REGULAR BOARD OF DIRECTORS MEETING Monday, March 6, …gohart.org/Board PDFs/BOD 3-6-17 Agenda Packet.pdfOverview: HART requires services of a professional roofing/construction company

R E G U L A R B O A R D O F D I R E C T O R S M E E T I N G Monday, March 6, 2017, 9:00 AM

Florida Conference Room HART Administrative Office

1201 East 7th Avenue, Tampa FL 33605

Information not viewable is available upon request - phone: 813-384-6552 or e-mail: [email protected]

AGENDA

TAB CALL TO ORDER AND PLEDGE OF ALLEGIANCE

1. APPROVAL OF MINUTES a. Regular Board of Directors Meeting Minutes ~ February 6, 2017 ........................................... 1-1 PUBLIC INPUT ON AGENDA ITEMS (3 MINUTES PER SPEAKER)

2. APPROVAL OF CONSENT AGENDA Finance and Audit Committee met on February 20, 2017 and recommended approval of the following items to the full HART Board of Directors:

a. Resolution #R2017-03-07 ~ Approval of Revisions to HART Procurement Manual ............. 2-1 Al Burns, Director, Procurement & Contracts Administration Overview: These revisions follow the approval of the revised HART Procurement Manual in September 2016

and are intended to update current safety requirements. b. Resolution #R2017-03-08 ~ Authorize Chief Executive Officer to Enter into Negotiations and

Award a Compressed Natural Gas (CNG) Station Operation and Maintenance (O&M) Services Contract to Trillium Transportation Fuels dba Trillium CNG for a Three-Year Contract with Two One Year Options for a Total Contract Period Not-To-Exceed Five Years............................................................................................................................................... 2-6

Jeffrey C. Seward, Chief Financial Officer Overview: HART requires Operations and Maintenance services for the CNG Filling Station & Methane

Detection Systems (CNG Station) located at the HART Operations facility.

c. Resolution #R2017-03-09 ~ Authorize the Chief Executive Officer to Award the Contract for 21st Avenue Administration Building Roof Replacement to Garland/DBS, INC. for $264,791.00 plus a 10% Contingency of $26,479.10 for a Total Not-to-Exceed Amount of $291,270.10 for a Two Hundred Day Period ........................................................................... 2-11 Jeffrey C. Seward, Chief Financial Officer

mailto:[email protected]

Hillsborough Transit Authority Board of Directors Meeting Agenda March 6, 2017 Page 2

TAB REGULAR MEETING continued

Overview: HART requires services of a professional roofing/construction company to replace the 14,816 square feet flat section of the original Administration building roof and the 2,160 square feet of the Purchasing Annex roof. Both projects will have multi-year warranty.

CHAIR’S REPORT ................................................................................................................. verbal

CHIEF EXECUTIVE OFFICER’S REPORT a. Follow up, Voice of the Customer ..............................................................................................verbal

GENERAL COUNSEL’S REPORT ......................................................................................verbal

PRESENTATIONS

Audit Services Contracts – Procurement Overview Al Burns, Director, Procurement & Contracts Administration Overview: To provide a summary of the procurement and selection process for Audit Services. Autonomous Vehicles Update David Dixon, FAIA, Urban Places Group, Stantec Overview: David Dixon, FAIA, Urban Places Group, Stantec, will provide an overview of how Shared Automated Vehicles (SAVs) can create opportunities for urban places to grow simultaneously denser, more livable, and greener and generate new demands for regional transit. Bus Tolling: Equity In Equals Revenue Out Joe Waggoner, Tampa-Hillsborough County Expressway Authority Overview: Joe Waggoner, Executive Director of Tampa-Hillsborough County Expressway Authority, will speak about a transit solution that reduces traffic congestion, increases mobility, and pays for itself combing transit and toll finance elements.

3. HART BOARD COMMITTEE REPORTS a. Finance and Audit Committee Meeting Minutes ~ February 20, 2017 .................................... 3-1

4. REPORTS FROM HART BOARD REPRESENTATIVES a. Tampa Historic Streetcar, Inc. Board of Directors ...................................................................4-1

b. Metropolitan Planning Organization Board of Directors..........................................................4-2

5. STATUS REPORTS a. Financial Highlights .................................................................................................................. 5-1

b. Ridership and Productivity Report............................................................................................ 5-5

Hillsborough Transit Authority Board of Directors Meeting

Agenda March 6, 2017

Page 3 TAB REGULAR MEETING continued

PUBLIC INPUT REGARDING GENERAL CONCERNS (3 MINUTES PER SPEAKER)

OLD BUSINESS

NEW BUSINESS

BOARD MEMBERS’ COMMENTS

6. MONTHLY INFORMATION REPORTS a. Key Performance Indicators .....................................................................................................6-1 b. Risk Management .....................................................................................................................6-5 c. Procurement and Contracts Administration ..............................................................................6-6 d. Human Resources .....................................................................................................................6-7 e. Marketing Services ...................................................................................................................6-9 f. EEO & Community Programs ................................................................................................ 6-12 g. Maintenance Activities ........................................................................................................... 6-13 h. Operations Activities .............................................................................................................. 6-15 i. Information Technology ......................................................................................................... 6-18

ADJOURNMENT

THE HART BOARD PACKET IS AVAILABLE ONLINE AT WWW.GOHART.ORG

http://www.gohart.org/

Hillsborough Transit Authority Regular Board of Directors Meeting

February 6, 2017

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Board Members Present (12) Staff Present Wallace Bowers Al Burns Bryan L. Crino Lisa Barco Mickey Jacob Sylvia Berrien Karen C. Jaroch Greg Brackin Commissioner Pat Kemp Joan Brown Richard A. McClain Christina Buchanan C. John Melendez III Ruthie Reyes Burckard Commissioner Lesley “Les” Miller Lucien Campillo Commissioner Sandra Murman Lynda Crescentini Kathleen Shanahan Katharine Eagan Councilman Mike Suarez Steve Feigenbaum Commissioner Stacy White Cesar Hernandez Kenyatta Lee Board Members Absent (1) Sandra Morrison Councilmember Cheri S. Donohue Emmanuel Nunez Lena Petit Steve Rosenstock Marco Sandusky Jeff Seward Cyndy Zambella Others Present David Smith, GrayRobinson Abiona Adadevoh, 2348 Dove Song Trace Drive, Ruskin Armando Amor, ATU Ivanhoe Brown, ATU Sharon Calvert, 505 Cullen Ct. Lutz, FL Cole Hoopingarner, TransPro Consulting Walt Lenz, PSTA Charles Loeb, 4912 E Linebaugh Avenue, Tampa Sarah McKinley, Hillsborough MPO Jennifer Musselman, Kittelson Mitch Perry, Florida Politics Schnaider Prophete, 2348 Dove Song Trace Dr, Ruskin Sandra Siedel Daniel Silva, ATU Jennifer Straw, Jacobs Engineering Debra Woodward, PSTA Tim Schock

Sign-in sheets are attached. CALL TO ORDER The meeting was called to order at 9:02 a.m. by Chair Lesley “Les” Miller.


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PLEDGE OF ALLEGIANCE Pledge of Allegiance followed. APPROVAL OF MINUTES Director Bowers moved and Director Melendez seconded approval of the January 9, 2017 Regular Board of Director meeting minutes. All Board members present voted aye. The motion carried unanimously. PUBLIC COMMENT ON AGENDA ITEMS (3 MINUTES PER SPEAKER) Charles Loeb, 4912 E Linebaugh Avenue, stated that he supports the MOU between HART and PSTA, although is concerned that PSTA seems to have a different philosophy for bus service. He observed that PSTA runs more routes with less service while HART puts more focus on the routes that are already in place and does not change schedules as frequently. Director Shanahan arrived at 9:06 a.m. Sharon Calvert, 505 Cullen Court, spoke regarding the MOU between HART and PSTA. She commented that the document does not seem to be necessary for collaboration. Ms. Calvert reported that Commissioner Long, PSTA Board member, presented the Regional Council of Governments and set the stage for a regionalism agenda, although the MPO merger rule previously discussed by legislators has been delayed and may be eliminated. Director Jaroch arrived at 9:07 a.m. Ms. Calvert stated that the Tampa Bay Partnership members were supporters and drivers for the creation of TBARTA, the sales tax referendums, and are now supporting the regional government. She reported that she attended the recent TMA meeting that confirmed the scope of the Regional Premium Transit Feasibility Study, where a sales tax referendum for 2020 to implement the plan was brought up. Ms. Calvert is concerned that there may be a preconceived notion for a regional rail system and that the intention is to use the MOU in Tallahassee to request funding to implement Commissioner Long’s proposal and obtain regional sales tax funding. She appealed to the Board to vote against the MOU. ELECTION TO: HILLSBOROUGH TRANSPORTATION DISADVANTAGED COORDINATING BOARD At the January 9, 2017 Board meeting, the HART Board elected a member and an alternate to the TDBD; however, Commissioner Kemp informed staff that her commitment to another Board would conflict with the TDBD meeting schedule. Director White stated that he served on the TDCB last year and will be willing to take the seat in 2017. Chair Miller asked if there were any objections to Director White serving as member of the TDBD. Seeing none, Chair Miller appointed Director White.


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PRESENTATIONS HART through Generations Video Ms. Kenyatta Lee, Chief Administrative Officer, provided an overview of activities through the month of February in recognition of Black History Month. She explained that all the activities are part of the One HART employee engagement initiative. A copy of the video “HART Through Generations” is available upon request from the Clerk of the Board at [email protected] HyperLINK Update Greg Brackin, Director of Operations Support-ADA Officer, provided an update on ridership trends for HyperLINK. A full copy of the presentation is available upon request from the Clerk of the Board at [email protected]. Director McClain inquired if details about riders’ demographics, and specifically, their age, are available. Mr. Brackin explained that staff and the vendor are not formally collecting that data; however, every patron is registered and staff can provide such information at a later date. Director Shanahan confirmed that the update is on the first three months of the program and asked if there will be another update. Mr. Brackin responded affirmatively and noted that the University zone started in November 2016 although the Brandon zone began the following month and was therefore a little less than three months. He added that there was a request to expand the University zone to include USF and Florida Hospital which is expected to roll out in the next week or so. Director Jaroch noted that discussions in the concept phase indicated that the service will have the ability to link trips similar to Uber Pool and asked if the reported trips are linked. Mr. Brackin stated that there is no way to track whether the rides are linked. He added that the vendors have OneBusAway so they are able to ensure that the trips are aligned with the bus schedule. Director Jaroch asked about the utilization and capacity of the 11 vehicle fleet. Mr. Brackin reported that the vendor is not currently using all 11 vehicles, so there is room to expand. Ms. Eagan clarified that Director Jaroch’s earlier question was how many HyperLINK trips had more than one patron on them. Mr. Brackin stated that the vendor provides a report with the number of patrons and the number of trips with an average of two or three people per trip. Director Suarez indicated that seeing more detail including where the trips are originating from within the zones can lead to making more efficient use of the services that are available in the area and exploring additional partnerships. He suggested that staff gather that information to report with the demographic information at the next three-month update.




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Mr. Brackin responded affirmatively and explained that all the patrons are registered clients with a manifest for each client’s pick-up and drop-off location. Director Suarez stated it will help the Board manage the direction and connect with other entities through partnerships. Director Kemp asked what the potential capacity is compared to what is being used. Mr. Brackin stated that the trips are averaging two to three patrons and there is plenty of room for growth as the caravans are five passenger vehicles and MV-1s have capacity for three to four passengers. Voice of the Customer – Wave Four Cole Hoopingarner, TransPro, presented the highlighted findings for Wave 4 of the Voice of the Customer survey that was conducted in January 2017. A full copy of the presentation is available upon request from the Clerk of the Board at [email protected]. Director Suarez asked whether there is a breakdown in terms of how often people are using the bus. Mr. Hoopingarner reported that Waves two, three, and four show that more than 70% of the surveyed indicated they use the bus five days a week or more; three to four days a week was the second top response. Director Suarez noted that there are important initiatives HART is does well in regards to the consistent riders, and would like to know if there is a breakdown on the satisfaction rating for the new riders. Mr. Hoopingarner stated that there has not been that level of drill down yet, but the information can be provided. Director Suarez noted that the information will be useful for ridership development by showing the things that HART is doing well for promotion. Director Crino asked to comment on the industry average for work use. He noted that TransPro reported HART at 8% above average. Mr. Hoopingarner stated that he thinks the average is approximately 5%; however, would need to do research to know whether the 8% is statistically significant. Director Crino commented that significance is important when comparing increases and decreases relative to the general economic performance of the country. He asked where two-thirds transit dependent riders put HART on the spectrum. Mr. Hoopingarner reported that two-thirds is just below the industry average, which is about 70%. Director Shanahan asked if there was any redundancy in the patrons surveyed.



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Mr. Hoopingarner stated that occasionally there are duplicates; however, those are not many due to the size of the system. Director Jacob observed that the three biggest factors were the on-time performance, fare cost, and travel time and asked if those factors are consistent with the industry data. He also inquired about the ways to maximize the information. Mr. Hoopingarner noted that on-time performance is consistently the number one priority for customers throughout the industry with the fare price generally being the second important factor. He stated that the third factor can fluctuate between travel time, cleanliness, or safety. Mr. Hoopingarner suggested that the information provided about on-time performance is a good opportunity to create messaging campaigns to be proactive and reinforce that the buses are on-time, especially since the agency’s actual performance is better than the customer’s impression. He added that fare price can be analyzed and examined, but recommends focusing on on-time performance for the most opportunity. Director Crino asked if there are statistical measures for how HART compares to national averages to provide an idea of whether the agency is a discretionary system or a last resort as there are significant implications as HART moves to the future of the region’s transportation options. Mr. Hoopingarner confirmed that there can be a more in-depth examination based on the data that has been gathered over the four waves.

