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A L I G N I N G F O R T H E F U T U R E

Fiscal Year 2019 - Fiscal Year 2028

HILLSBOROUGH TRANSIT AUTHORITY A/K/A HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY, FL

Transit DevelopmentPlan Update

MISSION:HART TAKES PEOPLE TO THE PLACES

THAT ENHANCE THEIR LIVES.

VISION:HART INVITES, INSPIRES,

AND IMPLEMENTS SUSTAINABLE AND INNOVATIVE TRANSPORTATION.

TABLE OF CONTENTS

1. BACKGROUND AND PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2. PAST YEAR’S ACCOMPLISHMENTS COMPARED TO THE ORIGINAL IMPLEMENTATION PROGRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Goal #1: Continue to Enhance the Financial Condition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Goal #2: Improve Mobility & Accessibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Goal #3: Enhance Customer Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Goal #4: Develop Effective Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Goal #5: Deliver Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Goal #6: Maximize the Safety and Security of Employees, Passengers and the Public . . . . . . . . . . 20Goal #7: Foster a Thriving Internal Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Goal #8: Embrace Innovative Practices and Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

3. ANALYSIS OF DISCREPANCIES BETWEEN THE PLAN AND ITS IMPLEMENTATION FOR THE PAST YEAR AND STEPS THAT WILL BE TAKEN TO ATTAIN ORIGINAL GOALS AND OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

4. ANY REVISIONS TO THE IMPLEMENTATION PROGRAM FOR THE COMING YEAR . . . . . . . . . . . . . . . 24

5. ADDED RECOMMENDATIONS FOR THE TENTH YEAR OF THE UPCOMING PLAN/REVISED LIST OF PROJECTS AND SERVICES NEED TO MEET THE GOALS AND OBJECTIVES . . . . . . . . . . . . . . . . 26

A. REVISED ACTION PLAN (FUNDED) FY2019-FY2028 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27B. REVISED VISION PLAN (UNFUNDED) FY2019-FY2028 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29C. CAPITAL PROJECTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

6. REVISED FINANCIAL PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

FY2019-FY2028 Transit Development Plan Annual Update September 2018


APPENDICES

APPENDIX A: HART-TDP ACTION PLAN FY2019- FY2028 (MAP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

APPENDIX B: HART – TDP VISION PLAN FY2019-FY2028 (MAP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

APPENDIX C: FAREBOX RECOVERY MAXIMIZATION PROGRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

APPENDIX D: HART – HART SUCCESS PLAN FY2018 OUTCOME GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

LIST OF TABLES

Revised Action Plan (Funded Plan) FY2019-FY2028 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Revised Action Plan - Paratransit: FY2019 – FY2028 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Revised Vision Plan –Bus Rapid Transit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Revised Vision Plan - New Local Bus Routes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Revised Vision Plan - Innovative Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Revised Vision Plan - On-Demand Circulators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Revised Vision Plan - Frequency Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Revised Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

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1. Background and Process

A TDP is a multi-year financial and operating plan for a transit agency. The Florida Department ofTransportation (FDOT) requires public transit providers receiving State funding to develop and adopt a TDPas explained in Chapter 14-73.001, Florida Administrative Code.

“Transit Development Plans (TDPs) are required for grant program recipients inSection 341.052, F.S. A TDP shall be the provider’s planning, development, andoperational guidance document, based on a ten‐year planning horizon and coversthe year for which funding is sought and the nine subsequent years. A TDP or anannual update shall be used in developing the Department’s five‐year Work Program,the Transportation Improvement Program, and the Department’s Program andResource Plan. A TDP shall be adopted by a provider’s governing body. Technicalassistance in preparing TDPs is available from the Department. TDPs shall beupdated every five years.”

All transit agencies are required to prepare a five-year major TDP and an annual update in the form of aprogress report each year. The HART Board adopted the last major TDP update on September 25, 2017.

This year’s annual update of the TDP covers the FY2019 – FY2028. This year’s update to the TDP provides aprogress status report on implementing the key projects and initiatives that were included in the2018-2027 Major TDP Update. In addition, the TDP is updated to reflect revised priorities for service andcapital projects.

HART’s TDP update emphasizes the following requirements of the annual update under Florida Statute341.052 (Chapter 14-73)

• Past year’s accomplishments compared to the original implementation program;

• Analysis of discrepancies, if any, between the plan and its implementation for the past year and steps that will be taken to attain original goals and objectives;

• Any revisions to the implementation program in the past year;

• Added recommendations for the new tenth year of the upcoming plan;

• Any revisions to the financial plan; and

• A revised list of projects or services needed to meet the goals and objectives.

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2. Past Year’s Accomplishments compared to the Original Implementation Program

The following reports on this year’s key accomplishments and initiatives. These are organized according tothe goals and objectives presented in the major TDP 2018-2027 update adopted by the HART Board. TheTDP goals and objectives were based on the review assessment of existing conditions, feedback receivedduring the public involvement process and the applicable policy directions from local plans and policies.

The plan established seven goals to focus the organization’s efforts:

• Continue to Enhance the Financial Condition

• Improve Mobility and Accessibility

• Enhance Customer Focus

• Develop Effective Partnerships

• Deliver Capital Projects

• Maximize the Safety and Security of Employees, Passengers and the Public

• Foster a Thriving Internal Environment

• Embrace Innovative Practices and Systems


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GOAL 1: Continue to Enhance the Financial Condition

Specific past year accomplishments:

Manage System Cost Effectively. Regularly evaluate system/route productively and implement route, area,and/or system‐based efficiency improvements.

Comprehensive Operations Analysis (COA) – In October 2017, HART proposed a service plan that meetsaffordability within the FY 2018 budget while developing a transformational network of publictransportation services. The service plan would also address patron concerns for faster travel time andgreater frequency. The COA service plan could save HART approximately $5.8 million over the FY 2017service level and reduced the peak hour fleet allowing vehicles that have exceeded their useful life to betaken out of service. The changes are outlined under Goal 2. It is estimated that the COA service planwould reduce the peak-hour fleet by approximately 40 vehicles allowing vehicles that exceeded the12-year life to be taken out of revenue service. After public review and input with the Boardrecommendation, HART implemented 95% of the service plan.

Customer Choice Voucher - Existing paratransit services has been expanded through agreements withservice providers to assist with paratransit trips seven days a week, 21 hours a day. HARTPlus customerswho choose the voucher program will select a provider from the list to book a trip, including same daytrips. The first two years have shown the popularity and success of the program with over 115,000 tripsperformed, with over 49,000 wheelchair transports included in that number. The program has providedHART with savings in excess of $2,000,000 over HART delivering the service in house. Overall customersatisfaction has been positive as documented during the HART Quality Assurance Customer CallBack program.

Seek additional funding for services and programs.

U.S. Department of Transportation Discretionary Grants for Section 5339 Bus and Bus FacilitiesPrograms - Staff submitted proposals in July and August 2017 to secure federal discretionary funding fromthe fiscal year 2018 Section 5339-B Bus and Bus Facilities and 5339C Low or No Emissions Grants to constructa new heavy maintenance building and bus replacement. The proposals sought ($15.1 million).

Florida Department of Transportation (FDOT) Transportation Regional Incentive Program - Receivedfunding ($1.5 million) from the Florida Department of Transportation (FDOT), to conduct a Premium RegionalTransit Feasibility Study focusing on the Tampa Bay region of Hillsborough, Pasco, and Pinellas Counties.

FDOT Transit Urban Corridor Grants - HART entered into a joint participation agreement with FDOT torealign Route 51LX (New Tampa/ Pasco Limited Express) into a replacement Route 275LX (WesleyChapel/University Area Transit Center/ Downtown Tampa/Tampa International Airport). HART is replacingRoute 51LX with a more robust regional route as ridership continues to decline on Route 51LX.


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FDOT Service Development – HART entered into two Joint Participation Agreements with the FloridaDepartment of Transportation, receiving a total of $486,000 to implement a circulator service in the TampaInnovation District and a new local route 48 in the Temple Terrace area.

FDOT Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities - Submitted twoFY 2018 grant applications to the FDOT, for the Section 5310 Enhanced Mobility of Seniors and Individuals

with Disabilities program, to secure funding ($250,000) for the Taxi VoucherProgram and ($360,0000) to purchase paratransit vehicles.

