JTA Year End Review
20 25
Vision to Reality: Delivering ROI that Moves Jacksonville Forward
CEO’S ASSESSMENT O V E R V I E W
On June 30, 1976, Jacksonville’s Mayor and City Council along with the Downtown Development Authority, Jacksonville Chamber and the Area Planning Board came together with the Jacksonville Transportation Authority (JTA) and declared “The Vision” for Downtown Jacksonville to the U.S. Department of Transportation. In this Fiscal Year, the JTA has taken the next step in bringing that vision to reality. And we are doing so all around Jacksonville and throughout the Northeastern Florida community.
O n June 30, 1976, Jacksonville’s Mayor and City Council joined the Downtown Develop- ment Authority, the Jacksonville Chamber, the Area Planning Board, and the Jacksonville Transportation Authority (JTA) to declare “The Vision” for Downtown Jacksonville to the U.S. Department of Transportation. That vision called for downtown revi- talization and a new way to move people, an Automat- ed Guideway Transit system, so that Jacksonville could “ascend to its next level of greatness as an example for other medium-sized cities.” Nearly fifty years later, that vision is no longer aspi- rational. It is operational. In this Fiscal Year, we didn’t simply honor the 1976 promise, we advanced it. And we are doing so not only in Downtown Jacksonville, but across neighborhoods and counties throughout North- east Florida. This was the year Jacksonville entered the national conversation as a proving ground for next-generation mobility. In June, we launched NAVI, Neighborhood Autonomous Vehicle Innovation, the first autonomous vehicle (AV) revenue service operated by a public trans- portation authority in the United States. NAVI’s 3.5-mile Bay Street Innovation Corridor connects Pearl Street to EverBank Stadium, linking the Central Business Dis- trict with the Sports & Entertainment District, cultural venues, hotels, and more than 35 dining destinations. Jacksonville isn’t waiting for the future of transporta- tion, we are operating it for real people, in real service, in real time.
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Prepared for the U.S. DOT Urban Mass Transportation Administration By the Mayor’s People-Mover Task Force in cooperation with Mayor and City Council Jacksonville Area Planning Board Jacksonville Transportation Authority Jacksonville Downtown Development Authority Jacksonville Area Chamber of Commerce June 30, 1976 Today Jacksonville recognizes and has document- ed the need and benefits of a unique and improved transportation system, the Automated Guideway Transit (AGT) or people-mover system. With this system for moving people (proposed in 1973) this unique city can ascend to its next level of great- ness as an example for other medium-sized cities.” Jacksonville’s downtown has always been at the center of its activity and downtown revitalization is a top priority today…the mass transportation system…particularly since 1973 has played a vital role in strengthening the downtown area.
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1.2 million free trips for Duval County middle and high school students since launch in January 2022, with a growth rate of 297% between August 2022 and Janu- ary 2024. This year, we expanded fare-free access to include col- lege, university, trade, technical, and apprenticeship students across Duval County. When we remove the daily cost of transportation, we do more than give a ride, we support attendance, graduation, and house- hold stability. Mobility also defines community identity. In October, Gameday Xpress carried 3,426 Jaguars fans to and from EverBank Stadium for Monday Night Football — our strongest performance since 2019. Fans chose JTA because it was faster, easier, and smarter than driving, and because they trust us to deliver them safely to the moments that define this city. That same reliability drives our fixed-route buses, First Coast Flyer, paratransit, Skyway, St. Johns River Ferry, and emerging on-demand services across Duval, Clay, Nassau, Baker, and St. Johns counties. When structural repairs temporarily closed the St. Johns River Ferry, we responded with transparency, communicating repair timelines, launching a full inves- tigation with our partner, and committing to a safe and efficient restoration. Our customers deserve hones- ty, urgency, and accountability , and that remains our standard.