1. CONSENT ITEM REMOVED FOR DISCUSSION Memorandum of Understanding between Hillsborough Transit Authority (HART) and Pinellas

Suncoast Transit Authority (PSTA) for Collaboration Opportunities This item supports Consent Agenda Item 3e - Resolution #R2017-02-06 ~ Approval of the Memorandum of Understanding between Hillsborough Transit Authority (HART) and Pinellas Suncoast Transit Authority (PSTA) for Collaboration Opportunities. Ms. Eagan provided an overview of the timeline for the development of an agreement for regional collaboration with PSTA. Director Jaroch stated that she voted against the MOU, although she supports collaboration and noted that there are several areas for collaboration to be pursued and that both agencies can do better. She explained that her concern is that the proposed MOU is ambiguous when compared to other MOUs that have been implemented. Director Murman arrived at 9:48a.m. Director Jaroch said she reviewed the video that was available on YouTube and discussed at the LSP committee meeting. She noted her concern with the proposed Regional Council of Governments and what the MOU can be used for without further vetting.


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Director Melendez stated that he attended LSP and voted to advance the item for review and discussion by the full Board; however, he supports Director Jaroch’s suggestion of continued consideration of the language and whether the MOU is intended to eventually bring the two agencies in the direction of a merger. Director White agreed with Directors Jaroch and Melendez that the MOU should be examined further. Director Murman, Chair for the LSP Committee, reported that the MOU has been discussed at two Committee meetings. She emphasized that it does not represent a merger which HART General Counsel, David Smith, confirmed on record in the minutes. Director Murman stated the document is very specific and that if the Board does not approve today, it makes HART a “do nothing” type of Board. She explained the verbiage that the MOU would need to be renewed annually with reports to be submitted by December 1 was added to increase the comfort level. Director Murman stated that this is an opportunity to capitalize on the great things that Ms. Eagan and staff have done and encouraged the Board to move forward and be leaders in transportation. She added that to not approve the MOU may send a negative message. Director Crino commented that this appears to be a sensible decision that is being overruled by politics as this is just an opportunity to cooperate with PSTA. He confirmed with Mr. Smith that it would be very difficult to upend HART without a popular vote of the citizens of Hillsborough County. Mr. Smith responded affirmatively. Director Crino asked whether it would be possible for Tallahassee legislators to reconstitute the nature of HART. Mr. Smith explained that it would depend on the actions of the legislature as they have the ability to take actions because HART was originally created by legislation; however, it would be incumbent upon this organization as it exists today to go through an unwrapping process. He added that, as HART exists today, there are a series of complicated and variable steps to be taken in order to merge with PSTA. Director Crino inquired whether the MOU can be perceived as a step closer to being dissolved or are there legitimate protections in place to prevent that from happening. Mr. Smith explained others trying to use the MOU for political influence is a different issue, but there are significant problems to address and actions taken, all of which have to be approved by the Board, in order for this organization to participate in some kind of a merger. Director Crino stated that HART is successfully serving the community despite the inability to control what is happening in Hillsborough County. He added that the two agencies will have a better economic engine if they operate regionally. Director Crino observed that the debate should be between protecting the very high level of service that is already being provided to the current patrons, or looking toward a more progressive transportation agenda that likely requires regionalization to deliver many more modes of transportation.


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Director Shanahan stated that she supports Director Crino’s framing of the issue. She reported that she was looking at the financials while preparing for the meeting. She noted that HART is financially constrained, and there is a unique opportunity to leverage the agency’s transition into new services. Director Shanahan suggested looking at the Capital Plan to consider focusing more on different vehicles and alternative solutions that HART has developed, HyperLINK being an example She added that the financial issues restrict HART from offering transit to the constituencies it serves. Director Shanahan stated there is leverage in the region, and an agreement offers more influence, especially when purchasing equipment, as there will be more value regarding the purchase price. She commented that regionalism has worked well in Orange County and the agencies did not give up their individual authority. Director Shanahan stated that she supports the MOU and the chance for a regional approach without giving up any authority. Director Jacob agreed that it is time for the Board and the community to dare to think beyond the status quo as Director Shanahan pointed out. He added that local control has accomplished nothing, but traffic issues and inability to push forward transportation plans for the community. He stated that it is imperative to move forward and support the MOU to at least start the conversations necessary for the transportation agenda. Director Jacob added that it is the Board’s responsibility to look beyond what currently exists and continue to move forward with options that will improve the community’s ability to travel, regardless of whether it is in a car, bus, or train. Director Kemp stated that she appreciates the concerns about losing the local control and focus; however, she does not see anything in the document that does so and supports the MOU. Director Melendez stated that HART has maintained a good trust with the public. He said he is comfortable with the MOU as a document on its own as it helps create new opportunities. Director Melendez noted that the concern is Commissioner Long’s presentation on regionalism included a graphic with HART, PSTA, a big arrow, and the example of Phoenix and Valley Metro, a consolidated transit agency. He added that some of the bullet points included one MPO, one regional brand, fares, regional sales tax funding, and individual jurisdiction funding. Director Melendez commented that if there are initiatives and aspirations for a more regionally merged agency, then there is a need for transparency and discussion. He added that, at this time, he does not support a merger or regionalization, but he would prefer that HART walks into any discussions surrounding regionalism rather than be pulled into it by others. Director Suarez stated that there is a lot of talk about a regional authority and explained that Joint Powers Authority (JPA) is not in Florida State Law and it will not happen until the legislature passes it. He added that, although the discussion seems to be about regionalism in terms of complete regional authority, he does not think any of the directors would say that is the intent as regional cooperation is different than a regional authority. Director Suarez explained that, even if the legislature offers funding that will come to both PSTA and HART through a created or current regional authority, both agencies will still operate as independent entities. He added that even if the state decides to create a regional authority and dictates that HART and PSTA will cooperate in using the funding the authority can provide, he does not think anyone will disagree with that as HART already cooperates with PSTA and both agencies provide buses between the counties. Director Suarez stated that both agencies will continue to do so regardless of a regional authority and he disagrees with Director Jaroch’s comments. Director Murman asked Director Jaroch if she would feel more comfortable if there is a statement in the MOU that nothing in the document authorizes a merger or sales tax increase.


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Director Jaroch stated that she would feel more comfortable with more emphasis that it is not to be construed as a show of the Board’s authorization for a merger. She added that her concern is that there is not a JPA yet and this MOU is going to be used as authorization or approval of the Regional Council of Governments. Director Jaroch noted that Mr. Smith mentioned that currently there would need to be a referendum to disband; however, he left some room that there could be some legislative action, and her concern is that this MOU will be what could persuade someone to make those changes. She observed that it appears the MOU will likely pass and she would be more amenable if the additional language is included, although she would still prefer to establish a working group to explore the areas in the previously done study. Mr. Smith confirmed that there cannot be a merger without going through a deliberative process; however, the verbiage can be added to reiterate that the intent of the document is not for merging. Director Murman agreed to add the additional wording for everyone’s comfort, as a way to meet in the middle and make all Board members feel comfortable. She stated that Chair Miller can confirm that the legislature can enact changes with or without approval, although she has not heard of any intention to use the document as a tool for a merger and a regional authority. Director Murman moved to approve the Memorandum of Understanding between Hillsborough Transit Authority (HART) and Pinellas Suncoast Transit Authority (PSTA) for Collaboration Opportunities. Mr. Smith suggested making the language changes prior to approval. Director White recommended the motion be made and seconded, with the changes addressed as an amendment. Director Shanahan seconded the motion. Director White reported that he can support the MOU with additional language stating that it neither paves the way for a merger nor a regional taxing effort. Director White moved and Director Bowers seconded a motion to table discussion until the end of the meeting to allow General Counsel an opportunity to revise the language of the MOU. All Board members present voted aye. The motion passed unanimously.

2. APPROVAL OF CONSENT AGENDA Director Murman moved and Director Shanahan seconded to approve the Consent Agenda Items 2a-2e:

a. Resolution #R2017-02-02 ~ Authorize the Chief Executive Officer to Award a Contract to United Data Technologies for the Phase 2 Wireless Infrastructure on HART Paratransit Fleet, in HART Transfer Centers, Streetcar Barn, and on TECO Line Streetcars in an Amount Of $698,434 plus a 10% Contingency of $69,843.50 for a Total Not-To-Exceed Amount of $768,278.45


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b. Resolution #R2017-02-03 ~ Authorize the Chief Executive Officer to Award VC-000624 for the 21st Avenue Storm Water System Assessment and Design to Land & Water Engineering Science, Inc., for $198,367.13 plus a 10% Contingency of $19,836.71 for a Total Not-to-Exceed Amount of $218,203.84 for a Two Year Period

c. Resolution #R2017-02-04 ~ Authorize the Execution of a Memorandum of Understanding (MOU) for the Regional Inter-Jurisdictional Mobility Project between HART and PSTA Detailing the Project Participation, Responsibilities, Funding Requirements, Revenue, and Cost Sharing Methodologies to Remain in Effect for Two Years from System Acceptance

d. Resolution #R2017-02-05 ~ Request that the HART Board of Directors Endorse Approval of the Northwest Hillsborough Transit Study to the Hillsborough Metropolitan Planning Organization Board of Directors and Direct Inclusion of the Study into the Development Process for the HART Transit Development Plan (TDP), the HART Comprehensive Operations Analysis (COA), and the Regional Transit Feasibility Study

e. Resolution #R2017-02-06 ~ Approval of the Memorandum of Understanding between

Hillsborough Transit Authority (HART) and Pinellas Suncoast Transit Authority (PSTA) for Collaboration Opportunities All Board Members present voted aye. The motion passed unanimously. CHAIR’S REPORT Chair Miller had nothing to report. CHIEF EXECUTIVE OFFICER’S REPORT Ms. Eagan reported that the HART Financial Snapshot was provided at the January F&A Committee and is available online. She added that after the meeting, she and Mr. Jeff Seward, Chief Financial Officer, met or spoke with all Board members. Ms. Eagan stated that HART is financially constrained and the agency is at a pivot point as it has gone through the transition from being a bus company to a transit agency and continues to move closer to being a technologically driven transit entity. She reported that the Committee members had questions about the fund balance, healthcare costs, and liability in addition to observations on the entirety of the financial situation. Ms. Eagan noted that staff is aware of the national ridership trends as well as healthcare which is what led to convening a zero based budget process and a comprehensive analysis addressing a complete overhaul and not just an update. She observed that there is not any single service offered that will be effective throughout the entire county which is why the innovative services like HyperLINK and the taxi voucher programs have been popular. Ms. Eagan stated that there will be a workshop at the March Board meeting addressing several areas: the budget process, a budget amendment, and an update on the operations analysis. She reported that the intent is for the Board to direct the outcomes and address the appropriate KPIs to capture the innovation and community impact. Ms. Eagan stated that this year will be intensive, but the goal is a five or ten year horizon where HART is able to foster economic growth and support a thriving and growing region. She commented that HART has an opportunity to lead in the region.


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GENERAL COUNSEL’S REPORT Mr. Smith had nothing to report. STATUS REPORTS Chair Miller referred the Board members to the materials in the packet. PUBLIC INPUT Sandra Siedel, reported that she has been a HART patron for almost 35 years, and she is actively working with staff to address some issues that she has experienced, as well as some she has been told about by others. She advised that one concern is regarding two bus stops in Brandon that are inaccessible for patrons in wheelchairs due to not having cement pads. Ms. Siedel stated that she has been told to speak to the manager in the mall who directed her back to HART staff, who then told her that the matter is in the hands of the attorneys. She asked for direction on who she needs to speak with to get the cement pad so she can use the bus stop. Mr. Smith advised that he is unaware of the situation. Ms. Eagan asked Ms. Siedel to provide the addresses to staff who will follow up. Director White requested a report to the Board. Charles Loeb, 4912 E Linebaugh Avenue, discussed the difference between inter- and intra- county issues and stated there is a separation between the two. He commented that TBARTA was created by the legislature to address the regional issues and that the agency should be the voice of the region. OLD BUSINESS No old business. NEW BUSINESS Director Shanahan reported that Mr. Cesar Hernandez, Government Relations Specialist, was profiled in the Tampa Tribune. She also commented that a purpose of a Board is to understand the financials and the FY2016 budget was exceeded by a significant amount of $5 million. Director Shanahan stated that there is a responsibility to maximize the impact of funds and advised the Directors to pay attention to the numbers. Director Jaroch added that she agrees with enacting a zero based budget as it will be an opportunity to eliminate waste, fraud, and abuse, which will position HART to have extensive conversations maybe with partners. Chair Miller stated that he met with Ms. Eagan and a major issue is healthcare. He reported that they discussed the concern, and she had already met with Mike Merrill, Hillsborough County Administrator, to discuss merging Hillsborough County and HART employees regarding healthcare as it will likely save both entities money.