HART received funding from the Florida Department of Transportation,under the FY 2017 grant application of the Section 5310 EnhancedMobility of Seniors and Individuals with Disabilities program, for the

Taxi Voucher Program ($200,000) and Paratransit Trip Reservation andFare Collection software ($320,000).

FDOT Awards Streetcar Service Enhancements - FDOT awarded HART $2.7 million of grant funding toenhance streetcar service which will include free fares, increased frequency, and extended service hours.This grant is the culmination of ongoing discussions with FDOT to ensure that commuters and visitors inthe Tampa Bay area will have a viable transit option to quickly and efficiently travel throughout thedowntown area.

Hillsborough Metropolitan Planning Organization (MPO) Transportation Improvement Program -HART submitted the following projects to the MPO for consideration of priority funding into theHillsborough MPO Transportation Improvement Program for FY 2024.

• Bus Replacement

• CAD/AVL System Replacement

• Heavy Maintenance Building (expansion of existing or construction of new maintenance facility and stormwater improvements and pavement rehabilitation at HART administration and maintenance facility)

• N/S MetroRapid Construction

• Regional Revenue Collection & Inter-jurisdiction Mobility Fiber Optic Ring between Jurisdiction

• Bus Stop Capital Improvements

• Marion Transit Center Concrete

• Trapeze Software - Bus Stop Manager and OPS Web

• E/W MetroRapid Preliminary Engineering Update

• Satellite Maintenance Facility

• CNG Compressor

• E/W MetroRapid Construction

• Automated Vehicle Facilities/Infrastructure


Hillsborough Metropolitan Planning Organization (MPO) Unified Planning Work ProgramHART requested MPO assistance to fund the following planning studies.

• Bus Stop Assessment Study- Develop report to outline the development of a bus stop inventory and database, the prioritization of bus stops improvements, and a phasing plan.

• Cashless Fare Pilot Study- Examine various components related to the development of and implementation of cashless fare systems. Analyze benefits and disadvantages encountered by cashless fare transit agencies.

• Hyperlink Service Study- Examine select planning areas of Hillsborough County and the City of Tampa that lack access to existing bus routes. Identify feasibility alignment with bus routes and evaluate cost effectiveness.

• Update the HART Intelligent Transportation System (ITS) plan- Prioritize ITS projects to implement planned transit technologies for improved transit service.

Incentivize private‐sector and community transit investments.

Public/private partnerships: HART agreements with Megabus and Red Coach provide new revenuestreams and more options for transit service at the Marion Transit Center and the HART Mango Park-and-Ride location. As a result, restroom renovation at the Marion Transit Center are complete and the agencyis in the process of implementing future landscape enhancements for Marion Transit Center.

Hillsborough Tax Collector Ground Lease Agreement - The County and HART entered into a long termground lease agreement with the Hillsborough Tax Collector for the new South County Tax CollectorBranch Office. The Tax Collector has committed to provide a reimbursement to HART of up to $60,000for the construction of a bus stop on 30th Street adjacent to the South County Regional Service Centerand up to $60,000 for the construction of any sidewalk necessary for pedestrian access from the bus stopto the South County Regional Service Center.

Identify and evaluate other opportunities to enhance revenues.

1. Signal Outdoor Advertising: As of 9/30/2017, Signal Outdoor Advertising had installed 416 shelters. The monthly proceeds to HART have averaged $32,501 for the past 12 months.

2. Direct Media USA: During FY2017, Direct Media paid HART four payments for a total of $641,000.

3. Commuter-Advertising: Commuter-Advertising, a sole-source GPS (Global Positioning System) based advertising system using the bus annunciator and text scroll, brings in an annual guarantee of $12,000 per year. In the fourth year of this contract, ending 9/30/17 (FY2017), HART received $53,207.28, which was $41,207.28 over its minimum annual guarantee.

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GOAL 2: Improve Mobility and Accessibility


Phase 1 of Mission Max (Modernizing and Aligning for Excellence), a major service redesign was implementedin October 2017 to accomplish three of the eleven objectives established under this goal. The threeobjectives related to Mission Max are:

1. Provide faster, more frequent services (bus every 10‐15 minutes during peak travel times) in areas with high existing ridership and higher population and employment densities streamlining routes and facilities.

An assessment of the service area characteristics and the HART network was conducted during the Comprehensive Service Operation Analysis (COA) to identify where transit is or is not servingpopulation densities that are often transit supportive. Routes were compared with similar servicecharacteristics to determine the performance on the routes.

Results:

• Route 2 was removed and replaced by MetroRapid. Frequency on MetroRapid increased to every 12 minutes on weekdays.

• Weekday frequency was increased to every 15 minutes on Routes 1 and 34.

• Streamlining included the elimination of nine low performing routes and the implementation of five new routes to serve higher population and employment densities.

2. Provide basic, low‐frequency (bus every 30‐60 minutes) transit service in areas of low existing ridership and lower density.HART implemented the following service changes:

30 minutes

• Route 14 - Increased weekday frequency to every 30 minutes. Route restructured to travel on the Howard Avenue and Armenia Avenue one-way pairs connecting South Tampa, West Tampa, and the Yukon Transfer Center.

• Route 42 - The new service operates at a 30-minute frequency, connecting the Yukon Transfer Center to the University Area.

• Route 16 - Increased weekday frequency to every 30 minutes on Waters Avenue.


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60 minutes• Route 4 - The Route was replaced by other services. A new all-day hourly limited express

route (360LX) replaced the segment of Route 4 that ran from Britton Plaza to MacDill Air Force Base. Route 19 replaced Route 4 segment from Marion Transit Center to Britton Plaza Transfer Center.

• Route 60LX - New all day hourly express service from Tampa International Airport to Brandon.

• Route 35 - New all day hourly service from the Northwest Transfer Center and Town ‘N Country to the Tampa International Airport.

• Route 46 - Restructured route to provide all day hourly services along the portion of State Road 60 corridor as outlined in the Brandon Community Plan.

• Route 38 - New hourly service connects Mango to the Netpark Transfer Center via Martin Luther King Boulevard. This new service also connects to the Florida Fairgrounds and the Seminole Hard Rock Hotel and Casino.

• Route 17 - New hourly service connects Britton Plaza to Interbay Boulevard via Manhattan Avenue.

• Route 48 - New hourly service connects City of Temple Terrace to the University area and the Hillsborough County planning areas of East Lake-Orient Park.

• Route 275LX - New hourly service connects to Pasco County, New Tampa, the University Area, Downtown Tampa, and the Tampa International Airport.

3. Increase transit ridership by maximizing operational performance and efficiency.The following table outlines the routes were modified to maximize operational performance and efficiency:

ROUTE1

5

6

MODIFICATIONSIncreased frequency on the entire route. Created a more direct connection toFlorida Ave. from UATC via Fletcher Ave. by deleting the deviation onto 22ndSt./Bearss Ave. and Nebraska Ave. The deleted segment was replaced by thenew Route 42.

The route no longer circulates within the University of South Florida (USF)campus. The route continues on Fowler Ave. to UATC via 30th St. The deletedsegment is served by the USF Bull Runner.

For shorter trip times, the route no longer deviates at 50th St./Puritan Rd./SlighAve. This provides a direct connection on 56th St. to from Fletcher Ave. toNetpark Transfer Center. The deviation on Fowler Ave. and internal trips intoUSF campus was removed to allow a more direct connection on Fletcher Ave.from 56th St. to UATC. The deleted segments are now served by Route 39 andthe USF Bull Runner.


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7

8

9

14

15

16

19

20X

24LX

25LX

Route 7 was shifted from the one-way pairs of Howard Ave. and Armenia Ave.in West Tampa to travel on North Boulevard onto Dr. Martin Luther King Jr. Blvd.(MLK) with connections to Hillsborough Community College Dale MabryCampus. This created a direct connection and shorter trip from DowntownTampa. The Citrus Park segment, north of MLK was deleted as Routes 36 and 39provides connection to Citrus Park.

Deviations on neighborhood streets in Progress Village were removed due tounresolved safety concerns. The route continues on 78th St. onto Progress Blvd.creating a more direct connection into Brandon.

Expanded hours of service on weekdays and weekends. With the implementa-tion of Route 42 and the extension of Route 16 on Waters Ave., staff was ableto delete the segments of the route that traveled on Waters Ave., LinebaughAve. and 15th St. and focus the route onto 30th St. to connect to UATC. TheFlorida Ave. segment of the route that was duplicated by Route 1 was deleted.