On 904-Day, HOLON announced Jacksonville as the site of its first large-scale U.S. manufacturing facility, a de- cision projected to create hundreds of jobs and gener- ate hundreds of millions in economic impact . For us, innovation isn’t a press-release headline; it’s an eco- nomic development strategy for the region. In April, this Board unanimously approved Resolution 2025-07, authorizing the reservation of purpose-built autonomous shuttles for the Ultimate Urban Circula- tor (U²C) program, a roadmap to scale our innovation. That action enables negotiation for an initial order of 14 HOLON urban movers for the Bay Street Innovation Corridor and positions the Authority to procure up to 100 autonomous vehicles as the system expands. Over the next decade, the U²C program will convert and modernize the existing Skyway connecting Spring- field, Brooklyn, Riverside, San Marco, and Jackson- ville’s medical, education, business, and entertainment districts. This is the direct descendant of the 1976 “people-mover” vision. Then, Jacksonville imagined a signature downtown circulation system; today, Jack- sonville is building it, expanding it, and using it to knit our neighborhoods together. Yet as we lead the nation in autonomous transporta- tion, we remain equally focused on fundamental access to opportunity, especially for youth and working fami- lies. Our My Ride 2 School program has provided more than We are completing an unfinished story when we convert, modernize, and repurpose existing infra- structure with the Skyway Conversion. The U²C program will deliver an estimated 10-mile au- tonomous transportation network into adjacent neighborhoods in a cost-effective method that leverages existing infrastructure with agnostic and evolving system upgrades. Excerpt of Testimony to the Subcommittee on Highways and Transit of the Committee on Transportation and Infrastructure on behalf of the American Public Transportation Association (APTA). —Former Chairman of APTA Board of Directors
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Accessibility continues to anchor our mission. The Jacksonville Transportation Advisory Committee (JTAC) which advises the JTA on mobility needs for riders with disabilities, met in October and elected new officers for the 2025–2027 term, reaffirming our shared commitment to equitable access and independent mo- bility. For us, that’s not compliance work. It’s mission work. Financial strength sustains that mission. In Septem- ber, Kroll Bond Rating Agency (KBRA) affirmed the Authority’s Local Option Gas Tax revenue bond rating at ‘AA’ with a ‘Stable’ outlook , citing strong debt cov- erage, resilient revenues, a diversified economic base, low debt burden, and disciplined fiscal management. This rating isn’t merely validation, it is a competitive advantage that enables us to deliver projects, maintain assets, and invest in innovation without compromising long-term stability. We are also redefining our assets as placemaking engines. The Jacksonville Regional Transportation Center at LaVilla (JRTC) has become more than an in- termodal hub — it’s a front door to the city. This year, we welcomed Cinotti’s Bakery & Sandwich Shop and Grounds of GRACE Coffee into the JRTC, bringing be- loved local businesses downtown and reaffirming our role as a partner in the economic life of LaVilla and the urban core. Through initiatives like MobilityWorks 2.0, repre- senting nearly $490 million in mobility improvements over 30 years, we are using our facilities, real estate, and ridership to anchor small business growth and strengthen neighborhood infrastructure. Looking ahead, the course is set. Over the next de- cade, we will advance Phases 2 and 3 of the U²C, fully
connecting the Bay Street Innovation Corridor with a modernized Skyway, a true 21st-century autonomous network, linking residents to jobs, education, health- care, and opportunity in ways that reflect Jacksonville’s scale, character, and ambition. In 1976, civic leaders declared that Downtown Jackson- ville should be a model for the nation, and that transit would be the catalyst. Today, that promise is being ful- filled. The Jacksonville Transportation Authority is not just running buses, ferries, or AVs — we are building freedom of movement, economic mobility, and confi- dence in Jacksonville’s future . Thank you for your leadership, stewardship, and contin- ued trust. I am proud to present this report for the public record and for the benefit of the people we serve.