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Director White stated that he also met with Ms. Eagan and discussed the plan as well. He commented that he left the briefing with peace of mind that Ms. Eagan has solutions to correct the situation. Director White added that he hopes the Board will support a three-year plan to rebuild the fund balance as the situation was not caused overnight and will take time to rectify. Chair Miller recalled Action Item 2e for discussion. Director Murman asked if Mr. Smith drafted any additional verbiage. Mr. Smith proposed the following adjustments: Resolution Title Change “Approval of” to “To Approve” First whereas clause Delete “a” and change “effect” to “effort” Delete “operations” Last whereas clause Change “continue to” to “continue to do so” MOU Section 4 Change “furtherance if” to “furtherance of” Section 4 or new section Add “Nothing in this document constitutes HART’s approval

authorizing a merger or consolidation with PSTA or a regional tax measure”

Director McClain moved and Director Kemp seconded a motion to amend the Resolution and the MOU to include the proposed grammatical corrections. All Board members present voted aye. The motion passed unanimously. Director Shanahan moved and Director Bowers seconded a motion to amend the MOU to include “Nothing in this document constitutes HART’s approval authorizing a merger or consolidation with PSTA or a regional tax measure”. All Board members present voted aye. The motion passed unanimously. Chair Miller called the motion by Directors Murman and Shanahan and asked for any discussion. Director Melendez stated that he supports the motion given the additional language. Director McClain asked whether the document is binding. Mr. Smith answered that it is binding as to what it says. Director McClain confirmed that it is binding as to the specifics in the document and can be terminated at any time. Mr. Smith clarified that it can be terminated with 30 days notice. Director Jaroch agreed that with the addition of the language, she will support the MOU. All Board members present voted aye. The motion passed unanimously.


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ADJOURNMENT The meeting adjourned at 10:37 a.m. ATTEST Commissioner Lesley “Les” Miller, Chairperson HART Board of Directors Councilmember Mike Suarez, Secretary HART Board of Directors

David L. Smith, Esquire HART Board General Counsel

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BOARD COMMITTEE TRANSMITTAL

TO: MEMBERS OF THE HART BOARD FROM: LENA PETIT, CLERK OF THE BOARD DATE: FEBRUARY 20, 2017 RE: Resolution #R2017-03-07 ~ Approval of Revisions to HART Procurement

Manual Finance and Audit Committee Meeting of February 20, 2017 Committee Members Present: Chair Melendez, Vice Chair McClain; Directors

Bowers, Jacob, Jaroch, and Kemp Committee Member Absent: Director White Committee Recommendation: The Committee reviewed this action item and voted unanimously to advance it to the full HART Board of Directors at the March 6, 2017 regular Board meeting. Attachments: I. Resolution #R2017-03-07 II. Committee Agenda Report

ATTACHMENT I

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RESOLUTION NO. #R2017-03-07

A RESOLUTION APPROVING REVISIONS TO HART PROCUREMENT MANUAL

WHEREAS, HART has determined a need to update current safety requirements; and WHEREAS, the Finance and Audit Committee reviewed and advanced policy revisions

to the HART Board of Directors; and WHEREAS, during the 2016 Street Car Triennial, the Procurement had an area of

concern that the current Procurement Manual does not reference a specific procedure(s) that describes the safety-related aspects of the HART procurement process;

NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:

Section 1. The Procurement Manual is approved as reflected in Exhibits A and B. Section 2. Proper officers of the Hillsborough Transit Authority are authorized to do

all things necessary and required in order to implement the revisions to the policy manual. Section 3. This Resolution shall take effect immediately upon its adoption. PASSED AND ADOPTED BY THE BOARD OF DIRECTORS OF THE

HILLSBOROUGH TRANSIT AUTHORITY ON MARCH 6, 2017.

Commissioner Lesley “Les” Miller, Chairperson ATTEST: HART Board of Directors __________ Councilmember Mike Suarez, Secretary HART Board of Directors

David L. Smith, Esquire

HART Board General Counsel Exhibit A – CHAPTER 1 – GENERAL PROVISIONS

§1-101 Authority and Purposes

Exhibit B – CHAPTER 5 – PROCUREMENT OF INFRASTRUCTURE FACILITIES AND SERVICES §5-103 Choice of Project Delivery Methods

MAY 2012 HILLSBOROUGH TRANSIT AUTHORITY TAMPA, FL

PROCUREMENT MANUAL

Page 2 of 244

(1) The purpose of this Procurement Manual (this “Manual”) is to prescribe and promulgate necessary rules, regulations, policies, and procedures related to the procurement, management, control, contract administration, and disposal of supplies, services and construction and to define the terms in and implement the provisions of Chapter 163, Florida Statutes, and the Amendment and Restatement of the Charter of the Authority. To the extent required by law or agreement, this Manual is also intended to be consistent with all applicable laws, rules, and regulations of the United States Department of Transportation (“USDOT”), Federal Transit Administration (“FTA”), Florida Department of Transportation (“FDOT”), State of Florida, and other applicable federal, state or local laws, rules and regulations.

(2) The underlying purposes of this Manual are to:

(a) provide for increased public confidence in the procurement policies followed by the Authority;

(b) ensure the fair and equitable treatment of all persons who deal with the Authority’s procurement system;

(c) provide increased economy in the Authority’s procurement activities and to maximize to the fullest extent practicable the purchasing value of public funds of the Authority;

(d) foster effective, broad-based, full and open competition;

(e) provide safeguards for the maintenance of a procurement system of quality and integrity;

(f) obtain in a cost-effective and responsive manner the supplies, services, and construction required by the Authority to better serve businesses and residents in the Authority’s service area;

(g) ensure that all construction, parts and services procurements include required safety clauses and safety oversight;

(f)(h) promote purchasing and contracting opportunities for small and disadvantaged businesses, both as prime contractors and subcontractors;

(g)(i) meet customer needs in terms of cost, quality and timeliness of the supplies, services or construction provided;

(h)(j) promote positive relationships through courtesy and impartiality in all phases of the procurement and contracting processes, and provide for the timely and impartial resolution of protests, contract disputes and all other procurement issues; and

(i)(k) handle confidential or proprietary information with proper consideration of the ethical and legal ramifications of disclosure.

EXHIBIT A

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MAY 2012 HILLSBOROUGH TRANSIT AUTHORITY TAMPA, FL

PROCUREMENT MANUAL

Page 76 of 244

(a) the availability of outside consultants may be considered (such consultants may be able to handle tasks and supply valuable expertise otherwise unavailable to the Authority).

(2) Choice of the proper construction contracting method entails not only the internal examination described in this Section but must take into account the characteristics, experience, and availability of the contractors who can work on the project. The design firms the Authority may contract with to prepare the plans and specifications must be evaluated as a group to determine whether they can efficiently divide the work into specialty packages, if multiple prime contractors are to be used, or if the project can be designed in phases appropriate to use of phased design and construction. Prospective construction contractors also must be appraised as a group to determine whether they have the capability and willingness to bid on the construction project as designed and as required by the contracting method chosen. Similarly, if the contracting method involves use of consultants, an evaluation of the availability of qualified consultants also should be made. If the design-build method or some variation of it is considered, availability of firms capable of both designing and constructing the facility must be ascertained. In respect to all of the potential contractors, it is important to consider the amount of competition currently in the market for the particular type of contract and whether a price can be obtained that is fair and reasonable when considered together with the benefit to the Authority potentially obtainable from such a contract.

(3) The Contracting Officer is responsible for selecting an appropriate project delivery method for each project.

(4) Bond, insurance, and other security provisions shall be included in procurements where appropriate.

(5) The Contracting Officer is responsible for ensuring that all Contractors that will be on site, are reviewed by the Safety Department to ensure they meet the agencies health and safety requirements prior to construction commencement.

(5)(6) The Contracting Officer shall execute and include in the contract file a written statement setting forth the facts which led to the selection of a particular project delivery method for each project.

§5-104 Architectural and Engineering Services.

(1) Policy. It is the policy of the Authority to negotiate contracts for Architectural and Engineering Services on the basis of demonstrated competence and qualification for the type of services required, and at fair and reasonable prices.

Architectural and Engineering Selection Committee. In the procurement of architectural and engineering Services, the Contracting Officer shall encourage firms engaged in the lawful

EXHIBIT B

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ATTACHMENT II Hillsborough Transit Authority

Finance and Audit Committee Meeting February 20, 2016

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COMMITTEE ACTION ITEM Approval of Revisions to HART Procurement Manual

OVERVIEW These revisions follow the approval of the revised HART Procurement Manual in September 2016 and are intended to update current safety requirements.

RECOMMENDATION That the Finance and Audit Committee review this action item approving revisions to the HART Procurement Manual; and recommend approval of this item to the full Board of Directors at the March 6, 2017 regular Board meeting.

FINANCIAL IMPACT None.

BACKGROUND During the 2016 Street Car Triennial, the Procurement had an area of concern that the current Procurement Manual does not reference a specific procedure(s) that describes the safety-related aspects of the HART procurement process.

NEXT STEPS

• Present the recommendation by the Finance and Audit Committee to the full HART Board ofDirectors at the April 3, 2017 regular Board meeting.

• Revise the current HART Policy Manual to reflect the attached tracked changes

Prepared by: Al Burns, Director, Procurement & Contracts Administration

Reviewed by: Jeffrey Seward, Chief Financial Officer

Approved by: Katharine Eagan, AICP, Chief Executive Officer

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TO: MEMBERS OF THE HART BOARD

FROM: LENA PETIT, CLERK OF THE BOARD

DATE: FEBRUARY 20, 2017

RE: Resolution #R2017-03-08 ~ Authorize Chief Executive Officer to Enter into Negotiations and Award a Compressed Natural Gas (CNG) Station Operation and Maintenance (O&M) Services Contract to Trillium Transportation Fuels dba Trillium CNG for a Three-Year Contract with Two One Year Options for a Total Contract Period Not-To-Exceed Five Years

Finance and Audit Committee Meeting of February 20, 2017

Committee Members Present: Chair Melendez, Vice Chair McClain; Directors Bowers, Jacob, Jaroch, and Kemp

Committee Member Absent: Director White

Committee Recommendation: The Committee reviewed this action item and voted unanimously to advance it to the full HART Board of Directors at the March 6, 2017 regular Board meeting. .

Attachments: I. Resolution #R2017-03-08 II. Committee Agenda Report

ATTACHMENT I

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A RESOLUTION AUTHORIZING CHIEF EXECUTIVE OFFICER TO ENTER INTO NEGOTIATIONS AND AWARD A COMPRESSED NATURAL GAS (CNG) STATION OPERATION AND MAINTENANCE (O&M) SERVICES CONTRACT TO TRILLIUM TRANSPORTATION FUELS DBA TRILLIUM CNG FOR A THREE-YEAR CONTRACT WITH TWO ONE YEAR OPTIONS FOR A TOTAL CONTRACT PERIOD NOT-TO-EXCEED FIVE YEARS

WHEREAS, HART requires Operations and Maintenance services for the CNG Filling Station & Methane Detection Systems; and

WHEREAS, a Request for Proposals for CNG Operations and Maintenance services was

released, in accordance with HART procurement policies and procedures; and WHEREAS, prices were determined to be fair and reasonable; WHEREAS, funding for the contract is appropriated in the HART operating budget and

supported by general revenues; NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF

THE HILLSBOROUGH TRANSIT AUTHORITY THAT: Section 1. The Board of Directors authorizes the Chief Executive Officer to enter

into negotiations and award a Compressed Natural Gas (CNG) Station Operation and Maintenance services contract to Trillium Transportation Fuels dba Trillium CNG; for a three-year contract with two one year options for a total contract period not-to-exceed five years.

Section 2. Proper officers of HART are authorized to do all things necessary and

required in order to enter into the aforementioned contract. Section 3. This resolution shall take effect immediately upon its adoption.. PASSED AND ADOPTED BY THE BOARD OF DIRECTORS OF THE




HART Board General Counsel



2-8

COMMITTEE ACTION ITEM Authorize Chief Executive Officer to Enter into Negotiations and Award a Compressed Natural Gas (CNG) Station Operation and Maintenance (O&M) Services Contract to Trillium Transportation Fuels dba Trillium CNG for a Three-Year Contract with Two One Year Options for a Total Contract Period Not-To-Exceed Five Years OVERVIEW HART requires Operations and Maintenance services for the CNG Filling Station & Methane Detection Systems (CNG Station) located at the HART Operations facility. RECOMMENDATION That the Finance and Audit Committee review the action item Authorize Chief Executive Officer to Enter into Negotiations and Award a Compressed Natural Gas (CNG) Station Operation and Maintenance (O&M) Services Contract to Trillium Transportation Fuels dba Trillium CNG for a Three-Year Contract with Two One Year Options for a Total Contract Period Not-To-Exceed Five Years; and recommend approval of this item to the full Board of Directors at the March 6, 2017 regular Board meeting. FINANCIAL IMPACT Funding for the contract is appropriated in the HART operating budget and supported by general revenues. When compared to line item unit costs under the contract with the current O&M service provider, the costs agreed to with Trillium CNG are 66% less. Based off of natural gas consumption estimates for HART revenue fleet vehicles, cost savings during the base period of performance and option year’s one and two are $1,282,500, $427,500, and $427,500 respectively for a total cost savings of $2,137,500. BACKGROUND In 2014 HART began to transition its revenue fleet from diesel fuel to CNG. To date, 29% of the fleet has been converted. After two years of CNG operations, in the fall of 2016, staff began to quantify the total (true) cost of CNG use. The evaluation of CNG use was expanded from the one primarily focused on the cost of natural gas only to a perspective that also included electricity consumption and maintenance costs. A Subject Matter Expert (SME), a locally owned Disadvantaged Business Enterprise (DBE), initiated a study to examine the operational efficiency of the CNG station located at HART Operations Facility. A detailed data analysis was performed to account for every unit of CNG dispensed to fleet vehicles, evaluate equipment performance, and identify process and operational improvement opportunities. The analysis revealed plant inefficiency levels that were 12-14 percent higher than industry standard for gas loss during compression and fueling. Additionally, due to the original design specifications, the CNG equipment was consuming approximately 1/3 more electricity than necessary to meet HART operational requirements. These inefficiencies result in a loss of $145,000 annually.