Increased weekday frequency, expanded evening hours of service on weekendsand weekdays. More direct service implemented on the one-way pairs ofArmenia Ave. and Howard Ave. with an improved connection to the Yukon Trans-fer Center from the SoHo District, North Hyde Park, and West Tampa. Thedeleted segment of the route that traveled on North Blvd. is served by Route 7.

Adjustments were made to create shorter trip times to maximize operationalefficiency. The segment deviation to Broadway and Orient Rd. was deleted. Theroute remains on Columbus Dr. /Boyscout Rd. to connect to Netpark TransferCenter via 56th St. and Westshore Plaza Transfer Center via Westshore Blvd. Thesegment of the route that traveled to Florida Fairgrounds and the Seminole HardRock Hotel and Casino was replaced by Route 38.

Extended the Waters Avenue segment beyond Florida Avenue into Rowlett Parkcommunities. For faster trip times, the route does not deviate from WatersAvenue by traveling to the Yukon Transfer Center. Improved weekday frequency,and added Sunday service. Adjustments were also made to Saturday travel times.

Improvements include shorter trips connecting Downtown Tampa and the SoHoDistrict to Tampa General Hospital (Davis Island), and Britton Plaza withexpanded weekday service times. The segment of the route that traveled fromthe Britton Plaza Transfer Center to Port Tampa was replaced by the newRoute 17.

The route was extended to connect to South Tampa MacDill area.

The route provided express service to MacDill from Fishhawk/Riverview.Deleted 27LX that provided limited express service from Brandon andFishhawk/Riverview to Downtown Tampa and modified Route 24LX to providelimited express service from Fishhawk to MacDill via Downtown Tampa.

The route provided express service to MacDill from Brandon. Deleted 22LX thatprovided limited express service from Brandon to Downtown Tampa andmodified Route 25LX to provide limited express service from Brandon toMacDill via Downtown Tampa.


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30

32

33

36

37

39

45

46

MetroRapid

51LX

HARTFlexSouth Tampa

More direct service between Downtown Tampa and Tampa International Airport.The deleted segment of the Route that traveled to Town and County wasreplaced by the new Route 35.

Service was expanded to travel from Netpark to Tampa International Airport.The segment of the route that traveled from Netpark to Mango was replacedby the new Route 38.

Extends service on Fletcher Ave., providing a more direct connection fromCarrollwood to Temple Terrace and the University Area. Replaced part ofMetroRapid from UATC to Hidden River/Telecom Park on east Fletcher Ave.

Improvements include shorter trip times from South Tampa to Carrollwood witha direct connection to the Hillsborough Community College Dale MabryCampus. The deleted portion of the route between Britton Plaza and MacDillAir Force Base was replaced by the new route (360LX).

Modified the route to provide more direct service from Brandon to Netpark.The segment traveling to the Brandon Hospital was replaced by the HARTFlexBrandon.

For faster trip times, the route does not deviate from S.R. 580 (Busch Blvd.) bytraveling to the Yukon Transfer Center and Netpark Transfer Center. The routereplaces the deleted segment of Route 6 at 50th St./Puritan Rd./ Sligh Ave.

• East Tampa/University Area: Route ends at Yukon Transfer Center and connects with the new Route 42 traveling from Yukon on 15th St., Nebraska Ave. (north of Fletcher Ave., Skipper Rd./ Bearss Ave. and Bruce B. Downs Blvd. to UATC.

• North Tampa: Route travels on Florida Ave. between Waters Ave. and Yukon Ave.

• Carrollwood: Route was shifted from Himes Ave. to Dale Mabry Hwy.

The Downtown Tampa, Palmetto Beach and Causeway Blvd. Segmentswere removed to focus on improvements on the State Rd. 60/BrandonOverlay District.

Efficiency Improvements: 1) Replaced Fletcher Avenue segment between UATC and Hidden River/

Telecom Park by extending Route 33. 2) Eliminated duplication of services with the removal of Route 2. 3) Placed seven additional stops in each direction to accommodate the

removal of Route 2. 4) Increased weekday frequency to 12 minutes.

Deleted service in July 2018 and replaced with new service from the newFlorida Hospital/Wesley Chapel Park-n-Ride to downtown Tampa and TampaInternational Airport.

After the removal of Route 10, HARTFlex South Tampa was adjusted north toCypress St. to travel on part of the former Route 10 segment.


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Participate in planning efforts evaluation strategies to serve a greater portion of the county’s mobility needs by focusing on high capacity corridors.

Bus Rapid Corridor Design/ Engineering Study - HART in conjunction with FDOT and local stakeholders,is conducting a Bus Rapid Transit Corridor Design/Engineering Study and consideration for an FTA SmallStarts application focusing on the current Nebraska Avenue MetroRapid corridor, Fowler Avenue corridor,and the Florida Avenue corridor. FDOT has dedicated $2.5 million to the two-year study. The studywill examine the potential for a Bus Rapid Transit line with all exclusive guideway with full transitsignal priority.

Regional Transit Feasibility Plan - The plan evaluates opportunities for premium transit within theurbanized areas of Hillsborough, Pasco, and Pinellas County. The purpose of the study is to identify projectsfor the Tampa Bay Region that have the greatest potential to compete for federal grants. The RegionalTransit Feasibility Plan is a two-year effort divided into two phases:

• Phase 1 included identifying the highest performing regional transit network (or Vision) for Tampa Bay as well as identifying a catalyst project that could begin implementation with the next few years.

• Phase 2 includes understanding the community’s preferences regarding the draft plan and catalyst project.

Brandon Corridors and Mixed Use Centers Pilot Project - The study is a joint pilot project of theMetropolitan Planning Organization (MPO), Planning Commission, in partnerships with HART, HillsboroughCounty Development Services and Hillsborough County Public Works. The study explores ways in whichland use and transportation improvements can complement each other through redevelopment, transitimprovements and capital improvements projects. The study examines three main corridors utilized byHART routes: Brandon Boulevard (S.R. 60), Lumsden Road, and Bloomingdale Avenue.

Invision Tampa Streetcar Study - The City of Tampa began phase II of the InVision Tampa StreetcarFeasibility Study to evaluate modernizing and extending the Tampa Historic Streetcar System. Phase Ipresented a detailed evaluation of seven alignment options and extensive public engagement. A north-south corridor through the heart of downtown to Marion Transit Center and north to Tampa Heights isidentified as the preferred option for the extension of enhanced transit service. The alignment optionsinclude either Franklin Street or the Tampa Street/Florida Avenue Couplet. The implementation plan andfunding strategy will consider integration with other elements of the local and regional transit and mobilitynetwork including the Regional Transit Feasibility Plan, the Heights Mobility Study, the Intermodal FacilitiesStudy, and the Tampa Bay Next Program.

Complete accessibility improvements at stops and facilities.

Bus Stop Accessibility Study - The agency is planning to conduct another audit of its bus stops. The lastbus stop audit was completed 10 years ago in an effort to bring grandfathered-in stops to meet thestandards of the Americans with Disabilities Act (ADA). Since that time major service revisions werecompleted that included realignment of routes and implementation of new services that required bus stopremoval and the placement of new stops. The new study will focus on reviewing the conditions of shelters(including ADA-accessibility, possibly moving stops, and improving stop Global Positioning System (GPS)location accuracy for Google Maps, and OneBusAway).


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Coordinate with surrounding transit providers and regional agencies to address customer needs andconnectivity, in particular as part of the identified regional spine and gateway areas. / Improve access toemployment areas.

Megabus @ Mango Park-n-Ride: On October 1, 2015, the HART pilot program to use capacity of Megabuscoaches as an Express service between the HART Mango Park-n-Ride and the Marion Transit Center began.HART customers can use the service to Marion Transit Center with a HART 31-day pass or by purchasingdirect fares for the route on Megabus.com. The park-n-ride is now being utilized for Megabus service toMiami, Lakeland, Orlando, and Hollywood.

Pasco Park and Ride: HART entered into a three-party easement agreement between HART, Pasco County,and Pasco-Pinellas Hillsborough Community Health System, Inc. for a shared park-n-ride lot at the FloridaHospital/Wesley Chapel built and provided by Pasco-Pinellas Hillsborough Community Health System,Inc. as per the Wiregrass Development of Regional Impact (DRI) #260 agreement requiring the developerto mitigate the impact of traffic generated by the development. The park-n-ride opened in 2017.

