled from ACS 2017 data on worksheet 6. Please change cells on that worksheet if more recent ACS data becomes
available.
Total Pop with

County Population By Population Below Total Population with
Total Pop by Age Disability and Below
Age Poverty Level by Age a Disability by Age
Poverty Level by Age
< 5 Years of Age 62,412 15,897 77 0

5-17 145,540 32,711 9,988 3,418
18-34 223,410 33,758 15,079 3,664
35-64 354,237 40,761 52,532 15,108
Total Non Elderly 785,599 123,127 77,676 22,190
65-74 78,407 7,842 21,562 3,449
75+ 46,693 7,195 23,161 3,971
Total Elderly 125,100 15,037 44,723 7,420
Total 910,699 138,164 122,399 29,610
County Population Projections
2017 936,811 5-year growth Annual % Growth

2020 979,400 62,600 1.34%
2025 1,042,000
2030 1,091,400
2035 1,135,500
2040 1,176,700
627
Table I-6. Duval County Paratransit Demand Estimation, General Transportation Disadvantaged Population.
CALCULATION OF GENERAL TRANSPORTATION DISADVANTAGED POPULATION
Duval County, Florida Census Data from 2017
% of Total Total Pop with % Total Pop with

% of Total Population Total Population % of Total Pop
County Pop. By Total Pop Pop Below Disability and a Disability and
Pop Below Poverty with a Disability with a Disability
Age by Age Poverty Below Poverty Below Poverty
(136,400) Level by Age by Age by Age
Level by Age Level by Age Level by Age
< 5 Years of Age 62,412 6.9% 15,897 1.7% 77 0.1% 0 0.00%

5-17 145,540 16.0% 32,711 3.6% 9,988 1.1% 3,418 0.38%
18-34 223,410 24.5% 33,758 3.7% 15,079 1.7% 3,664 0.40%
35-64 354,237 38.9% 40,761 4.5% 52,532 5.8% 15,108 1.66%
Total Non Elderly 785,599 86.3% 123,127 13.5% 77,676 8.5% 22,190 2.44%
65-74 78,407 8.6% 7,842 0.9% 21,562 2.4% 3,449 0.38%
75+ 46,693 5.1% 7,195 0.8% 23,161 2.5% 3,971 0.44%
Total Elderly 125,100 13.7% 15,037 1.7% 44,723 4.9% 7,420 0.81%
Total 910,699 100% 138,164 15.2% 122,399 13.4% 29,610 3.25%
Double Counts Calculations

E - Estimate non-elderly/disabled/ low income From Base Data (I11) 22,190
B - Estimate non-elderly/ disabled/not low income Subtract I11 from G11 55,486
G - Estimate elderly/disabled/low income From Base Data (I14) 7,420
D- Estimate elderly/ disabled/not low income Subtract I14 from G14 37,303
F - Estimate elderly/non-disabled/low income Subtract I14 from E14 7,617
A - Estimate elderly/non-disabled/not low income Subtract sum of J17, J18 and J19 from C14 72,760
C - Estimate low income/not elderly/not disabled Subtract I11 from E11 100,937
Total - Non-Duplicated 303,713
General TD Population % of Total

Non-Duplicated General TD
303,713 33.3%
Population Estimate
628
Table I-7. Duval County Paratransit Demand Estimation, Critical Need Transportation Disadvantaged Population.
CALCULATION OF CRITICAL NEED TRANSPORTATION DISADVANTAGED POPULATION
Duval County, Florida Census Data from: 2017
% with a
Total Population % of Total Pop with % of Severe Total Severe
Total Population with Severe
County Pop. By Age with a Severe Severe Disability by Disability Below Disability Below
a Disability by Age Disability by
Disability by Age Age Poverty Level Poverty Level
Age
< 5 Years of Age 77 4.20% 3 0

5-17 9,988 4.20% 419 0.29%
18-34 15,079 6.30% 950 0.43%
35-64 52,532 13.84% 7,270 2.05%
Total Non Elderly 77,676 8,643 1.10% 28.60% 2,472
65-74 21,562 27.12% 5,848 7.46%
75+ 23,161 46.55% 10,781 23.09%
Total Elderly 44,723 16,629 13.29% 11.70% 1,946
Total 122,399 25,272 2.78% 4,418
Critical Need - Severely Disabled TD Population

Not Low Income Low Income Totals
Non-Elderly 6,171 2,472 8,643
Elderly 14,683 1,946 16,629
TOTAL 20,855 4,418 25,272
TRIP RATES USED
Low Income Non Disabled Trip Rate Low Income & Not Disabled = C + F CALCULATION OF DAILY TRIPS
Total 2.400 Assumes 108,554 FOR THE

Less 27.2% xx % without auto access CRITICAL NEED TD POPULATION
Transit 0.389 29,527
School Bus 0.063 25.4% xx % without transit access
Special Transit 0.049 7,500 Calculation of Daily Trips
1.899 Daily Trip Rates Total
Total Actual Critical TD Population Per Person Daily Trips
Severely Disabled Trip Rate Severely Disabled 25,272 0.049 1,238
Special Transit 0.049 Low Income ND 7,500 1.899 14,242
Totals 32,772 15,480
629
Table I-8. Duval County Paratransit Demand Estimation, Forecast of General and Critical Need Transportation Disadvantaged Populations.
FORECAST OF GENERAL AND CRITICAL NEED TRANSPORTATION DISADVANTAGED POPULATIONS
Duval County, Florida
General TD Population Forecast 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Overlapping Circle Component
E - Estimate non-elderly/disabled/ low income 22,190 22,487 22,787 23,092 23,400 23,713 24,030 24,351 24,676 25,006 25,340 25,679 26,022 26,370
B - Estimate non-elderly/ disabled/not low income 55,486 56,228 56,979 57,740 58,512 59,294 60,087 60,890 61,703 62,528 63,364 64,210 65,069 65,938
G - Estimate elderly/disabled/low income 7,420 7,519 7,620 7,721 7,825 7,929 8,035 8,143 8,251 8,362 8,473 8,587 8,701 8,818
D- Estimate elderly/ disabled/not low income 37,303 37,802 38,307 38,819 39,337 39,863 40,396 40,936 41,483 42,037 42,599 43,168 43,745 44,330
F - Estimate elderly/non-disabled/low income 7,617 7,719 7,822 7,926 8,032 8,140 8,249 8,359 8,471 8,584 8,698 8,815 8,932 9,052
A - Estimate elderly/non-disabled/not low income 72,760 73,732 74,718 75,716 76,728 77,754 78,793 79,846 80,913 81,994 83,090 84,201 85,326 86,466
C - Estimate low income/not elderly/not disabled 100,937 102,286 103,653 105,038 106,442 107,865 109,306 110,767 112,247 113,747 115,268 116,808 118,369 119,951
TOTAL GENERAL TD POPULATION 303,713 307,772 311,885 316,053 320,277 324,558 328,895 333,291 337,745 342,259 346,833 351,468 356,165 360,925
TOTAL POPULATION 910,699 922,870 935,204 947,702 960,368 973,203 986,209 999,389 1,012,745 1,026,280 1,039,996 1,053,895 1,067,980 1,082,253
Duval County, Florida
Critical Need TD Population Forecast 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Total Critical TD Population

Disabled 25,272 25,610 25,952 26,299 26,651 27,007 27,368 27,733 28,104 28,480 28,860 29,246 29,637 30,033
Low Income Not Disabled No Auto/Transit 7,500 7,600 7,702 7,805 7,909 8,015 8,122 8,230 8,340 8,452 8,565 8,679 8,795 8,913
Total Critical Need TD Population 32,772 33,210 33,654 34,104 34,559 35,021 35,489 35,964 36,444 36,931 37,425 37,925 38,432 38,945
Daily Trips - Critical Need TD Population

Severely Disabled 1,238 1,255 1,272 1,289 1,306 1,323 1,341 1,359 1,377 1,396 1,414 1,433 1,452 1,472
Low Income - Not Disabled - No Access 14,242 14,432 14,625 14,821 15,019 15,220 15,423 15,629 15,838 16,050 16,264 16,481 16,702 16,925
Total Daily Trips Critical Need TD Population 15,480 15,687 15,897 16,109 16,325 16,543 16,764 16,988 17,215 17,445 17,678 17,915 18,154 18,397
Annual Trips (CUTR methodology) 5,650,352 5,725,866 5,802,390 5,879,936 5,958,518 6,038,151 6,118,847 6,200,623 6,283,491 6,367,466 6,452,564 6,538,800 6,626,187 6,714,743
Assumes Annual Service Days = 365
Annual Population Growth (as a percent) 1.34%
630
Transit Development Plan Major Update | Route Recommendation Profiles
J. ROUTE RECOMMENDATION PROFILES
631
1 - NORTH MAIN (FREQUENT ROUTE)

FSCJ North, Jacksonville International Airport, Downtown
Level of Service
Weekday Weekday
Measure Peak Off-Peak Saturday Sunday
Frequency Trunk: 15 Trunk: 15 Trunk: 30 Trunk: 30
(min) Branches: Branches: Branches: 60 Branches: 60
30 30
Span 4:15 am - 1:00 am 4:30 am - 1:15 am 5:00 am - 10:45 pm
Projected Service Characteristics

Weekday Weekday
Average Round Trip Airport: Airport: Airport: 114 Airport: 115
Running Time (min) 119 114 FSCJ North: FSCJ North:
FSCJ FSCJ 110 110
North: 106 North: 108
Daily Running Time (hr) 109 60 50
Daily Recovery Time (hr) 23 9 8
Daily Revenue Time (hr) 132 69 57
Daily Revenue Miles 1,932 1,007 842
Deadhead Time (hr) 6 3 2
Deadhead Miles 152 87 53
Annual Ridership (2030) 1,444,065 168,480 191,922
Annual Operating Cost $3,983,000 $423,000 $394,000
(2018 dollars)
Length, One-way (mi) Short Turn: 14.7;
Full Route: 17.8
Sources: TBEST, HASTUS. See calculation and estimation methods in the
Transit Demand Estimation with TBEST Appendix.
632
1 - North Main (Frequent Route)
1 - NORTH MAIN (FREQUENT ROUTE)

Description of Change
 Service to the Jacksonville International Airport will be complimented by a new Express Route 206, making more limited stops and providing faster service
between the airport and downtown Jacksonville during peak hours.
633
1 - North Main (Frequent Route)
3 - MONCRIEF (FREQUENT ROUTE)

Dunn Avenue, Soutel Transit Hub, Downtown
Level of Service
Weekday Weekday
Frequency Short Short 30 30
(min) Turn: 15 Turn: 15
Full Route: Full Route:
30 30

Weekday Weekday
Average Round Trip Short Short 131 127
Running Time (min) Turn: 76 Turn: 75
143 142
Daily Revenue Miles 1,630 873 710
Annual Ridership (2030) 1,120,980 113,464 115,188
(2018 dollars)
Length, One-way (mi) Short Turn: 9.4; Full Route: 17.9
634
3 - Moncrief (Frequent Route)
3 - MONCRIEF (FREQUENT ROUTE)

 Service to Amtrak will be provided by Route 4 instead of Route 3, creating a more direct connection to downtown Jacksonville. The branch of Route 3 to
Amtrak is less productive than the full extent of Route 3.
 Route 3 will short turn at Soutel Transfer Hub with 15-minute frequency on weekdays, extending the number of stops on Route 3 that enjoy frequent service.
The remaining portion of Route 3 will continue to have 30-minute service.
635
3 - Moncrief (Frequent Route)
4 - KINGS (FREQUENT ROUTE)

Soutel Transit Hub, Edward Waters College, Downtown
Level of Service
Weekday Weekday
Frequency Short Short 60 60
30 60

Weekday Weekday
Average Round Trip Short Short 75 75
Running Time (min) Turn: 32 Turn: 30
76 75
Daily Revenue Miles 745 307 249
Annual Ridership (2030) 340,680 24,076 16,704
(2018 dollars)
636
4 - Kings (Frequent Route)
4 - KINGS (FREQUENT ROUTE)

 Connecting Route 4 to the Jacksonville Amtrak station will provide a more direct connection between Amtrak and downtown Jacksonville.
 Ending the service at the Soutel Transit Hub will shorten the route and provide more direct connections to transfer opportunities at Soutel Hub. Very few
passengers use the service along the loop in the northwest portion of the existing route.
 Transit service north of Edgewood Avenue near the eliminated segments will be provided via the new Northwest ReadiRide zone.
637
4 - Kings (Frequent Route)
8 - BEACH/ST. JOHN'S SQUARE (MAINLINE ROUTE)

St. John's Square, Downtown
Level of Service
Weekday Weekday
Frequency 30 30 30 30
(min)

Weekday Weekday
Average Round Trip 97 94 95 95
Running Time (min)
(2018 dollars)
Length, One-way (mi) 11.0
638
8 - Beach/St. John's Square (Mainline Route)
8 - BEACH/ST. JOHN'S SQUARE (MAINLINE ROUTE)

 JTA routes along and near Beach Boulevard will be reconfigured to provide better connections to First Coast Flyer Red, additional one-seat trips, and service
levels that match ridership needs.
 Route 8 will provide 30-minute service between downtown Jacksonville and shopping destinations at St. John’s Bluff Road, with other portions of the existing
Route 8 served by other routes. Proposed Route 8 service will be complimented by:
─ New all-day, hourly service by Route 29 along Beaches Boulevard from downtown Jacksonville to Jacksonville Beach.
─ New Route 28 service between FSCJ South Campus and UNF with improved frequency.
─ Frequent, fast First Coast Flyer Red service will continue to serve Beaches Boulevard and Route 23 will continue to serve St. John’s Town Center to
Beaches Boulevard.
639
8 - Beach/St. John's Square (Mainline Route)
10 - ATLANTIC (MAINLINE ROUTE)

Regency Square Mall, South Beach Parkway, Downtown
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
640
10 - Atlantic (Mainline Route)
10 - ATLANTIC (MAINLINE ROUTE)

 Route 10 will provide service to areas currently served by Route 18, which is proposed for elimination. This will provide a one-seat ride from downtown
Jacksonville to the beach along Atlantic Boulevard. This route will not deviate to Kona Avenue as Route 18 currently does; instead, Route 19 will be extended
to this area. This modification will also eliminate duplicative service with First Coast Flyer Red.
 Route 202 will provide service to the eliminated portions of Route 10 on Arlington Expressway Service Road and to downtown Jacksonville.
 The Route 10 short-turn at Plaza Street will be eliminated and all services will continue to J Turner Butler Boulevard.
641
10 - Atlantic (Mainline Route)
11 - A PHILIP RANDOLPH (MAINLINE ROUTE)

Downtown, Gateway Plaza via Phoenix Avenue
Level of Service
Weekday Weekday
(min)
Span 5:15 am - 11:30 pm 5:45 am - 11:30 pm 6:30 am - 10:30 pm

Weekday Weekday
Running Time (min)
(2018 dollars)
642
11 - A Philip Randolph (Mainline Route)
11 - A PHILIP RANDOLPH (MAINLINE ROUTE)

 Route 11 will be extended further west and north to create additional east-west service and connections to routes at Gateway Plaza, the new northern
terminus.
 Following the opening of the Ultimate Urban Circulator Automated Vehicle (U2C AV) connections to the Shipyards & Sports Complex area, Route 11 would
terminate where it connects to U2C AV services at A.P. Randolph Street & Bay Street.
643
11 - A Philip Randolph (Mainline Route)
12 - MYRTLE/LEM TURNER (MAINLINE ROUTE)

Downtown, Soutel Transit Hub
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
644
12 - Myrtle/Lem Turner (Mainline Route)
12 - MYRTLE/LEM TURNER (MAINLINE ROUTE)

 Route 12 will be extended to Soutel Transit Hub to provide better opportunities for transfers and transit-oriented development.
645
12 - Myrtle/Lem Turner (Mainline Route)
13 - COMMONWEALTH/LANE (MAINLINE ROUTE)

103rd Walmart, Downtown
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
646
13 - Commonwealth/Lane (Mainline Route)
13 - COMMONWEALTH/LANE (MAINLINE ROUTE)

 No changes proposed to the Route 13.
647
13 - Commonwealth/Lane (Mainline Route)
14 - EDISON (MAINLINE ROUTE)

Downtown, Roosevelt Square
Level of Service
Weekday Weekday
(min)
Span 5:00 am - 11:30 pm 5:30 am - 12:15 am 6:15 am - 10:30 pm

Weekday Weekday
Running Time (min)
(2018 dollars)
648
14 - Edison (Mainline Route)
14 - EDISON (MAINLINE ROUTE)

 Route 14 will be realigned to end at Roosevelt Square. This will reduce overlap with Route 15 services and provides additional connections to other JTA
services. Route 15 service will be increased to every 15 minutes so that service levels along the eliminated portion of Route 14 do not change.
649
14 - Edison (Mainline Route)
15 - POST/NORMANDY (MAINLINE ROUTE)

Downtown, Herlong Road, Cecil Airport, Amazon Fulfillment Center
Level of Service
Weekday Weekday
Frequency 15, 15, 30 30
(min) 4 Select 4 Select
Round Round
Trips to Trips to
Cecil Cecil

Weekday Weekday
Running Time (min)
(2018 dollars)
Length, One-way (mi) Main Route: 10.8; To Cecil: 21.6
650
15 - Post/Normandy (Mainline Route)
15 - POST/NORMANDY (MAINLINE ROUTE)

 Route 15 service will be increased to every 15 minutes.
 Select Route 15 trips will continue to Cecil Airport, FSCJ Cecil, and Amazon Distribution Center, providing a more direct connection to these job centers.
651
15 - Post/Normandy (Mainline Route)
16 - RIVERSIDE/WILSON (FREQUENT ROUTE)

103rd Street, Roosevelt Square, Downtown
Level of Service
Weekday Weekday
Frequency Short Short Short Turn: 30 Short Turn: 30
(min) Turn: 15 Turn: 15 Full Route: 60 Full Route: 60
30 30

Weekday Weekday
Average Round Trip Short Short Short Turn: Short Turn:
Running Time (min) Turn: 54 Turn: 54 50 54
Full Route: Full Route: Full Route: Full Route:
100 100 93 100
(2018 dollars)
652
16 - Riverside/Wilson (Frequent Route)
16 - RIVERSIDE/WILSON (FREQUENT ROUTE)

 More frequent service will be added to the portion of Route 16 between the Roosevelt Square shopping center and downtown Jacksonville. Service would not
be reduced on the existing segment west of U.S. Highway 17 and Roosevelt Boulevard.
653
16 - Riverside/Wilson (Frequent Route)
17 - ST. AUGUSTINE (FREQUENT ROUTE)

Level of Service
Weekday Weekday
30 30
Span 4:45 am - 12:00 am 5:45 am - 11:45 pm 5:00 am - 9:45 pm