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Natural gas consumptive volumes are measured in therms. O&M fees are calculated on a per therm basis for the volume of natural gas that is delivered to the CNG station from the utility company before it is compressed. PROCUREMENT CONSIDERATIONS Staff made a decision not to exercise an option to retain the services of the current O&M provider; and used the study data to write technical specifications and contract language for the new Request for Proposals (RFP). On November 8, 2016, RFP-22951 for CNG Station O&M was issued in compliance with HART procurement policies. The solicitation was posted on the HART website and DemandStar’s website, with direct notices sent to four contractors known to provide this service. The solicitation was accessed from HART website by 20 firms and/or individuals. Key requirements of the RFP called for O&M fees to be calculated based on the volume of gas dispensed into fleet vehicles after compression and directly aligning improvement of environmental performance with one of HART’s most basic requirements, the ability to fuel vehicles. This was different from the previous O&M contract and incentivizes the O&M service provider to ensure the CNG station is performing efficiently and in-line with industry standards by tying their revenue potential to equipment performance. Additionally, environmental performance criteria was included in the technical specifications of the RFP, which required the service provider to submit a plan to reduce energy consumption of the CNG equipment by 25% without negatively impacting operational requirements, such as fueling times. On December 13, 2016, two proposals were received for CNG Station O&M. An evaluation selection committee comprised of HART staff Dale Smith, Manager of Facilities Maintenance; Project Manager Daniel Rodriguez, and Fleet Maintenance Coordinator Gary MacNealy evaluated and scored the technical proposals. Review factors were weighted 750 points for technical and 250 points for pricing. The evaluation selection committee did not request any clarifications and determined both proposals to be acceptable.

SCORING SUMMARY - INITIAL Technically + Price Evaluated

Trillium CNG Clean Energy CA Corp. TOTAL TECH SCORE (Max Score 750 Points) 610.00 559.67

PRICE SCORE (Max 250 Points) 145 250

RANKINGS 755 810 HART contracted with a SME to assist with the Statement of Work and technical feedback on the technical proposals. The offerors were invited to participate in a 30-minute independent discussion with HART Procurement and the SME for clarifications. On January 13, 2017, a 30-minute discussion was held with each offeror, HART Procurement and the SME. Both proposals were found to be technically acceptable.



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HART invited both offerors to provide a Best and Final (BAFO) price proposal by January 20, 2017. The BAFO from the highest technical offer was a 40% price reduction. The BAFO pricing was evaluated and a determination for award was based upon the total points for both the technical and price components of each. HART Environmental & Sustainability Management System (ESMS) office tracks electricity consumption and the environmental impacts associated with it, and has an electricity consumption reduction goal at 5% by 2018. The technical proposal submitted by Trillium CNG would reduce operational costs and aid in achieving electricity consumption goals, while simultaneously meeting operational requirements.

SCORING SUMMARY – BAFO Technically + Price Evaluated

Trillium CNG Clean Energy CA Corp. TOTAL TECH SCORE (Max Score 750 Points) 610.00 559.67

PRICE SCORE (Max 250 Points)

223 250

RANKINGS 833 810 NEXT STEPS Present the recommendation by the Finance and Audit Committee to the full HART Board of Directors at the March 6, 2017 regular Board of Directors meeting.

Prepared by: Thomas Jones, Environmental Program Manager Al Burns, Director of Procurement and Contracts Administration

Reviewed by: Jeffrey C. Seward, Chief Financial Officer


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TO: MEMBERS OF THE HART BOARD FROM: LENA PETIT, CLERK OF THE BOARD DATE: FEBRUARY 20, 2017 RE: Resolution #R2017-03-09 ~ Authorize the Chief Executive Officer to Award the

Contract for 21st Avenue Administration Building Roof Replacement to Garland/DBS, INC. for $264,791.00 plus a 10% Contingency of $26,479.10 for a Total Not-to-Exceed Amount of $291,270.10 for a Two Hundred Day Period

Finance and Audit Committee Meeting of February 20, 2017 Committee Members Present: Chair Melendez, Vice Chair McClain; Directors

Bowers, Jacob, Jaroch, and Kemp Committee Member Absent: Director White Committee Recommendation: The Committee reviewed this action item and voted unanimously to advance it to the full HART Board of Directors at the March 6, 2017 regular Board meeting. . Attachments: I. Resolution #R2017-03-09 II. Committee Agenda Report

ATTACHMENT I

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AUTHORIZE THE CHIEF EXECUTIVE OFFICER TO AWARD THE CONTRACT FOR 21ST AVENUE ADMINISTRATION BUILDING ROOF REPLACEMENT TO GARLAND/DBS, INC. FOR $264,791.00 PLUS A 10% CONTINGENCY OF $26,479.10 FOR A TOTAL NOT-TO-EXCEED AMOUNT OF $291,270.10 FOR A TWO HUNDRED DAY PERIOD

WHEREAS, Hillsborough Regional Transit (HART) has a need for construction and roofing services associated with roofing replacement and design; and WHEREAS, HART is using a cooperative purchase agreement U.S. Communities Contract #14905 in compliance with HART procurement policies; and

WHEREAS, prices were determined to be fair and reasonable; and WHEREAS, funding for these services was budgeted through FY2016 FTA Section

5307 formula grant; NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF

THE HILLSBOROUGH TRANSIT AUTHORITY THAT: Section 1. The Board of Directors authorizes the Chief Executive Officer to award

the contract for 21st Avenue Administration building roof replacement to Garland/DBS, INC. for $264,791.00 plus a 10% Contingency of $26,479.10 for a total not-to-exceed amount of $291,270.10 for a two hundred day period

Section 2. Proper officers of HART are authorized to do all things necessary and

required in order to implement the purchase of the aforementioned goods and services. Section 3. This resolution shall take effect immediately upon its adoption. PASSED AND ADOPTED BY THE BOARD OF DIRECTORS OF THE




HART Board General Counsel



2-13

COMMITTEE ACTION ITEM Authorize the Chief Executive Officer to Award the Contract for 21st Avenue Administration Building Roof Replacement to Garland/DBS, INC. for $264,791.00 plus a 10% Contingency of $26,479.10 for a Total Not-to-Exceed Amount of $291,270.10 for a Two Hundred Day Period OVERVIEW HART requires services of a professional roofing/construction company to replace the 14,816 square feet flat section of the original Administration building roof and the 2,160 square feet of the Purchasing Annex roof. Both projects will have multi-year warranty. RECOMMENDATION That the Finance and Audit committee review the action item authorize the Chief Executive Officer to award the contract for 21st Avenue Administration building roof replacement to Garland/DBS, INC. for $264,791.00 plus a 10% Contingency of $26,479.10 for a total not-to-exceed amount of $291,270.10 for a two hundred day period; and recommend approval of this item to the full Board of Directors at the March 6, 2017 regular Board meeting. FINANCIAL IMPACT Funding for this contract, currently appropriated in the FY17 HART capital budget, is the FY2016 FTA Section 5307 formula grant. BACKGROUND The original portion of the roof at the 21st Avenue Administration building is deteriorating and needs to be replaced. During the rainy season, water leaks from the roof, which results in flooring damage, growing mildew, and hazardous working environments for HART staff. The maintenance team has taken steps to temporarily repair the roof leak; however, a more permanent solution is necessary. The condition of the Purchasing Annex has likewise declined significantly as numerous leaks in the roof that have caused the interior t-grid ceiling tiles to become saturated with water and staff maintains numerous containers at leak locations to collect rain water. PROCUREMENT CONSIDERATION To gain efficiencies and economies of scale, Procurement staff have been looking at alternative methods of procuring goods and services. As this project is federally funded, Procurement staff researched and found in the FTA Circular 4220.1F, Chapter 5 – Sources, Section 4. a. (1) (a):

The Common Grant Rule for governmental recipients encourages recipients and sub-recipients to enter into State and local intergovernmental agreements for procurements of property or services.

Also, in accordance with our Board approved Procurement policies, Section 10-102:

The Authority may participate in, sponsor, conduct, or administer a Cooperative Purchasing agreement or Joint Procurement for the procurement of any supplies, services, or construction with one or more public entities in accordance with an agreement entered into



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between the participants. Such Cooperative Purchasing or Joint Procurement may include, but is not limited to, joint or multi-party contracts between participating entities and open-ended contracts made available to participating parties.

Even though staff used this alternative procurement method, all missing federal required clauses were included. In accordance with HART policy, Section 3-2.104, staff determined that best procurement practices were adhered to. The cooperative purchase agreement that the Agency is utilizing is U.S. Communities Contract #14905. Garland/DBS, Inc. competed on Bid #ITB-14-5903, which was released by Cobb County, located in Marietta, Georgia and was awarded the subsequent contract. Garland/DBS, Inc. released a solicitation for the aforementioned project, whereby they will be Prime Contractor, as the U.S. Communities Contract was for roofing, supplies and services. Below is their bid tabulation for the solicitation.

Subcontractor Base Option Total Tarheel Roofing, Inc. $229,974 $34,817 $264,791 Springer-Peterson Roofing & sheet Metal, Inc. $240,685 $35,340 $276,025 Quality Roofing, Inc. $315,543 $25,992 $341,535

The bid submitted by Garland/DBS, Inc. was responsive to HART procurement policy and contains all federal requirements. Prices were determined to be fair and reasonable. Garland/DBS, Inc. has the capacity to perform the work and is, therefore, eligible for award. NEXT STEPS Present recommendation by the Finance and Audit Committee to the full HART Board of Directors at the March 6, 2017 regular Board meeting.

Prepared by: Lucien Campillo, PMO Senior Manager Al Burns, Director of Procurement and Contracts Administration

Reviewed by: Jeffery Seward, Chief Financial Officer


Hillsborough Transit Authority Finance and Audit Committee Meeting

February 20, 2017

3-1

Committee Members Present (6) Staff Present C John Melendez, Chair Sylvia Berrien Rich McClain, Vice Chair Greg Brackin Wallace Bowers Joan Brown Mickey Jacob Christina Buchanan Karen Jaroch Ruthie Reyes Burckard Commissioner Pat Kemp Al Burns Lucien Campillo Committee Members Absent (1) Lynda Crescentini Commissioner Stacy White Katharine Eagan Thomas Jones Lena Petit Marco Sandusky Jeff Seward Quynh Thai-Butler Cynthia Zambella Others Present David Smith, GrayRobinson Gary Cloyd, Transit Advocate Addrikk Frazier, Integral Energy Mitch Perry, Florida Politics

Sign-in sheets are attached. CALL TO ORDER The meeting was called to order at 9:05 a.m. by Committee Chair John Melendez. PLEDGE OF ALLEGIANCE Pledge of Allegiance followed. APPROVAL OF MINUTES Committee member McClain moved and Committee member Jaroch seconded the approval of the Minutes from the January 23, 2017 Finance and Audit Committee meeting. All Committee members present voted aye. The motion passed unanimously. PUBLIC COMMENT ON AGENDA ITEMS (3 MINUTES PER SPEAKER) No one signed up to speak.


February 20, 2017

3-2

PRESENTATIONS Audit Services Contracts – Procurement Overview Al Burns, Director of Procurement & Contracts Administration, provided a summary of the procurement and selection process for Audit Services. A full copy of the presentation is available upon request from the Clerk of the Board at [email protected]. Committee member Jaroch moved and Committee member McClain seconded a motion to recommend to the full Board of Directors that an Ad Hoc Committee be appointed to serve as the Audit Services Evaluation Committee. All Committee members present voted aye. The motion passed unanimously. Committee member Jaroch suggested that the membership for the Ad Hoc Committee be comprised of members from the Finance and Audit Committee as prior to the realignment of the committees, there was an Audit Committee that served as the Evaluating Committee. Committee Chair Melendez agreed to advance that suggestion to the Board. COMMITTEE ACTION ITEMS a. Approval of Revisions to HART Procurement Manual David Smith, General Counsel, noted on packet page 2-4 “sight” should be “site”. Mr. Burns stated that the correction would be made. Committee member Kemp moved and Committee member Jacob seconded advancement of this item to the full Board of Directors at the March 6, 2017 regular Board meeting. All Finance and Audit Committee members present voted aye. The motion passed unanimously. Committee member Jacob noted that most contracts require the contractor be responsible for all safety and asked what policies address safety and if there is anyone who oversees safety such as a safety officer. Lynda Crescentini, Project Manager III, explained that safety officers are involved beginning from the initial pre-bid meeting throughout the entire project. b. Authorize Chief Executive Officer to Enter into Negotiations and Award a Compressed Natural Gas (CNG) Station Operation and Maintenance (O&M) Services Contract to Trillium Transportation Fuels dba Trillium CNG for a Three-Year Contract with Two One Year Options for a Total Contract Period Not-To-Exceed Five Years Committee member Kemp moved and Committee member McClain seconded advancement of this item to the full Board of Directors at the March 6, 2017 regular Board meeting. All Finance and Audit Committee members present voted aye. The motion passed unanimously.