TEAM WORKS
TRANSIT WORKS
MOBILITY WORKS
CUSTOMER WORKS
REGIONAL WORKS INNOVATION WORKS COMMUNITY WORKS
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JTA’s YEAR-IN-REVIEW The backbone of the JTA’s mission is Mobility Optimization through Vision and Excellence or MOVE2027, a five-year strategic plan adopted in 2022 that guides our goals, investments, and decisions through 2027 and beyond. MOVE2027 keeps the JTA true to its purpose to move people and goods safely through Jacksonville and Florida’s First Coast, while stimulating the economy, providing outstanding service, strengthening partnerships, engaging with the community, and developing our workforce. The foundation of MOVE2027 was built on seven arteries that are the lifeblood that impact every facet of the organization. They are: 1. TEAMWORKS: To develop a stronger and more resilient organization prepared to meet any challenges ahead. 2. TRANSITWORKS: To create a more convenient, nimble and responsive transit network. 3. MOBILITYWORKS: To build out multi-modal infrastructure for a safer and more resilient region. 4. CUSTOMERWORKS: To improve the customer experience and make the JTA the regional integrator of mobility services.
5. REGIONALWORKS:
To establish a seamless
transportation network across Northeast Florida. 6. INNOVATIONWORKS: To further the JTA’s leadership in innovative and clean mobility solutions. 7. COMMUNITYWORKS: To leverage the JTA’s resources and relationships with partners to strengthen the region. TEAMWORKS Teamworks embodies the JTA’s commitment to cultivating an agile, values-driven organization capable of meeting the complex mobility needs of a growing region. With many employees serving five years or less, we are a team in continual evolution, learning, adapting, and aligning around our shared mission of public service. This makes onboarding not just a process, but a passage into purpose. It requires every human resources professional, trainer, mentor, manager, and senior leader to be equipped—and continually renewed—in the principles of safety, accountability, and excellence that define a highly regulated and public-facing industry like transportation. Organizational excellence: The JTA’s Local Option Gas Tax revenue bonds were reaffirmed at AA (Stable) by Kroll Bond Rating Agency, underscoring the Authority’s disciplined financial management, strong debt coverage, and resilient revenue base. Governance and accountability: JTAC elected new officers for the 2025–2027 term, strengthening stakeholder engagement in governance and reaffirming The JTA’s
Above: August 2025 CDL and Non-CDL class picture.
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commitment to accessibility and parity in service planning. Workforce empowerment: Through the Human Capital Management and Planning strategy in MOVE 2027, the JTA advanced initiatives that modernize recruitment, enhance professional development, and promote workforce retention—supported by new technology tools, flexible work policies, and comprehensive wellness programs. Performance culture: The Adaptive Measurement for Enterprise Level Insight and Optimization or AMELIO enterprise performance system continues to track leadership and organizational outcomes across financial, operational, and customer metrics—driving accountability, transparency, and data-informed decision-making. Together, these efforts ensure that the JTA remains a stable, high-performing, and principled organization, one that leads with integrity, invests in its people, and delivers on the region’s transformative mobility vision. The JTA’s Maintenance Apprenticeship Program is certified by the Florida Department of Education Division of Career and Adult Education.
The JTA’s Toastmasters program, dubbed “The Authority Speakers” is designed to help supervisors improve their presentation skills in a collaborative manner under Toastmaster International’s standards.
TRANSITWORKS Transitworks embodies the JTA’s mission to provide safe, reliable, and equitable transportation that connects people to opportunity. And, it is the teamwork of the people of the JTA who ensure transit works! Expanded access: In addition to the My Ride 2 School program in partnership with the Jacksonville City Council, this initiative was expanded to include My Ride
The graduates of the second class of the JTA’s Leadership Development Program, Corey Wright, Training Manager and Julie Bonsall Senior Risk Manager, worked on a waterborne transportation case study to further activate the St. Johns River, connecting with the JTA’s fixed route service in the future.
This year, the Leadership Development Program also contained a tract for supervisory level. Led by Dr. Sandy Beaumont, left, Frisco Weaver (Maintenance), Kenneth Walker (Customer Engagement), and Erica Pollard Jones (System Development) participated in an intensive year-long curriculum.