Weekday Weekday
131 125 120 114
(2018 dollars)
654
17 - St. Augustine (Frequent Route)
17 - ST. AUGUSTINE (FREQUENT ROUTE)

 Route 17 will be realigned to serve discontinued segments of Route 50 on Old Kings Road South.
 A Route 17 short turn at the Publix at University Square will provide more frequent service along the northern portion of the route. Service along the southern
portion of Route 17 would not be reduced.
 Additional Route 200 trips making limited stops on San Jose Boulevard will provide faster service to downtown Jacksonville.
655
17 - St. Augustine (Frequent Route)
19 - ARLINGTON (MAINLINE ROUTE)

Downtown, Regency Square Mall
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
656
19 - Arlington (Mainline Route)
19 - ARLINGTON (MAINLINE ROUTE)

 Route 19 will now continue south to serve Kona Avenue along the segments eliminated from Route 18.
657
19 - Arlington (Mainline Route)
20 - PARK/BLANDING (CONNECTOR ROUTE)

Orange Park Mall, Downtown
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
658
20 - Park/Blanding (Connector Route)
20 - PARK/BLANDING (FREQUENT ROUTE)

 Route 20 will be a new route implemented after the First Coast Flyer Orange line opens.
 Route 20 will provide underlying hourly local service on Blanding Boulevard only, replacing local service lost due to the elimination of the Route 5.
659
20 - Park/Blanding (Connector Route)
21 - BOULEVARD/GATEWAY (CONNECTOR ROUTE)

Downtown, Gateway Plaza
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
Annual Operating Cost $521,000 $87,000 $97,000
(2018 dollars)
660
21 - Boulevard/Gateway (Connector Route)
21 - BOULEVARD/GATEWAY (CONNECTOR ROUTE)

 Route 21 will now provide more consistent underlying local service for the southern portion of First Coast Flyer Green, with Route 21’s alignment and hours of
service updated to match First Coast Flyer Green.
 Route 11 will be extended to cover the eliminated portions of Route 21 and provide new east-west service on 21st Street.
661
21 - Boulevard/Gateway (Connector Route)
22 - AVENUE B (CONNECTOR ROUTE)

Downtown, Soutel Transit Hub
Level of Service
Weekday Weekday
(min)
Span 4:45 am - 11:45 pm 5:45 am - 12:00 am 6:00 am - 11:00 pm

Weekday Weekday
Running Time (min)
(2018 dollars)
662
22 - Avenue B (Connector Route)
22 - AVENUE B (CONNECTOR ROUTE)

 Route 22 will connect to other transit services at Soutel Transit Hub, and the northern loop of this service will be eliminated.
 Transit service in the eliminated sections of Route 22 would be provided by the Northwest ReadiRide zone.
663
22 - Avenue B (Connector Route)
23 - TOWNSEND/SOUTHSIDE (CONNECTOR ROUTE)

Arlington/Merrill Road, Southside/Avenue Mall
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
664
23 - Townsend/Southside (Connector Route)
23 - TOWNSEND/SOUTHSIDE (CONNECTOR ROUTE)

 Route 23 will be realigned to serve neighborhoods with less access to transit along Arlington Road North.
 Route 202 will provide service along Arlington Expressway Service Road in the segments removed from Route 23.
665
23 - Townsend/Southside (Connector Route)
24 - MAYPORT (CONNECTOR ROUTE)

Jacksonville Beach, Mayport Village
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
666
24 - Mayport (Connector Route)
24 - MAYPORT (CONNECTOR ROUTE)

 Route 24 will be extended south to connect with First Coast Flyer Red, creating additional transit connections for the beach neighborhoods by complimenting
the underlying Beaches ReadiRide Zone. The new alignment will use Florida Avenue to connect to low-income housing.
667
24 - Mayport (Connector Route)
25 - SAN JOSE (CONNECTOR ROUTE)

Southpoint, St. John's Square
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
668
25 - San Jose (Connector Route)
25 - SAN JOSE (CONNECTOR ROUTE)

 Route 25 no longer operates between downtown Jacksonville and Southpoint and instead operates between Southpoint and St. John’s Square shopping plaza
to provide a crosstown connection between First Coast Flyers Blue and Red via the Southpoint area. The proposed Route 33 will provide connections into
downtown Jacksonville for the San Marco area.
669
25 - San Jose (Connector Route)
26 - OAKLEAF/BUCKMAN (CONNECTOR ROUTE)

Oakleaf, Avenues
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
670
26 - Oakleaf/Buckman (Connector Route)
26 - OAKLEAF/BUCKMAN (CONNECTOR ROUTE)

 Route 26 will continue to serve businesses at San Jose Boulevard and provide connections to JTA routes in this area. Once First Coast Flyer Orange is
implemented, Route 26 will provide connections between First Coast Flyers Blue and Orange.
671
26 - Oakleaf/Buckman (Connector Route)
27 - PHILIPS/AVENUES (CONNECTOR ROUTE)

Avenues Mall, Downtown
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
672
27 - Philips/Avenues (Connector Route)
27 - PHILIPS/AVENUES (CONNECTOR ROUTE)

 Route 27 hours of service will be increased to match the span of the First Coast Flyer Blue.
673
27 - Philips/Avenues (Connector Route)
28 - SUNBEAM/SOUTHSIDE (MAINLINE ROUTE)

Mandarin, St. John's Town Center, UNF, FSCJ South
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
674
28 - Sunbeam/Southside (Mainline Route)
28 - SUNBEAM/SOUTHSIDE (MAINLINE ROUTE)

 Route 28 will be extended north to serve as connection between FSCJ South campus and UNF along a discontinued Route 8 segment. This connection will
also provide a crosstown connection between First Coast Flyers Red and Blue.
 Route 28 realignments near Baymeadows Road will better serve the US Social Security Administration office and destinations along Baymeadows Road.
 Route 28’s frequency will be increased from every 60 minutes to every 30 minutes on weekdays. This will address the elimination of Route 50B service on
Baymeadow’s Boulevard and the elimination of Route 8 service between St. John’s Town Center and Florida State College at Jacksonville – South.
 Route 28’s span will be increased every day to provide the same level of service in neighborhoods south of Beach Boulevard where service from Route 8 was
eliminated.
675
28 - Sunbeam/Southside (Mainline Route)
29 - BEACH (CONNECTOR ROUTE)

Downtown, South Beach
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
676
29 - Beach (Connector Route)
29 - BEACH (CONNECTOR ROUTE)

 Route 29 is a new route that was previously Route 205 in the Express Routes series but was reclassified as a Connector Route due to the addition of local
stops along Beach Boulevard.
 Route 29 will be modified to provide underlying local service for First Coast Flyer Red. Route 29 will continue on Atlantic Boulevard and Art Museum Drive to
downtown Jacksonville, replacing some eliminated portions of Route 33. Route 29 will make local stops.
677
29 - Beach (Connector Route)
31 - TALLEYRAND (CONNECTOR ROUTE)

Downtown, Edward Waters College via Talleyrand Avenue
Level of Service
Weekday Weekday
Frequency 60 60 60 --
(min)
Span 6:30 am - 9:15 am; 6:30 am - 9:30 am; --
2:30 pm - 6:15 pm 2:30 pm - 6:30 pm

Weekday Weekday
Average Round Trip 84 84 84
Running Time (min)
Daily Running Time (hr) 17 14
Daily Recovery Time (hr) 1 1
Daily Revenue Time (hr) 19 14
Daily Revenue Miles 124 124
Deadhead Time (hr) 1 1
Deadhead Miles 8 10
Annual Ridership (2030) 34,680 5,616
Annual Operating Cost $557,000 $89,000
(2018 dollars)
678
31 - Talleyrand (Connector Route)
31 - TALLEYRAND (CONNECTOR ROUTE)

 Route 31 will be extended westward to create new east-west connections along 8th and 13th Streets.
 Span will be reduced to peak periods only to address low ridership on route.
 Following the opening of the Ultimate Urban Circulator Automated Vehicle (U2C AV) connections to the Shipyards & Sports Complex area, Route 31 would
terminate where it connects to U2C AV services at A.P. Randolph Street & Bay Street.
679
31 - Talleyrand (Connector Route)
32 - MCDUFF (CONNECTOR ROUTE)

Downtown, Paxon School
Level of Service
Weekday Weekday
(min)
Span 6:15 am - 8:15 pm 6:15 am - 8:15 pm --

Weekday Weekday
Running Time (min)
Deadhead Miles 7 8
(2018 dollars)
680
32 - McDuff (Connector Route)
32 - MCDUFF (CONNECTOR ROUTE)

 Route 32 will be realigned to better serve job centers and schools and provide more direct service to downtown Jacksonville.
681
32 - McDuff (Connector Route)
33 - SPRING PARK/PHILIPS (CONNECTOR ROUTE)

Downtown, Southpoint
Level of Service
Weekday Weekday
(min)
Span 5:45 am - 7:45 pm 6:45 am - 6:30 pm --

Weekday Weekday
Running Time (min)
Deadhead Miles 28 28
(2018 dollars)
682
33 - Spring Park/Philips (Connector Route)
33 - SPRING PARK/PHILIPS (CONNECTOR ROUTE)

 The Route 30 realignment will provide more direct service to downtown Jacksonville and provide connections to the First Coast Flyer Blue. Route 33 will also
be extended to serve job centers also served by Route 25.
 Eliminated portions of Route 33 on Art Museum Drive would be replaced by all-day, hourly service on Route 29.
683
33 - Spring Park/Philips (Connector Route)
50 - UNIVERSITY (FREQUENT ROUTE)

St. Augustine Road, University Club Estates
Level of Service
Weekday Weekday
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
684
50 - University (Frequent Route)
50 - UNIVERSITY (FREQUENT ROUTE)

 Route 50’s southern segments (currently served by Route 50B) will be eliminated.
 Eliminating Route 50B will allow for increased service on the rest of the route, and riders who currently take the 50B between San Jose and Deerwood will now
use Routes 17 or 28.
685
50 - University (Frequent Route)
51 - EDGEWOOD (FREQUENT ROUTE)

FSCJ Kent, Gateway Mall
Level of Service
Weekday Weekday
30 30

Weekday Weekday
101 101 101 100
(2018 dollars)
686
51 - Edgewood (Frequent Route)
51 - EDGEWOOD (FREQUENT ROUTE)

 Additional service would be provided between Amtrak and Gateway Center, creating a new crosstown connection to Amtrak services.
 Service would not be reduced on the southern portion of Route 51.
687
51 - Edgewood (Frequent Route)
53 - COMMONWEALTH/CASSAT (MAINLINE ROUTE)

103rd Street, Cecil Airport, Downtown
Level of Service
Weekday Weekday
Frequency Short Short Full Route: 60 Short Turn: 60
60 60

Weekday Weekday
201 196 184 183
(2018 dollars)
688
53 - Commonwealth/Cassat (Mainline Route)
53 - COMMONWEALTH/CASSAT (MAINLINE ROUTE)

 Route 53 service would be extended to Amazon Fulfillment Center, Cecil Airport, and FSCJ Cecil via the existing alignment of Route 30 every hour.
 East-west trips along 103rd Street will be improved through this modification.
689
53 - Commonwealth/Cassat (Mainline Route)
54 - PHILIPS/GRAN BAY (CONNECTOR ROUTE)

Avenues Mall, Flagler Center, Durbin Park
Level of Service
Weekday Weekday
(min) Select
Peak Hour
Trips to
Flagler
Center
Span 6:00 am - 6:00 pm 6:00 am - 6:00 pm --

Weekday Weekday
Running Time (min)
Daily Recovery Time (hr) 0.0 0.0
(2018 dollars)
690
54 - Philips/Gran Bay (Connector Route)
54 - PHILIPS/GRAN BAY (CONNECTOR ROUTE)

 Route 54 extension will provide connection between Durbin Park in St. Johns County and the First Coast Flyer Blue via Bartram Park Boulevard. Route 54 will
provide all-day service every hour.
 Peak hour trips will continue to deviate to Citicards Way, while hospital and Bartram Park will be served all day and on Saturdays.
 Route 54 was previously Route 84 in the Limited Connector series. The route has been reclassified to reflect its increased span of service and role in the JTA
network.
691
54 - Philips/Gran Bay (Connector Route)
80 - NAS SHUTTLE (LIMITED CONNECTOR ROUTE)

103rd Street, NAS Jacksonville
Level of Service
Weekday Weekday
Frequency 60 60 -- --
(min)
Span 5:15 am - 7:00 am; --
3:15 pm - 4:45 pm

Weekday Weekday
Average Round Trip 86
Running Time (min)
Daily Running Time (hr) 9
Daily Recovery Time (hr) 0.0
Daily Revenue Time (hr) 9
Daily Revenue Miles 180
Deadhead Time (hr) 9
Deadhead Miles 178
Annual Ridership (2030) 15,810
Annual Operating Cost $259,000
(2018 dollars)
692
80 - NAS Shuttle (Limited Connector Route)
80 - NAS SHUTTLE (LIMITED CONNECTOR ROUTE)

 Route 80 will operate at peak hours every 60 minutes between NAS Jacksonville and destinations along 103rd Street, while providing additional transit service
to nearby neighborhoods.
 The realigned service will have a more direct connection to First Coast Flyer Orange once implemented.
693
80 - NAS Shuttle (Limited Connector Route)
81 - DINSMORE SHUTTLE (LIMITED CONNECTOR ROUTE)

Dunn Avenue, Old Kings Road
Level of Service
Weekday Weekday
Frequency 4 trips 8 trips 7 trips 2 trips
(min)
Span 5:00 am - 7:30 pm 5:45 am - 6:45 pm 5:45 am - 6:00 am;
6:15 pm - 6:30 pm

Weekday Weekday
Running Time (min)
Daily Recovery Time (hr) 1
(2018 dollars)
694
81 - Dinsmore Shuttle (Limited Connector Route)
81 - DINSMORE SHUTTLE (LIMITED CONNECTOR ROUTE)

 No proposed changes to the Route 81.
695
81 - Dinsmore Shuttle (Limited Connector Route)
82 - AMAZON SHUTTLE (LIMITED CONNECTOR ROUTE)

Amazon, Armsdale, River City Marketplace
Level of Service
Weekday Weekday
Frequency 10 60 Peak: 10 Peak: 10
(min) Off-Peak: 60 Off-Peak: 60
Span 4:30 am - 7:30 am; 4:30 am - 7:30 am; 6:30 am - 7:30 am;
5:30 pm - 6:30 pm 11:00 am - 1:00 pm; 5:30 pm - 6:30 pm
5:30 pm - 6:30 pm

Weekday Weekday
Average Round Trip 15 34 Peak: 15 Peak: 15
Running Time (min) Off-Peak: 34 Off-Peak: 34
Daily Recovery Time (hr)
(2018 dollars)
Length, One-way (mi) Peak: 4.0; Off-Peak: 8.7
696
82 - Amazon Shuttle (Limited Connector Route)
82 - AMAZON SHUTTLE (LIMITED CONNECTOR ROUTE)

 No changes are proposed for service between First Coast Flyer Green and the Amazon Distribution facility during morning and evening shift change hours.
 At midday, Route 82 will extend to River City Marketplace to connect Amazon workers to lunch destinations and provide connections between First Coast
Flyer Green and River City Marketplace.
697
82 - Amazon Shuttle (Limited Connector Route)
85 - HIGHLANDS/BUSCH DR (LIMITED CONNECTOR ROUTE)

Zoo, FCCJ Culinary Institute
Level of Service
Weekday Weekday
(min)
Span 6:30 am - 10:45 am; 6:30 am - 10:45 am; --
1:30 pm - 6:30 pm 1:30 pm - 6:30 pm

Weekday Weekday
Running Time (min)
(2018 dollars)
698
85 - Highlands/Busch Dr (Limited Connector Route)
85 - HIGHLANDS/BUSCH DR (LIMITED CONNECTOR ROUTE)

 Route 85 will provide new service along Leonid Road to FSCJ North. The eliminated portion of Route 85 is served by the Highlands ReadiRide Zone and
extensions to Route 82.
699
85 - Highlands/Busch Dr (Limited Connector Route)

Armsdale Park & Ride, Downtown
Level of Service
Weekday Weekday
Frequency 10 / 15 15 / 30 30 30
(min)
Span 4:10 am – 1:00 am 5:10 am – 1:00 am 5:10 am - 11:00 pm

Weekday Weekday
Running Time (min)
(2018 dollars)
700

 No changes proposed for First Coast Flyer Green.
701
105 - FIRST COAST FLYER ORANGE LINE (FIRST COAST FLYER)

Orange Park Mall, Downtown
Level of Service
Weekday Weekday
Frequency 10 / 15 15 / 30 30 30
(min)

Weekday Weekday
Running Time (min)
(2018 dollars)
702
105 - First Coast Flyer Orange Line (First Coast Flyer)
105 - FIRST COAST FLYER ORANGE LINE (FIRST COAST FLYER)

 The Orange Line will be the newest route in the First Coast Flyer series, providing service from the Convention Center, south along Blanding Boulevard.
 Riders will be able to access Five Points, FSCJ Kent Campus, and the Orange Park Mall at First Coast Flyer-series level of service.
703
105 - First Coast Flyer Orange Line (First Coast Flyer)

Avenues Mall, Convention Center, Downtown
Level of Service
Weekday Weekday
Frequency 10 / 15 15 / 30 30 30
(min)

Weekday Weekday
Running Time (min)
Daily Revenue Miles 2,232 1,082 913
(2018 dollars)
704

 No changes to First Coast Flyer Blue alignment or span of service.
 First Coast Flyer Blue would receive additional stops at Phillips Highway and Shad Road and Phillips Highway and Atlantic Boulevard to connect with other
JTA transit services and activity generators.
705

Regency Square, Jax Beach, Downtown
Level of Service
Weekday Weekday
Frequency 10 / 15 15 30 30
(min)

Weekday Weekday
Running Time (min)
Daily Revenue Miles 2,907 1,409 1,189
(2018 dollars)
706

 No changes proposed to First Coast Flyer Red.
707
200 - MANDARIN EXPRESS (EXPRESS ROUTE)

Downtown, Julington Creek
Level of Service
Weekday Weekday
(min)
Span 6:00 am - 7:00 pm -- --

Weekday Weekday
Average Round Trip 114 114
Running Time (min)
Daily Recovery Time (hr) 0.0
Deadhead Miles 197
(2018 dollars)
708
200 - Mandarin Express (Express Route)
200 - MANDARIN EXPRESS (EXPRESS ROUTE)

 Span and frequency will be increased on Route 200 to provide additional, express service to downtown Jacksonville.
 Added limited stops along corridor to address relocation of Route 17 and Route 25 service.
 The route will operate in both directions.
709
200 - Mandarin Express (Express Route)
202 - MAYPORT EXPRESS (EXPRESS ROUTE)

