The Tampa Hillsborough Expressway Authority (THEA) Board of Directors has unanimously adopted its Fiscal Year 2027-32 Work Program, committing $767.7 million to infrastructure, operations, technology, and community investments that will support Tampa Bay’s continued growth and future mobility needs.
The six-year program directs 83% ($635M) of funding toward enhancement and capacity projects, 15% toward preservation and rehabilitation, and 2% toward programmatic initiatives that position the agency for future investment decisions and system improvements.
The work program reflects THEA’s continued focus on building a modern transportation system that addresses regional growth, improves reliability, enhances customer experience, and preserves critical infrastructure assets for decades to come.
“Tampa Bay’s growth is creating new demands on our transportation system, and this work program is designed to stay ahead of that growth,” said Greg Slater, CEO and Executive Director of THEA. “This is a long-term investment strategy focused on mobility, operational reliability, technology modernization, and community connectivity. We are building the infrastructure needed today while laying the foundation for the next generation of transportation across our region.”
Guided by THEA’s Strategic Blueprint and a data-driven project selection process, the FY2027-32 Work Program advances the agency’s most significant infrastructure priorities while integrating next-generation technology, strengthening community assets, and preserving the performance of the expressway system.
Key Areas of Investment
Mobility and Capacity Improvements
- South Selmon Capacity Project, fully funded through completion
- Whiting Street Project, fully funded through completion
- Meridian Avenue and Brandon Parkway corridor refresh projects, fully funded through completion
- East Selmon Phase 1 construction and Phase 2 design advancement
- Reversible Express Lanes (REL) refresh, including steel bridge repainting and updated aesthetic treatments
- System-wide roadway signage, striping, and drainage improvements
Technology and Operational Modernization
- Integration of Roadside Toll Collection System (RTCS) and Operational Back Office System (OBOS)
- Full deployment of Intelligent Transportation System (ITS) infrastructure
- Advanced Traffic Management System (ATMS) enhancements
- Continued connected vehicle and V2X integration
- Wrong-way driving detection and operational safety enhancements
Community and Connectivity Investments
- 12th Street Park
- Meridian Health Trail
- Greenway and pedestrian connectivity improvements
- Community-focused transportation enhancements integrated into downtown development opportunities
Preservation and Long-Term Stewardship
- System-wide preservation and rehabilitation projects
- Structural analysis of the Downtown Viaduct and system technology integration to guide investment needs over the next 30 years
- Bridge preservation and lifecycle extension projects
- Drainage system modernization and resiliency improvements
Real Estate and Urban Connectivity
- Activation of THEA’s downtown real estate assets through community-focused development strategies that integrate mobility, connectivity, and transportation infrastructure into the evolving downtown core
- Supporting future economic growth while improving movement and connectivity throughout Downtown Tampa
Long-Range Planning and Future Growth
- Completion of the US 301 Expressway PD&E Study
- Continued integration of transportation, operations, and urban infrastructure planning
The adopted program also reflects THEA’s continued commitment to disciplined financial stewardship and organizational efficiency. The plan includes a year-over-year 2.4% decrease in expenditures while continuing to advance one of the most ambitious capital programs in the agency’s history.
“This work program reflects a balanced approach to growth and stewardship,” said Vincent Cassidy, Chair of THEA’s Board of Directors. “THEA is continuing to invest aggressively in the projects and technologies our region needs while maintaining strong financial discipline and focusing on long-term system performance.”