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2025 Florida Public Transportation Association (FPTA) Bus Operator of the Year is JTA’s Kenneth Kirkland.
2025 Florida Public Transportation Association (FPTA) Maintenance Technician of the Year is JTA’s Michael Paskanik.
to Train to include apprenticeship participants in 2025. Our top employees are more than essential—they are the reason our community moves. Without their skill and commitment, transit simply cannot work.” “ how dynamic service
illustrating planning meets community demand efficiently and safely. This year, two of the JTA’s long time, perennial Employees of the Month took top honors in the Florida Public Transportation Association’s (FPTA) annual awards. We are very proud of Kenneth Kirkland and Michael Paskanik for their recognition in exemplifying JTA’s Elements of a Leader at the state level.
Customer-focused improvements: The Best Fare policy ensures riders always receive the lowest possible fare through automatic fare-capping— making mobility simpler, fairer, and more affordable. Network modernization: Through MobilityWorks 2.0, the JTA is upgrading more than 100 bus stops with ADA compliance, lighting, and real-time digital displays— enhancing safety and comfort across the system. Peak-demand reliability: The Gameday Xpress achieved its highest ridership since 2019,
The Jacksonville Regional Transportation Center at LaVilla is the intermodal center for Northeast Florida. Whether you want to traverse the St. Johns River on the Skyway to visit the Southbank, or take any of JTA’s bus-rapid transit or fixed-route lines to get around Jacksonville, the JRTC can handle up to 42,000 boardings per day. However, it is more than an intermodal center. Programs such as My Ride to Train facilitates the fullfilment of dreams by making it easier to access educational opportunities and apprenticeship programs.
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San Pablo Road, before and after the JTA improved the roadway through the MobilityWorks 1.0 capital improvement program.
MOBILITYWORKS Enhancing mobility and connectivity throughout our region requires more than concrete, asphalt, and engineering—it requires vision, discipline, and a deep belief in the power of connection. Across Jacksonville, the JTA continues to plan, execute, and deliver a portfolio of construction and capital improvement initiatives that are transforming how people move and how communities thrive. Over the past decade, the Authority’s record of completing projects on time and within budget has not only modernized our infrastructure—it has strengthened public trust, demonstrated accountability, and established the JTA as one of the nation’s most forward- thinking mobility integrators and economic catalysts. Each bridge built, sidewalk extended, and roadway enhanced represents more than progress on a project plan; it represents an investment in safety, access, and opportunity for the people of Northeast Florida. Despite having outdated plans and cost estimates from the City of Jacksonville, the JTA Board of Directors voted to fund the difference for all of the roadway projects and the transfer of the St. Johns River Ferry.
This year, we advanced the very foundation that makes safe, sustainable, and multimodal mobility possible. Our capital programs continue to knit together neighborhoods, enhance quality of life, and support economic vitality. Program Completion: With the successful closeout of MobilityWorks 1.0, two years ahead of schedule, the JTA reached a significant milestone in our promise to deliver results. The final project, the San Pablo Road Corridor, added five miles of sidewalks, nine pedestrian beacons, 89 streetlights, and 81 new trees, creating a safer and more walkable environment for thousands of residents. Next-Generation Investment: Building on that momentum, MobilityWorks 2.0 launches a 30-year, $490 million commitment to the future of Jacksonville’s transportation network. Seventeen projects are already in development, enhancing roadways, bus stops, trails, and ferry infrastructure citywide, designed not only to move people, but to move the city forward.
Cutting the ribbon on San Pablo Road, the last of the MobilityWorks I projects two years ahead of schedule with members of the Jacksonville City Council and Constitutional Officers was a triumphant moment for the JTA shared by all.