The three-party agreement provides for the shared use by HART and Pasco County Public Transportation(PCPT) of the park-n-ride and access to the Wiregrass Development by HART and PCPT vehicles. Theagreement provides several advantages to HART and its customers:

o Cost Savings - HART consolidated into a single site two leased locations: Tampa Korean United Methodist Church and Victorious Life Church. Each location was paid $1,000 per month by HART for their use.

o The park-n-ride provides a more convenient location for customers of HART Route 275LX that replaced Route 51LX. The location provides a shorter trip for 275LX.

o The park-n-ride and permission to use Wiregrass Development streets facilitates regional transfers between HART’s Limited-Express route with PCPT Route 54 Cross County Connector route and provides additional mobility options to residents of both counties.

o The park-n-ride is of sufficient size that it will accommodate growth by HART and PCPT routes including additional express service by HART.

o Routine maintenance will be the shared responsibility of HART and PCPT as opposed to the current two lots that are the sole responsibility of HART.

275LX: 275 Limited Express (275LX) is designed to provide a more robust regional connection replacingRoute 51LX. Route 275LX will add connections to major employment/activity centers. These centersinclude Tampa International Airport (TIA), The University of South Florida and the Innovation District, NewTampa, Downtown Tampa, Pasco Florida Hospital and Wesley Chapel Wiregrass Mall. The route connectsto Pasco County Public Transportation cross-county Route 54 as well as the University Area Transit Centerservicing 11 HART routes and the USF Bull Runner.


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Expand Connections to Tampa International Airport:Tampa International Airport (TIA) and its tenants employ more than7,500 people. In addition to 275LX, new routes were added andredesigned to enhance more direct connections to TIA and expandopportunities for those living in the unincorporated areas ofHillsborough County to travel to TIA.

Route 30 - Prior to the expansion, Route 30 was the only route serving Tampa International Airport(TIA) connecting Town N Country, Westshore, and various communities along Kennedy Blvd. in-cluding Hyde Park, Beach Park and Palma Ceia. The route connected to other routes when travellingto the Westshore Mall, Northwest Transfer Center and the Downtown Marion Transit Center. Theroute was redesigned with the Northwest Hillsborough County portion of the route being deletedto provide shorter trips and more direct service.

Route 35 - Route 35 was implemented to provide a connection for communities within NorthwestHillsborough County to TIA. Travelers can also use the free park-and-ride at the Northwest TransitCenter and take Route 35 to TIA.

Route 32 - Route 32 was redesigned and implemented in October 2017 to connect morecommunities to the Tampa International Airport (TIA). The route travels through East Tampa,Seminole Heights, Tampa Heights, Westshore, and the Hillsborough County planning areas of EastLake, and Orient Park. Route 32 also connects to the Netpark Transfer Center creating a transferconnection to TIA for those who live in Seffner, East Lake, and Temple Terrace.

Route 60LX- Route 60LX provides all day service with limited stops from Brandon to TIA viaDowntown Tampa. Route 60LX connects to routes that travel from South County, Valrico, Dover,and Palm River.

Expand Connections to MacDill Air Force Base: MacDill Air Force Base is listed as the third largestemployer in Hillsborough County employing an estimated 12,000 people according to SuncoastJobs.comand MBA - Today.com. HART redesigned three existing routes and implemented a new route to providemore connections to the South MacDill Area. Commuters can connect to South MacDill from Pasco County,Lutz, Riverview, Fishhawk, Brandon, and other routes that connect to the Downtown Tampa Marion TransitCenter (MTC).

Routes 24LX & 25LX – The routes were redesigned to include a direct connection from DowntownTampa to South MacDill. The routes provide alternative travel options for commuters living inFishhawk, Riverview, and South Brandon to connect to employment in Downtown Tampa and theSouth MacDill.

Route 20X- The route, that travels from Pasco County to Downtown Tampa, was redesigned toextend service through to South MacDill.

Route 360LX- HART implemented new all-day, hourly service to South MacDill on weekdays. Theroute connects to three major transfer locations (Brandon, Marion Transit Center, and Britton Plaza)providing connections from 25 routes including routes operated by the Pinellas Suncoast TransitAuthority (PSTA).


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Connect transit services with mixed use centers.

City of Tampa: The City of Tampa staff approved mixed-use developments of commercial, offices, hotels,and developments with plans for 80 to 300 multi- family residential units creating higher density alongpublic transportation corridors. The developments include sidewalk connection, shelters, streetcar safetymeasures and other accommodations for transit. The developments will be built on the following publictransportation corridors:

o Marion St., Cass St. & Tyler St.- Downtown Tampa -Central Business District

o Channelside Dr. & Water St.- Streetcar Line – Downtown Channel District

o Boy Scout Rd., Cypress Street & Lois Avenue- Westshore Business District

o Bruce B. Downs Blvd. – New Tampa–University North District

Hillsborough County: Hillsborough County staff approved housing developments with plans for 116 to 510multi-family residential units, student housing, and mixed use developments, creating higher density alongpublic transportation corridors in 2016 and 2017. The developments include sidewalk connections to transit.The developments surround the following public transportation corridors:

o US 301/Causeway Boulevard – Riverview/ Palm River/ Brandon

o Progress Boulevard- Riverview

o Bearss Avenue- Northdale

o Gibsonton Drive- Gibsonton

o Sheldon Road- Town and Country

o Bloomingdale Avenue- Brandon

o Fletcher Avenue- University Area

City of Temple Terrace: HART implemented new service in Temple Terrace on Route 48 in July 2018connecting Temple Terrace communities to surrounding Fowler Avenue (State Road 582), Harney Road,78th Street, and Davis Road between the UATC and Netpark transit centers. Renters make up 40.29 % ofthe Temple Terrace, Florida, population of 25,000, according to www.bestplaces.net. The PlanningCommission approved an increase of 298 dwelling units with 337,851 square feet of neighborhoodoffice/commercial and semi-public uses on the northeast section of 78th Street and Harney Road in 2015.Land use changes surrounding Fowler Avenue in 2015 included an additional 258,821 square feet of officeand commercial development and 249,163 square feet of mixed use projects.

One of the service eliminations enacted from the FY 2017 COA (Mission Max) was the elimination of Route57 (Temple Terrace). The Route 57 was one of the last service cuts made by the Mission Max process. HARTstaff propose to utilize some available funding and future grant funding to institute the new Route 48. Theroute is a shorter more efficient version of Route 57 with demonstrated low productivity areas not includedin the new route.


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Support community initiatives that align affordable housing with transit service.

HART is involved in the review process for affordable housing to provide valuable input into thedevelopment design for connections to MetroRapid. The proposed affordable housing developments thatwill be built to align with MetroRapid includes:

1. Union Park II multi-family development will be constructed along the MetroRapid corridor on Fletcher Ave. The 84-unit apartment complex will be redeveloped into a 220-unit apartment complex.

2. Nebraska Veterans Village will be constructed along the MetroRapid Corridor on Nebraska Ave. The Development will provide special housing for Veterans seeking treatment at the Veterans Administration Hospital and in need of care assisted type of living condition. A transit stop is located at the front of the development and ADA improvements will be included in the development plan.

Coordinate with local jurisdictions, planning agencies and the development community to encourage transitsupportive development patterns and investments.

Transit as Density Bonus Credit: The City of Tampa implemented density bonus provisions, creatingincentives to promote infill, underutilized land and benefits for the surrounding community. The DeveloperAgreement must list three of the ten criteria listed in Section 27-140 (Bonus Provision) which includesprovision of affordable housing units, public facilities, childcare centers, public access to trails, and transitstop improvements. The following developments to be constructed between 2017 and 2019 included theprovision of transit stop improvements in their development agreements that were proposed to theCity of Tampa.

o North Howard Apartments – 218 multi-family residential units in the West Tampa district.

o Barcelona Development- 175 multi-family residential units will be added to 91,000 square feet of professional offices and restaurant uses in the Interbay district.

o Grand Central Project- 314 multi-family residential units in Hyde Park.

o Gobea Capital, Oregon LLC – 39 townhome units constructed on a former church site in the West Tampa district.