Mayport Naval Station, Regency Square Mall, Downtown
Level of Service
Weekday Weekday
(min)
Span 4:45 am - 6:00 pm 6:30 am - 5:15 pm --

Weekday Weekday
Running Time (min)
(2018 dollars)
710
202 - Mayport Express (Express Route)
202 - MAYPORT EXPRESS (EXPRESS ROUTE)

 Route 202 will be extended to downtown Jacksonville. Service would make local stops along Arlington Expressway Service Road to provide underlying local
service for First Coast Flyer Red.
 Route 202 will operate all-day to address elimination of Route 18.
711
202 - Mayport Express (Express Route)
206 - AIRPORT EXPRESS (EXPRESS ROUTE)

Downtown, Jacksonville International Airport
Level of Service
Weekday Weekday
(min)
Span 6:00 am - 9:30 am; -- --
3:00 pm - 7:30 pm

Weekday Weekday
Running Time (min)
Deadhead Miles 75
(2018 dollars)
712
206 - Airport Express (Express Route)
206 - AIRPORT EXPRESS (EXPRESS ROUTE)

 New Route 206 Express route will provide faster connections between the airport and downtown Jacksonville. Route 206 will make stops along Airport
Boulevard and at River City Marketplace, Monaco Drive, Gateway Transit Center, and at the forthcoming Jacksonville Regional Transportation Center.
713
206 - Airport Express (Express Route)
800 - NASSAU EXPRESS SELECT (EXPRESS SELECT ROUTE)

Armsdale Road, Downtown
Level of Service
Weekday Weekday
Frequency 5 trips -- -- --
(min)
Span 6:10 am - 8:15 am; -- --
4:20 pm - 7:20 pm

Weekday Weekday
Running Time (min)
Deadhead Time (hr) NA
Deadhead Miles NA
(2018 dollars)
714
800 - Nassau Express Select (Express Select Route)
800 - NASSAU EXPRESS SELECT (EXPRESS SELECT ROUTE)

 No changes proposed to Route 800.
715
800 - Nassau Express Select (Express Select Route)
801 - ST. JOHN'S EXPRESS SELECT (EXPRESS SELECT ROUTE)

St. John's County Government Complex, Durbin Park, Downtown
Level of Service
Weekday Weekday
(min)
Span 6:10 am - 8:15 am; -- --
4:20 pm - 7:20 pm

Weekday Weekday
Running Time (min)
Deadhead Miles NA
(2018 dollars)
716
801 - St. John's Express Select (Express Select Route)
801 - ST. JOHN'S EXPRESS SELECT (EXPRESS SELECT ROUTE)

 New route providing express commuter transit options to and from St. John’s County and downtown Jacksonville.
717
801 - St. John's Express Select (Express Select Route)
802 - BAKER EXPRESS SELECT (EXPRESS SELECT ROUTE)

Macclenny, Baldwin, FSCJ Kent, Downtown
Level of Service
Weekday Weekday
(min)
Span 6:10 am - 8:15 am; -- --
4:20 pm - 7:20 pm

Weekday Weekday
Running Time (min)
Deadhead Miles NA
(2018 dollars)
718
802 - Baker Express Select (Express Select Route)
802 - BAKER EXPRESS SELECT (EXPRESS SELECT ROUTE)

 New route providing express commuter transit options to and from Baker County and downtown Jacksonville.
719
802 - Baker Express Select (Express Select Route)
803 - CLAY EXPRESS SELECT (EXPRESS SELECT ROUTE)

Black Creek Park & Ride, Orange Park, Downtown
Level of Service
Weekday Weekday
(min)
Span 6:10 am - 8:15 am; -- --
4:20 pm - 7:20 pm

Weekday Weekday
Running Time (min)
Deadhead Miles NA
(2018 dollars)
720
803 - Clay Express Select (Express Select Route)
803 - CLAY EXPRESS SELECT (EXPRESS SELECT ROUTE)

 The Clay Express Select will be a new route replacing the eliminated Express Route 201 and providing additional trips.
721
803 - Clay Express Select (Express Select Route)
CCT RED (CLAY COMMUNITY TRANSPORTATION ROUTE)

St. Vincent's Medical Center (Clay County), 103rd Street
Level of Service
Weekday Weekday
(min)
Span 5:45 am - 7:00 pm -- --

Weekday Weekday
Running Time (min)
Deadhead Miles NA
(2018 dollars)
722
CCT Red (Clay Community Transportation Route)
CCT RED (CLAY COMMUNITY TRANSPORTATION ROUTE)

 CCT Red will be extended to 103rd Street to serve destinations and job centers in Duval County and provide additional connections to JTA services.
 Service will be eliminated south of St. Vincent’s Medical Center and replaced with a ReadiRide Middleburg Zone.
 CCT Red will be realigned in the Orange Park area to reduce overlap with CCT Blue and JTA Route 201 services while providing new service along Debarry
Avenue.
 Service will operate on a consistent, hourly schedule, with buses making fixed stops only.
 Additional stops will be added along Wells Road north of Orange Park Mall, along Blanding Boulevard, and along proposed segments.
723
CCT Red (Clay Community Transportation Route)
CCT BLUE (CLAY COMMUNITY TRANSPORTATION ROUTE)

Pier Station, Green Cove Springs, Orange Park, NAS Jacksonville
Level of Service
Weekday Weekday
(min)
Span 5:45 am - 7:00 pm -- --

Weekday Weekday
Running Time (min)
Deadhead Miles NA
(2018 dollars)
Length, One-way (mi) 32
724
CCT Blue (Clay Community Transportation Route)
CCT BLUE (CLAY COMMUNITY TRANSPORTATION ROUTE)

 CCT Blue will operate on a consistent alignment and hourly schedule throughout the day, with buses making fixed stops only. Additional stops will be added
along Wells Road and other portions of the alignment as appropriate.
 Service will be eliminated along Kingsley Avenue and Park Avenue and will be replaced by the Fleming Island ReadiRide Zone and portions of CCT Red.
725
CCT Blue (Clay Community Transportation Route)
CCT MAGENTA (CLAY COMMUNITY TRANSPORTATION ROUTE)

Keystone Heights, Gainesville
Level of Service
Weekday Weekday
Frequency 4 trips 2 trips -- --
(min)
Span 6:15 am - 7:00 pm -- --

Weekday Weekday
Running Time (min)
Deadhead Miles NA
Annual Ridership (2030) 255
(2018 dollars)
Length, One-way (mi) 33
726
CCT Magenta (Clay Community Transportation Route)
CCT MAGENTA (CLAY COMMUNITY TRANSPORTATION ROUTE)

 CCT Magenta will be a new route making weekday trips between Keystone Heights in Clay County and Gainesville, FL.
727
CCT Magenta (Clay Community Transportation Route)
SOUTHEAST ZONE (READIRIDE)

Frequency By reservation By reservation --
Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

Annual Ridership (2030) 3,200 300
(2018 dollars)
 No changes proposed for the Southeast ReadiRide zone.
728
Southeast Zone (ReadiRide)
BEACHES ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed for the Beaches ReadiRide zone.
729
Beaches Zone (ReadiRide)
HIGHLANDS ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed for the Highlands ReadiRide zone.
730
Highlands Zone (ReadiRide)
NORTHSIDE ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed for the Northside ReadiRide zone.
731
Northside Zone (ReadiRide)
ORTEGA ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed for the Ortega ReadiRide zone.
732
Ortega Zone (ReadiRide)
NORTHWEST ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 This is a new ReadiRide zone between the Westside Industrial Park and
Lem Turner Road north and west of Soutel Drive.
 Proposed ReadiRide zone would provide coverage to areas with fixed
route service proposed for elimination and provide connections to First
Coast Flyer Green and JTA’s Soutel Transit Hub.
733
Northwest Zone (ReadiRide)
EASTSIDE - SOUTH ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone bounded by Beach Boulevard to the north, Kernan
Boulevard to the west, and J Turner Butler Boulevard to the south,
extending east to the intracoastal waterway.
 Proposed ReadiRide zone would provide coverage to areas with little fixed-
route service and connectivity to First Coast Flyer Red.
734
Eastside - South Zone (ReadiRide)
ARGYLE FOREST ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone generally bounded by Old Middleburg Road to the
west, Collins Road to the north, the Roosevelt Boulevard/Park Avenue
interchange to the east, and the Clay County border to the south.
 Proposed ReadiRide zone would provide coverage to areas with little
existing fixed route service and provide connections to First Coast Flyer
Orange when open.
735
Argyle Forest Zone (ReadiRide)
SANDALWOOD ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone generally bounded by Atlantic Boulevard to the north,
I-295 and Huffman Boulevard to the west, Kernan Boulevard to the east,
and Beaches Boulevard to the south.
Red.
736
Sandalwood Zone (ReadiRide)
GOLDEN GLADES - THE WOODS ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone bounded by Atlantic Boulevard to the north, Beaches
Boulevard to the South, Kernan Boulevard to the west, and San Pablo
Road to the east, with service in the residential neighborhoods of Atlantic
Highlands and Holiday Harbors as well.
Red.
737
Golden Glades - The Woods Zone (ReadiRide)
JACKSONVILLE HEIGHTS ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone generally bounded by I-295 to the east, the Ortega
River to the west, Gregory Drive to the north, and Morse Avenue to the
south.
existing fixed route service.
738
Jacksonville Heights Zone (ReadiRide)
ARLINGTON ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed to the Arlington ReadiRide zone.
739
Arlington Zone (ReadiRide)
MANDARIN ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed to the Mandarin ReadiRide zone.
740
Mandarin Zone (ReadiRide)
SOUTHSIDE ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 No changes proposed to the Southside ReadiRide zone.
741
Southside Zone (ReadiRide)
MIDDLEBURG ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone covering the Middleburg and Asbury Lake
communities.
 Proposed ReadiRide zone would provide coverage to areas that previously
had CCT Red service and new areas without existing transit service.
742
Middleburg Zone (ReadiRide)
FLEMING ISLAND ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone covering portions of the Orange Park and Fleming
Island communities.
 Proposed ReadiRide zone would provide coverage to areas that previously
had CCT Red and Blue service and new areas without existing transit
service.
743
Fleming Island Zone (ReadiRide)
OAKLEAF PLANTATION ZONE (READIRIDE)

Span 6:00 am - 7:00 pm 6:00 am - 7:00 pm --

(2018 dollars)
 New ReadiRide zone covering portions of the Oakleaf Plantation
community and commercial development along Challenger Drive.
 Proposed ReadiRide zone would provide coverage to areas that did not
have existing transit service and would provide a connection to the CCT
Red route on Blanding Boulevard.
744
Oakleaf Plantation Zone (ReadiRide)
Transit Development Plan Major Update | TDP Financial Planning Tool
K TDP FINANCIAL PLANNING TOOL
The TDP Financial Planning Tool is an Excel spreadsheet submitted separately to JTA.
745
JTA 2019 TDP Financial Planning Tool
About
Based on FDOT TDP Financial Planning Tool and JTA 2018 completed financial plan.
How It Works
- Years are JTA Fiscal Years (October-September).
- Cells outside the Print Area, hidden rows, other tabs listed as internal, and cell comments will be removed
prior to final transmission to JTA. These cells are for lookups and crosschecks primarily. Assumptions and
data sources will also be documented in the final report.
- Some service plan recommendations are implemented as net changes to a route (e.g., a short-run for
Route 17 as one recommendation on top of a Route 17 realignment recommendation) rather than as
replacement routes (e.g., a new Route 17 with both a realignment and a short turn). These net changes are
described with "Short Turn" or realignment in their name. This preserves flexibility to accommodate client
requests.
- Some service plan recommendations are not implemented but have a placeholder in the spreadsheet.
These include a Route 15 frequency increase- in the current phasing plan, the frequency increase is
implemented alongside the extension of select trips to Cecil Airport. This preserves flexibility to
accommodate client requests.
- Because ReadiRide and Paratransit services are expected to see growing passenger use over time and
costs are reflective of demand, the operating cost formulas in "Operating Cost Element" are customized to
reflect anticipated passenger growth alongside operating cost growth. For ADA service, a line-item for net
growth in ridership is used. For ReadiRide service, operating cost formulas are revised to reflect both cost
inflation and population growth to ensure that cost increases are only applicable to zones in operation in a
given year.
- Contact Wylie Timmerman for any additional details on tabs from Assumptions to Operating Cost Element.
- Contact Andrew Zalewski for capital costs and revenues and operating revenues.
Help/Questions
You may direct questions to:
Jessica Alvarez
Project Manager
Foursquare Integrated Transportation Planning
jalvarez@foursquareitp.com
746
Transit Development Plan Major Update | Assumptions
Table E-1
Capital and Operating Assumptions
Cost For
Assumption Notes/Source
2018
Fixed-Route Operating Cost per Revenue Hour $118.36 FY18 actual expenditures and revenue hours
Paratransit Operating Cost per Revenue Hour (Duval) $35.50 2019 Contract Cost
Paratransit Operating Cost per Revenue Hour (Clay) $35.03 2019 Contract Cost
Skyway Operating Cost per Revenue Hour $441.59 FY18 actual expenditures and revenue hours
ReadiRide Operating Cost per Revenue Mile $2.50 2019 Contract Cost
Express Select Operating Cost per Revenue Hour $42.00 2019 Contract Cost
Ferry Operating Cost per Revenue Hour $581.64 FY18 actual expenditures and revenue hours
Clay Community Transportation Cost per Revenue Hour $36.09 2019 Contract Cost
Gameday Xpress Cost per Revenue Hour $215.55 FY18 actual expenditures and revenue hours
Duval County Population Growth 0.92% Average annual growth rate for 2015-2020, Florida BEBR
Clay County Population Growth 2.38% Average annual growth rate for 2015-2020, Florida BEBR
Operating Costs Inflation Rate 3.00% 20-year cashflow analysis
BiAnnual Fare Increase Assumption 5.00%
Revenue per Passenger $1.32 Fare revenue divided by 2019 ridership
Capital Cost Inflation Rate 3.00% FDOT Construction Cost Index
Enter Current Year 2018

Enter TDP Base Year 2019
747
Transit Development Plan Major Update | Project & Service Plan
Headway (minutes) Revenue Hours Revenue Miles Annual Days of Service

Annual
Annual Annual
Service Type/Mode Description Operating
Weekday Hours Miles
Saturday Sunday Weekday Saturday Sunday Weekday Saturday Sunday Weekday Saturday Sunday Cost
(Peak)
2018$
Maintain Existing Fixed Route
Route #1 Maintain Existing Fixed Route Service (w/ Rosa Parks) 15 - 30 30 - 60 30 - 60 120 62 52 1,752 913 767 255 52 58 36,751 538,728 $4,349,838
Route #4 Maintain Existing Fixed Route Service (w/ Rosa Parks) 15 - 30 60 60 53 27 22 686 338 276 255 52 58 16,297 208,404 $1,928,913
Route #8 Maintain Existing Fixed Route Service (w/ Rosa Parks) 15 - 30 30 - 60 30 - 60 139 77 67 1,946 1,050 899 255 52 58 43,297 603,051 $5,124,625
Route #10 Maintain Existing Fixed Route Service (w/ Rosa Parks) 30 - 60 30 - 60 60 73 72 39 1,187 1,161 608 255 52 58 24,481 398,407 $2,897,551
Route #11 Maintain Existing Fixed Route Service (w/ Rosa Parks) 30 60 60 27 15 16 272 156 141 255 52 58 8,605 85,586 $1,018,480
Route #21 Maintain Existing Fixed Route Service (w/ Rosa Parks) 60 60 60 16 13 13 152 143 126 255 52 58 5,441 53,599 $643,947
Route #24 Maintain Existing Fixed Route Service (w/ Rosa Parks) 60 60 60 13 17 11 220 205 161 255 52 58 4,802 75,960 $568,377
Route #30 Maintain Existing Fixed Route Service (w/ Rosa Parks) 60 60 -- 14 12 0 262 208 0 255 52 58 4,164 77,651 $492,871
Route #53 Maintain Existing Fixed Route Service (w/ Rosa Parks) 30 60 60 71 33 32 1,021 519 487 255 52 58 21,764 315,514 $2,575,948
Route #80 Maintain Existing Fixed Route Service (w/ Rosa Parks) 3 trips -- -- 2 0 0 51 0 0 255 52 58 625 13,056 $73,945
Route #81 Maintain Existing Fixed Route Service (w/ Rosa Parks) 4 trips 7 trips 2 trips 4 4 1 101 84 17 255 52 58 1,199 31,015 $141,864
Route #83 Maintain Existing Fixed Route Service (w/ Rosa Parks) 4 trips 4 trips 4 trips 4 4 4 72 72 72 255 52 58 1,399 26,207 $165,605
Route #86 Maintain Existing Fixed Route Service (w/ Rosa Parks) -- 6 trips -- 4 5 0 45 45 0 255 52 58 1,298 13,846 $153,622
Route #200 Maintain Existing Fixed Route Service (w/ Rosa Parks) 30 - 40 -- -- 4 0 0 79 0 0 255 52 58 1,105 20,094 $130,788
Route #201 Maintain Existing Fixed Route Service (w/ Rosa Parks) 20 - 30 -- -- 9 0 0 193 0 0 255 52 58 2,240 49,113 $265,097
Route #205 Maintain Existing Fixed Route Service (w/ Rosa Parks) 2 trips -- -- 2 0 0 42 0 0 255 52 58 523 10,736 $61,873
BLUE Maintain Existing Fixed Route Service (w/ Rosa Parks) 10 - 15 30 30 131 64 54 2,116 1,032 869 255 52 58 39,822 643,673 $4,713,371
GREEN Maintain Existing Fixed Route Service (w/ Rosa Parks) 10 - 15 30 30 101 49 42 1,385 672 567 255 52 58 30,864 421,080 $3,653,045
RED Maintain Existing Fixed Route Service (w/ Rosa Parks) 10 - 15 30 30 176 77 69 2,833 1,373 1,159 255 52 58 52,783 860,966 $6,247,413
748