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Neighborhood Safety: In Northwest Jacksonville, the Bus Stop Enhancement Project is reimagining what public infrastructure can mean for a community. Improvements to 111 stops, with new lighting, shelters, bike racks, and public art, blend small business- led design excellence, and neighborhood pride. Contract efforts now underway for Merrill Road, University Boulevard, and 8th Street will advance the complete- streets vision: safer corridors for pedestrians and cyclists, smoother travel for motorists, and a more cohesive, accessible urban fabric. Multimodal Corridor Integration: Through MobilityWorks, the JTA is doing more than repairing pavement or replacing signals, we are rebuilding Jacksonville’s mobility backbone, one corridor, one neighborhood, and one connection at a time. Together with our partners and our community, we are turning infrastructure into inspiration, and transportation into transformation. CUSTOMERWORKS The JTA exists to serve residents and visitors in greater Jacksonville and Duval, Clay, Nassau, and St. Johns counties. Moving thousands of people a year requires our network and outreach to be as agile as the customers who ride. Customerworks represents the JTA’s unwavering focus on delivering a safe, seamless, and dignified customer experience across every mode of service.
Customer insight: Regular satisfaction surveys, on-time performance metrics, and mean-distance- between-failures analysis provide actionable feedback that drives continuous improvement. Unified mobility platform: The development of the MyJTA app as a Unified Mobility App (UMA) integrates trip planning, payment, and real-time information for bus, BRT, microtransit, and ferry services, further streamlining the rider journey. Safety and trust: National recognition from APTA with its 2025 Bus Safety Gold Standard Award underscores JTA’s dedication to safety, security, and reliability. Guided by JTAC and ADA best practices, the JTA continues to remove barriers for riders with disabilities, ensuring effective access across the network. Performance Parity: Showing new customers how to be ready to ride the system makes boarding easier and more efficient and better ensures that the JTA is meeting their mobility needs.
The JTA works with local talent in Northwest Jacksonville to develop a program that instills pride in the transit amenities along the JTA’s busiest corridor, Route 1 along Soutel Drive. The result is an environment that supports dignity and pride as patrons pursue their daily goals as well as job creation through Mobilityworks for the small businesses that design, construct and install the infrastructure needed.
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Due to a recent incident the St. Johns River Ferry was required to be taken out of service. The JTA team used the opportunity to effect repairs and return the vessel to the water five weeks ahead of schedule.
Customerworks also transforms every interaction into an opportunity to earn trust, deliver value, and strengthen loyalty among the people the JTA serves. Continuing to show individuals how to read bus schedules, purchase fares, plan trips, track bus arrival and departure times, and schedule microtransit services enhances their quality of life by giving them the independence to travel safely throughout the city. The “On the Ready” campaign continued in earnest. Coordinated with the JTA’s Community Outreach team, the campaign made progress by providing helpful tips on how to board efficiently, use the MyJTA app and book first-and-last-mile rides, or schedule an on-demand, door-to-door service.
REGIONALWORKS Regionalworks extends the JTA’s leadership beyond Jacksonville city limits, creating an integrated mobility ecosystem that connects counties, economies, and people. Jacksonville is the largest city in the contiguous United States by land area of 874.3 square miles. By various interlocal agreements allowed by state law, the JTA’s service territory is now 1,807 miles. Our objective is to provide connected regional mobility that is on-time and reliable. We serve the Jacksonville community within a half- hour in non-peak service, 15-minute peak service for our main lines and 15-minute peak service on our Bus- Rapid Transit (BRT) lines until 8pm and 30 minutes on the weekends. In addition to our mainline routes, the The MyJTA App provides trip information for the Clay, Nassau and St. Johns Express Select Services, Clay Community Transportation, Baker Wildcat Shuttle, the St. Johns River Ferry and Duval fixed route services.
Making the extra effort at the JTA is not “extra.” It is embedded in our Customerworks ethos. Regardless of whether one is a full time employee or a contracted team member, everyone is trained to know that every customer deserves dignity and respect throughout all points of their trip with us.