Hillsborough County Mobility Fee Ordinance - Benefits to Transit: On April 26, 2016 the Board of CountyCommissioners adopted the Mobility Fee Ordinance to replace the current transportation impact fees thatwere put into place in 1985 and updated in 1989. A mobility fee is a one-time capital charge imposed ondevelopers to pay for their share of the transportation impact stemming from their residential and com-mercial projects. The fees are paid only once based on land use and size. Mobility fee revenue for HARTcan be collected from the dedicated urban assessment districts served by HART. The fees will be appliedto the Hillsborough County mobility plan that is based on the facility capital improvements included inthe County’s six-year capital improvement plan and the HART TDP.


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In addition to roadway facilities, sidewalks and bicycle lanes, the revenue from the mobility fees can beused to fund transit capital improvements. Transit capital improvements include, but are not limited to,buses, park and ride lots, bicycle racks, shelters/kiosks, pull out bays, and regional transit and servicefacilities, such as drainage areas, intersection geometric improvements, wetland /floodplain mitigationareas, landscaping, benches, signage/signalization, and bicycle/pedestrian facilities constructed to providedirect access to a transit stop.

The County shall enter into an agreement with HART to direct the expenditure of mobility fee revenueson specific capital improvements and shall establish a program of expenditures prior to the transfer of themobility fees.

The mobility fee is phased in over a five -year period starting January 1, 2017 at 40% assessment and graduallyincrease each year until January 1, 2021 at a 90% assessment.

GOAL 3: Enhance Customer Focus


IVR Upgrade Project: Last September, the Technology & Innovation (TI) Department launched a newInteractive Voice Response (IVR) system designed to provide HART riders with 24/7 access to schedulesand real-time bus information impacting service. Since implementation, the new system has significantlyreduced the pressure on HART customer service representatives by allowing the callers' queries to beresolved in many instances without a live agent.

Voice of the Customer Surveys – A contract was awarded in December 2017 to conduct Voice of theCustomer Surveys. The surveys included in the contract will provide HART with the metrics in the HARTOrganizational Performance Scorecard. Customer surveys for HART fixed-route, HART Flex, and HARTPluswill be conducted twice per year over the course of the three-year contract with on optionaltwo-year extension.

WiFi Expansion - On April 4, 2016, United Data Technologies (UDT) and HART launched a fast,convenient wireless WiFi internet on April 4, 2016 on all HART

buses. In November 2017 WiFi was expanded to the TECOLine streetcar and four major transfer centers. Theagreement with UDT provides wireless connection for

HART passengers for 2 hours at a time per bus ride. Bus ridersare able to stay connected without tapping into their own

data plans thanks to this partnership.


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Mission Max - HART implemented route modifications in October 2017 to improve the experience formost customers by offering:

• More frequency on core routes

• Shorter Trip times

• More Direct Services and

• Greater Efficiency

Flamingo Fare Testers - The agency continues to focus on expanding payment options to transit riders inthe region. HART and the Pinellas Suncoast County Transit Authority (PSTA) began recruiting volunteers totest the Flamingo Fares app. The recruitment was held between May 1 and April 2018. The app will bereleased to the general public in the Fall of 2018. Flamingo Fares is available on Google Play and iOS appstores. Android uses are able to run OS version 4.4 or later to get the app, while Apple users can use iOS8.0 or a later version.

Paratransit Software Enhancements - Trip Reservation & Fare CollectionThe agency is in the process of implementing new software to enhance trip reservation and the fare col-lection process for paratransit services (HARTPlus) to provide the following benefits.

• HARTPlus customers to confirm, cancel, or book trips online without the need to speak with a Customer Service Representative.

• Grant 24-hour access to request trips seven days a week.

• Allow automated callback reminders.

• Automatic fare collections to maximize ease of use.

• Allow passengers accessibility to a web-based portal to review their accounts.

GOAL 4: Develop Effective Partnerships


PSTA –HART Collaborations on Transit Asset Management Plans - The Federal Transit Administration(FTA) requires grantees to develop transit asset management plans (TAMPs) for their public assets. Due tothe degree of effort and coordination involved the HART and PSTA collaborated efforts to hire a consultantin the development of their TAMPs. The joint effort focuses on cost savings through pooling of the HARTand PSTA resources.


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Interlocal Agreements for the Regional Inter-Jurisdictional Mobility Project - HART leads the RegionalWorking Group for the Regional Inter-Jurisdictional Mobility project that consists of transit agencies fromPinellas, Pasco, Hernando, and Sarasota Counties. The goal of the project is to enhance mobility ofpassengers between respective jurisdictions through creating an electronic fare-payment system deployedregion–wide. The Pasco County Board of County Commissioners reviewed and signed the RegionalInter-Jurisdictional Mobility project Interlocal Agreement in October 2017. The Hernando County Boardof County Commissioners reviewed and signed the agreement in March 2017.

PSTA –HART Memorandum of Understanding for Collaboration Opportunities - HART and PSTArenewed the Memorandum of Understanding (MOU) for partnership opportunities between the agenciesin January 2018. The original HART and PSTA MOU went into effect February 2017 and throughDecember 2017.

Tampa Bay Area Regional Transit Authority (TBARTA) One Call/ One Click Project - TBARTA extendedthe existing MOU with HART to provide funding support of the One Call/ One Click project into theregional fare collection project. The One Call/ One Click web service provides a link to the future backoffice utility that will allow passengers to manage their fare accounts, including the loading and reloadingof fare media. The web service would also be utilized as the regional informational epi-center allowingusers, of all agencies of the Regional Farebox Working Group, to research regional fares, route connectivity,fare media variety, and education on the overall regional system.

Tampa Innovation District (TID) - The Tampa Innovation District (TID) is a multi-jurisdictional districtfounded in 2011 and is recognized as one of the region’s technology hubs. The district holds 74,000 jobsand 4,100 companies. In 2016, the Hillsborough County Metropolitan Planning Organization (MPO)completed the Tampa Innovation District Transit Circulator Study in cooperation with Hillsborough CountyEconomic Development Department (HCED), Hillsborough Area Regional Transit (HART) and TampaInnovation Alliance. The study evaluated the potential development of a transit circulator within the TID.The TID partners include the University of South Florida (USF), Busch Gardens, H. Lee Moffitt Cancer Center& Research Institute (Moffitt), and the Veterans’ Affairs (VA) Hospital, each provide shuttle services for theirrespective facilities.

In May 2018, the HART Board of Directors authorized the execution of a Joint Participation Agreementbetween FDOT and HART to implement a circulator service in the TID. The total received from FDOT is$270,000. HART will contribute an additional $175,000 with the remaining $405,000 being comprised by aconsortium of contracted private partner contributions and advertising. The circulator will work tosupplement existing transit provided by the University of South Florida Bull Runner and HART.

Tampa Hillsborough Expressway Connected Vehicle Pilot Program: In April 2018, the HART Board ofDirectors authorized the execution of a Memorandum of Understanding authorizing the agency toparticipate in the Connected Vehicle Pilot Program with the Tampa Hillsborough Expressway Authority(THEA). THEA is one of three test sites in the U.S. for the demonstration of Connected Vehicle technologyto solve transportation problems using what is expected to become a revolutionary safety standard inprivate and public vehicles. HART is a key partner and stakeholder to the project. Select HART busesreceived Connected Vehicle facilitated Transit Signal Priority (TSP) on the Marion Street Transitway andStreetcars can send and receive safety messages to cars and pedestrian smartphones when potentialconflicts emerge at intersections on the TECO Streetcar Line.


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GOAL 5: Deliver Capital Projects


HART Operations and Maintenance Feasibility Study - On July 30, 2017, in coordination with the Hills-borough County Metropolitan Planning Organization, HART completed an Operations and MaintenanceFeasibility Study to determine the general magnitude of acreage and costs of developing near-term andlong-term scenarios for expansion fleet and facility needs to maintain its CNG fleet. The study documentedthe facility needs for CNG fueling and potential fleet expansion.

Heavy Maintenance Building - The agency will continue to prioritize funding to construct a newmaintenance facility to replace the existing maintenance building. A value engineering plan of the Heavy

maintenance building was completed in April 2017, providing thepresent value of cost including capital, maintenance, operating and sunkcosts and future value base on inflation.

After evaluating the cost, the project team determined that a newfacility is a feasible choice. HART would be spending $6 million on anaged facility with a useful life of 6-8 years. Constructing a new facilitywould provide a much enhanced value for the cost in a facility with40+ years of life expectancy that will accommodate new vehicletechnologies, full height to accommodate equipment being placed onthe roofs of the buses, with natural light, ventilation and otheramenities for employees.