Annual
Annual Annual
Weekday Hours Miles
(Peak)
2018$
Existing
Maintain Other Fixed Route
Existing Services
ADA Paratransit Service (Duval County) Maintain Existing ADA Paratransit Service NA NA NA 796 363 264 13,821 6,646 4,795 255 52 58 237,175 4,147,964 $8,419,720
Skyway Maintain Existing Fixed Guideway Service 4 min -- -- 63 0 0 501 0 0 255 0 0 16,065 127,755 $7,094,143
Gameday Xpress Maintain Existing Fixed Route Service NA NA NA 156 0 0 1,514 0 0 12 0 0 1,867 18,163 $402,536
St Johns Ferry Maintain Existing Ferry Service 30 30 30 14 14 14 23 24 24 259 53 53 4,981 8,344 $2,896,858
CCT Red Maintain Existing Service 11 trips -- -- 14 0 0 128 0 0 255 0 0 3,536 32,513 $127,590
CCT Blue Maintain Existing Service 12 trips -- -- 20 0 0 199 0 0 255 0 0 5,223 50,720 $188,485
Nassau Express Maintain Existing Fixed Route Service (w/ Rosa Parks) 5 trips -- -- 8 0 0 323 0 0 255 0 0 2,142 82,365 $89,964
ReadiRide Southeast Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 54 18 0 255 52 0 N.A. 14,699 $36,748
ReadiRide Beaches Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 68 19 0 255 52 0 N.A. 18,217 $45,542
ReadiRide Highlands Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 74 34 0 255 52 0 N.A. 20,569 $51,424
ReadiRide Northside Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 11 5 0 255 52 0 N.A. 2,983 $7,457
ReadiRide Ortega Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 61 30 0 255 52 0 N.A. 17,062 $42,654
ReadiRide Mandarin Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 108 53 0 255 52 0 N.A. 30,415 $76,038
ReadiRide Southside Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 89 44 0 255 52 0 N.A. 24,919 $62,297
ReadiRide Arlington Zone Maintain Existing ReadiRide Zone NA NA -- N.A. N.A. N.A. 81 39 0 255 52 0 N.A. 22,585 $56,462
Planned Services
FCF Orange Implement Southwest BRT Service in late 2020 10 - 15 30 30 129 64 58 1797 871 735 255 52 58 39,545 546,240 $4,680,507
Eliminate service to Amtrak and move short turn to
Route #3 15 - 30 30 - 60 30 - 60 124 61 53 1630 873 710 255 52 58 37,871 502,298 $4,482,396
Soutel Hub.
Realign route to serve Amtrak and end service at the
Route #4 15 - 30 30 30 62 26 22 745 307 249 255 52 58 18,268 220,239 $2,162,242
Soutel Transit Hub.
Convert Route 5 to Underlying Service to Southwest
Route #20 60 60 60 46 44 40 661 581 534 255 52 58 16,386 229,639 $1,939,499
BRT in late 2020
Route #8 Eliminate service to UNF, adjust frequency 30 30 30 55 56 50 713 692 593 255 52 58 19,947 252,292 $2,360,950
Realign route onto Atlantic Boulevard, increase

Route #10 30 60 60 117 70 57 1778 982 795 255 52 58 36,651 550,693 $4,338,054
frequency and span of service.
Route #11 Extend route to serve Gateway Plaza. 30 60 60 57 29 34 565 312 292 255 52 58 18,098 177,330 $2,142,091
Route #12 Extend route to serve Soutel Transit Hub. 30 60 60 53 26 20 625 328 277 255 52 58 15,892 192,562 $1,881,036
Extend route to FSCJ Kent Campus and eliminate

Route #14 30 60 60 44 21 17 461 246 207 255 52 58 13,456 142,366 $1,592,641
service along Normandy Boulevard.
Extend trips to Amazon with increased frequency of
Route #15 15 30 30 110 49 39 1242 592 495 255 52 58 32,783 376,301 $3,880,207
service
Route #16 Short-Turn Increase frequency on short-turn (net increase) 15 - 30 30 - 60 30 - 60 30 14 12 358 173 148 255 52 58 9,072 108,716 $1,073,803
Route #17 Short-Turn Increase frequency on short-turn (net increase) 15 - 30 30 - 60 30 - 60 28 14 11 381 194 152 255 52 58 8,444 116,117 $999,461
Route #17 Realignment Realign route to serve Old Kings Road South 30 60 60 73 36 31 1007 512 444 255 52 58 22,422 309,118 $2,653,922
Route #19 Extend route to serve Kona Avenue 30 45 45 89 60 50 1182 867 709 255 52 58 28,629 387,716 $3,388,489
Route #21 Realign route and increase span 60 60 60 17 14 14 167 159 138 255 52 58 5,959 58,808 $705,285
Route #22 Realign to Soutel Hub 60 60 60 26 26 23 333 303 272 255 52 58 9,406 116,398 $1,113,323
Route #23 Realign route 60 60 60 62 58 50 959 895 766 255 52 58 21,644 335,482 $2,561,754
Route #24 Extend route 60 60 60 19 24 16 320 299 235 255 52 58 6,984 110,734 $826,576
Route #25 Realign Route 60 60 60 27 28 25 358 358 326 255 52 58 9,813 128,931 $1,161,457
749

Annual
Annual Annual
Weekday Hours Miles
(Peak)
2018$
Route #26 Extend route to connect with FCF Blue 60 60 60 40 37 32 680 635 544 255 52 58 14,007 237,982 $1,657,872
Route #27 Increase Span of Service 60 60 60 34 32 28 485 454 401 255 52 58 11,850 170,653 $1,402,512
Route #28 Extend to FSCJ South, realign 30 60 60 60 61 50 667 667 547 255 52 58 21,463 236,342 $2,540,380
Route #31 Extend to Edward Waters 60 60 -- 18 14 0 124 124 0 255 52 58 5,457 38,191 $645,935
Route #32 Realign to Paxon School 60 60 -- 14 18 0 156 156 0 255 52 58 4,460 47,861 $527,901
Route #33 Extend to Southpoint/Belfort Road 60 60 -- 15 19 0 335 286 0 255 52 58 4,844 100,358 $573,329
Route #50 Eliminate 50B, increase frequency 15 30 30 87 53 39 1189 647 525 255 52 58 27,089 367,235 $3,206,266
Route #51 Increase frequency on short-turn (net increase) 15 - 30 30 - 60 30 - 60 30 15 12 393 204 167 255 52 58 9,059 120,547 $1,072,184
Route #53 Extend hourly to Cecil area, replacing Route 30 30 - 60 60 60 92 53 35 1320 831 533 255 52 58 28,327 410,731 $3,352,761
Route #80 Realign to 103rd Street 60 60 -- 9 0 0 180 0 0 255 52 58 2,187 45,849 $258,809
Route #82 Extend span, extend alignment (net increase) 10 10 10 3 3 3 62 62 62 255 52 58 949 22,740 $112,324
Extend and provide all-day service, replacing existing

Route #54 45 60 -- 23 15 0 403 233 0 255 52 58 6,668 114,795 $789,182
84
Route #85 Realign to FSCJ North 45 45 -- 14 16 0 164 164 0 255 52 58 4,462 50,195 $528,074
Route #200 Increase span and frequency 60 -- -- 25 0 0 438 0 0 255 52 58 6,269 111,563 $742,021
Route #202 Extend to downtown, increase span and frequency 60 -- -- 28 25 0 461 458 0 255 52 58 8,375 141,223 $991,216
Realign to serve Art Museum Drive, replacing existing

Route #29 60 60 60 44 44 38 791 752 673 255 52 58 15,745 279,886 $1,863,564
205
Route #206 New fixed route service 30 -- -- 27 0 0 474 0 0 255 52 58 6,762 120,743 $800,395
CCT Red Modify service 60 -- -- 30 0 0 436 0 0 255 52 58 7,607 111,231 $274,511
CCT Blue Modify service 60 -- -- 39 0 0 832 0 0 255 52 58 9,911 212,186 $357,638

ReadiRide Northwest Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 67 33 0 255 52 0 0 18,675 $46,688
ReadiRide Eastside - South Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 87 43 0 255 52 0 0 24,492 $61,230
ReadiRide Argyle Forest Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 64 32 0 255 52 0 0 18,086 $45,216
ReadiRide Sandalwood Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 39 19 0 255 52 0 0 10,863 $27,158
ReadiRide Golden Glades - The Woods Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 65 32 0 255 52 0 0 18,256 $45,640
ReadiRide Jacksonville Heights Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 42 21 0 255 52 0 0 11,732 $29,330
ReadiRide Middleburg Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 76 37 0 255 52 0 0 21,368 $53,419
ReadiRide Fleming Island Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 86 42 0 255 52 0 0 24,203 $60,508
ReadiRide Oakleaf Plantation Zone Implement New ReadiRide Zone NA NA -- N.A N.A N.A 49 24 0 255 52 0 0 13,624 $34,060
St. Johns Express Select Implement New Fixed Route Service 5 trips -- -- 6 0 0 201 0 0 255 0 0 1,428 51,153 $59,976
Clay Express Select Implement New Fixed Route Service 5 trips -- -- 13 0 0 256 0 0 255 0 0 3,315 65,229 $139,230
Baker Express Select Implement New Fixed Route Service 5 trips -- -- 9 0 0 184 0 0 255 0 0 2,244 46,818 $94,248
Route #1 Maintain Existing Fixed Route Service (w/ JRTC) 15 - 30 30 - 60 30 - 60 132 69 57 1,932 1,007 842 255 52 58 40,551 593,819 $4,799,655
Route #3 Maintain Existing Fixed Route Service (w/ JRTC) 15 - 30 30 - 60 30 - 60 124 59 53 1,532 801 679 255 52 58 37,625 471,597 $4,453,353
Route #4 Maintain Existing Fixed Route Service (w/ JRTC) 15 - 30 60 60 58 28 24 737 355 290 255 52 58 17,501 223,076 $2,071,434
Route #8 Maintain Existing Fixed Route Service (w/ JRTC) 15 - 30 30 - 60 30 - 60 136 75 66 1,912 1,029 883 255 52 58 42,522 592,412 $5,032,850
Route #10 Maintain Existing Fixed Route Service (w/ JRTC) 30 - 60 30 - 60 60 77 76 41 1,265 1,228 640 255 52 58 26,022 423,635 $3,079,968
Route #11 Maintain Existing Fixed Route Service (w/ JRTC) 30 60 60 29 15 17 294 162 152 255 52 58 9,307 92,319 $1,101,574
750

Annual
Annual Annual
Weekday Hours Miles
(Peak)
2018$
Maintain
Route #13 Existing Fixed Route Maintain Existing Fixed Route Service (w/ JRTC) 30 60 60 74 31 26 871 457 371 255 52 58 22,014 267,517 $2,605,583
Route #19 Maintain Existing Fixed Route Service (w/ JRTC) 30 45 45 79 54 45 1,051 771 630 255 52 58 25,446 344,558 $3,011,741
Route #21 Maintain Existing Fixed Route Service (w/ JRTC) 60 60 60 18 14 14 173 162 140 255 52 58 6,171 60,522 $730,370
Route #24 Maintain Existing Fixed Route Service (w/ JRTC) 60 60 60 13 17 11 220 205 161 255 52 58 4,802 75,960 $568,377
Route #30 Maintain Existing Fixed Route Service (w/ JRTC) 60 60 -- 14 12 0 262 208 0 255 52 0 4,164 77,651 $492,871
Route #53 Maintain Existing Fixed Route Service (w/ JRTC) 30 60 60 71 33 32 1,019 518 484 255 52 58 21,727 314,887 $2,571,574
Route #80 Maintain Existing Fixed Route Service (w/ JRTC) 3 trips -- -- 2 0 0 50 0 0 255 0 0 602 12,852 $71,305
Route #81 Maintain Existing Fixed Route Service (w/ JRTC) 4 trips 7 trips 2 trips 4 4 1 101 84 17 255 52 58 1,199 31,015 $141,864
Route #83 Maintain Existing Fixed Route Service (w/ JRTC) 4 trips 4 trips 4 trips 4 4 4 72 72 72 255 52 58 1,399 26,207 $165,605
Route #86 Maintain Existing Fixed Route Service (w/ JRTC) -- 6 trips -- 5 5 0 50 50 0 255 52 58 1,433 15,350 $169,624
Route #200 Maintain Existing Fixed Route Service (w/ JRTC) 30 - 40 -- -- 5 0 0 85 0 0 255 0 0 1,195 21,701 $141,464
Route #201 Maintain Existing Fixed Route Service (w/ JRTC) 20 - 30 -- -- 9 0 0 203 0 0 255 0 0 2,353 51,740 $278,486
Route #205 Maintain Existing Fixed Route Service (w/ JRTC) 2 trips -- -- 2 0 0 46 0 0 255 0 0 570 11,679 $67,497
BLUE Maintain Existing Fixed Route Service (w/ JRTC) 10 - 15 30 30 127 62 52 2,048 996 839 255 52 58 38,509 622,669 $4,557,982
GREEN Maintain Existing Fixed Route Service (w/ JRTC) 10 - 15 30 30 108 52 45 1,468 712 600 255 52 58 32,713 446,090 $3,871,869
RED Maintain Existing Fixed Route Service (w/ JRTC) 10 - 15 30 30 186 81 74 3,001 1,455 1,228 255 52 58 55,884 912,184 $6,614,432
Nassau Express Maintain Existing Fixed Route Service (w/ JRTC) 5 trips -- -- 7 0 0 261 0 0 255 0 0 1,836 66,632 $77,112
CCT Magenta Maintain Existing Fixed Route Service (w/ JRTC) 2 trips -- -- 7 0 0 179 0 0 255 0 0 1,741 45,696 $62,828
Route #28 Frequency Increase Increase Weekday Frequency on Extended Alignment 30 60 60 53 0 0 588 0 0 255 0 0 13,623 149,966 $1,612,461
St. Johns Express Select Additional Trips Introduce midday service and extend peak hours 10 trips -- -- 6 0 0 201 0 0 255 0 0 1,428 51,128 $59,976
Other Service and Capital Improvements
Skyway Enhancements to the service pending analysis NA NA NA N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A.
ADA Paratransit Service (Clay County) Additional Costs of Paratransit Service in Clay County NA NA NA 192 88 64 3,357 1,533 1,113 255 52 0 53,654 935,800 $1,879,713
751
Annual
Implementation
Service Type/Mode Description End Year Operating 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Year
Cost
2018
Route #1 Maintain Existing Fixed Route Service (w/ Rosa Parks) 2019 2019 $4,349,838 Yes No No No No No No No No No No
Route #21 Maintain Existing Fixed Route Service (w/ Rosa Parks) 2019 2019 $643,947 Yes No No No No No No No No No No
BLUE Maintain Existing Fixed Route Service (w/ Rosa Parks) 2019 2019 $4,713,371 Yes No No No No No No No No No No
GREEN Maintain Existing Fixed Route Service (w/ Rosa Parks) 2019 2019 $3,653,045 Yes No No No No No No No No No No
RED Maintain Existing Fixed Route Service (w/ Rosa Parks) 2019 2019 $6,247,413 Yes No No No No No No No No No No
752
Annual
Implementation
Year
Cost
2018
Existing
Maintain Other Fixed Route
Existing Services
ADA Paratransit Service (Duval County) Maintain Existing ADA Paratransit Service 2019 $8,419,720 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Skyway Maintain Existing Fixed Guideway Service 2019 $7,094,143 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Gameday Xpress Maintain Existing Fixed Route Service 2019 $402,536 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
St Johns Ferry Maintain Existing Ferry Service 2019 $2,896,858 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
CCT Red Maintain Existing Service 2019 2022 $127,590 Yes Yes Yes Yes No No No No No No No
CCT Blue Maintain Existing Service 2019 2022 $188,485 Yes Yes Yes Yes No No No No No No No
Nassau Express Maintain Existing Fixed Route Service (w/ Rosa Parks) 2019 2019 $89,964 Yes No No No No No No No No No No
ReadiRide Southeast Zone Maintain Existing ReadiRide Zone 2019 $36,748 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Beaches Zone Maintain Existing ReadiRide Zone 2019 $45,542 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Highlands Zone Maintain Existing ReadiRide Zone 2019 $51,424 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Northside Zone Maintain Existing ReadiRide Zone 2019 $7,457 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Ortega Zone Maintain Existing ReadiRide Zone 2019 $42,654 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Mandarin Zone Maintain Existing ReadiRide Zone 2019 $76,038 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Southside Zone Maintain Existing ReadiRide Zone 2019 $62,297 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Arlington Zone Maintain Existing ReadiRide Zone 2019 $56,462 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
New and Changed Services