February 20, 2017

3-3

Mr. Burns acknowledged Mr. Addrikk Frazier, Integral Energy, who acted as the Subject Matter Expert and is a Small Business Enterprise. He added that the project was important to HART and Mr. Frazier was readily available and knowledgeable to answer staff’s numerous questions. Mr. Frazier thanked Ms. Eagan and staff and recognized Mr. Burns, procurement staff, and Thomas Jones, Environmental Program Manager, and stated that he looks forward to this partnership. He noted that HART will receive periodical reports on cost savings and environmental impacts. Committee member Jacob noted that moving forward with CNG enhances efficiencies in terms of equipment operations and asked what kind of training is being provided to increase those efficiencies. Mr. Jones reported that training was initially conducted by the original company and comprehensive CNG training is included in all new classes as part of the curriculum. He added that facilities maintenance staff are the “owners” of the fueling station, which is one of the most heavily used asset, so it is imperative that staff understands how the systems operate. Committee member Jacob stated that these are the types of things HART should be talking about as this represents cost savings, environmental sustainability, and operational efficiencies. He indicated that this is a story to tell from a public relations standpoint regarding what HART is doing for the county and residents. Committee Chair Melendez reported that he was a Board member for the groundbreaking of CNG and that HART was the first transit property in the state for implementing CNG. He noted that HART is breaking new ground and leading the way in the state and the agency is seeing cost savings and efficiencies as a result. Committee Chair Melendez stated that he was approached by someone from another property and shared that they look to HART for leadership. Ms. Eagan agreed that HART has fantastic stories to tell and that during the recession, the marketing budget was a casualty. She stated that it is time to resume discussing the great things that HART is doing using dynamic media. Ms. Eagan reported that HART is engaged in an active evaluation for firms to provide a communications plan. She added that there are so many great things to talk about and staff will reach out to the Board for suggestions of stories. Ms. Eagan noted that there are editorial boards all week, as well. Committee member Kemp stated that the recent Times article was not a reflection of HART mismanaging money poorly; rather, it was addressed the lack of funding available to HART. She added that it is important to note that HART is one of the least funded agencies around the nation. c. Authorize the Chief Executive Officer to Award the Contract for 21st Avenue Administration Building Roof Replacement to Garland/DBS, INC. for $264,791.00 plus a 10% Contingency of $26,479.10 for a Total Not-to-Exceed Amount of $291,270.10 for a Two Hundred Day Period Lucien Campillo, PMO Senior Manager, explained that a new procurement process was used which is essentially a co-op where staff can locate and add on to the contracts between other agencies and vendor companies.


February 20, 2017

3-4

Committee Chair Melendez stated that the process sounds great from an efficiency standpoint, but asked if all CC&A concerns were cleared. Mr. Burns stated that federal dollars are supporting the project, so he ensured that all federally required clauses are incorporated, and staff has a checklist to follow when using others’ contracts. He added that he made sure that everything was in order due to using a new procurement process. Committee member Jacob moved and Committee member McClain seconded advancement of this item to the full Board of Directors at the March 6, 2017 regular Board meeting. All Finance and Audit Committee members present voted aye. The motion passed unanimously. ADJOURNMENT The meeting adjourned at 9:30 a.m.

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March 6, 2017

4-1

REPORT FROM HART BOARD REPRESENTATIVES Tampa Historic Streetcar, Inc. ~ February 2017

The Tampa Historic Streetcar, Inc. (THS) Board of Directors held its regular meeting on February 15, 2017. The Board approved the minutes from the January 18, 2016 regular Board meeting and the February 2, 2017 Ad Hoc Committee Meeting Minutes.

The following is a recap of the key items that were discussed:

The Board discussed the Extended Morning Service pilot. It was determined that the program will be discontinued at the end of the six-month pilot, and additional funding sources and partnerships will be explored for reinstating the service long-term.

Grant Mehlich provided the policy information for the CSX insurance.

The Board approved Resolution #R2017-02-02 ~ Accepting the FY2016 Audited Tampa Historic Streetcar, Inc. Financial Statements.

If you wish to view the Board packet for the THS Board of Directors Meetings in their entirety, please visit http://www.tecolinestreetcar.org/board/ths_board_packet.pdf

Prepared by: Christina Buchanan, Administrative Assistant II - Executive

Approved by: Michael English, THS Board President

http://www.tecolinestreetcar.org/board/ths_board_packet.pdf

Hillsborough Transit Authority Board of Director’s Meeting

March 6, 2017

4-2

REPORTS FROM HART BOARD REPRESENTATIVES Metropolitan Planning Organization – February 2017 The attachment summarizes activities of the Metropolitan Planning Organization (MPO) during their February 8, 2017 Board of Directors’ meetings. Prepared by: Linda Walker, Planner II

Attachment: Summary of February 8, 2017 MPO Meeting

ATTACHMENT

MPO Board Meeting Summary February 8, 2017 CALL TO ORDER & PLEDGE OF ALLEGIANCE The Chairman, Commissioner Les Miller, called the meeting to order at 9:03 a.m. The invocation and the pledge took place. The meeting was convened on the 2nd floor of the County Center. PUBLIC COMMENT There were no comments from the public. COMMITTEE REPORTS, ONLINE COMMENTS Ms. Gena Torres stated there were no emails or Facebook comments received prior to the meeting. All committees approved the TIP amendment and the Northwest Hillsborough Transit Study. There were discussions at the committee meetings on how to show the effect on ridership of economic development, due to the recommended transit service improvements. The Livable Roadways Committee observed that the demographic context of FDOT’s corridor studies is heavily transit dependent, minority and low-income areas; and also suggested coordinating with the Innovation Alliance efforts, the school-area Road Safety Audits at Chamberlain High School, and previous City of Tampa studies of Busch Blvd. The committee re-elected David Hey as Vice-Chair and Nina Mabilleau as Officer-At-Large. The CAC elected David Wilson as Chairman for 2017, Adam Fritz as Vice Chair, and Bill Roberts as Officer-At-Large. In addition, the CAC declared the Plant City and Port Tampa Bay seats as vacant. Several citizens attended the CAC meeting expressing interest in vacant seats, and a decision will be made at the next meeting. Charles White and Mike Williams will continue to serve as Chair and Vice-Chair for the TAC, and Amber Dickerson was elected as Officer-At-Large. The TAC is requesting the MPO’s support to add a seat for the Department of Health to their committee. The BPAC elected Patrick Thorpe as Chair, Tony Monk as Vice-Chair, and Jim Shirk as Officer-At-Large. The ITS Committee re-elected Vik Bhide as Chair; Mike Flick as Vice-Chair; and Pierre Valles as Officer-At-Large. In addition, the committee approved the final draft of the FHWA Data Business Plan Pilot Project.

Meeting Summary February 8, 2017 Page 2 The TBARTA MPO Staff Directors were briefed by the Hillsborough MPO on FHWA’s MPO Coordination and Planning Area Reform Rule and required target-setting for the Safety Performance Rule. The first Collaborative Labs workshop for regional transportation planning coordination has been set for May 12, 2017 at the Collaborative Labs facility at the St. Petersburg College campus. CONSENT AGENDA A. Approval of Minutes – January 4, 2017 B. Committee Appointments D. MPO Grant Agreement Amendment E. Letter Requested by BPAC on US 92 PD & E A motion was made by Commissioner Murman to approve the Consent Agenda. The motion was seconded by Councilman Maniscalco and carried unanimously. ROLL CALL VOTE: TIP Amendment for Surveys to Update Planning Models Commissioner Murman made a motion to approve the Transportation Improvement Program amendment for surveys to update planning models. The motion was seconded by Councilman Maniscalco and carried unanimously. ACTION ITEMS A. Northwest Hillsborough Transit Study Jennifer Musselman, MPO Consultant, presented the results of the draft report. The report describes characteristics of Northwest Hillsborough County related to transit service, including existing and future land use and population demographics. The report also describes potential transit service improvements for the area and estimates the ridership and operating and capital costs associated with each improvement. Commissioner Murman wanted to know if changes could be made to the report after speaking with the County’s Economic Development Department regarding development planned for the Sheldon Rd/Linebaugh area. Steve Feigenbaum, Director of Service Development with HART stated that the route that is proposed to be removed from that area is an express route that doesn’t operate when those businesses are open. Mr. Wallace Bowers had questions regarding funding and implementation. HART will consider whether to fund these improvements when HART next updates its Transit Development Plan. Commissioner Murman made a motion to approve the Northwest Hillsborough Transit Study. The motion was seconded by Councilman Maniscalco and carried unanimously.

Meeting Summary February 8, 2017 Page 3 STATUS REPORTS A. Port Tampa Bay Master Plan/Vision 2030 Mr. Charles Klug presented Port Tampa Bay’s Master Plan. The Master Plan provides an overview of the port, by including its market position now and projected, facility conditions, capacities and requirements, navigation, transportation, environmental action plan, capital improvements program and strategic directives. The Master Plan shows a shifting and expansion of heavy industrial uses toward the south in unincorporated Hillsborough County, including Port Sutton, Port Redwing and properties near the Alafia River. Following the presentation, Mr. Trent Green asked about containers being moved by truck versus rail, and Commissioner Pat Kemp had questions about containerized shipping, and petroleum projections. Mr. Klug acknowledged that petroleum is not expected to be a large growth market. B. Plan Hillsborough Year in Review Melissa Zornitta, Planning Commission Executive Director, presented information on the past year’s achievements and upcoming projects. Following the presentation, Commissioner White thanked Ms. Zornitta for the presentation and recommended that Ms. Zornitta send the MPO Board the scoring matrix used by the American Planning Association Sustaining Places Comprehensive Plan, so that members can see what it takes to reach the designation. In addition, Commissioner White wanted to know the completion date for the Brandon East/West Corridor Study. C. MPO Bylaws Amendment for TAC Seat Mr. Wade Reynolds, MPO Staff, informed the Board of the TAC’s request to expand its membership by adding a representative for the Florida Department of Health. No action was taken at the meeting, because the Bylaws state the item is proposed at a regular meeting and voted upon at the next regular meeting. EXECUTIVE DIRECTOR’S REPORT Ms. Alden provided information about the MPO’s FY 17 – Quarter 2 Review and the FDOT District 7 Improving Coordination Process meeting. FDOT has invited the MPO for a bus tour on the Downtown interchange study. An email will be sent to the Board regarding the bus tour. Ms. Alden mentioned several collaborative efforts. Ms. Alden provide information about the Florida MPO Advisory Council meeting in which she and Mr. Klug attended. Ms. Alden

Meeting Summary February 8, 2017 Page 4 provided information on the January 31st Vision Zero Coalition Workshop that was recently held at the Town ‘N Country Library, and the Tampa Bay TMA meeting held the previous Friday. Commissioner Murman thanked Ms. Alden for the update and made comments regarding the Premium Transit Feasibility Plan utilized by Jacobs Engineering. Commissioner Murman made a motion to ask the Planning Commission to review and study the County’s Transit Oriented Development Policies to support the ongoing Premium Transit Feasibility Plan. The motion was seconded by Commissioner Kemp and carried unanimously. OLD BUSINESS & NEW BUSINESS There was no old or new business. ADJOURNMENT There being no further business, the meeting adjourned at 10:16 a.m.


March 6, 2017

5-1

STATUS REPORT ~ FINANCIAL HIGHLIGHTS Period Ending January 31, 2017 KEY INFORMATION POINTS We are 33% through the Fiscal Year with our target to trend as closely to that as possible

with expenditures.

KEY TAKEAWAYS Fare revenues continue to track down with correlated ridership decreases – will continue

to monitor;

Salary expenditures are tracking higher than the target due to the front-loaded ATU retro-pay adjustment that occurred in December – when normalized by removing that upfront cost, salaries are trending right at 37%, just above our target. A budget amendment will be coming to the Board in April to adjust for this increase;

Fringes continue outpacing our target and will continue to be monitored; as discussed, we are looking at options for FY2018 to change this trend;

Operational Contract Services is tracking higher than the target due to front-loaded annual payments on several contracts; when normalized for a 12-month period, this category is spending below target at 26 percent.