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JTA operates the First Coast Flyer, our BRT, which is the largest network in the Southeast at 58 miles. The JTA has been designated by the respective county Local Coordinating Board as the Community Transportation Coordinator in Clay and Nassau the counties. The JTA operates premium service delivery for those who qualify for paratransit services and also provides regional mobility services through its Express Select Program to Clay, Nassau, and St. Johns counties. Through ordinance, the Clay County Board of County Commissioners extended their agreement with the JTA to provide regional services for the next three years. The Nassau County Board of County Commissioners agreed to have the JTA manage their paratransit services. Our regional goal is to further link rural, suburban, and urban areas into one seamless network. River connectivity: With a $15.6 million federal grant, the JTA is adding a second St. Johns River Ferry vessel to strengthen reliability and regional maritime mobility. Regional collaboration: The JTA continues to coordinate with FDOT, the North Florida TPO, and local The JTA’s Park & Ride network provides a convenient and efficient transportation option for patrons traveling to the Downtown Sports Complex.
jurisdictions to synchronize projects, funding, and long-range planning under the MOVE 2027 framework. Regionalworks ensures Northeast Florida moves as one connected region—united by shared infrastructure, opportunity, and purpose. INNOVATIONWORKS Innovationworks positions the JTA and Jacksonville as national leaders in next-generation transportation technology and sustainable mobility. Earlier this year Florida Commerce Secretary J. Alex Kelly served as the Florida AV Day speaker in Jacksonville and acknowledged Jacksonville partnerships: JAXUSA, the City, the State and the JTA for our free market ethos that attracted an innovative Tier-1 automotive manufacturer to our region. Autonomous leadership: In June 2025, the JTA launched NAVI (Neighborhood Autonomous Vehicle Innovation), the nation’s first autonomous- vehicle revenue service operated by a public transportation authority. This was constructed by the Vision to Reality team of Balfour Beatty and its partners: Beep, Inc., Miller Electric, WGI, Superior, Kimley Horn, ETM, K&J, Grayline and Urban SDK. The Gameday Xpress experience allows the JTA to showcase how mobility drives economic growth and quality of life — inspiring the community with a glimpse into the future of transportation.
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The Bay Street Innovation Corridor, a 3.5 mile loop, was funded by a federal BUILD Grant, with grant support by the Florida Department of Transportation and local funding, completing the first phase of the U 2 C program with built in America vehicles compliant with existing federal vehicle safety standards. NAVI Stop 1 NAVI Route 1. Bay at Julia 2. Riverfront Plaza Park 3. Bay at Main 4. Bay at Market 5. Bay at Newnan 6. Bay at Catherine (SE) 7. Bay at Catherine (NE) 8. MOSH 9. Four Seasons 10. TIAA Field 11. Adams at Georgia 12. APR at Adams Service Route Parking
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Infrastructure for innovation : The new Autonomous Innovation Center (AIC) in LaVilla serves as the command hub for the U²C network and future autonomous fleet testing and deployment. Industry partnerships: HOLON USA selected Jacksonville for its first U.S. manufacturing facility, expected to generate hundreds of jobs and millions in economic impact. According to the University of Florida’s latest study, once operations begin in 2027, HOLON’s manufacturing facility will provide ongoing economic benefits, generating 736 jobs and $87.2 million in economic output annually. According to HOLON, the JTA’s U 2 C program and its first phase, the Bay Street Innovation Corridor, catalyzed HOLON’s decision to choose Jacksonville. Data-driven modernization: AI-assisted safety cameras, predictive maintenance analytics, and real-time service dashboards are optimizing operations and HOLON USA General Manager Gregory Crandell and Tobias Liebelt, CFO of Benteler Mobility, attended the 2025 APTA TRANSform Conference, where they unveiled the HOLON urban mover prototype featuring JTA branding.