FCF Orange Implement Southwest BRT Service in late 2020 2021 $4,680,507 No No Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #3 2020 $4,482,396 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Soutel Hub.
Route #4 2020 $2,162,242 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Soutel Transit Hub.
Route #20 2021 $1,939,499 No No Yes Yes Yes Yes Yes Yes Yes Yes Yes
BRT in late 2020
Route #8 Eliminate service to UNF, adjust frequency 2023 $2,360,950 No No No No Yes Yes Yes Yes Yes Yes Yes
Route #10 2022 $4,338,054 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #11 Extend route to serve Gateway Plaza. 2022 $2,142,091 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #12 Extend route to serve Soutel Transit Hub. 2022 $1,881,036 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #14 2029 $1,592,641 No No No No No No No No No No Yes
Route #15 Increase Frequency of Service $0 No No No No No No No No No No No
Route #15 2029 $3,880,207 No No No No No No No No No No Yes
service
Route #16 Short-Turn Increase frequency on short-turn (net increase) 2026 $1,073,803 No No No No No No No Yes Yes Yes Yes
Route #17 Short-Turn Increase frequency on short-turn (net increase) 2028 $999,461 No No No No No No No No No Yes Yes
Route #17 Realignment Realign route to serve Old Kings Road South 2025 $2,653,922 No No No No No No Yes Yes Yes Yes Yes
Route #19 Extend route to serve Kona Avenue 2022 $3,388,489 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #21 Realign route and increase span 2022 $705,285 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #22 Realign to Soutel Hub 2020 $1,113,323 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #23 Realign route 2022 $2,561,754 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #24 Extend route 2023 $826,576 No No No No Yes Yes Yes Yes Yes Yes Yes
Route #25 Realign Route 2023 $1,161,457 No No No No Yes Yes Yes Yes Yes Yes Yes
Route #26 Extend route to connect with FCF Blue 2027 $1,657,872 No No No No No No No No Yes Yes Yes
Route #27 Increase Span of Service 2023 $1,402,512 No No No No Yes Yes Yes Yes Yes Yes Yes
Route #28 Extend to FSCJ South, realign 2023 $2,540,380 No No No No Yes Yes Yes Yes Yes Yes Yes
Route #31 Extend to Edward Waters 2022 $645,935 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #32 Realign to Paxon School 2022 $527,901 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #33 Extend to Southpoint/Belfort Road 2023 $573,329 No No No No Yes Yes Yes Yes Yes Yes Yes
Route #50 Eliminate 50B, increase frequency 2025 $3,206,266 No No No No No No Yes Yes Yes Yes Yes
Route #51 Increase frequency on short-turn (net increase) 2027 $1,072,184 No No No No No No No No Yes Yes Yes
753
Annual
Implementation
Year
Cost
2018
Maintain
Route #53Existing Fixed Route Extend hourly to Cecil area, replacing Route 30 2021 $3,352,761 No No Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #80 Realign to 103rd Street 2021 $258,809 No No Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #82 Extend span, extend alignment (net increase) 2024 $112,324 No No No No No Yes Yes Yes Yes Yes Yes
Route #54 Extend and provide all-day service, replacing existing 84 2024 $789,182 No No No No No Yes Yes Yes Yes Yes Yes
Route #85 Realign to FSCJ North 2024 $528,074 No No No No No Yes Yes Yes Yes Yes Yes
Route #200 Increase span and frequency 2025 $742,021 No No No No No No Yes Yes Yes Yes Yes
Route #202 Extend to downtown, increase span and frequency 2022 $991,216 No No No Yes Yes Yes Yes Yes Yes Yes Yes
Route #29 2023 $1,863,564 No No No No Yes Yes Yes Yes Yes Yes Yes
205
Route #206 New fixed route service 2024 $800,395 No No No No No Yes Yes Yes Yes Yes Yes
CCT Red Modify service 2023 $274,511 No No No No Yes Yes Yes Yes Yes Yes Yes
CCT Blue Modify service 2023 $357,638 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Northwest Zone Implement New ReadiRide Zone 2020 $46,688 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Eastside - South Zone Implement New ReadiRide Zone 2023 $61,230 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Argyle Forest Zone Implement New ReadiRide Zone 2023 $45,216 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Sandalwood Zone Implement New ReadiRide Zone 2023 $27,158 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Golden Glades - The Woods Zone Implement New ReadiRide Zone 2023 $45,640 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Jacksonville Heights Zone Implement New ReadiRide Zone 2021 $29,330 No No Yes Yes Yes Yes Yes Yes Yes Yes Yes
ReadiRide Middleburg Zone Implement New ReadiRide Zone 2023 $53,419 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Fleming Island Zone Implement New ReadiRide Zone 2023 $60,508 No No No No Yes Yes Yes Yes Yes Yes Yes
ReadiRide Oakleaf Plantation Zone Implement New ReadiRide Zone 2023 $34,060 No No No No Yes Yes Yes Yes Yes Yes Yes
St. Johns Express Select Implement New Fixed Route Service 2020 $59,976 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Clay Express Select Implement New Fixed Route Service 2021 $139,230 No No Yes Yes Yes Yes Yes Yes Yes Yes Yes
Baker Express Select Implement New Fixed Route Service 2020 $94,248 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #1 Maintain Existing Fixed Route Service (w/ JRTC) 2020 $4,799,655 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #3 Maintain Existing Fixed Route Service (w/ JRTC) $4,453,353 No No No No No No No No No No No
Route #5 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2020 $4,283,054 No Yes No No No No No No No No No
Route #8 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2022 $5,032,850 No Yes Yes Yes No No No No No No No
Route #10 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2021 $3,079,968 No Yes Yes No No No No No No No No
Route #14 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2028 $1,330,552 No Yes Yes Yes Yes Yes Yes Yes Yes Yes No
Route #15 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2028 $1,943,509 No Yes Yes Yes Yes Yes Yes Yes Yes Yes No
Route #17 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2024 $2,273,695 No Yes Yes Yes Yes Yes No No No No No
Route #21 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2021 $730,370 No Yes Yes No No No No No No No No
Route #24 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2022 $568,377 No Yes Yes Yes No No No No No No No
Route #26 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2026 $1,075,042 No Yes Yes Yes Yes Yes Yes Yes No No No
754
Annual
Implementation
Year
Cost
2018
Maintain
Route #30Existing Fixed Route Maintain Existing Fixed Route Service (w/ JRTC) 2020 2020 $492,871 No Yes No No No No No No No No No
Route #50 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2024 $3,791,651 No Yes Yes Yes Yes Yes No No No No No
Route #53 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2020 $2,571,574 No Yes No No No No No No No No No
Route #80 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2020 $71,305 No Yes No No No No No No No No No
Route #81 Maintain Existing Fixed Route Service (w/ JRTC) 2020 $141,864 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #82 Maintain Existing Fixed Route Service (w/ JRTC) 2020 $224,588 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #84 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2023 $176,025 No Yes Yes Yes Yes No No No No No No
Route #85 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2023 $476,867 No Yes Yes Yes Yes No No No No No No
Route #86 Maintain Existing Fixed Route Service (w/ JRTC) $169,624 No No No No No No No No No No No
Route #200 Maintain Existing Fixed Route Service (w/ JRTC) 2020 2024 $141,464 No Yes Yes Yes Yes Yes No No No No No
BLUE Maintain Existing Fixed Route Service (w/ JRTC) 2020 $4,557,982 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
GREEN Maintain Existing Fixed Route Service (w/ JRTC) 2020 $3,871,869 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
RED Maintain Existing Fixed Route Service (w/ JRTC) 2020 $6,614,432 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Nassau Express Maintain Existing Fixed Route Service (w/ JRTC) 2020 $77,112 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
CCT Magenta Maintain Existing Fixed Route Service (w/ JRTC) 2020 $62,828 No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Route #28 Frequency Increase Increase Weekday Frequency on Extended Alignment 2025 $1,612,461 No No No No No No Yes Yes Yes Yes Yes
St. Johns Express Select Additional Trips Introduce midday service and extend peak hours 2024 $59,976 No No No No No Yes Yes Yes Yes Yes Yes
Other Service Improvements