March 6, 2017

5-2

% of Budget % of BudgetAnnual YTD Budget to collected Annual YTD collected Budget Actual Actual to date Budget Actual to date

Operating Revenues:Total Fare (Cash) Revenues $4,717,010 $1,329,101 ($3,387,909) 28% $4,659,140 $1,336,921 29%Total Pass Revenues 12,614,728 $3,337,600 (9,277,128) 26% 12,542,271 3,989,201 32%Advertising Income 755,770 209,456 (546,314) 28% 774,942 202,309 26%Interest Income 84,466 39,823 (44,643) 47% 43,726 20,823 48%Other Income 476,683 312,025 (164,658) 65% 562,776 62,314 11%Ad Valorem 34,788,573 33,007,329 (1,781,244) 95% 34,884,712 30,614,571 88%Federal Operating Grants 12,342,000 145,319 (12,196,681) 1% 9,793,406 75,251 1%State Operating Grants 5,827,256 177,994 (5,649,262) 3% 5,319,707 183,053 3%Local Operating Grants 650,000 371,004 (278,996) 57% 650,000 150,000 23%Tampa Historic Streetcar, Inc. 458,877 281,969 (176,908) 61% 350,939 166,845 48%Fund Balance - Operating 0 0 (0) 0% (1,556,140) 0 0%

Total Operating Revenues $72,715,363 $39,211,620 ($33,503,743) 54% $68,025,479 $36,801,288 54%

% of Budget % of BudgetAnnual YTD Budget to expended Annual YTD expended Budget Actual Actual to date Budget Actual to date

Operating Expenses:Salaries and Wages $36,735,562 $14,896,060 ($21,839,502) 41% $36,954,492 $13,556,668 37%Fringe Benefits 10,529,491 4,848,836 (5,680,655) 46% 10,914,596 4,263,543 39%Fuel and Oil 5,199,962 1,345,697 (3,854,265) 26% 4,895,138 1,480,083 30%Parts and Supplies 4,720,641 1,442,389 (3,278,252) 31% 3,470,399 1,300,287 37%Operational Contract Services 4,600,701 1,863,611 (2,737,090) 41% 2,878,443 884,878 31%Administrative Contract Services 1,882,290 409,355 (1,472,935) 22% 1,122,529 185,547 17%Legal Services 610,595 104,283 (506,312) 17% 481,715 88,367 18%Marketing and Printing 691,477 174,132 (517,345) 25% 638,250 134,526 21%Insurance Costs 3,042,804 533,568 (2,509,236) 18% 2,677,419 1,684,687 63%Utilities 1,010,530 344,023 (666,507) 34% 857,290 258,043 30%Taxes and Fees 229,304 51,812 (177,492) 23% 764,521 251,286 33%Other Expenses 3,462,006 1,046,272 (2,415,734) 30% 2,370,687 965,861 41%

Total Operating Expenses $72,715,363 $27,060,038 ($45,655,325) 37% $68,025,479 $25,053,776 37%

All Mode Major Revenues

Fiscal Year 2017

Fiscal Year 2017

All Mode Major Expenses

Fiscal Year 2016

Fiscal Year 2016


March 6, 2017

5-3

“Cash in the Bank” Overview HART’s cash is managed in two accounts; for the primary account HART utilizes the State of Florida’s local government investment pool, Florida PRIME, as its primary source of cash holdings. Considered low-risk and conservative in its investment strategy, Florida PRIME allows HART to attain a higher yield compared to that of a typical bank cash-flow concentration account. The second account is a concentration account at Bank of America for receiving deposits and managing Payroll and Accounts Payable disbursements. The graphic below depicts the “cash on hand” as of the day listed, as it is fluid and changes day to day.

Prepared by: Joan Brown, Director of Financial Operations



Account Total

Bank of America $2,633,236.65SBOA $19,040,435.94Total $21,673,672.59

CURRENT CASH BALANCE $21,673,672.59

CASH ON HAND (AS OF 2/17/17)


March 6, 2017

STATUS REPORT Ridership and Productivity ~ January 2017 January 2017 Ridership January 2017 bus ridership declined 2.8% compared to January 2016 and all mode ridership is off 6.9% for the four months of FY 2017.

Mode January

2016 January

2017 Percentage

Change

Total Year

FY 20161

Total Year

FY 2017 Percentage

Change Local, MetroRapid, & Express Bus2 1,147,888 1,116,287 -2.8% 4,841,901 4,469,923 -7.7%

Weekday

857,940

872,438 1.7%

3,766,668

3,480,704 -7.6%

MetroRapid

45,990

42,809 -6.9%

191,679

171,396 -10.6% Total

Weekday Local

903,930

915,247 1.3%

3,958,347

3,652,100 -7.7%

Express

20,060

19,720 -1.7%

81,770

75,893 -7.2%

Saturday

126,187

88,912 -29.5%

462,839

412,728 -10.8%

Sunday

97,711

92,408 -5.4%

338,945

329,202 -2.9%

Streetcar 31,806 36,960 16.2% 101,249 114,575 13.2% Paratransit3 12,452 12,657 1.6% 53,561 50,725 -5.3% Taxi Voucher4 1,264 4,444 NA 1,264 18,292 NA Flex5 6,952 7,179 3.3% 28,882 28,654 -0.8% Total All Modes 1,200,362 1,177,527 -1.9% 5,026,857 4,682,169 -6.9%

Highlights • January 2017 fixed route ridership (local plus express) is down 2.8% compared to January

2016. The January 2017 ridership loss is the smallest in terms of percentage and absolute numbers thus far for FY 2017. Year-to-date bus ridership is down 7.7% compared to the same time period of FY 2016.

1 Fiscal Year runs October 1 through September 30. 2 Local and connector, express, and streetcar ridership are taken from HART Finance Department GFI reports. 3 HART Operations Department Trapeze reports. 4 Taxi invoice 5 HART Operations Trapeze reports


March 6, 2017

• January 2017 Streetcar ridership is up 16.2% compared to January 2016. January 2017 Streetcar was assisted by ridership for the College Football Championship game. Year-to-date Streetcar ridership is up 13.2% compared to the same time period of FY 2016.

• January 2017 HARTPlus ridership is up 1.6% compared to January 2016. Year-to-date HARTPlus ridership is down 5.3% compared to the same time period of FY 2016.

• January 2017 Taxi Voucher rides were 4,444 compared to 1,264 in January 2016 (the program did not begin until January 15, 2016). When added to HARTPlus, there was a net gain of 3,385 for January paratransit trips. For the year-to-date, combined HARTPlus and Taxi Voucher are up 14,192 or +25.9% over HARTPlus and Taxi from the same period last year.

• January 2017 HARTFlex ridership is up 3.3% compared to January 2016. Year-to-date

HARTFlex ridership is down 0.8% compared to the same time period of FY 2016.

Cost per Passenger Cost per passenger is presented as non-audited numbers and subject to restatement. Cost per passenger can vary when presented as a single month because expenses encumbered will vary depending on items acquired and billing cycles. Year-to-date is more pertinent and the numbers will ‘smooth out’ as the year progresses and present a truer picture of actual cost.

January 2017

Bus + Flex Month*

Bus + Flex FY 2017 YTD*

Paratransit Month*

Paratransit FY 2017 YTD*

FY 2016 – October - January $4.62 $4.89 $29.11 $31.74

FY 2017 – October - January

$4.19 $4.91 $32.53 $29.50

% Change -9.3% 0.4% 11.7% -7.1% *Not adjusted to revenue

Ridership and Productivity Reports On the following ridership and productivity report (Attachment), service is broken into three groups: local routes, express routes, and flex routes. Each group is ranked ‘first to worst’ for the current fiscal year in passengers per revenue hour. Routes in red are routes that fall 60% or below the average for their group. Routes in blue are routes that are 75% or above the average for the group.


March 6, 2017 Paratransit Reports

Paratransit Riders – January

January Disabled Patrons

Personal Care

Attendants Companions Children Total

Passengers

Subscriptions

Wheelchair

Trips

2016 10,468 1,811 159 14 12,452 5,611 3,267

2017 10,941 1,556 128 32 12,657 6,153 2,853 % Change 4.5% -14.9% -19.5% 128.6% 1.6% 9.7% -12.7%

Trip Cancellations – January

Type of Cancellation January

2016 January

2017

% Change Advanced Cancellations 1,418 1,446 2.0% Same Day Cancellations 1,131 1,051 -7.1% No Shows 221 292 32.1% Patron/Dispatch Error Cancellations 55 58 5.5% Other Cancellations 268 281 4.9% Total Trip Cancellations/No Shows 3,093 3,128 1.1% Total Suspensions Per No-Show Policy 2 0 -100.0%

Trip Purpose - January

January Employment Education

Medical/ Hospital/Adult

Day Care Recreation Shopping Church Other

2016 1,630 1,906 5,332 1,133 471 338 1,642

2017 1,659 2,468 5,315 999 434 310 1,472

% Change 1.8% 29.5% -0.3% -11.8% -7.9% -8.3% -10.4%

HARTPlus Certifications – January

January Certified Total Certified

2016 62 3,125

2017 99 3,359 ± Change +59.7% 7.5%


March 6, 2017

On-Time Performance – January*

January Month** Year-to-Date**

2016 81.31% 80.27%

2017 97.89% 97.52% ± % Change 20.4% 21.5% *On-Time window reset in August 2016 from 30 – 10 to 30 - 0 **FY 2015 monthly and year-to-date restated for consistency of methodology

Prepared by: Steve Feigenbaum, Director of Service Development

Reviewed by: Ruthie Reyes Burckard, Chief Operating Officer

Approved by: Katharine Eagan, AICP, Chief Executive Officer Attachment: Ridership and Productivity Report

HA

RT Services R

idership Summ

ary January 2017

Monthly R

idership Com

parisonY

ear-to-Date

JanuaryJanuary

FY 2016

FY 2017

HA

RT

ServiceFY

2016 FY

2017%

Change

Ridership

Ridership

% C

hangeFixed R

oute Bus

4,841,9014,469,923

-7.7%1,147,888

1,116,287-2.8%

TECO

Streetcar101,249

114,57513.2%

31,80636,960

16.2%A

DA

Paratransit53,561

50,725-5.3%

12,45212,657

1.6%Taxi V

oucher1,264

18,292N

A1,264

4,444N

AH

AR

TFlex28,882

28,654-0.8%

6,9527,179

3.3%A

ll Mode Total

5,026,8574,682,169

-6.9%1,200,362

1,177,527-1.9%

Wheelchairs on Fixed R

oute17,279

15,966-7.6%

4,3663,916

-10.3%B

ikes on Buses

80,81575,469

-6.6%21,241

18,354-13.6%

U-Pass Program

162,698136,932

-15.8%48,314

31,611-34.6%

FY 2016 vs. FY

2017 M

onthly Ridership C

omparison

Com

plete Fiscal Year

JanuaryJanuary

Fixed Route D

etailFY

2016 FY

2017FY

2016FY

2017N

umber of W

eekdays82

8420

21N

umber of Saturdays

2018

54

Num

ber of Sundays21

216

6N

o Service or Emergency C

losure Days

00

Total Service Days

123123

3131

% C

hange%

Change

Weekday R

idership3,766,668

3,480,704-7.6%

857,940872,438

1.7%W

eekday MetroR

apid Ridership

191,679171,396

-10.6%45,990

42,809-6.9%

Total Weekday Local R

idership3,958,347

3,652,100-7.7%

903,930915,247

1.3%W

eekday Express Ridership

81,77075,893

-7.2%20,060

19,720-1.7%

Saturday Ridership

462,839412,728

-10.8%126,187

88,912-29.5%

Sunday Ridership

338,945329,202

-2.9%97,711

92,408-5.4%

% C

hange%

Change

Weekday A

verage Ridership

45,935

41,437-9.8%

42,89741,545

-3.2%W

eekday MetroR

apid Ridership

2,338

2,040

-12.7%2,300

2,039-11.3%

Weekday A

verage Express Ridership

997903

-9.4%1,003

939-6.4%

Com

bined Weekday A

verage Ridership

49,270

44,381-9.9%

46,20044,522

-3.6%Saturday A

verage Ridership

23,142

22,929-0.9%

25,23722,228

-11.9%Sunday A

verage Ridership

16,140

15,676-2.9%

16,28515,401

-5.4%

Calculations are subject to m

onthly adjustment/restatem

ent

Ridership, FY

2016 vs FY 2017

Source: HAR

T Ridership R

eports and Trapeze Scheduled Service Revenue H

our Report

ATTACHMENT

HART Services Ridership Summary January 2017

FY 16 January

Weekday Average

FY 17 January

Weekday Average % Change

FY 17 January Saturday Average*

FY 17 January Sunday

Average*Y-T-D

Ridership

Y-T-D Bus Vehicle Trips

Y-T-D Riders per Bus Trip

Local Routes*1 Florida Avenue 3,618 3,296 -8.9% 1,661 1,398 345,026 11,273 30.62 Nebraska Avenue 2,182 2,042 -6.4% 2,333 1,700 257,691 9,119 28.34 Palma Ceia/MacDIll AFB 386 389 1.0% 30,658 2,436 12.65 40th Street 1,509 1,493 -1.1% 585 439 145,678 7,111 20.56 56th Street 4,020 4,061 1.0% 2,539 1,777 421,330 11,251 37.47 West Tampa/Citrus Park 1,674 1,510 -9.8% 595 507 146,268 6,538 22.48 Progress Village/Brandon 1,564 1,442 -7.7% 802 658 149,319 6,755 22.19 15th Street 2,380 2,353 -1.1% 676 694 228,235 6,588 34.6

10 Cypress Street 261 221 -15.2% 19,112 2,346 8.112 22nd Street 2,707 2,641 -2.4% 1,592 1,265 279,449 10,887 25.714 Armenia Avenue 539 485 -10.1% 245 46,991 3,875 12.115 Columbus Drive 1,420 1,251 -11.9% 705 571 132,842 6,134 21.716 Waters Avenue 866 892 3.1% 365 77,273 4,112 18.818 30th Street 1,535 1,435 -6.5% 508 370 140,781 6,247 22.519 Port Tampa 1,409 1,394 -1.0% 578 449 134,790 7,211 18.730 Town 'N Country/Airport 2,067 2,077 0.5% 1,422 1,158 220,934 9,476 23.331 South Hillsborough County 240 221 -7.9% 18,995 2,015 9.432 Dr. Martin Luther King Jr. Boulevard 1,571 1,513 -3.7% 627 647 157,298 7,289 21.633 Fletcher Avenue 871 927 6.5% 386 328 88,135 7,410 11.934 Hillsborough Avenue 2,837 2,824 -0.5% 1,726 838 276,251 7,911 34.936 Dale Mabry/Himes 1,778 1,779 0.0% 725 667 173,504 6,632 26.237 Brandon/Netpark 1,259 1,297 3.0% 552 474 133,887 6,506 20.639 Busch Boulevard 2,710 2,754 1.6% 1,413 910 275,927 7,869 35.141 Sligh Avenue 432 421 -2.6% 37,120 2,520 14.745 UATC/Rome Avenue/Westshore Plaza 1,546 1,421 -8.1% 449 544 148,798 6,757 22.046 Downtown Tampa/Brandon via Causeway Blvd. 549 569 3.6% 356 55,049 2,953 18.657 UATC/Temple Terrace/Netp@rk 851 738 -13.2% 446 71,145 3,611 19.796 In-Towner - Weekdays 118 97 -18.0% 8,196 1,838 4.597 In-Towner - Weekdays NA 2 NA 104 592 83 7.1