advancing the Authority’s digital transformation. Innovationworks ensures Jacksonville is not waiting for the future of mobility—it is operating it now, turning innovation into real-world service. COMMUNITYWORKS Communityworks translates the JTA’s infrastructure and innovation into lasting community value—linking mobility to economic opportunity, equity, and pride of place. It reflects a philosophy that every bus stop, trail, and transit corridor is not merely a point of access, but a pathway to progress. Economic activation: The JRTC at LaVilla continues to anchor growth and connection in the heart of the city. With the addition of beloved local businesses like Cinotti’s Bakery and Grounds of Grace Coffee, the JRTC is evolving beyond an intermodal hub into a vibrant civic destination—where residents, visitors, and employees intersect daily in a space that celebrates local entrepreneurship and culture. JTA interns explored how advanced driver-assistance systems are evolving through autonomous vehicle technology and the NAVI program.
The JTA and its City partners celebrated the launch of the nation’s first autonomous vehicle–powered fixed-route service, exemplifying how public and private collaboration can advance innovation and strengthen free-market enterprise.
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Neighborhood revitalization: Through transit-oriented development, the JTA is reimagining under-served corridors as engines of growth. These projects bring workforce housing, small business opportunities, and inviting public spaces to areas long overlooked, aligning with MobilityWorks 2.0 investments that deliver both infrastructure and dignity. Accessibility programs: Initiatives such as Door-to- Store (ReadiRide) continue to close critical gaps in access, connecting residents to healthy food, education, healthcare, and employment. By reducing the transportation burden on households, these programs convert stagnation into economic mobility. Transparency and accountability: When infrastructure repairs required a temporary suspension of ferry service, the JTA responded with clear communication, swift action, and an unwavering focus on safety. That responsiveness underscored a deeper truth: public trust is as essential to mobility as the roads and bridges themselves. Communityworks ensures that every investment in mobility becomes an investment in people, neighborhoods, and opportunity—building not only a stronger transportation network, but a stronger Jacksonville. OUTLOOK As this report reflects, the JTA has not only delivered on the goals and objectives of Fiscal Year 2025—it has continued to embody the vision and values that define this administration. Our progress stands as proof that when planning, purpose, and people align, transformation follows. As we move into Fiscal Year 2026, we do so with confidence and conviction— committed to exceeding expectations in customer experience, innovation, financial stewardship, workforce excellence, safety, and organizational performance. The JTA remains steadfast in its mission to move people and to move our region forward. Every project
Eastside Jacksonville is home to “The Corner at Debs Store” a local grocery store along one of JTA’s heaviest-used fixed routes.
The JTA partnered with the City of Jacksonville and its Emergency Operations Center to bring awareness to hurricane preparedness and disaster recovery education.
completed, every partnership forged, and every mile connected brings us closer to a future where mobility empowers opportunity and strengthens community. Together, with our Board, our employees, and the citizens we serve, we are not just building systems of transportation; we are shaping the pathways of progress for generations to come. Thank you for your ongoing support to make the JTA one of the best travel options in Northeast Florida. The JTA, through its Wellness on Wheels program, partnered with Baptist Health to develop a stroke education initiative to provide education and outreach in Northeast Florida.
Yours in service,
Nathaniel P. Ford Sr. Chief Executive Officer
The JTA continues to demonstrate its commitment to the community through expanded outreach and partnerships, including its collaboration with Project Opioid and the Safety on the Move bus, which delivers life-saving education and intervention resources.
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AMELIO: Adaptive Measurement For Enterprise Level Insight and Optimization
GENERAL MEASURES (20%)*
*=The Board of Directors evaluates the organization on 80% of the seven Initiatives of the MOVE Plan. The General Measures are evaluated at 20%. The Board reviewed each Initiative and each AMELIO metric at its annual Board of Directors retreat held September 3-4, 2025. & =The metrics will be subsumed within Organizational Efficiency and Effectiveness in the next FY in the System Development scorecard.