Bus and Paratransit Vehicle Replacement - HART placed 15 additional CNG buses into service in FY 2018increasing the number of CNG-powered buses to 50. In addition, HART is expecting the arrival of 10additional buses by Fall 2018. HART is expecting 10 CNG-powered buses to arrive in 2019 as the Boardauthorized the purchase in June 2018.

The Board authorized the purchase of 9 paratransit vehicles in 2017 and authorized the purchase of anadditional 12 paratransit vehicles in January 2018 and July 2018.

Aerial of Current Maintenance Facility


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GOAL 6: Maximize Safety and Security of Employees, Passengers, and the Public


Stay Accident Free Everywhere (SAFE) Campaign - HART rolled out a new campaigndesigned to make staff more mindful of harmful, everyday distractions: Stay AccidentFree Everywhere or SAFE. The campaign is designed to encourage employees topractice mindfulness while on the job and avoid distractions and pitfalls, including:cell phone distractions, maintaining proper distance around vehicles, being aware of

surroundings, and avoiding slips, trips, and falls.

Annual Emergency Hurricane Tabletop Exercise - The HART Safety and Security Department hosted theAuthority's annual Emergency Hurricane Tabletop Exercise on June 1, 2018. Staff members from multipledepartments throughout the organization participated in mock emergency drills in preparation forhurricane season.

The exercise was an opportunity to identify and resolve problems, improve workplace safety, and bolsterthe Authority's continuity of operations. Ultimately, the ability to mount a safe and effective hurricaneresponse is contingent upon the execution of planning and preparedness activities during the tabletopexercise. The mock drills reinforce the importance of clear communication and collaboration between alldepartments within the Authority to ensure the HART team is ready in case of an emergency.

Safety Training – In fiscal year 2018, the agency implemented quarterly safety training for all Bus/VanOperations and Streetcar Motormen. The agency also conducted a series of training sessions to assistall personnel in dealing with emergency situations, including severe weather, fire, active shooter,and hurricanes.


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GOAL 7: Foster a Thriving Internal Environment


Healthy HART Wellness Program -The Healthy HART Wellness program in partnership with Cigna andHART staff continues to encourage and motivate employees throughout the year to be the best they canbe in their physical, social, financial and emotional wellness through consistent communication and

activities. The HART Human Resources Department (HR) does thisby conducting health fairs and biometrics screenings, classes onhealthy cooking and eating, fitness sessions, sponsoring severalwalk/run 5K and other events, Sports Fest, financial wellbeing,and retirement sessions. HR sponsors competitive weight losschallenges and continually send out communications to staff onhealth and wellness. With the HART Motivate Me! Points system,employees who attend sessions and complete health screenings,receive awards and discounted rates on their health premiums.

HART also established two gyms for employees to utilize at our 21st Avenue and Ybor facilities. HARTinstalled two Fresh Markets (one at the 21st Avenue facility and one at the Ybor facility). The Fresh Marketsprovides food snacks and other items for staff as well as healthier food choices. HART was awarded theBronze Workplace Health Achievement from the American Heart Association for working on enhancingthe lives of employees and their families through health and wellness.

One HART - HART implemented a One HART program to recognize employees each month for their hardwork and dedication to the agency. Events have included Black History Month, Transit Worker AppreciationDay, Walking Tacos, Bring Your Child to Work Day, luncheons, awards, and other recognition that are placedon TV monitors at all HART facilities. One HART also promotes volunteerism and giving back tothe community.

Partnership with Career Source Tampa Bay - HART continues to partner with Career Source Tampa Bay,and has done so since 2012. This partnership provides HART a talent management tool where candidatesare pipelined into HART vacancies. If a candidate is selected through Career Source, a WIOA grant fundingreimburses HART for Administering the on-the-job training program. This program has been highly successfulto date and HART has received more than $75,000.

Career Fairs - HART conducted a Career Fair onsite in February 2017, and promoted our Maintenancedepartment. Through this effort, 2 positions were filled. Human Resources (HR) attended several job fairsand outreach events throughout the year

Compliance Training - HR conducted several compliance sessions throughout the year for employees,supervisors and management. Topics included Anti-Harassment, Diversity & Inclusion, and Ethics. HR alsoconducted sessions on Report Writing, Effective Communication, Dealing with Different Personalities,Performance Management, and other topics to enhance employee skills. HR also conducted a series ofsessions for our Supervisors and Managers. HR has attended sessions internally and externally on topicssuch as FMLA, I-9 compliance, benefits, employment law and compliance topics, the FRS, and 457 planning.


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GOAL 8: Embrace Innovative Practices and Systems


First Mile/ Last Mile SolutionsHART strives to find innovative mobility solutions for current and future transportation services. Moretransit agencies are looking at innovative mobility solutions to combat the declining ridership trends thatare being experienced across the nation. HART has been piloting two programs that provide transportationsolutions to the community. The first program is HART’s paratransit customer choice taxi voucher program.This program allows eligible paratransit clients to use a taxi voucher system for same day trip booking.Another program is HART’s first mile/last mile solution called HyperLINK. This first mile/last mile solutionprogram is a three-mile zone based door-to-door or door-to-designated transit hub provided through asmart phone application or call center.

HART has been awarded grant funds to incorporate the concept of trip brokering into our services utilizingthird party providers. Staff is currently developing a strategy to incorporate this concept into a futureversion of HART’s paratransit customer choice taxi voucher program. Through this program, HART will utilizeall resources available before brokering paratransit trips out to a third party provider resulting in cost savings.HART will also benefit from brokering to quickly handle situations that may degrade operational perform-ance for paratransit trips, such as vehicle mechanical issues or traffic conditions. Another benefit of tripbrokering will allow HART to accommodate the overcapacity of current resources within paratransitoperations due to vehicle resources.

HART is also developing a second phase of the trip brokering process to incorporate into possible firstmile/last mile (FMLM) solutions. HART is exploring all options available to incorporate a FMLM solutionservice network wide to curtail the declining ridership that is being experienced not only at HART, butother national providers of transportation services.

Hyperlink Expansion to Temple Terrace - On October 8, 2017, HART implemented Hyperlink service inTemple Terrace. HART pursued the first and last mile private service strategy, mainly facilitated through anapp or other technology areas with origins and destinations that are highly distributed off of main roadways.In 2016, HART piloted Hyperlink service zones in East Brandon, and the University area to supplement localroutes with a feeder service provided from any address within the zone to a collector bus stop by requestinga pickup with an app. Return trips would be provided from the route back to their place of origin as the‘last mile’ solution. HART added the Carrollwood service zone that linked into the University service zone,however replaced the Carrollwood service area to expand Hyperlink into Temple Terrace due to the lowusage. (Of note: Hyperlink was discontinued on August 1, 2018).


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Autonomous Vehicle - HART is piloting a low-speed autonomous vehicle on the Marion Transitway.The project is funded through a $1.5 million FDOT grant. The launch of this innovative mobilitytechnology is anticipated by fall 2019 and will address mobility needs in downtown Tampa. The project

can serve as an incentive to deploy the technology throughout theHillsborough region.

HART, along with May Mobility Inc. of Ann Arbor, Michigan, and the Cityof Tampa a live demonstration of an autonomous shuttle was held alongMarion Transitway on February 27, 2018. The demonstration provided tran-sit experts and local leaders with an understanding about the capabilitiesof self-driving vehicles and what the city can expect from this typeof technology.

Innovative Fare Structure (Flamingo Fares) - Equipment and technology has been installed on allHART and PSTA buses for the smart card technology. Plans are underway to expand to Pasco, Hernandoand Sarasota counties allowing customers to travel throughout the Bay Area using one mobile app orsmart card.