400 Nebraska-Fletcher MetroRapid 2,300 2,039 -11.4% 171,396 9,466 18.1Group Total 45,197 43,583 -3.6% 21,388 15,392 4,392,670 184,219 23.8

FLEX Routes570 Brandon Flex 54 48 -11.1% 36 4,928 1,410 3.5571 South County Flex 21 32 49.9% 2,501 2,352 1.1572 Northdale Flex 152 143 -5.9% 62 13,205 3,120 4.2573 Town 'N Country Flex 42 43 2.4% 3,376 1,176 2.9574 South Tampa Flex 52 57 10.6% 4,644 1,932 2.4

Group Total 321 323 0.7% 98 28,654 9,990 2.9

Express and Limited Express Routes*20X Lutz Express 73 58 -20.9% 4,602 324 14.2

21LX UATC/Downtown Tampa via Temple Terrace-56th 50 45 -10.2% 3,348 322 10.422X Dover/Brandon Express 48 39 -18.2% 3,512 324 10.824X Fishhawk/Riverview/MacDill AFB Express 230 217 -5.7% 16,877 960 17.6

25LX South Brandon/Mac Dill AFB Express 183 167 -8.9% 12,652 880 14.427LX South Brandon Express 83 85 2.0% 6,657 402 16.628X East County Express 39 31 -20.0% 2,541 162 15.7

47LX Southshore Limited Express 70 63 -10.5% 4,913 323 15.251X New Tampa Express 42 45 6.9% 3,657 324 11.3

53LX South County/Brandon via 301 Limited Express 82 100 21.3% 8,759 1,944 4.561LX NW County Limited Express** 38 39 1.8% 2,821 324 8.7200X Clearwater Express - R 63 49 -22.3% 3,554 820 4.3

Group Total 1,003 938 -6.5% 73,893 7,109 10.4R = Reverse Commute

*Current routes only

Streetcar800 TECO Streetcar 712 771 8.3% 3,207 1,432 114,575 10,635 10.8

Calculations are subject to monthly adjustment/restatement

Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report

HA

RT

Services Ridership Sum

mary

January2017

FY 2016FY 2017

% C

hangeJan. 2016

Jan. 2017%

Change

Bus Vehicle Hours

224,607227,102

1.11%55,556

56,7512.15%

Bus R

evenue Hours

210,734214,564

1.82%52,724

53,7621.97%

Bus Vehicle Miles

2,962,6903,018,113

1.87%738,315

752,5551.93%

Bus Revenue M

iles2,662,086

2,717,6522.09%

667,162677,652

1.57%

Flex Vehicle Hours

6,9447,227

4.08%1,741

1,7993.33%

Flex Revenue H

ours6,040

6,3094.45%

1,5071,566

3.92%Flex Vehicle M

iles104,710

111,5626.54%

26,13427,692

5.96%Flex R

evenue Miles

80,92483,602

3.31%19,713

21,0396.73%

Paratransit Vehicle Hours

37,65439,556

5.05%8,980

9,98911.24%

Paratransit R

evenue Hours

32,40633,466

3.27%7,703

8,4219.32%

Paratransit Vehicle Miles

552,929558,598

1.03%130,149

139,5227.20%

Paratransit Revenue M

iles484,001

484,3610.07%

113,660121,260

6.69%

Taxi Revenue H

ours*460

6,268N

A460

1,341N

ATaxi R

evenue Miles*

5,52475,209

NA

5,52416,087

NA

Streetcar Vehicle Hours

4,1815,091

21.77%1,085

1,26816.87%

Streetcar Revenue H

ours4,167

5,05821.38%

1,0801,260

16.67%Streetcar Vehicle M

iles22,373

26,74419.54%

5,8046,248

7.65%Streetcar R

evenue Miles

22,36526,402

18.05%5,802

6,1676.29%

HAR

T System Vehicle H

ours273,386

278,9762.04%

67,36269,807

3.63%H

ART System

Revenue H

ours253,347

259,3972.39%

63,01465,009

3.17%H

ART System

Vehicle Miles

3,642,7023,715,017

1.99%900,402

926,0172.84%

HAR

T System R

evenue Miles

3,249,3763,312,017

1.93%806,337

826,1182.45%

*Vehicle and Revenue hours/m

iles for Taxi Voucher are equal. Taxi program com

menced 1/15/2016.



ent

Hours and M

iles by Mode

HA

RT Services R

idership Summ

ary January 2017

Route productivity, Passengers per R

evenue Hour &

Mile (Y

TD

)M

onthlyY

ear-to-Date

FY 2016

FY 2017

FY 2016

FY 2017

JanuaryPassengers per

Passengers perPassengers per

Passengers perL

ocal Routes

FY 2016

FY 2017

% C

hangeFY

2016FY

2017%

Change

Revenue H

ourR

evenue Hour

Revenue M

ileR

evenue Mile

34 - Hillsborough A

venue72,099

71,222-1.2%

302,575276,251

-8.7%32.22

29.462.651

2.4126 -56th Street

105,478106,093

0.6%448,979

421,330-6.2%

31.1929.16

2.5192.369

2 - Nebraska A

venue67,104

62,406-7.0%

278,734257,691

-7.5%31.75

29.153.098

2.8059 - 15th Street

57,07556,276

-1.4%246,156

228,235-7.3%

30.8528.25

2.7932.595

1 - Florida Avenue

90,78984,242

-7.2%387,707

345,026-11.0%

31.1227.73

2.8332.513

16 - Waters A

venue19,715

20,1992.5%

86,27977,273

-10.4%29.81

26.422.578

2.27412 - 22nd Street

71,70269,418

-3.2%282,699

279,449-1.1%

28.3225.81

2.6422.396

39 - Busch B

oulevard66,923

68,9393.0%

293,414275,927

-6.0%26.70

25.082.045

1.85932 - D

r. Martin L

uther King Jr. B

oulevard38,982

38,172-2.1%

169,300157,298

-7.1%24.07

23.231.849

1.7107 - W

est Tam

pa/Citrus Park

40,26237,138

-7.8%167,264

146,268-12.6%

25.0621.76

2.1851.915

37 - West B

randon/Netp@

rk31,871

32,2881.3%

143,587133,887

-6.8%22.53

21.251.589

1.47557 - U

AT

C/T

emple T

errace/Netp@

rk20,111

17,286-14.0%

79,12671,145

-10.1%23.83

21.151.358

1.1825 - 40th Street

36,45936,337

-0.3%164,819

145,678-11.6%

22.1720.96

1.9601.726

36 - Dale M

abry Hw

y./Him

es Avenue

44,14444,251

0.2%188,908

173,504-8.2%

19.8218.20

1.7851.670

18 - 30th Street36,811

34,384-6.6%

147,718140,781

-4.7%19.13

17.981.685

1.62745 - U

AT

C/R

ome A

venue/Westshore Plaza

36,76734,893

-5.1%167,612

148,798-11.2%

19.1617.68

1.7111.508

15 - Colum

bus Drive

35,90632,512

-9.5%137,683

132,842-3.5%

22.2017.55

1.5891.316

33 - Fletcher Avenue

21,74222,986

5.7%94,093

88,135-6.3%

17.2417.37

1.5301.489

400 - Nebraska-Fletcher M

etroRapid

45,99042,809

-6.9%191,679

171,396-10.6%

19.8616.47

1.4991.344

30 - Tow

n 'N C

ountry/Airport

56,28956,246

-0.1%236,161

220,934-6.4%

17.1215.88

1.2951.199

19 - Port Tam

pa34,391

34,275-0.3%

141,501134,790

-4.7%16.34

15.511.445

1.3728 -Progress V

ilage/Brandon

38,27737,448

-2.2%162,738

149,319-8.2%

16.8915.46

1.2391.135

41 - Sligh Avenue

8,6458,840

2.3%39,105

37,120-5.1%

15.7815.06

1.2261.081

14 - Arm

enia Avenue

12,09311,163

-7.7%51,217

46,991-8.3%

16.0214.54

1.2651.160

46 - Dow

ntown T

ampa/B

randon via Causew

ay12,216

13,3809.5%

50,01455,049

10.1%13.27

12.940.997

0.97210 - C

ypress Street5,212

4,640-11.0%

21,37719,112

-10.6%15.54

11.721.495

1.3394 - Palm

a Ceia/M

acDill A

FB7,711

8,1796.1%

42,46730,658

-27.8%15.94

10.101.369

0.96496 - D

owntow

n Trolley - Purple L

ine2,621

2,029-22.6%

9,0378,196

-9.3%10.11

9.191.398

1.27397 - D

ownttow

n Trolley - Saturday*

NA

519N

AN

A592

NA

NA

8.91N

A1.305

31 - South Hillsborough C

ounty4,793

4,637-3.3%

22,53218,995

-15.7%9.10

7.690.427

0.359999 - Public Service

5,6503,360

NA

5,6503,360

NA

NA

NA

NA

NA

System T

otal1,127,828

1,096,567-2.8%

4,760,1314,396,030

-7.6%23.34

21.221.905

1.73

Blue = R

outes performing 75%

or higher above the local system average

75% of Local System

A

verage15.92

Red = R


or lower than the local system

average60%

of Local System

Average

12.73

JanuaryY

ear to Date

FY 2016

FY 2017

FY 2016

FY 2017

FY 2016

FY 2017

% C

hangeFY

2016FY

2017%

Change

Pass./Rev H

r.Pass/R

ev Hr.

Pass./Rev M

i.Pass/R

ev Mi.

TECO

Streetcar31,806

36,96016.2%

101,249114,575

13.2%24.3

22.654.53

4.34C

alculations are subject to monthly adjustm

ent/restatement

*Began service 12/10/16

Ridership, FY

2016 vs. FY 2017

Ridership, FY

2016 vs. FY 2017

Source: HAR

T Ridership R


our Report

HA

RT Services R

idership Summ

ary January 2017


evenue Hour &

Mile (Y

TD

)M

onthlyY

ear-to-Date

FY 2016

FY 2017

FY 2016

FY 2017



Passengers perFL

EX

Routes

FY 2016

FY 2017

% C

hangeFY

2016FY

2017%

Change

Revenue H

ourR

evenue Hour

Revenue M

ileR

evenue Mile

Northdale FL

EX

3,4553,261

-5.6%13,136

13,2050.5%

9.268.67

0.7360.748

South Tam

pa FLE

X1,031

1,19916.3%

4,6224,644

0.5%4.17

4.180.370

0.394B

randon FLE

X1,180

1,164-1.4%

5,1374,928

-4.1%4.17

3.610.335

0.289T

own N

' Country FL

EX

859893

4.0%3,895

3,376-13.3%

3.332.98

0.2490.210

South County FL

EX

427662

55.0%2,092

2,50119.6%

1.812.13

0.1070.119

System T

otal6,952

7,1793.3%

28,88228,654

-0.8%4.75

4.540.357

0.343

Blue = R


or higher above the FLE

X system

average75%

of Local System

Average

3.41

Red = R


or lower than the FL

EX

system average

60% of Local System

A

verage2.72



ent

Ridership, FY

2016 vs. FY 2017

Ridership, FY

2016 vs. FY 2017

Source: HAR

T Ridership R


our Report

HA

RT Services R

idership Summ

ary January 2017


evenue Hour &

Mile (Y

TD)