Skyway Enhancements to the service pending analysis N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A. N.A.
ADA Paratransit Service (Clay County) Additional Costs of Paratransit Service in Clay County $1,879,713 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
755
Transit Development Plan Major Update | Operating Cost Element
Annual Operating
Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Total
Service Type/Mode Cost
2018$
Maintain Existing Fixed Route $78,874,954 $81,241,202 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Route #1 Maintain Existing Fixed Route Service (w/ Rosa Parks) $4,349,838 $4,480,334 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Route #21 Maintain Existing Fixed Route Service (w/ Rosa Parks) $643,947 $663,266 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
BLUE Maintain Existing Fixed Route Service (w/ Rosa Parks) $4,713,371 $4,854,773 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
GREEN Maintain Existing Fixed Route Service (w/ Rosa Parks) $3,653,045 $3,762,637 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
RED Maintain Existing Fixed Route Service (w/ Rosa Parks) $6,247,413 $6,434,835 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Maintain Other Existing Services $19,597,917 $20,265,878 $20,861,596 $21,573,914 $22,311,018 $22,707,369 $23,485,719 $24,291,256 $25,124,948 $25,987,797 $26,880,841 $27,805,156 $237,631,970
ADA Paratransit Service (Duval County) Maintain Existing ADA Paratransit Service $8,419,720 $8,752,334 $9,098,089 $9,457,502 $9,831,114 $10,219,485 $10,623,198 $11,042,859 $11,479,099 $11,932,573 $12,403,960 $12,893,969 $108,981,848
Skyway Maintain Existing Fixed Guideway Service $7,094,143 $7,306,968 $7,526,177 $7,751,962 $7,984,521 $8,224,056 $8,470,778 $8,724,902 $8,986,649 $9,256,248 $9,533,935 $9,819,954 $83,766,195
Gameday Xpress Maintain Existing Fixed Route Service $402,536 $414,612 $427,050 $439,862 $453,058 $466,650 $480,649 $495,069 $509,921 $525,218 $540,975 $557,204 $4,753,063
St Johns Ferry Maintain Existing Ferry Service $2,896,858 $2,983,764 $3,073,277 $3,165,475 $3,260,439 $3,358,252 $3,459,000 $3,562,770 $3,669,653 $3,779,743 $3,893,135 $4,009,929 $34,205,508
CCT Red Maintain Existing Service $127,590 $131,418 $135,360 $139,421 $143,603 $0 $0 $0 $0 $0 $0 $0 $549,802
CCT Blue Maintain Existing Service $188,485 $194,140 $199,964 $205,963 $212,141 $0 $0 $0 $0 $0 $0 $0 $812,207
Nassau Express Maintain Existing Fixed Route Service (w/ Rosa Parks) $89,964 $92,663 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $92,663
ReadiRide Southeast Zone Maintain Existing ReadiRide Zone $36,748 $37,851 $38,986 $40,156 $41,360 $42,601 $43,879 $45,196 $46,551 $47,948 $49,386 $50,868 $433,914
ReadiRide Beaches Zone Maintain Existing ReadiRide Zone $45,542 $46,908 $48,315 $49,765 $51,258 $52,795 $54,379 $56,011 $57,691 $59,422 $61,204 $63,040 $537,748
ReadiRide Highlands Zone Maintain Existing ReadiRide Zone $51,424 $52,966 $54,555 $56,192 $57,878 $59,614 $61,402 $63,244 $65,142 $67,096 $69,109 $71,182 $607,198
ReadiRide Northside Zone Maintain Existing ReadiRide Zone $7,457 $7,681 $7,911 $8,149 $8,393 $8,645 $8,904 $9,171 $9,447 $9,730 $10,022 $10,323 $88,054
ReadiRide Ortega Zone Maintain Existing ReadiRide Zone $42,654 $43,934 $45,252 $46,609 $48,008 $49,448 $50,931 $52,459 $54,033 $55,654 $57,323 $59,043 $503,650
ReadiRide Mandarin Zone Maintain Existing ReadiRide Zone $76,038 $78,320 $80,669 $83,089 $85,582 $88,149 $90,794 $93,518 $96,323 $99,213 $102,189 $105,255 $897,846
ReadiRide Southside Zone Maintain Existing ReadiRide Zone $62,297 $64,166 $66,091 $68,073 $70,115 $72,219 $74,385 $76,617 $78,916 $81,283 $83,722 $86,233 $735,586
ReadiRide Arlington Zone Maintain Existing ReadiRide Zone $56,462 $58,155 $59,900 $61,697 $63,548 $65,454 $67,418 $69,441 $71,524 $73,670 $75,880 $78,156 $666,687
756
Annual Operating
2018$
New and Changed Services $152,701,241 $0 $84,822,173 $90,140,725 $94,584,443 $99,304,981 $104,246,544 $109,851,408 $114,515,659 $120,119,405 $125,075,472 $131,881,119 $984,926,213
FCF Orange Implement Southwest BRT Service in late 2020 $4,680,507 $0 $0 $5,114,516 $5,267,951 $5,425,990 $5,588,770 $5,756,433 $5,929,126 $6,107,000 $6,290,210 $6,478,916 $51,958,911
Route #3 $4,482,396 $0 $4,755,374 $4,898,036 $5,044,977 $5,196,326 $5,352,216 $5,512,782 $5,678,166 $5,848,511 $6,023,966 $6,204,685 $54,515,037
Soutel Hub.
Route #4 $2,162,242 $0 $2,293,922 $2,362,740 $2,433,622 $2,506,631 $2,581,830 $2,659,285 $2,739,063 $2,821,235 $2,905,872 $2,993,049 $26,297,250
Soutel Transit Hub.
Route #20 $1,939,499 $0 $0 $2,119,343 $2,182,923 $2,248,411 $2,315,863 $2,385,339 $2,456,899 $2,530,606 $2,606,525 $2,684,720 $21,530,630
BRT in late 2020
Route #8 Eliminate service to UNF, adjust frequency $2,360,950 $0 $0 $0 $0 $2,736,988 $2,819,098 $2,903,671 $2,990,781 $3,080,504 $3,172,920 $3,268,107 $20,972,069
Route #10 $4,338,054 $0 $0 $0 $4,882,518 $5,028,993 $5,179,863 $5,335,259 $5,495,317 $5,660,176 $5,829,981 $6,004,881 $43,416,988
Route #11 Extend route to serve Gateway Plaza. $2,142,091 $0 $0 $0 $2,410,943 $2,483,271 $2,557,769 $2,634,502 $2,713,537 $2,794,943 $2,878,792 $2,965,156 $21,438,914
Route #12 Extend route to serve Soutel Transit Hub. $1,881,036 $0 $0 $0 $2,117,122 $2,180,636 $2,246,055 $2,313,437 $2,382,840 $2,454,325 $2,527,955 $2,603,793 $18,826,164
Route #14 $1,592,641 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,204,587 $2,204,587
Route #15 Increase Frequency of Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Route #15 $3,880,207 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,371,114 $5,371,114
service
Route #16 Short-Turn Increase frequency on short-turn (net increase) $1,073,803 $0 $0 $0 $0 $0 $0 $0 $1,360,262 $1,401,070 $1,443,102 $1,486,395 $5,690,827
Route #17 Short-Turn Increase frequency on short-turn (net increase) $999,461 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,343,192 $1,383,487 $1,343,192
Route #17 Realignment Realign route to serve Old Kings Road South $2,653,922 $0 $0 $0 $0 $0 $0 $3,263,989 $3,361,908 $3,462,766 $3,566,649 $3,673,648 $13,655,312
Route #19 Extend route to serve Kona Avenue $3,388,489 $0 $0 $0 $3,813,774 $3,928,187 $4,046,033 $4,167,414 $4,292,436 $4,421,209 $4,553,845 $4,690,461 $29,222,898
Route #21 Realign route and increase span $705,285 $0 $0 $0 $793,805 $817,619 $842,148 $867,412 $893,434 $920,237 $947,845 $976,280 $6,082,500
Route #22 Realign to Soutel Hub $1,113,323 $0 $1,181,124 $1,216,558 $1,253,054 $1,290,646 $1,329,365 $1,369,246 $1,410,324 $1,452,633 $1,496,212 $1,541,099 $11,999,163
Route #23 Realign route $2,561,754 $0 $0 $0 $2,883,276 $2,969,775 $3,058,868 $3,150,634 $3,245,153 $3,342,507 $3,442,783 $3,546,066 $22,092,996
Route #24 Extend route $826,576 $0 $0 $0 $0 $958,228 $986,975 $1,016,585 $1,047,082 $1,078,495 $1,110,849 $1,144,175 $6,198,215
Route #25 Realign Route $1,161,457 $0 $0 $0 $0 $1,346,447 $1,386,841 $1,428,446 $1,471,299 $1,515,438 $1,560,901 $1,607,728 $8,709,372
Route #26 Extend route to connect with FCF Blue $1,657,872 $0 $0 $0 $0 $0 $0 $0 $0 $2,163,146 $2,228,041 $2,294,882 $4,391,187
Route #27 Increase Span of Service $1,402,512 $0 $0 $0 $0 $1,625,896 $1,674,673 $1,724,913 $1,776,660 $1,829,960 $1,884,859 $1,941,405 $10,516,960
Route #28 Extend to FSCJ South, realign $2,540,380 $0 $0 $0 $0 $2,944,996 $3,033,346 $3,124,346 $3,218,077 $3,314,619 $3,414,058 $3,516,479 $19,049,442
Route #31 Extend to Edward Waters $645,935 $0 $0 $0 $727,005 $748,815 $771,280 $794,418 $818,251 $842,798 $868,082 $894,125 $5,570,650
Route #32 Realign to Paxon School $527,901 $0 $0 $0 $594,157 $611,982 $630,341 $649,251 $668,729 $688,791 $709,454 $730,738 $4,552,705
Route #33 Extend to Southpoint/Belfort Road $573,329 $0 $0 $0 $0 $664,646 $684,585 $705,123 $726,276 $748,065 $770,507 $793,622 $4,299,201
Route #50 Eliminate 50B, increase frequency $3,206,266 $0 $0 $0 $0 $0 $0 $3,943,303 $4,061,602 $4,183,450 $4,308,954 $4,438,223 $16,497,310
Route #51 Increase frequency on short-turn (net increase) $1,072,184 $0 $0 $0 $0 $0 $0 $0 $0 $1,398,957 $1,440,926 $1,484,153 $2,839,882
Route #53 Extend hourly to Cecil area, replacing Route 30 $3,352,761 $0 $0 $3,663,653 $3,773,563 $3,886,769 $4,003,372 $4,123,474 $4,247,178 $4,374,593 $4,505,831 $4,641,006 $32,578,433
Route #80 Realign to 103rd Street $258,809 $0 $0 $282,808 $291,292 $300,030 $309,031 $318,302 $327,851 $337,687 $347,818 $358,252 $2,514,819
Route #82 Extend span, extend alignment (net increase) $112,324 $0 $0 $0 $0 $0 $134,120 $138,144 $142,288 $146,557 $150,954 $155,482 $712,063
Route #54 Extend and provide all-day service, replacing existing 84 $789,182 $0 $0 $0 $0 $0 $942,324 $970,594 $999,712 $1,029,703 $1,060,594 $1,092,412 $5,002,928
Route #85 Realign to FSCJ North $528,074 $0 $0 $0 $0 $0 $630,548 $649,465 $668,949 $689,017 $709,688 $730,978 $3,347,666
Route #200 Increase span and frequency $742,021 $0 $0 $0 $0 $0 $0 $912,592 $939,969 $968,169 $997,214 $1,027,130 $3,817,943
Route #202 Extend to downtown, increase span and frequency $991,216 $0 $0 $0 $1,115,623 $1,149,091 $1,183,564 $1,219,071 $1,255,643 $1,293,312 $1,332,112 $1,372,075 $8,548,417
Route #29 $1,863,564 $0 $0 $0 $0 $2,160,381 $2,225,193 $2,291,949 $2,360,707 $2,431,528 $2,504,474 $2,579,608 $13,974,233
205
Route #206 New fixed route service $800,395 $0 $0 $0 $0 $0 $955,714 $984,385 $1,013,917 $1,044,334 $1,075,665 $1,107,934 $5,074,015
CCT Red Modify service $274,511 $0 $0 $0 $0 $318,234 $327,781 $337,614 $347,743 $358,175 $368,920 $379,988 $2,058,468
CCT Blue Modify service $357,638 $0 $0 $0 $0 $414,601 $427,039 $439,850 $453,045 $466,637 $480,636 $495,055 $2,681,807
ReadiRide Northwest Zone Implement New ReadiRide Zone $46,688 $0 $50,449 $52,442 $54,514 $56,667 $58,906 $61,233 $63,652 $66,167 $68,780 $71,498 $532,811
ReadiRide Eastside - South Zone Implement New ReadiRide Zone $61,230 $0 $0 $0 $0 $74,319 $77,255 $80,306 $83,479 $86,777 $90,205 $93,768 $492,340
ReadiRide Argyle Forest Zone Implement New ReadiRide Zone $45,216 $0 $0 $0 $0 $54,881 $57,050 $59,303 $61,646 $64,081 $66,613 $69,244 $363,574
ReadiRide Sandalwood Zone Implement New ReadiRide Zone $27,158 $0 $0 $0 $0 $32,963 $34,265 $35,618 $37,025 $38,488 $40,009 $41,589 $218,368
ReadiRide Golden Glades - The Woods Zone Implement New ReadiRide Zone $45,640 $0 $0 $0 $0 $55,396 $57,585 $59,860 $62,224 $64,682 $67,238 $69,894 $366,985
ReadiRide Jacksonville Heights Zone Implement New ReadiRide Zone $29,330 $0 $0 $32,945 $34,247 $35,600 $37,006 $38,468 $39,988 $41,567 $43,209 $44,916 $303,030
ReadiRide Middleburg Zone Implement New ReadiRide Zone $53,419 $0 $0 $0 $0 $69,662 $73,461 $77,467 $81,691 $86,146 $90,844 $95,798 $479,270
ReadiRide Fleming Island Zone Implement New ReadiRide Zone $60,508 $0 $0 $0 $0 $78,907 $83,210 $87,748 $92,533 $97,579 $102,900 $108,511 $542,876
ReadiRide Oakleaf Plantation Zone Implement New ReadiRide Zone $34,060 $0 $0 $0 $0 $44,416 $46,838 $49,393 $52,086 $54,927 $57,922 $61,081 $305,582
St. Johns Express Select Implement New Fixed Route Service $59,976 $0 $63,629 $65,537 $67,504 $69,529 $71,614 $73,763 $75,976 $78,255 $80,603 $83,021 $646,409
Clay Express Select Implement New Fixed Route Service $139,230 $0 $0 $152,140 $156,705 $161,406 $166,248 $171,235 $176,372 $181,664 $187,113 $192,727 $1,352,883
Baker Express Select Implement New Fixed Route Service $94,248 $0 $99,988 $102,987 $106,077 $109,259 $112,537 $115,913 $119,391 $122,972 $126,661 $130,461 $1,015,786
Route #1 Maintain Existing Fixed Route Service (w/ JRTC) $4,799,655 $0 $5,091,954 $5,244,713 $5,402,054 $5,564,116 $5,731,040 $5,902,971 $6,080,060 $6,262,462 $6,450,336 $6,643,846 $51,729,705
Route #3 Maintain Existing Fixed Route Service (w/ JRTC) $4,453,353 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Route #5 Maintain Existing Fixed Route Service (w/ JRTC) $4,283,054 $0 $4,543,893 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,543,893
Route #8 Maintain Existing Fixed Route Service (w/ JRTC) $5,032,850 $0 $5,339,351 $5,499,531 $5,664,517 $0 $0 $0 $0 $0 $0 $0 $16,503,400
Route #10 Maintain Existing Fixed Route Service (w/ JRTC) $3,079,968 $0 $3,267,538 $3,365,564 $0 $0 $0 $0 $0 $0 $0 $0 $6,633,103
Route #14 Maintain Existing Fixed Route Service (w/ JRTC) $1,330,552 $0 $1,411,583 $1,453,930 $1,497,548 $1,542,475 $1,588,749 $1,636,411 $1,685,504 $1,736,069 $1,788,151 $0 $14,340,420
757
Annual Operating
2018$
Route #15 Maintain Existing Fixed Route Service (w/ JRTC) $1,943,509 $0 $2,061,868 $2,123,724 $2,187,436 $2,253,059 $2,320,651 $2,390,271 $2,461,979 $2,535,838 $2,611,913 $0 $20,946,740
Route #17 Maintain Existing Fixed Route Service (w/ JRTC) $2,273,695 $0 $2,412,163 $2,484,527 $2,559,063 $2,635,835 $2,714,910 $0 $0 $0 $0 $0 $12,806,499
Route #21 Maintain Existing Fixed Route Service (w/ JRTC) $730,370 $0 $774,850 $798,095 $0 $0 $0 $0 $0 $0 $0 $0 $1,572,945
Route #24 Maintain Existing Fixed Route Service (w/ JRTC) $568,377 $0 $602,991 $621,080 $639,713 $0 $0 $0 $0 $0 $0 $0 $1,863,784
Route #26 Maintain Existing Fixed Route Service (w/ JRTC) $1,075,042 $0 $1,140,512 $1,174,728 $1,209,969 $1,246,269 $1,283,657 $1,322,166 $1,361,831 $0 $0 $0 $8,739,132
Route #30 Maintain Existing Fixed Route Service (w/ JRTC) $492,871 $0 $522,887 $0 $0 $0 $0 $0 $0 $0 $0 $0 $522,887
Route #31 Maintain Existing Fixed Route Service (w/ JRTC) $383,831 $0 $407,207 $419,423 $0 $0 $0 $0 $0 $0 $0 $0 $826,629
Route #32 Maintain Existing Fixed Route Service (w/ JRTC) $599,335 $0 $635,834 $654,909 $0 $0 $0 $0 $0 $0 $0 $0 $1,290,744
Route #33 Maintain Existing Fixed Route Service (w/ JRTC) $508,315 $0 $539,272 $555,450 $572,113 $0 $0 $0 $0 $0 $0 $0 $1,666,835
Route #50 Maintain Existing Fixed Route Service (w/ JRTC) $3,791,651 $0 $4,022,562 $4,143,239 $4,267,536 $4,395,562 $4,527,429 $0 $0 $0 $0 $0 $21,356,330
Route #53 Maintain Existing Fixed Route Service (w/ JRTC) $2,571,574 $0 $2,728,183 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,728,183
Route #81 Maintain Existing Fixed Route Service (w/ JRTC) $141,864 $0 $150,504 $155,019 $159,670 $164,460 $169,393 $174,475 $179,709 $185,101 $190,654 $196,373 $1,528,985
Route #82 Maintain Existing Fixed Route Service (w/ JRTC) $224,588 $0 $238,266 $245,413 $252,776 $260,359 $268,170 $276,215 $284,501 $293,037 $301,828 $310,882 $2,420,565
Route #84 Maintain Existing Fixed Route Service (w/ JRTC) $176,025 $0 $186,745 $192,347 $198,117 $204,061 $0 $0 $0 $0 $0 $0 $781,270
Route #85 Maintain Existing Fixed Route Service (w/ JRTC) $476,867 $0 $505,908 $521,085 $536,718 $552,820 $0 $0 $0 $0 $0 $0 $2,116,531
Route #86 Maintain Existing Fixed Route Service (w/ JRTC) $169,624 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Route #200 Maintain Existing Fixed Route Service (w/ JRTC) $141,464 $0 $150,080 $154,582 $159,219 $163,996 $168,916 $0 $0 $0 $0 $0 $796,793
Route #202 Maintain Existing Fixed Route Service (w/ JRTC) $341,924 $0 $362,747 $373,630 $0 $0 $0 $0 $0 $0 $0 $0 $736,377
Route #205 Maintain Existing Fixed Route Service (w/ JRTC) $67,497 $0 $71,608 $73,756 $75,969 $0 $0 $0 $0 $0 $0 $0 $221,333
BLUE Maintain Existing Fixed Route Service (w/ JRTC) $4,557,982 $0 $4,835,563 $4,980,630 $5,130,049 $5,283,950 $5,442,469 $5,605,743 $5,773,915 $5,947,133 $6,125,547 $6,309,313 $49,124,999
GREEN Maintain Existing Fixed Route Service (w/ JRTC) $3,871,869 $0 $4,107,666 $4,230,896 $4,357,823 $4,488,558 $4,623,214 $4,761,911 $4,904,768 $5,051,911 $5,203,468 $5,359,572 $41,730,215
RED Maintain Existing Fixed Route Service (w/ JRTC) $6,614,432 $0 $7,017,250 $7,227,768 $7,444,601 $7,667,939 $7,897,977 $8,134,917 $8,378,964 $8,630,333 $8,889,243 $9,155,920 $71,288,992
Nassau Express Maintain Existing Fixed Route Service (w/ JRTC) $77,112 $0 $81,808 $84,262 $86,790 $89,394 $92,076 $94,838 $97,683 $100,614 $103,632 $106,741 $831,097
CCT Magenta Maintain Existing Fixed Route Service (w/ JRTC) $62,828 $0 $66,655 $68,654 $70,714 $72,835 $75,020 $77,271 $79,589 $81,977 $84,436 $86,969 $677,151
Route #28 Frequency Increase Increase Weekday Frequency on Extended Alignment $1,612,461 $0 $0 $0 $0 $0 $0 $1,983,123 $2,042,617 $2,103,895 $2,167,012 $2,232,023 $8,296,647
St. Johns Express Select Additional Trips Introduce midday service and extend peak hours $59,976 $0 $0 $0 $0 $0 $71,614 $73,763 $75,976 $78,255 $80,603 $83,021 $380,211
Other Service Improvements $1,879,713 $1,982,220 $2,090,316 $2,204,306 $2,324,513 $2,451,276 $2,584,951 $2,725,915 $2,874,567 $3,031,325 $3,196,632 $3,370,953 $26,854,754
Skyway Enhancements to the service pending analysis
ADA Paratransit Service (Clay County) Additional Costs of Paratransit Service in Clay County $1,879,713 $1,982,220 $2,090,316 $2,204,306 $2,324,513 $2,451,276 $2,584,951 $2,725,915 $2,874,567 $3,031,325 $3,196,632 $3,370,953 $25,466,021
TDP Proposal
Projected Annual Operating Costs - Existing Service $98,472,871 $101,507,080 $20,861,596 $21,573,914 $22,311,018 $22,707,369 $23,485,719 $24,291,256 $25,124,948 $25,987,797 $26,880,841 $27,805,156 $314,731,537
Projected Annual Operating Costs - Additional New Service $154,580,955 $1,982,220 $86,912,488 $92,345,031 $96,908,956 $101,756,257 $106,831,495 $112,577,323 $117,390,226 $123,150,731 $128,272,104 $135,252,073 $968,126,832
Projected Annual Operating Costs $253,053,826 $103,489,300 $107,774,084 $113,918,946 $119,219,975 $124,463,626 $130,317,214 $136,868,579 $142,515,174 $149,138,527 $155,152,945 $163,057,229 $1,282,858,369
758
Transit Development Plan Major Update | Ridership by Year
Description TBEST Ridership Output Days of Service 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Annual
Service Type/Mode (Observed 1 2 3 4 5 6 7 8 9 10 11
Weekday Saturday Sunday Weekday Saturday Sunday Ridership
Ridership)
Maintain Existing Fixed Route 10,357,726 10,357,726 0 0 0 0 0 0 0 0 0 0
Route #1 Maintain Existing Fixed Route Service (w/ Rosa Parks) 2,616 1,408 866 255 52 58 790,524 790,524 790,524 0 0 0 0 0 0 0 0 0 0
Route #4 Maintain Existing Fixed Route Service (w/ Rosa Parks) 1,165 481 299 255 52 58 339,429 339,429 339,429 0 0 0 0 0 0 0 0 0 0
Route #11 Maintain Existing Fixed Route Service (w/ Rosa Parks) 674 298 227 255 52 58 200,532 200,532 200,532 0 0 0 0 0 0 0 0 0 0
BLUE Maintain Existing Fixed Route Service (w/ Rosa Parks) 1,589 977 632 255 52 58 492,655 492,655 492,655 0 0 0 0 0 0 0 0 0 0
GREEN Maintain Existing Fixed Route Service (w/ Rosa Parks) 2,017 1,060 652 255 52 58 607,271 607,271 607,271 0 0 0 0 0 0 0 0 0 0
RED Maintain Existing Fixed Route Service (w/ Rosa Parks) 1,190 917 462 255 52 58 377,930 377,930 377,930 0 0 0 0 0 0 0 0 0 0
Maintain Other Existing Services 1,743,483 1,782,243 1,754,260 1,759,750 1,765,308 1,750,536 1,756,234 1,762,004 1,767,845 1,773,760 1,779,749 1,785,813
ADA Paratransit Service (Duval County)
Maintain Existing ADA Paratransit Service Annual Ridership only 255 52 58 373,522 378,514 383,573 388,699 393,894 399,158 404,492 409,898 415,376 420,928 426,553 432,254
Skyway Maintain Existing Fixed Guideway Service 3,294 0 0 255 0 0 839,970 839,970 839,970 839,970 839,970 839,970 839,970 839,970 839,970 839,970 839,970 839,970 839,970
Gameday Xpress Maintain Existing Fixed Route Service 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
St Johns Ferry Maintain Existing Ferry Service 1,213 1,752 1,185 259 53 53 469,828 469,828 469,828 469,828 469,828 469,828 469,828 469,828 469,828 469,828 469,828 469,828 469,828
CCT Red Maintain Existing Service 20 0 0 255 0 0 5,100 5,100 5,100 5,100 5,100 5,100 0 0 0 0 0 0 0
CCT Blue Maintain Existing Service 60 0 0 255 0 0 15,300 15,300 15,300 15,300 15,300 15,300 0 0 0 0 0 0 0
Nassau Express Maintain Existing Fixed Route Service (w/ Rosa Parks) 131 0 0 255 0 0 33,405 0 33,405 0 0 0 0 0 0 0 0 0 0
ReadiRide Southeast Zone Maintain Existing ReadiRide Zone 11 5 0 255 52 0 3,122 3,151 3,180 3,209 3,237 3,266 3,295 3,324 3,353 3,381 3,410 3,439 3,468
ReadiRide Beaches Zone Maintain Existing ReadiRide Zone 29 14 0 255 52 0 8,047 8,121 8,196 8,270 8,344 8,418 8,493 8,567 8,641 8,715 8,790 8,864 8,938
ReadiRide Highlands Zone Maintain Existing ReadiRide Zone 13 6 0 255 52 0 3,571 3,604 3,637 3,670 3,703 3,736 3,769 3,802 3,835 3,868 3,901 3,934 3,967
ReadiRide Northside Zone Maintain Existing ReadiRide Zone 9 4 0 255 52 0 2,530 2,553 2,576 2,600 2,623 2,646 2,670 2,693 2,716 2,740 2,763 2,786 2,810
ReadiRide Ortega Zone Maintain Existing ReadiRide Zone 14 7 0 255 52 0 3,975 4,012 4,048 4,085 4,122 4,158 4,195 4,232 4,269 4,305 4,342 4,379 4,415
ReadiRide Mandarin Zone Maintain Existing ReadiRide Zone 25 12 0 255 52 0 7,086 7,152 7,217 7,282 7,348 7,413 7,479 7,544 7,609 7,675 7,740 7,806 7,871
ReadiRide Southside Zone Maintain Existing ReadiRide Zone 21 10 0 255 52 0 5,806 5,859 5,913 5,966 6,020 6,074 6,127 6,181 6,234 6,288 6,341 6,395 6,449
ReadiRide Arlington Zone Maintain Existing ReadiRide Zone 19 9 0 255 52 0 5,262 5,310 5,359 5,408 5,456 5,505 5,553 5,602 5,650 5,699 5,747 5,796 5,845
759
New and Changed Services 0 0 10,343,636 10,877,052 11,175,951 12,110,628 12,816,294 12,842,011 13,024,264 13,186,114 13,320,865 13,375,187
FCF Orange Implement Southwest BRT Service in late 2020 2,383 1,256 593 255 52 58 707,371 0 0 0 707,371 707,371 707,371 707,371 707,371 707,371 707,371 707,371 707,371
Route #1 0 5,663 3,240 3,309 255 52 58 1,804,467 0 0 0 0 0 0 0 0 0 0 0 0
Route #3 Eliminate service to Amtrak and move short turn to Soutel Hub. 2,498 1,302 1,128 255 52 58 770,118 0 0 770,118 770,118 770,118 770,118 770,118 770,118 770,118 770,118 770,118 770,118
Route #4 Realign route to serve Amtrak and end service at the Soutel Transit Hub. 1,336 463 288 255 52 58 381,460 0 0 381,460 381,460 381,460 381,460 381,460 381,460 381,460 381,460 381,460 381,460
Route #20 Convert Route 5 to Underlying Service to Southwest BRT in late 2020 522 516 253 255 52 58 174,616 0 0 0 174,616 174,616 174,616 174,616 174,616 174,616 174,616 174,616 174,616
Route #8 Eliminate service to UNF, adjust frequency 677 404 394 255 52 58 216,495 0 0 0 0 0 216,495 216,495 216,495 216,495 216,495 216,495 216,495
Route #10 Realign route onto Atlantic Boulevard, increase frequency and span of service. 2,467 974 1,275 255 52 58 753,683 0 0 0 0 753,683 753,683 753,683 753,683 753,683 753,683 753,683 753,683
Route #11 Extend route to serve Gateway Plaza. 1,365 802 512 255 52 58 419,475 0 0 0 0 419,475 419,475 419,475 419,475 419,475 419,475 419,475 419,475
Route #12 Extend route to serve Soutel Transit Hub. 941 452 283 255 52 58 279,873 0 0 0 0 279,873 279,873 279,873 279,873 279,873 279,873 279,873 279,873
Route #14 Extend route to FSCJ Kent Campus and eliminate service along Normandy Boulevard. 334 238 124 255 52 58 104,738 0 0 0 0 0 0 0 0 0 0 0 104,738
Route #15 Extend trips to Amazon with increased frequency of service 704 478 216 255 52 58 216,904 0 0 0 0 0 0 0 0 0 0 0 216,904
Route #16 Short-Turn Increase frequency on short-turn (net increase) 615 280 178 255 52 58 181,709 0 0 0 0 0 0 0 0 181,709 181,709 181,709 181,709
Route #17 Short-Turn Increase frequency on short-turn (net increase) 472 157 98 255 52 58 134,208 0 0 0 0 0 0 0 0 0 0 134,208 134,208
Route #17 Realignment Realign route to serve Old Kings Road South 1,293 702 445 255 52 58 392,029 0 0 0 0 0 0 0 392,029 392,029 392,029 392,029 392,029
Route #19 Extend route to serve Kona Avenue 2,201 1,356 835 255 52 58 680,197 0 0 0 0 680,197 680,197 680,197 680,197 680,197 680,197 680,197 680,197
Route #21 Realign route and increase span 328 230 161 255 52 58 104,938 0 0 0 0 104,938 104,938 104,938 104,938 104,938 104,938 104,938 104,938
Route #22 Realign to Soutel Hub 548 353 268 255 52 58 173,640 0 0 173,640 173,640 173,640 173,640 173,640 173,640 173,640 173,640 173,640 173,640
Route #23 Realign route 633 385 265 255 52 58 196,805 0 0 0 0 196,805 196,805 196,805 196,805 196,805 196,805 196,805 196,805
Route #24 Extend route 746 403 258 255 52 58 226,150 0 0 0 0 0 226,150 226,150 226,150 226,150 226,150 226,150 226,150
Route #25 Realign Route 246 167 132 255 52 58 79,070 0 0 0 0 0 79,070 79,070 79,070 79,070 79,070 79,070 79,070
Route #26 Extend route to connect with FCF Blue 83 42 25 255 52 58 24,799 0 0 0 0 0 0 0 0 0 24,799 24,799 24,799
Route #27 Increase Span of Service 440 202 126 255 52 58 130,012 0 0 0 0 0 130,012 130,012 130,012 130,012 130,012 130,012 130,012
Route #28 Extend to FSCJ South, realign 160 112 66 255 52 58 50,452 0 0 0 0 0 50,452 50,452 50,452 50,452 50,452 50,452 50,452
Route #31 Extend to Edward Waters 136 108 0 255 52 58 40,296 0 0 0 0 40,296 40,296 40,296 40,296 40,296 40,296 40,296 40,296
Route #32 Realign to Paxon School 61 30 0 255 52 58 17,115 0 0 0 0 17,115 17,115 17,115 17,115 17,115 17,115 17,115 17,115
Route #33 Extend to Southpoint/Belfort Road 207 150 0 255 52 58 60,585 0 0 0 0 0 60,585 60,585 60,585 60,585 60,585 60,585 60,585
Route #50 Eliminate 50B, increase frequency 918 381 264 255 52 58 269,214 0 0 0 0 0 0 0 269,214 269,214 269,214 269,214 269,214
Route #51 Increase frequency on short-turn (net increase) 551 190 104 255 52 58 156,417 0 0 0 0 0 0 0 0 0 156,417 156,417 156,417
Route #53 Extend hourly to Cecil area, replacing Route 30 1,399 443 342 255 52 58 399,617 0 0 0 399,617 399,617 399,617 399,617 399,617 399,617 399,617 399,617 399,617
Route #80 Realign to 103rd Street 62 0 0 255 52 58 15,810 0 0 0 15,810 15,810 15,810 15,810 15,810 15,810 15,810 15,810 15,810
Route #82 Extend span, extend alignment (net increase) 836 246 184 255 52 58 236,644 0 0 0 0 0 0 236,644 236,644 236,644 236,644 236,644 236,644
Route #54 Extend and provide all-day service, replacing existing 84 804 183 0 255 52 58 214,536 0 0 0 0 0 0 214,536 214,536 214,536 214,536 214,536 214,536
Route #85 Realign to FSCJ North 352 101 0 255 52 58 95,012 0 0 0 0 0 0 95,012 95,012 95,012 95,012 95,012 95,012
Route #200 Increase span and frequency 191 0 0 255 52 58 48,705 0 0 0 0 0 0 0 48,705 48,705 48,705 48,705 48,705
Route #202 Extend to downtown, increase span and frequency 222 67 0 255 52 58 60,094 0 0 0 0 60,094 60,094 60,094 60,094 60,094 60,094 60,094 60,094
Route #29 Realign to serve Art Museum Drive, replacing existing 205 2,128 854 1,523 255 52 58 675,382 0 0 0 0 0 675,382 675,382 675,382 675,382 675,382 675,382 675,382
Route #206 New fixed route service 835 0 0 255 52 58 212,925 0 0 0 0 0 0 212,925 212,925 212,925 212,925 212,925 212,925
CCT Red Modify service 535 0 0 255 52 58 136,425 0 0 0 0 0 136,425 136,425 136,425 136,425 136,425 136,425 136,425
CCT Blue Modify service 961 0 0 255 52 58 245,055 0 0 0 0 0 245,055 245,055 245,055 245,055 245,055 245,055 245,055
ReadiRide Northwest Zone Implement New ReadiRide Zone 16 8 0 255 52 0 4,351 0 0 4,471 4,512 4,552 4,592 4,632 4,672 4,712 4,752 4,793 4,833
ReadiRide Eastside - South Zone Implement New ReadiRide Zone 20 10 0 255 52 0 5,706 0 0 0 0 0 6,022 6,075 6,128 6,180 6,233 6,285 6,338
ReadiRide Argyle Forest Zone Implement New ReadiRide Zone 15 7 0 255 52 0 4,214 0 0 0 0 0 4,447 4,486 4,525 4,564 4,603 4,642 4,680
ReadiRide Sandalwood Zone Implement New ReadiRide Zone 9 4 0 255 52 0 2,531 0 0 0 0 0 2,671 2,694 2,718 2,741 2,764 2,788 2,811
ReadiRide Golden Glades - The WoodsImplement
Zone New ReadiRide Zone 15 7 0 255 52 0 4,253 0 0 0 0 0 4,489 4,528 4,567 4,607 4,646 4,685 4,724
ReadiRide Jacksonville Heights Zone Implement New ReadiRide Zone 10 5 0 255 52 0 2,733 0 0 0 2,834 2,860 2,885 2,910 2,935 2,960 2,986 3,011 3,036
ReadiRide Middleburg Zone Implement New ReadiRide Zone 17 9 0 255 52 0 4,907 0 0 0 0 0 5,609 5,726 5,842 5,959 6,076 6,193 6,310
ReadiRide Fleming Island Zone Implement New ReadiRide Zone 20 10 0 255 52 0 5,559 0 0 0 0 0 6,353 6,485 6,618 6,750 6,883 7,015 7,147
ReadiRide Oakleaf Plantation Zone Implement New ReadiRide Zone 11 5 0 255 52 0 3,129 0 0 0 0 0 3,576 3,651 3,725 3,800 3,874 3,949 4,023
St. Johns Express Select Implement New Fixed Route Service 2 0 0 255 0 0 510 0 0 510 510 510 510 510 510 510 510 510 510
Clay Express Select Implement New Fixed Route Service 7 0 0 255 0 0 1,785 0 0 0 1,785 1,785 1,785 1,785 1,785 1,785 1,785 1,785 1,785
Baker Express Select Implement New Fixed Route Service 36 0 0 255 0 0 9,180 0 0 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180
760
Route #1 Maintain Existing Fixed Route Service (w/ JRTC) 4,856 2,301 1,961 255 52 58 1,471,670 0 0 1,471,670 1,471,670 1,471,670 1,471,670 1,471,670 1,471,670 1,471,670 1,471,670 1,471,670 1,471,670
Route #3 Maintain Existing Fixed Route Service (w/ JRTC) 3,971 1,779 1,377 255 52 58 1,184,979 0 0 0 0 0 0 0 0 0 0 0 0
Route #4 Maintain Existing Fixed Route Service (w/ JRTC) 1,285 497 300 255 52 58 370,919 0 0 0 0 0 0 0 0 0 0 0 0
Route #5 Maintain Existing Fixed Route Service (w/ JRTC) 1,306 861 390 255 52 58 400,422 0 0 400,422 0 0 0 0 0 0 0 0 0
Route #8 Maintain Existing Fixed Route Service (w/ JRTC) 1,672 842 613 255 52 58 505,698 0 0 505,698 505,698 505,698 0 0 0 0 0 0 0
Route #10 Maintain Existing Fixed Route Service (w/ JRTC) 1,911 1,166 804 255 52 58 594,569 0 0 594,569 594,569 0 0 0 0 0 0 0 0
Route #11 Maintain Existing Fixed Route Service (w/ JRTC) 589 290 179 255 52 58 175,657 0 0 175,657 175,657 0 0 0 0 0 0 0 0
Route #13 Maintain Existing Fixed Route Service (w/ JRTC) 1,171 614 369 255 52 58 351,935 0 0 351,935 351,935 351,935 351,935 351,935 351,935 351,935 351,935 351,935 351,935
Route #14 Maintain Existing Fixed Route Service (w/ JRTC) 388 254 126 255 52 58 119,456 0 0 119,456 119,456 119,456 119,456 119,456 119,456 119,456 119,456 119,456 0
Route #15 Maintain Existing Fixed Route Service (w/ JRTC) 478 346 147 255 52 58 148,408 0 0 148,408 148,408 148,408 148,408 148,408 148,408 148,408 148,408 148,408 0
Route #16 Maintain Existing Fixed Route Service (w/ JRTC) 796 378 215 255 52 58 235,106 0 0 235,106 235,106 235,106 235,106 235,106 235,106 235,106 235,106 235,106 235,106
Route #17 Maintain Existing Fixed Route Service (w/ JRTC) 925 491 290 255 52 58 278,227 0 0 278,227 278,227 278,227 278,227 278,227 0 0 0 0 0
Route #19 Maintain Existing Fixed Route Service (w/ JRTC) 1,903 1,027 670 255 52 58 577,529 0 0 577,529 577,529 0 0 0 0 0 0 0 0
Route #22 Maintain Existing Fixed Route Service (w/ JRTC) 588 403 276 255 52 58 186,904 0 0 0 0 0 0 0 0 0 0 0 0
Route #24 Maintain Existing Fixed Route Service (w/ JRTC) 218 163 88 255 52 58 69,170 0 0 69,170 69,170 69,170 0 0 0 0 0 0 0
Route #26 Maintain Existing Fixed Route Service (w/ JRTC) 67 32 20 255 52 58 19,909 0 0 19,909 19,909 19,909 19,909 19,909 19,909 19,909 0 0 0
Route #30 Maintain Existing Fixed Route Service (w/ JRTC) 140 71 0 255 52 0 39,392 0 0 39,392 0 0 0 0 0 0 0 0 0
Route #50 Maintain Existing Fixed Route Service (w/ JRTC) 1,487 658 427 255 52 58 438,167 0 0 438,167 438,167 438,167 438,167 438,167 0 0 0 0 0
Route #53 Maintain Existing Fixed Route Service (w/ JRTC) 1,023 522 390 255 52 58 310,629 0 0 310,629 0 0 0 0 0 0 0 0 0
Route #84 Maintain Existing Fixed Route Service (w/ JRTC) 40 27 0 255 52 58 11,604 0 0 11,604 11,604 11,604 11,604 0 0 0 0 0 0
Route #85 Maintain Existing Fixed Route Service (w/ JRTC) 154 60 0 255 52 58 42,390 0 0 42,390 42,390 42,390 42,390 0 0 0 0 0 0
Route #86 Maintain Existing Fixed Route Service (w/ JRTC) 35 19 0 255 52 58 9,913 0 0 0 0 0 0 0 0 0 0 0 0
Route #200 Maintain Existing Fixed Route Service (w/ JRTC) 37 0 0 255 0 0 9,435 0 0 9,435 9,435 9,435 9,435 9,435 0 0 0 0 0
BLUE Maintain Existing Fixed Route Service (w/ JRTC) 843 615 352 255 52 58 267,361 0 0 267,361 267,361 267,361 267,361 267,361 267,361 267,361 267,361 267,361 267,361
GREEN Maintain Existing Fixed Route Service (w/ JRTC) 2,492 1,232 760 255 52 58 743,604 0 0 743,604 743,604 743,604 743,604 743,604 743,604 743,604 743,604 743,604 743,604
RED Maintain Existing Fixed Route Service (w/ JRTC) 2,050 1,240 702 255 52 58 627,946 0 0 627,946 627,946 627,946 627,946 627,946 627,946 627,946 627,946 627,946 627,946
Nassau Express Maintain Existing Fixed Route Service (w/ JRTC) 38 0 0 255 0 0 9,690 0 0 9,690 9,690 9,690 9,690 9,690 9,690 9,690 9,690 9,690 9,690
CCT Magenta Maintain Existing Fixed Route Service (w/ JRTC) 1 0 0 255 0 0 255 0 0 255 255 255 255 255 255 255 255 255 255
Route #28 Frequency Increase Increase Weekday Frequency on Extended Alignment 161 0 0 255 0 0 41,055 0 0 0 0 0 0 0 41,055 41,055 41,055 41,055 41,055
St. Johns Express Select Additional Trips
Introduce midday service and extend peak hours 2 0 0 255 0 0 510 0 0 0 0 0 0 510 510 510 510 510 510
Other Service Improvements