3. Analysis of Discrepancies between the Plan and its Implementation for the Past Year and Steps that will be taken to Attain Original Goals and Objectives

In FY2018, HART received $2.3 million of funding from Hillsborough County for operations. As a result ofthis funding, HART was able to advance a number of operational improvements slated for 2019 and beyondin addition to post-MissionMAX adjustments to certain services. These improvements and adjustmentsincluded the following:

Route 19 - Tampa General Hospital ShuttleTIA Shuttle CONTAC to Terminal until February 10, 2018Route 24LX - Two additional AM/PM TripsRoute 75LX - South County Shopper Shuttle

Total of October 2017 Implemented Service

Route 6 Weekday Frequency from 20 to 15 MinutesRoute 34 Weekday Frequency from 20 to 15 MinutesRoute 34 Sunday Frequency from 60 to 30 MinutesRoute 46 Weekday Frequency from 60 to 30 MinutesRoute 35 Weekday Frequency from 60 to 30 MinutesWeekday Operator Report TimeSunday Operator Report Time

Total of February 2018 New Service Improvements

$ 166,804.00$ 183,109.00$ 119,624.00$ 91,900.00

$ 561,437.00

$ 380,256.00$ 507,318.00$ 85,981.00$ 204,719.00$ 339,918.00$ 32,000.00$ 8,000.00

$ 1,558,191.00

Oct 2017-Feb 2018 CostsOct 2017-Feb 2018 CostsAnnualizedAnnualized

Feb 2018-EOFY CostsFeb 2018-EOFY CostsFeb 2018-EOFY CostsFeb 2018-EOFY CostsFeb 2018-EOFY CostsFeb 2018-EOFY CostsFeb 2018-EOFY Costs

NOTESSERVICE FY18 OPERATINGCOST

Hillsborough County has yet to commit to making this funding an annual contribution to the HART budget.If funding from County does not continue, these newly implemented services may be rolled back or otherlow-performing routes may be discontinued to maintain a balanced budget.


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4. Any Revisions to the Implementation Program for the Coming Year

Service Revisions to FY 2019As outlined above, due to the additional funding provided by the County in FY 2018, proposed FY 2019services were able to be implemented ahead of schedule with the exception of Route 11. Route 11 has beenpostponed due to the delay in redevelopment of the Main Street corridor through which this route isproposed to run. With an ongoing budget deficit and uncertainty of continued County funding support,HART has revised its FY 2019 Implementation Plan to reflect no proposed changes for FY 2019.

Revisions to Major Capital ProjectsThe FY 2019 –FY2028 capital needs includes projects to implement new infrastructure, new technologies,update and expand fleet and facilities, as well as maintain the fleet and equipment in a state of good repair.Additional funding is also needed to implement energy and environmental initiatives.

FundingThere are several unfunded projects that qualify for funding support from the Federal Transit Administrationand FDOT under each agency’s competitive grant programs. Projects with partial funding programmed intothe Hillsborough MPO Transportation Improvement Program for future years include bus replacement,Intelligent Transportation System (ITS), Jurisdictional Mobility Farebox, and the Autonomous VehicleDemonstration Project.

PROJECTTransit Vehicle Replacement (Buses & Vans)

21st Avenue Heavy Maintenance Building

Intelligent TransportationSystem Technology (ITS)

Jurisdictional Mobility Farebox

21st Avenue Bus Lot -Stormwater Assessment

DESCRIPTIONReplace buses and paratransit vans for the disabled that have reached theend of their useful life with more energy efficient vehicles. The buses will bepowered by lower emissions fuel to include Compressed Natural Gas (CNG)or Electricity, providing further environmental and energy efficiency benefits.

Construct a new heavy maintenance facility to replace the existingmaintenance building located at 4305 E. 21st Avenue in Tampa, Florida. Theproject will consist of a service area with bus lifts and other heavymaintenance equipment, stormwater treatment, canopied fuel island, washfacility, restrooms, breakrooms, electronic shop, classrooms, maintenanceoffices and support areas.

The Intelligent Transportation System (ITS) project is a comprehensive projectwhich will improve operational efficiency and enhance customer informationand security. The project includes electronic signs at transfer centersproviding schedules and real-time bus location information, mobilesurvellance, security equipment, smart card technology, and replacingComputer-aided design (CAD)/Automatic Vehicle Location (AVL).

Implementation of a central online regional ticketing portal, replacement ofrevenue collection equipment and Fiber Optic Ring between jurisdictions.Future expansion to accommodate service enhancements and inter-intraroute expansion in the region.

The project will provide an assessment of stormwater improvements andconstruction costs to address flooding issues at the 21st Avenue fleetmaintenance and administrative facility.


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Brandon Regional Park-n-Ride

Autonomous Vehicle (AV)Infrastructure

Bus Stop Improvements

CNG Infrastructure & Equipment

Satellite Maintenance Facility

Expand MetroRapid Corridors

Energy and EnvironmentalInitiatives

Transit Passenger Area at TIA Consolidated CarRental Facility (ConRAC)Center Automated People Mover (APM) station

Marion Transit Center Improvements

Construct a regional park and ride location for eight HART routes thattravel in Brandon, Florida. The addition of a park and ride will provide transitservice that will connect many of the major activity centers including TampaInternational Airport, Downtown Tampa Central Business District, RiverviewTown Center, Britton Plaza Transfer Center in South Tampa, Netpark TransferCenter in East Lake-Orient Park planning areas, Westfield Brandon Mall,Activity Centers on the State Road 60 and U.S. Highway 301.

AV Demonstration project to include equipped electronic buses with GPS,camera, radar, and ultrasonic system and infrastructure for chargingdepot stations.

Mission Max revisions necessitated the need for realignment of existing busstops and placement of new stops. HART will Initiate a comprehensivesystem wide bus stop and facility accessibility inventory and improvementplan. The study will inventory conditions at bus stops and facilitiesthroughout the system; identify and prioritize improvements to addressaccessibility, security, operation and passenger comfort issues; and thendeveloping a phasing plan to implement improvements based onanticipated funding.

As the agency prepares to convert future fleet to CNG, investments forupgrades and expansion of fueling will need primary consideration. A secondCNG compressor is needed as demand increases, as well as future planningfor utility lines, maintenance of storage tank, gas dryer and other associatedequipment.

A facility to service 100 para-transit vehicles to include an OperationsBuilding, Maintenance Building, fuel and bus wash building and lanes,para-transit vehicle parking, employee and visitor parking, and other features.

Engineer and construct new MetroRapid on heavily traveled and congestedroadways.

Develop energy efficient facilities. This includes green building components(Solar lighting, insulation, recycling and xeriscaping.) LED lighting for Park andride locations and solar lighting for bus stops.

Coordinate with the Tampa International Airport (TIA) construction of thenew Consolidated Rental Car Facility APM station on the placement of thetransit passenger area.

Improvements include: 1) Storm drainage remediation to resolve temporary flooding

and ponding. 2) Reconstruction of ADA walkways from the East and West platforms

to the main platform and creation of additional boarding and alighting pads at the East and West platforms.

3) Remediation of pavement fractures.


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5. Added recommendations for the new tenth year of the upcoming plan and revised list of projects or services needed to meet the goals and objectives.

Revised Implementation Program for the Tenth YearNote: Original 10th Year in the adopted FY 2018 -2027 Major TDP Update is 2027. In this annual update the new 10th year is FY 2028.

Action Plan (Funded): New service and service changes are not reflected in FY 2019 as the service enhancements and new services were implemented in 2018 through Mission Max. The FY 2028 list of projects reflects increased frequency on four routes.

• Route 38 (Mango)- increased weekday frequency to 30 minutes

• Route 17 (Port Tampa- Manhattan Avenue)- increased weekday frequency to 30 minutes

• Route 48 (Temple Terrace) - increased weekday frequency to 30 minutes

• Route 31 (South Hillsborough County)- increased weekday frequency to 30 minutes and add weekend service with a frequency of 60 minutes

The Action Plan also includes a comprehensive list to outline paratransit service.

Vision Plan (Unfunded): The Vision Plan reflects unfunded needs that include a comprehensive list of service projects in six categories.

• Bus Rapid Transit Projects

• New Local Bus Routes

• Frequency Improvements

• New Local Service

• Innovative Solutions

• On-Demand Services

Revised list of projects or services needed to meet the goals and objectives

Capital Projects: The capital projects list is included and outlines projects that are being added to the ten-year capital improvement plan and planned budget as unfunded to support the TDP’s Vision Plan. The list includes estimated construction cost based on 2018 dollars.

The capital projects are outlined in three categories.