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AMELIO: Adaptive Measurement For Enterprise Level Insight and Optimization
THE JTA SCORECARD EXPLANATIONS FOR AREAS OF IMPROVEMENT GENERAL MEASURES (20%)
Workers Compensation Claims (Dollars): The number of claims has remained flat year over year. We are focused on quickly getting injured employees back to work and have improved the light-duty process. This year, 88% of our workers’ compensation spending has been allocated to claims from the 2018/2019 policy year, including significant costs associated with one claim involving surgery-related complications. These complications are considered part of workers’ compensation, even though they were not directly related to the original injury. Currently, claims from the 2025 policy year account for only 12% of our workers’ compensation costs. The existing KPI does not accurately reflect our work environment or improved safety programs. Additionally, it cannot be reliably projected due to year-to-year variability and does not account for rising healthcare costs. Therefore, we propose implementing a new metric starting in fiscal year 2026. Workers’ Compensation Days Away will be calculated based on the days employees miss work due to workers’ compensation claims. This metric offers a real-time view of how injuries affect availability and productivity. We aim to improve this by facilitating quicker returns to work and encouraging employees to take on light-duty roles. The target is proposed at 99 days away, based on the average from the last three years. Fixed Route Farebox Recovery: Monthly passenger fare revenue has remained consistent, with expected seasonal variations influenced by weather, holidays, and summer (school riders). The uptick in June’s farebox recovery ratio was a unique occurrence where less expenses were paid than in other months. When fare revenue remains steady, fluctuations in operating costs can significantly impact the farebox recovery ratio. The introduction of the Best Fare initiative and Free Pass programs for seniors, students, and college students has successfully increased rider- ship. However, these programs limit fare revenue growth, as approximately 25% of the JTA riders are now classified as non-paying due to policy. Without a fare increase, the JTA’s current farebox recovery ratio of approximately 6% will continue to fall short of the industry average, despite gains in ridership. The metric formula is Fare Box Recovery = Passenger Fare (BUS) / Operational Expenses (includes corporate). Increase the number of active Unified Mobility App (UMA) accounts: Data is showing growing adoption of the MYJTA app as daily downloads of the MYJTA app continue to rise, indicating strong customer interest and engagement. While downloads are increasing, some users uninstall the app when not actively needed. This behavior is better captured by metrics such as Average Daily Active Users, rather than total downloads or active accounts. Since the launch of Best Fare in May 2024, which introduced Fare Capping, overall app usage has steadily increased and revenue contributions from the MYJTA app now account for approximately 45% of total fare revenue, and this share continues to grow. Given the nature of user engagement, Active Accounts is not the most accurate measure of app adoption or usage. Metrics like Daily Active Users and Revenue Contribution provide a clearer picture of the app’s impact. Connexion Customer Satisfaction: The 2025 Concern Handling by Customer Service Center metric, also known as Days-To-Close, is driven by the number of days from receipt of the complaint in Customer Service until the concern is reviewed, resolved, and marked closed in the Customer Relationship Management system or CRM. The moment a complaint is entered into the CRM by the Customer Service Representative, it is elec- tronically distributed to the responsible party for that area in Connexion. Customer Service sends Daily, Weekly and Monthly reports displaying trends for complaints/concerns and compliments to Connexion management for review and resolution. Open Case reports are also sent as a re- minder that responses are due to Customer Service within a specific timeframe so that cases can be closed in a timely manner within the system. To enhance the responsiveness of Connexion contractors in providing timely responses/resolutions, Customer Service has instituted weekly meetings with Connexion management to focus on open cases and to emphasize the importance of prompt responses to ensure timeliness in case closures and in Connexion’s responses to customers as appropriate. Additionally, Customer Service inquired about how Connexion coon- tractors’ Service Level Agreements might be written to include guidelines for reporting and timely case responsiveness. Connexion Customer Satisfaction declined in FY25 (85.1%) compared to FY24 (88.2%), primarily driven by declines in satisfaction with the reservation process ( 4.7% decline vs FY24), and concern handling by the customer service center (9.3% decline vs FY24) and on-time performance (3.4% decline vs FY24).
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