Skyway Enhancements to the service pending analysis N.A. N.A. N.A. 0 0 0 0 0 0 0 0 0 0 0 0
ADA Paratransit Service (Clay County)Additional Costs of Paratransit Service in Clay County Annual Ridership only 255 52 0 86,573 88,142 89,740 91,366 93,022 94,708 96,425 98,173 99,952 101,764 103,608 105,486
TDP Proposal 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Projected Annual Ridership - Existing Service 12,101,209 12,139,969 1,754,260 1,759,750 1,765,308 1,750,536 1,756,234 1,762,004 1,767,845 1,773,760 1,779,749 1,785,813
Projected Annual Ridership - Additional New Service 0 0 10,343,636 10,877,052 11,175,951 12,110,628 12,816,294 12,842,011 13,024,264 13,186,114 13,320,865 13,375,187
Projected Annual Ridership 12,101,209 12,139,969 12,097,897 12,636,802 12,941,260 13,861,164 14,572,528 14,604,015 14,792,109 14,959,874 15,100,614 15,161,000
Absolute Change -42,072 538,905 304,458 919,904 711,364 31,487 188,094 167,765 140,740 60,386
% Change 0% 4% 2% 7% 5% 0% 1% 1% 1% 0%
Absolute Change of 2019 (42,072) 496,833 801,291 1,721,195 2,432,559 2,464,046 2,652,140 2,819,905 2,960,645 3,021,031
761
Transit Development Plan Major Update | New Capital Cost Element
Capital Cost Element ($ thousands) FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 Total
Bus Capital (Maintenance of Current Service) $ 9,377 $ 11,890 $ 11,041 $ 15,667 $ 5,126 $ 12,629 $ 12,128 $ 22,834 $ 21,910 $ 18,701 $ 141,302
Fixed Route Service $ 6,962 $ 8,160 $ 9,106 $ 11,543 $ - $ 9,950 $ 7,883 $ 18,676 $ 19,236 $ 12,922 $ 104,439
Clay County Express $ 1,084 $ 625 $ 1,088 $ 746 $ 346 $ 1,148 $ 602 $ 757 $ 1,124 $ 134 $ 7,654
CTC Paratransit $ 1,129 $ 2,907 $ 691 $ 1,140 $ 4,090 $ 1,309 $ 3,474 $ 694 $ 1,322 $ 4,741 $ 21,497
Service Vehicle Replacement $ 202 $ 197 $ 156 $ 2,237 $ 691 $ 222 $ 168 $ 2,707 $ 227 $ 904 $ 7,712
Bus Capital (Service Improvement) $ - $ 10,192 $ - $ 370 $ - $ - $ - $ 2,385 $ 1,628 $ 5,000 $ 19,574
New Revenue Vehicle Purchase $ 10,192 $ 370 $ 2,385 $ 1,628 $ 5,000 $ 19,574
Bus Operations
IT Infrastructure and Update $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 516.80 $ 5,168
Farebox Infrastructure $ 50 $ 50 $ 100
Bus Stop Construction $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 20,000
Bus Shelters and Other Amenities $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 5,000
U2C / Skyway $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Ferry Capital
TOTAL $ 12,444 $ 25,149 $ 14,058 $ 19,053 $ 8,143 $ 15,646 $ 15,144 $ 28,235 $ 26,555 $ 26,717 $ 191,144
Investment ($ thousands) 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Ten-Year Total
Vehicles
Fixed Route Bus $6,962 $8,160 $9,106 $11,543 $0 $9,950 $7,883 $18,676 $19,236 $12,922 $104,439
Clay County Express $1,084 $625 $1,088 $746 $346 $1,148 $602 $757 $1,124 $134 $7,654
CTC Paratransit $1,129 $2,907 $691 $1,140 $4,090 $1,309 $3,474 $694 $1,322 $4,741 $21,497
Non-Revenue Fleet Replacement $202 $197 $156 $2,237 $691 $222 $168 $2,707 $227 $904 $7,712
$0
Technology and Operations $0
IT Infrastructure $517 $517 $517 $517 $517 $517 $517 $517 $517 $517 $5,168
Fareboxes $50 $50 $0 $0 $0 $0 $0 $0 $0 $0 $100
$0
Facilities $0
Bus Stops $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $20,000
Bus Shelter and Passenger Amenities $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $5,000
Facility Improvements $0
$0
Fixed Guideway $0
U2C / Skyway Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
BRT Southwest Corridor $0
Ferry Improvements $0
$0
Service Expansion $0
Additional Fixed-Route Buses $0 $10,192 $0 $370 $0 $0 $0 $2,385 $1,628 $5,000 $19,574
$0
Other $0
Mobility Works Road Projects $0
Miscellaneous $0
Total $12,444 $25,149 $14,058 $19,053 $8,143 $15,646 $15,144 $28,235 $26,555 $26,717 $191,144
762
Transit Development Plan Major Update | Revenue Element
Page 1 of 6
2019 2020
Source % Escalation Assumption Notes Operating Planning Capital TOTAL Operating Planning Capital TOTAL
EXPENSES
Maintain Existing Service $ 101,507,080 $ 31,532,065 $ 133,039,145 $ 20,861,596 $ 12,443,791 $ 33,305,387
Unallocated Expenses 0% Assumed base cost escalation $ 30,174,629 $ 1,280,000 $ 31,454,629 $ 30,174,629 $ 1,305,600 $ 31,480,229
REVENUE
FTA 5307 2% Year on year growth in FTA formula funds $ 1,280,000 $ 6,872,151 $ 8,152,151 $ - $ 1,305,600 $ 7,009,594 $ 8,315,194
FTA 5337 2% Year on year growth in FTA formula funds $ 840,032 $ 840,032 $ - $ - $ 856,833 $ 856,833
FTA 5339 3% Year on year growth in FTA formula funds $ 1,807,624 $ 1,807,624 $ - $ - $ 1,852,815 $ 1,852,815
5307 SU NFTPO 2% Year on year growth in FTA formula funds $ 1,000,000 $ 1,000,000 $ - $ - $ 1,020,000 $ 1,020,000
5307 FHWA Transfer for Ferry 2% Year on year growth in FTA formula funds $ 318,158 $ 318,158 $ - $ - $ 324,521 $ 324,521
FTA 5310 2% Year on year growth in FTA formula funds $ 334,892 $ 954,700 $ 1,289,592 $ 341,590 $ - $ 973,794 $ 1,315,384
FTA 5307 PM 2% Year on year growth in FTA formula funds $ 5,303,401 $ 5,303,401 $ 5,409,469 $ - $ - $ 5,409,469
FTA 5311 0% Year on year growth in FTA formula funds $ 1,104,392 $ - $ - $ 1,104,392
LowNo and Emissions Grant 0% Future amount based on JTA guidance $ 1,300,000 $ 1,300,000 $ - $ - $ - $ -
State Block Grant 0% Assume fixed amount every year $ 4,075,751 $ 4,075,751 $ 4,075,751 $ - $ - $ 4,075,751
State Trip and Equipment Grant 0% Assume fixed amount every year $ 1,596,992 $ 1,596,992 $ 1,596,992 $ - $ - $ 1,596,992
Service Development and Job Access Grants 0% $ 1,389,978 $ - $ -
Capital Investment Grant 0% One-time payment $ 33,164,327 $ 33,164,327 $ - $ - $ - $ -
Other Federal/State Assistance Grants 2% $ 560,997 $ 560,997 $ 572,217 $ - $ - $ 572,217
Passenger Ferry Grant 2% One-time payment $ 3,356,900 $ 3,356,900 $ - $ - $ - $ -
SUB-TOTAL State and Federal $ 11,872,033 $ 1,280,000 $ 49,613,892 $ 62,765,925 $ 14,490,389 $ 1,305,600 $ 12,037,556 $ 27,833,545
Farebox Revenue see assumptions tab $ 13,599,232 $ 13,599,232 $ 14,279,194 $ 14,279,194
Directly-Generated (non-fare) 2% $ 1,296,658 $ 1,296,658 $ 1,322,591 $ - $ - $ 1,322,591
Real Estate Sales 0% One-time payment $ 15,082,500 $ 15,082,500 $ - $ - $ - $ -
SUB-TOTAL Direct Revenue $ 14,895,890 $ - $ 15,082,500 $ 29,978,390 $ 15,601,785 $ - $ - $ 15,601,785
City of Jacksonville Paratransit 2% Inflation $ 1,443,605 $ 1,443,605 $ 1,472,477 $ - $ - $ 1,472,477
Transfers to JTA funds 2% Inflation $ 18,805,345 $ 18,805,345 $ 19,181,452 $ - $ - $ 19,181,452
Operating Surplus Based on prior year capital surplus and operating surplus $ 2,810,432 $ 2,810,432
Gas Tax 1.00% Average VMT growth nationwide $ 19,075,373 $ 19,075,373 $ 19,266,127 $ - $ 22,076,559
Sales Tax 4.25% Feedback from JTA $ 67,918,684 $ 67,918,684 $ 70,805,228 $ - $ - $ 70,805,228
SUB-TOTAL Local and Other $ 107,243,007 $ - $ - $ 107,243,007 $ 110,725,284 $ - $ 2,810,432 $ 113,535,716
Total Revenues 30% $ 134,010,930 $ 1,280,000 $ 64,696,392 $ 199,987,322 $ 140,817,457 $ 1,305,600 $ 14,847,989 $ 156,971,046
Surplus/Shortfall $ 2,329,221 $ - $ 33,164,327 $ 66,948,177 $ 89,781,233 $ - $ 2,404,197 $ 123,665,659
EXPENSES
Service Improvements $ 1,982,220 $ 33,164,327 $ 35,146,547 $ 86,912,488 $ - $ 86,912,488
REVENUE
Farebox Revenue see assumption tab $ - $ - $ - $ (58,312) $ - $ (58,312)
Total Costs $ 133,663,929 $ 1,280,000 $ 64,696,392 $ 199,640,321 $ 137,948,713 $ 1,305,600 $ 12,443,791 $ 151,698,104
Total Revenues $ 134,010,930 $ 1,280,000 $ 64,696,392 $ 199,987,322 $ 140,759,145 $ 1,305,600 $ 14,847,989 $ 156,912,734
Net Balance $ 347,001 $ - $ - $ 347,001 $ 2,810,432 $ - $ 2,404,197 $ 5,214,630
763
Page 2 of 6
2021 2022
EXPENSES
REVENUE
FTA 5307 2% Year on year growth in FTA formula funds $ - $ 1,331,712 $ 7,149,786 $ 8,481,498 $ - $ 1,358,346 $ 7,292,782 $ 8,651,128
FTA 5337 2% Year on year growth in FTA formula funds $ - $ - $ 873,969 $ 873,969 $ - $ - $ 891,449 $ 891,449
FTA 5339 3% Year on year growth in FTA formula funds $ - $ - $ 1,899,135 $ 1,899,135 $ - $ - $ 1,946,613 $ 1,946,613
5307 SU NFTPO 2% Year on year growth in FTA formula funds $ - $ - $ 1,040,400 $ 1,040,400 $ - $ - $ 1,061,208 $ 1,061,208
5307 FHWA Transfer for Ferry 2% Year on year growth in FTA formula funds $ - $ - $ 331,012 $ 331,012 $ - $ - $ 337,632 $ 337,632
FTA 5310 2% Year on year growth in FTA formula funds $ 348,422 $ - $ 993,270 $ 1,341,692 $ 355,390 $ - $ 1,013,135 $ 1,368,525
FTA 5307 PM 2% Year on year growth in FTA formula funds $ 5,517,658 $ - $ - $ 5,517,658 $ 5,628,012 $ - $ - $ 5,628,012
FTA 5311 0% Year on year growth in FTA formula funds $ 1,080,712 $ - $ - $ 1,080,712 $ 1,119,748 $ - $ - $ 1,119,748
LowNo and Emissions Grant 0% Future amount based on JTA guidance $ - $ - $ - $ - $ - $ - $ - $ -
State Block Grant 0% Assume fixed amount every year $ 4,075,751 $ - $ - $ 4,075,751 $ 4,075,751 $ - $ - $ 4,075,751
State Trip and Equipment Grant 0% Assume fixed amount every year $ 1,596,992 $ - $ - $ 1,596,992 $ 1,596,992 $ - $ - $ 1,596,992
Service Development and Job Access Grants 0% $ 1,897,308 $ - $ - $ 1,901,398 $ - $ -
Capital Investment Grant 0% One-time payment $ - $ - $ - $ - $ - $ - $ - $ -
Other Federal/State Assistance Grants 2% $ 583,661 $ - $ 8,843,662 $ 9,427,323 $ 595,335 $ - $ 103,000 $ 698,335
Passenger Ferry Grant 2% One-time payment $ - $ - $ - $ - $ - $ - $ - $ -
Directly-Generated (non-fare) 2% $ 1,349,043 $ - $ - $ 1,349,043 $ 1,376,024 $ - $ - $ 1,376,024
Real Estate Sales 0% One-time payment $ - $ - $ - $ - $ - $ - $ - $ -
SUB-TOTAL Direct Revenue $ 15,628,237 $ - $ - $ 15,628,237 $ 16,369,177 $ - $ - $ 16,369,177
City of Jacksonville Paratransit 2% Inflation $ 1,501,927 $ - $ - $ 1,501,927 $ 1,531,965 $ - $ - $ 1,531,965
Transfers to JTA funds 2% Inflation $ 19,565,081 $ - $ 19,565,081 $ 19,956,383 $ - $ - $ 19,956,383
Operating Surplus Based on prior year capital surplus and operating surplus $ 1,664,023 $ 1,664,023 $ 1,506,605 $ 1,506,605
Gas Tax 1.00% Average VMT growth nationwide $ 19,458,788 $ - $ 21,122,811 $ 19,653,376 $ - $ 21,159,981
Sales Tax 4.25% Feedback from JTA $ 73,814,450 $ - $ - $ 73,814,450 $ 76,951,564 $ - $ - $ 76,951,564
SUB-TOTAL Local and Other $ 114,340,246 $ - $ 1,664,023 $ 116,004,268 $ 118,093,288 $ - $ 1,506,605 $ 119,599,893
Total Revenues 30% $ 145,068,987 $ 1,331,712 $ 22,795,256 $ 169,195,955 $ 149,735,090 $ 1,358,346 $ 14,152,424 $ 165,245,860
Surplus/Shortfall $ 93,320,443 $ - $ 7,838,447 $ 132,665,231 $ 97,249,443 $ - $ 94,730 $ 128,877,148
EXPENSES
Service Improvements $ 92,345,031 $ 10,191,900 $ 102,536,931 $ 96,908,956 $ - $ 96,908,956
REVENUE
Farebox Revenue see assumption tab $ 688,610 $ - $ 688,610 $ 1,166,118 $ 1,166,118
Total Costs $ 144,093,575 $ 1,331,712 $ 25,148,709 $ 170,573,996 $ 149,394,604 $ 1,358,346 $ 14,057,694 $ 164,810,644
Total Revenues $ 145,757,597 $ 1,331,712 $ 22,795,256 $ 169,884,565 $ 150,901,208 $ 1,358,346 $ 14,152,424 $ 166,411,978
Net Balance $ 1,664,023 $ - $ (2,353,453) $ (689,431) $ 1,506,605 $ - $ 94,730 $ 1,601,334
764
Page 3 of 6
2023 2024
EXPENSES
REVENUE
FTA 5310 2% Year on year growth in FTA formula funds $ 362,498 $ - $ 1,033,398 $ 1,395,896 $ 369,748 $ - $ 1,054,066 $ 1,423,814
LowNo and Emissions Grant 0% Future amount based on JTA guidance $ - $ - $ 840,000 $ 840,000 $ - $ - $ -
Other Federal/State Assistance Grants 2% $ 607,241 $ - $ 3,535,745 $ 4,142,986 $ 619,386 $ - $ 3,606,460 $ 4,225,846
Transfers to JTA funds 2% Inflation $ 20,355,510 $ - $ - $ 20,355,510 $ 20,762,620 $ - $ - $ 20,762,620
Operating Surplus Based on prior year capital surplus and operating surplus $ 1,728,638 $ 1,728,638 $ - $ 3,154,359 $ 3,154,359
Total Revenues 30% $ 153,862,039 $ 1,385,513 $ 18,907,791 $ 174,155,343 $ 159,929,093 $ 1,413,223 $ 19,830,271 $ 181,172,588
Surplus/Shortfall $ 100,980,041 $ - $ 224,143 $ 132,764,326 $ 106,268,745 $ - $ 11,687,102 $ 149,543,700
EXPENSES
Service Improvements $ 101,756,257 $ 369,600 $ 102,125,857 $ 106,831,495 $ - $ 106,831,495
REVENUE
Farebox Revenue see assumption tab $ 2,504,855 $ 2,504,855 $ 3,717,109 $ 3,717,109
Total Costs $ 154,638,255 $ 1,385,513 $ 19,053,249 $ 175,077,017 $ 160,491,843 $ 1,413,223 $ 8,143,169 $ 170,048,235
Total Revenues $ 156,366,893 $ 1,385,513 $ 18,907,791 $ 176,660,198 $ 163,646,202 $ 1,413,223 $ 19,830,271 $ 184,889,696
Net Balance $ 1,728,638 $ - $ (145,457) $ 1,583,181 $ 3,154,359 $ - $ 11,687,102 $ 14,841,461
765
Page 4 of 6
2025 2026
EXPENSES
REVENUE
LowNo and Emissions Grant 0% Future amount based on JTA guidance $ - $ - $ - $ - $ - $ - $ - $ -
Other Federal/State Assistance Grants 2% $ 631,774 $ - $ 1,000,000 $ 1,631,774 $ 644,409 $ - $ 644,409
Operating Surplus Based on prior year capital surplus and operating surplus $ 1,018,580 $ 1,018,580 $ 1,181,967 $ 1,181,967
Total Revenues 30% $ 164,296,566 $ 1,441,488 $ 15,359,647 $ 181,097,701 $ 169,616,496 $ 1,470,318 $ 14,800,338 $ 185,887,151
Surplus/Shortfall $ 109,830,681 $ - $ (286,180) $ 141,160,618 $ 114,316,919 $ - $ (343,967) $ 145,617,898
EXPENSES
Service Improvements $ 112,577,323 $ - $ 112,577,323 $ 117,390,226 $ - $ 117,390,226
REVENUE
Total Costs $ 167,043,208 $ 1,441,488 $ 15,645,827 $ 184,130,523 $ 172,689,803 $ 1,470,318 $ 15,144,305 $ 189,304,425
Total Revenues $ 168,061,788 $ 1,441,488 $ 15,359,647 $ 184,862,923 $ 173,871,770 $ 1,470,318 $ 14,800,338 $ 190,142,425
Net Balance $ 1,018,580 $ - $ (286,180) $ 732,400 $ 1,181,967 $ - $ (343,967) $ 838,000
766
Page 5 of 6
2027 2028
EXPENSES
REVENUE
FTA 5337 2% Year on year growth in FTA formula funds $ - $ - $ 984,231 $ 984,231 $ - $ - $ 1,003,916 $ 1,003,916
LowNo and Emissions Grant 0% Future amount based on JTA guidance $ - $ - $ 800,000 $ 800,000 $ - $ - $ -
Other Federal/State Assistance Grants 2% $ 657,297 $ - $ 2,475,707 $ 3,133,004 $ 670,443 $ - $ 12,204,144 $ 12,874,587
Operating Surplus Based on prior year capital surplus and operating surplus $ 831 $ 831 $ 159,995 $ 159,995
SUB-TOTAL Local and Other $ 139,134,816 $ - $ 831 $ 139,135,647 $ 143,842,919 $ - $ 159,995 $ 144,002,914
Total Revenues 30% $ 174,321,288 $ 1,499,724 $ 17,178,019 $ 192,999,031 $ 180,031,543 $ 1,529,718 $ 26,554,662 $ 208,115,923
Surplus/Shortfall $ 118,627,114 $ - $ (8,672,451) $ 141,160,764 $ 123,444,325 $ - $ 1,628,140 $ 156,308,561
EXPENSES
Service Improvements $ 123,150,731 $ 2,384,520 $ 125,535,251 $ 128,272,104 $ 1,628,140 $ 129,900,244
REVENUE
Total Costs $ 178,844,905 $ 1,499,724 $ 28,234,991 $ 208,579,619 $ 184,859,322 $ 1,529,718 $ 26,554,662 $ 212,943,703
Total Revenues $ 178,845,736 $ 1,499,724 $ 17,178,019 $ 197,523,479 $ 185,019,317 $ 1,529,718 $ 26,554,662 $ 213,103,698
Net Balance $ 831 $ - $ (11,056,971) $ (11,056,140) $ 159,995 $ - $ (0) $ 159,995
767
Page 6 of 6
2029 10-Year Total
EXPENSES
Maintain Existing Service $ 27,805,156 $ 21,717,305 $ 49,522,461 $ 241,029,613 $ - $ 171,569,542 $ 412,599,155
Unallocated Expenses 0% Assumed base cost escalation $ 27,133,871 $ 1,560,313 $ 28,694,183 $ 297,769,029 $ 14,295,956 $ - $ 312,064,984
REVENUE
5307 FHWA Transfer for Ferry 2% Year on year growth in FTA formula funds $ - $ - $ 387,833 $ 387,833 $ - $ - $ 3,553,416 $ 3,553,416
FTA 5310 2% Year on year growth in FTA formula funds $ 408,231 $ - $ 1,163,774 $ 1,572,005 $ 3,740,313 $ - $ 10,662,773 $ 14,403,086
FTA 5311 0% Year on year growth in FTA formula funds $ 1,203,774 $ - $ - $ 1,203,774 $ 11,688,232 $ - $ -
LowNo and Emissions Grant 0% Future amount based on JTA guidance $ - $ - $ - $ - $ - $ - $ 1,640,000 $ 1,640,000
Other Federal/State Assistance Grants 2% $ 683,852 $ - $ 12,231,040 $ 12,914,892 $ 6,265,616 $ - $ 43,999,757 $ 50,265,373
Farebox Revenue see assumptions tab $ 17,356,449 $ 17,356,449 $ 157,803,117 $ - $ - $ 157,803,117
Transfers to JTA funds 2% Inflation $ 22,923,611 $ - $ 22,923,611 $ 210,031,547 $ - $ - $ 210,031,547
Operating Surplus Based on prior year capital surplus and operating surplus $ - $ - $ - $ 13,225,430 $ 13,225,430
Gas Tax 1.00% Average VMT growth nationwide $ 21,071,079 $ - $ 21,071,079 $ 201,566,313 $ - $ - $ 201,566,313
SUB-TOTAL Local and Other $ 148,733,727 $ - $ - $ 148,733,727 $ 1,287,737,147 $ - $ 13,225,430 $ 1,300,962,577
Total Revenues 30% $ 185,101,518 $ 1,560,313 $ 26,716,661 $ 213,378,492 $ 1,622,780,077 $ 14,295,956 $ 191,143,058 $ 1,828,219,090
Surplus/Shortfall $ 130,162,491 $ - $ 4,999,356 $ 163,856,031 $ 1,083,981,435 $ - $ 19,573,516 $ 1,415,619,936
EXPENSES
Service Improvements $ 135,252,073 $ 4,999,800 $ 140,251,873 $ 1,101,396,685 $ - $ 19,573,960 $ 1,120,970,645
REVENUE
Farebox Revenue see assumption tab $ 5,089,506 $ 5,089,506 $ 30,640,604 $ - $ - $ 30,640,604
Total Costs $ 190,191,099 $ 1,560,313 $ 26,717,105 $ 218,468,517 $ 1,640,195,326 $ 14,295,956 $ 191,143,502 $ 1,845,634,784
Total Revenues $ 190,191,024 $ 1,560,313 $ 26,716,661 $ 218,467,998 $ 1,653,420,681 $ 14,295,956 $ 191,143,058 $ 1,858,859,694
Net Balance $ (76) $ - $ (444) $ (519) $ 13,225,355 $ - $ (444)
768