• System Projects

• Transit Center Projects

• Vehicles

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APPENDIX ACurrent System Map

www.goHART.org

HART - Current System Map

L E G E N DHART Current Services

Transit Centers

Park-n-Ride Lots

HART Local Routes

HART Express Routes

HARTFlex Zones

NNN071118

CURRENT SERVICE

APPENDIX AAction Plan (Funded) Weekday Map

PASCO COUNTYPASCO COUNTYHILLSBOROUGH COUNTYHILLSBOROUGH COUNTY


PIN

ELLA

S CO

UN

TYPI

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LAS

COU

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PASCO COUNTYHILLSBOROUGH COUNTY


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www.goHART.org

L E G E N D

HART Current ServicesTransit Centers

Park-n-Ride Lots

HART Local Routes

HART Express Routes

HARTFlex Zones

HART - 2018 Transit Development Plan - Funded

NNN071118

Weekday FrequencyImprovements

15 Minute Frequency

30 Minute Frequency

FREQUENCY IMPROVEMENTSWEEKDAYS

APPENDIX AAction Plan (Funded) Weekend Map



PIN

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1532

8

9

39

31

36

42

8

9

15

39

36

32

31

42

www.goHART.org

L E G E N D


Park-n-Ride Lots

HART Local Routes

HART Express Routes

HARTFlex Zones

HART - 2018 Transit Development Plan - Funded

NNN071118

Weekend FrequencyImprovements

30 Minute Frequency

60 Minute Frequency

30 Minute Sunday Frequency

FREQUENCY IMPROVEMENTSWEEKENDS

APPENDIX BVision Plan (Unfunded) Map



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www.goHART.org

Limited Express/Express

75LX

175LX

589LX Mid-Pasco Express

HART - 2018 Transit Development Plan - Unfunded

Local ServiceBloomingdale

Causeway/Lumsden

Ehrlich/Bearss

Route 11 - Main St.

Route 49 - Sligh Ave.

SouthShore North

SouthShore South

Flex or Micro-TransitGibsonton/Riverview

Big Bend Rd.

Ruskin/Sun City/Wimauma

L E G E N D


Park-n-Ride Lots

HART Local Routes

HART Express Routes

HARTFlex Zones

Bus Rapid Transit50th Street

Brandon/MTC/Westshore

Busch Blvd./Gunn Hwy.

Dale Mabry Hwy.

Florida/Nebraska (Realign Route 400) Under PD & E Study

Temple Terrace/Hillsborough Ave./Airport (East-West)(30% Engineering Completed)

NNN071118


Page 38

APPENDIX CFarebox Recovery Maximization Program


Page 39

APPENDIX CFarebox Recovery Maximization Program

The Hillsborough Area Regional Transit Authority (HART) has implemented a comprehensive program tomaximize farebox recovery. The implementation of this program is assisting HART in the goal of improvingthe farebox recovery ratio.

FISCAL YEARFY2012

FY2013

FY2014

FY2015

FY2016

FAREBOX RECOVERY *24.1%

24.0%

24.0%

23.0%

19.6%

* Source: National Transit Database

The following provides an overview of the key elements in HART’s program and some of the actionsundertaken in FY 2017 and FY2018 to increase the system’s farebox recovery ratio.

Organizational GoalsThe HART Board annually adopts organizational goals and targets accomplishment levels that will serve asa basis of measurement and evaluation. The established goals are directly measurable and the organization’slevel of attainment is updated and reported to the Board on a regular basis.

The goals and performance for the first nine months of FY2018 are summarized in Table A-1 on next page.

All of these goals play a role in increasing the agency’s farebox recovery ratio. With nine months of theFiscal Year completed, all Key Performance Indicators (KPI’s) fail to achieve all goals with the exception ofMean Distance Between Vehicle Failures. The KPI initial goals were updated at the time of the last majorupdate of the TDP and HART will strive to meet all goals by the next major update of the TDP.


Page 40

KPIRidership Productivity

Efficiency

Safety

Quality of Service

Quality of Service

On-Time Performance

Finance

CRITERIABus Passengers per

Revenue Hour

Gross Cost per Revenue Mile

Collisions per 100,000 Revenue Miles

Complaints per 100,000 Passengers

Mean Distance Between Vehicle Failures

1 Minute Early to 5 Minutes Late at Scheduled Timepoints

Growth of Fund Balance and Fiscal Sustainability

* All calculations subject to restatement

TARGET

FY2018(9 MONTH)

PERFORMANCE10/17 – 6/18

Greater than or equal to 21.8

Less than or equal to $7.10

Less than or equal to .55

Less than or equal to 10.0

Greater than or equal to 7,749

Greater than 81.5%

Greater than or equal to0.5% of previous year’s ending fund balance

19.02

$7.79

0.594

12.04

8,078

78.3%

To be reported at year’s end

(TENTATIVE RESULTS) *

TABLE C-1Organizational Key Performance IndicatorsEvaluation Period FY2018 (October 2017 - September 2018)

Efficiency and Effectiveness Strategies HART began a major restructure of its network in 2017 after completing a Comprehensive OperationsAnalysis (COA). The COA examined Hillsborough County’s population, employment centers, transitaccessibility, local and regional plans, land use, commuting patterns, and HART revenue.

The major restructure of the HART network was designated as Modernizing and Aligning for Excellence(Mission MAX). The streamlined network enabled HART to provide:

• Service every 12-15 minutes during weekdays on four key corridors- better linking people with jobs

• Shorter Trip durations on 14 routes

• Extended core service between 6 a.m. to 10 p.m. (for 90% of local routes)

• 7-day operation of more local routes (89% compared to 63% previously)

Bold Red = KPI target not met in reporting period


Page 41

In addition, HART rolled out three new all-day, hourly Limited Express routes connecting the County’s workforce with key employment centers in Brandon, Downtown Tampa, Tampa International Airport, and MacDillAir Force Base.

Fare AnalysisHART policy is to review and institute incremental fare increases every two years in order to keep pacewith inflation and address budgetary concerns. HART last raised fares in November 2012.

In 2014, HART implemented revisions to the fare policy that was last updated in 2008. The followingmechanisms occurred since the 2008 update that created a need to revise the HART Fare Policy.

• Upcoming regional fare card implementation.

• Polk County universal access discussion.

• The need for consistency of the 47 current bus fare card and discount “agreements” for consignment, adult student programs, non-profit and government agencies.

• Board directed discussions with the Hillsborough County School Board and Juvenile Justice Transition Department.

• The need for modification to the 2008 policy to tie into the language of federal regulations on issues such as public participation and charter service.

Staff performed a comprehensive review and comparison of HART current fare structure with the ratesof other Florida transit agencies. The Board authorized approval to keep the fare structure as statusquo for FY 2015.

HART performed another comparison in conjunction with the major update of the FY2018-FY 2027 TDP.A peer review analysis completed for the major update of the TDP revealed HART’s farebox recovery isapproximately 25 percent above the mean, indicating that fares cover a comparably larger portion ofoperating expenses than peer systems. This may be partially due to higher average fares, which are 10.7percent higher than the peer mean.


Page 42

APPENDIX DHART Success Plan FY2018

Outcome Goals


Page 43

APPENDIX DHART Success Plan FY2018 Outcome Goals

The HART Board of Directors held an outcomes based workshop on March 20, 2017 where the new HARTvision, mission, and outcomes were reviewed. HART Leadership developed an organizational performancescorecard to monitor the agency’s progress towards achieving the goals. This resulted in a strategic plan toachieve outcomes that reflect success for HART customers and employees, and the entire HillsboroughCounty community. On September 11, 2017 the HART Board approved the HART mission, vision and FY2018Outcome Goals. The overall target performance score is 100. The final report on the FY 2018 OutcomeGoals is anticipated in October 2018.

The HART Vision and Mission was updated to:

HART MissionHART takes people to the places that enhance their lives.

HART VisionHART invites, inspires, and implements sustainable and innovative transportation.

The Outcome Goals listed below applies to Fiscal Year 2018

FY 2018 Outcome Goals

In FY 2018, HART will know it has been a successful year if:

1. The system is 10% more productive as reflected in the HART Route Productivity Index.

2. $3 million is allocated to fund balance, consistent with the HART plan.

3. The community believes HART delivers value with a community sentiment score of 3.

4. Customers embrace HART service with a net promoter score of 30.

The HART Success Plan FY 2018 is posted on the HART website and can be accessed through the following link.

http://www.gohart.org/Style%20Library/goHART/pdfs/board/Success%20Plan%20-%20F.pdf

HART TAKES YOU THERE.

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