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Transit Development Plan

(Page Intentionally Left Blank)

8.1 Introduction ............................................................................................................................... 200

Figure 21: Duval County Employment Density ........................................................................................... 43

Population and Employment

Transit Potential Areas

Figure 1: Duval County Transit Potential

Existing Transit and Service Evaluation

Fixed Route Bus Transit

 Intelligent Transportation System (ITS) investments to improve calculations of revenues by route;

Other Transit Services

Capital and Infrastructure

Goals and Objectives

10-Year Transit Plan

Service Improvement Recommendations

Table 1: Existing and Proposed Route Types

Service Class Existing System Proposed System

Figure 3: Peak-Hour Headways of Services Proposed in 10-Year Transit Plan

Future Network Evaluation

Implementation and Financial Plan

 Support planned JTA service changes and capital improvements;

1.1 TDP Components

1.1.1 Baseline Conditions

1.1.2 Existing Services and Performance Evaluation

1.1.3 Public and Internal Involvement

1.1.4 Situational Appraisal

1.1.5 Goals and Objectives

1.1.6 Service Framework: Long-Term System Concept

1.1.7 10-Year Transit Plan: Alternatives Development and Evaluation

1.1.8 Implementation Plan

1.2 Statutory/Legislative Requirements and TDP Checklist

Table 2: Transit Development Plan Requirements and Recommended Practice Checklist

TDP Component Location in TDP

Baseline Conditions Assessment Chapter 2: Baseline Conditions

Demographic 2.2. Population & Employment

2.3. Demographic and Employment Spatial Analyses

Socioeconomic 2.3 Demographic and Employment Spatial Analyses

Land Use 2.4 Land Use/Growth Characteristics

Growth 2.4 Land Use/Growth Characteristics

Travel/Mobility 2.5 Travel/Mobility Characteristics

Existing System Profile 3.2 Duval County Existing System Profile

3.3 Clay County Existing System Profile

Appendix E. Comprehensive Operational Analysis

Appendix F. Route Profiles

Trend Analysis 3.4 System Performance Evaluation

Peer Review Analysis 3.4 System Performance Evaluation

Farebox Report 3.5 Farebox Report

Public Involvement Chapter 4: Public and Internal Involvement

Approved TDP Public Involvement 4.2 Public Involvement Plan

Opportunities for public involvement Chapter 4: Public and Internal Involvement

Solicit comments from regional Chapter 4: Public and Internal Involvement

Advise FDOT, regional workforce Chapter 4: Public and Internal Involvement

Provide review opportunities to Chapter 4: Public and Internal Involvement

TDP Component Location in TDP

Situation Appraisal Chapter 2: Baseline Conditions

Chapter 5: Situational Appraisal

Plans and Policy 5.1 Transportation Plans and Policies

Socioeconomic Trends 2.2. Population & Employment

2.3. Demographic and Employment Spatial Analyses