Monthly

Year-to-D

ateFY

2016FY

2017FY

2016FY

2017



Passengers perE

xpress Routes

FY 2016

FY 2017

% C

hangeFY

2016FY

2017%

Change

Revenue H

ourR

evenue Hour

Revenue M

ileR

evenue Mile

28X - E

ast County E

xpress775

646-16.6%

3,1582,541

-19.5%23.21

20.440.736

0.60420X

- Lutz E

xpress1,466

1,224-16.5%

5,5814,602

-17.5%20.45

16.810.990

0.81524X

- FishHaw

k/Riverview

/MacD

ill AFB

Express

4,6034,548

-1.2%18,894

16,877-10.7%

16.7416.18

0.5890.526

27X - Fishhaw

k/South Brandon E

xpress1,667

1,7947.6%

6,8316,657

-2.5%13.42

13.780.551

0.54022X

- Dover/B

randon Express

954815

-14.6%4,186

3,512-16.1%

14.2812.33

0.7050.592

25LX

- South Brandon/M

acDill A

FB L

imited E

xpress3,667

3,509-4.3%

14,51712,652

-12.8%13.70

12.060.559

0.48621L

X - U

AT

C/T

emple T

errace/Dow

ntown

1,002950

-5.2%3,713

3,348-9.8%

12.2911.91

0.7600.683

47LX

- Southshore Lim

ited Express

1,4081,332

-5.4%6,045

4,913-18.7%

14.2411.27

0.5050.394

51X - N

ew T

ampa E

xpress842

94412.1%

3,6423,657

0.4%9.41

9.450.326

0.32761L

X - N

W H

illsborough Lim

ited Express

766827

8.0%3,285

2,821-14.1%

9.637.95

0.4460.383

200X - C

learwater E

xpress - R*

1,2611,034

-18.0%5,391

3,554-34.1%

8.965.96

0.3440.228

53LX

- South County/B

randon via 301 Lim

ited Express - R

*1,649

2,09727.2%

6,5278,759

34.2%4.97

4.240.246

0.224

System T

otal20,060

19,720-1.7%

81,77073,893

-9.6%12.08

10.020.499

0.418

Blue = R


or higher above the express system average

75% of Local System

A

verage7.52

Red = R


or lower than the express system

average60%

of Local System

Average

6.01*R

= Reverse C

omm

ute Route



ent

Ridership, FY

2016 vs. FY 2017

Ridership, FY

2016 vs. FY 2017

Source: H

AR

T Ridership R

eports and Trapeze Scheduled S

ervice Revenue H

our Report

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.0034 - Hillsborough Avenue

6 -56th Street2 - Nebraska Avenue

9 - 15th Street1 - Florida Avenue

16 - Waters Avenue12 - 22nd Street

39 - Busch Boulevard32 - Dr. Martin Luther King Jr. Boulevard

7 - West Tampa/Citrus Park37 - West Brandon/Netp@rk

57 - UATC/Temple Terrace/Netp@rk5 - 40th Street

28X - East County Express36 - Dale Mabry Hwy./Himes Avenue

18 - 30th Street45 - UATC/Rome Avenue/Westshore Plaza

15 - Columbus Drive33 - Fletcher Avenue

20X - Lutz ExpressMetroRapid

24X - FishHawk/Riverview/MacDill Express30 - Town 'N Country/Airport

19 - Port Tampa8 -Progress Vilage/Brandon

41 - Sligh Avenue14 - Armenia Avenue

27LX - Fishhawk/South Brandon Express46 - Downtown Tampa/Brandon

22X - Dover/Brandon Express25LX - South Brandon/MacDill AFB Express

21LX - UATC/Temple Terrace/Downtown10 - Cypress Street

47LX - Southshore Limited Express4 - Palma Ceia/MacDill AFB

51X - New Tampa Express96 - In-Towner Trolley

97 - In-Towner Trolley - SaturdayNorthdale FLEX

61LX - NW Hillsborough Limited Express31 - South Hillsborough County

200X - Clearwater Express53LX - South County/Brandon Limited Express

South Tampa FLEXBrandon FLEX

Town N' Country FLEXSouth County FLEX

Passengers per Revenue HourPassengers per Revenue Hour per Route

FY 2017 (10/1/2016 -1/31/2017)

LocalFlex

Express


March 6, 2017

6-1

MONTHLY INFORMATION REPORT Organizational Key Performance Indicators (KPIs) ~January 2017

SUMMARY This memorandum provides a report on the attainment level of the adopted organizational KPIs covering Fiscal Year 2017. DISCUSSION At the September 26, 2016, regular Board meeting, the HART Board adopted Resolution #R2016-09-47, approval of HART Key Performance Indicators (KPIs) for the Hillsborough Transit Authority for FY 2017. The established KPIs are directly measurable and the organization’s level of attainment is updated and reported to the Board on a monthly basis (see table below).

ORGANIZATIONAL KEY PERFORMANCE INDICATORS

EVALUATION PERIOD FY2017 (OCTOBER 2016 – SEPTEMBER 2017) (TENTATIVE RESULTS)*

KPI CRITERIA TARGET

FY2017 (4 MONTH)

PERFORMANCE 01/17

Ridership Productivity

Bus Passengers per Revenue Hour

Greater than or equal to 21.8 20.83

Efficiency Gross Cost per Revenue Mile Less than or equal to

$7.10 $7.16

Safety Collisions per 100,000

Revenue Miles Less than or equal to

.55 0.442 Quality of

Service Complaints per 100,000

Passengers Less than or equal to

10.0 9.34 Quality of

Service Mean Distance Between

Vehicle Failures Greater than or equal

to 7,749 7,890 On-Time

Performance 1 Minute Early to 5 Minutes

Late at Scheduled Timepoints Greater than 81.5% 81.6%

Finance Growth of Fund Balance and

Fiscal Sustainability

Greater than or equal to 0.5% of previous year’s ending fund

balance To be reported at

year’s end *All calculations subject to restatement Bold Italics = KPI target not met in reporting period


March 6, 2017

6-2

CONCLUSION The effective date for measurement of the proposed KPIs is FY2017, October 1, 2016 through September 30, 2017.

Safety, Quality of Service (complaints), Quality of Service (Mean Distance Between Vehicle Failures), and On-Time Performance are the KPI measures being met for the first four months of Fiscal Year 2017.

The KPIs for Ridership Productivity and Efficiency are not being met in the first four months of FY 2017.

Charts of the FY 2017 annual KPIs are presented as an Attachment.

Prepared by: Steve Feigenbaum, Director of Service Development



Attachment: KPIs Charts

ATTACHMENT

6-3

21.8

20.83

18

19

20

21

22

23

24

25

1

HART KPI: Ridership ProductivityFY 2017 - October 2016 - January 2017

Measure: Passengers Per Revenue HourGreater Than or Equal to 21.8

KPI Year To Date

$7.10 $7.16

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

$9.00

1

HART KPI: EfficiencyFY 2017 - October 2016 - January 2017

Measure: Cost per Revenue MileLess Than or Equal to $7.10

KPI Year To Date

0.550.442

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1

HART KPI: SafetyFY 2017 - October 2016 - January 2017

Measure: Collisions Per 100,000 Revenue MilesLess Than or Equal to 0.55

KPl Year-to-Date

6-4

10

9.34

5

6

7

8

9

10

11

1

HART KPI: Quality of Service FY 2017 - October 2016 - January 2017

Measure: Complaints per 100,000 Passengers Less Than or Equal to 10

KPI Year to Date

7,749 7,890

6,500

7,000

7,500

8,000

8,500

9,000

1

HART KPI: Quality of Service FY 2017 - October 2016 - January 2017

Measure: Mean Distance Between FailuresGreater Than or Equal to 7,749 Miles

KPI Year to Date

81.5% 81.6%

75.0%

76.0%

77.0%

78.0%

79.0%

80.0%

81.0%

82.0%

83.0%

84.0%

1

HART KPI: On-Time PerformanceFY 2017- October 2016 - January 2017

Measure: On-Time PerformanceGreater Than or Equal to 81.5%

KPI Year to Date


March 6, 2017

6-5

MONTHLY INFORMATION REPORT Risk Management Activities ~ January 2017 The purpose of this report is to inform the HART Board of Directors of significant developments related to Risk Management for January 2017. Claims and settlements at the $5,000 reporting threshold and above are categorized as significant; claims and settlements below the $5,000 reporting threshold are categorized as insignificant. LIABILITY Bodily Injury and Property Damage

Month of January Claims Opened Claims Closed

Significant 2 30

Insignificant 1 53

Combined Total Expected Costs $26,500.00 $932,554.68

Current open claims caseload is 176

WORKERS’ COMPENSATION

Month of January Claims Opened Claims Closed

Significant 0 0

Insignificant 8 9

Combined Total Expected Costs $6,000.00 $4,228.27

Current open claims caseload is 61 Prepared by: Gisela Rivera-Rios, Risk Specialist I

Reviewed by: Kenyatta Lee, Chief Administrative Officer



March 6, 2017 _______________________________________________________________________________

6-6

MONTHLY INFORMATION REPORT Procurement & Contracts Administration Activity Report ~ January, 2017

A. Full & Open Acquisitions Description Procurement Method Issued

Marion Transit Center Restroom Renovations Invitation for Bid 01/10/2017

General Litigation & Personal Injury Legal Services Request for Proposal 01/12/2017

Autonomous Vehicle Shuttle Request for Information 01/17/2017

Banking, Merchant and P-Card Services Request for Proposal 01/26/2017

B. Contracts Awarded Awarded to Description Amount

Robert Reid Wedding Security Surveillance System $82,000

C. Open Contracts: There are 113 open contracts that are currently under administration. Including construction Task Orders

D. Processed Purchase Orders Under $25,000 = $554,436 144 Standard Purchase Orders totaling $244,873 127 Inventory Purchase Orders totaling $309,563

E. Unauthorized Procurements There was one unauthorized procurement made in the month of January. Date Vendor Item/Description Amount Department 01/23/2017 Brandon Ford Remanufactured Engine $10,332.12 Maintenance

The Maintenance Department has been instructed on proper procurement procedures.

Prepared by: Al Burns, Director of Procurement & Contracts Administration




March 6, 2017

6-7

MONTHLY INFORMATION REPORT Human Resources ~ January 2017

January 2017 Activity

Type of Activity Bargaining NB Total Percentage New Hires 24 1 25 61.0% Rehire 3 0 3 7.3% Reinstated 1 0 1 2.4% Transfer 3 0 3 7.3% Reduction in Force 0 0 0 0.0% Voluntary Resignations 2 1 3 7.3% Retirement 0 0 0 0.0% Deceased 0 0 0 0.0% Terminations 3 0 3 7.3% Promotions 3 0 3 7.3% Reclassification 0 0 0 0.0%

Grand Total: 36 5 41 100% As of January 31, 2017 there were 807 active (non-temporary) employees of which 129

are Non-Bargaining and 678 are ATU/Teamsters NOTE: The reporting reflects a full calendar month.

New Hires, 61.0%

Rehire, 7.3%

Reinstated, 2.4% Transfer, 7.3% Voluntary Resignations, 7.3%

Terminations, 7.3%

Promotions, 7.3%

JANUARY 2017 ACTIVITY CHART


March 6, 2017

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Turnover Report – January 2017

Division # of Separations*

% Per Division Bargaining Non-Bargaining Total

Executive 0 0 0 0.0%

Administration 0 0 0 0.0%

Finance 0 1 1 0.12%

Operations 5 0 5 0.62%

HART Turnover Total 5 1 6 0.74% *Includes: Voluntary Resignations, Retirement, Terminations and Death

Prepared by: Brooke Stearns, Director of Human Resources & Org. Development

Reviewed by: Kenyatta Lee, Chief Administrative Officer


ATUHRLY 76.8%

ATUPTHRLY1.1%

NBHRLY4.8%

NBSLRY10.9%

TEAMHRLY6.1%

EMPLOYEE CLASSIFICATION BREAKDOWN

EE Class Count ATUHRLY 620

ATUPTHRLY 9 NBHRLY 39

NBPTHRLY 2 NBSLRY 88

TEAMHRLY 49 Total 807


March 6, 2017

6-9

MONTHLY INFORMATION REPORT Marketing Services Activities ~ January, 2017 Marketing/Advertising Black History Month Activities

• Rosa Parks Seat Clings

• Marketing Services Support for the February 21 Retiree Reception at the Saunders Library included signage, signing wall, pictures and invitations

• Retiree Video Produced https://www.youtube.com/watch?v=KkQkv_Iiqjk

OneBusAway New Reporting Feature

• IHeartMedia/Google Adwords February Digital campaign

• Flyers on buses • Blog Post - gohart.blogspot.com/2017/01/connect-to-hart-with-new-onebusaway.html

Flamingo Fares

• IHeartMedia/Adwords Digital Advertising Campaign (February) o Potential Reach: 402,000+ users o Estimated Impressions: 900,000-1,250,000

https://www.youtube.com/watch?v=KkQkv_Iiqjk


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STAY-cation Advertisements

• Flyers on Buses • Advertisements in LaGaceta special Fiesta Day Section on February 24 and in The Florida

Sentinel Bulletin on the same date.

Transit Advertising Revenue

• Direct Media USA (Transit Advertising): January was the ninth month of the new contract (three years with two one year options). Revenue split was increased from 60% /40%, to 63%/37% HART/Direct Media USA. The monthly guarantee is $52,500. In the ninth month (January), Direct Media USA achieved $47,940. The total (May - January), Direct Media is - $4,560 for the month vs. guaranteed revenue. • Signal Outdoor (Shelter Advertising): January was the seventh month of this annual contract year. HART received revenue of $10,425. There are 414 shelters built; 834 panels in inventory; 686, or 82.25% panels sold.

Month July-16 Aug-16 Sep-16 Oct-16 Nov-16 Jan-17 # of Shelter Panels 828 826 826 828 828 834 Panels Sold 776 752 709 710 750 686 % Panels Sold 97% 92.3% 85.8% 85.8% 94.2% 82.3% Monthly Revenue $10,350 $10,325 $10,325 $10,350 $10,350 $10,425 Revenue to Date $62,125

• Commuter Advertising (GPS based short form audio and text scroll advertising on transit vehicles): January was the first month of the fourth annual contract term. A total of $3,204 in revenue was generated. Year to date revenue for this contract period was $3,204. Annual guaranteed payment to HART is $20,000. Payments since inception (4 years) to HART has been $132,093. Marketing Collateral and Graphic Support 54 projects were completed in January.


March 6, 2017

6-11

Peer Social Media Snapshot (January)

Organization Facebook Likes

Change (%)

Twitter Followers

Change (%)

YouTube Videos

YouTube Views

Change Views (%)

HART 5869 2.20% 4314 5.70% 143 64858 6.70% PSTA 9090 0.40% 2448 5.60% 145 60905 9.30% JTA 2961 5.80% 2497 10.60% 167 53665 0.20% LYNX 4266 3.90% 4456 9.90% 126 105415 16.20% TBARTA 1271 +0.0% 4254 1.60% 10 4054 +0.0% SCAT 1025 22.50% N/A N/A N/A N/A N/A

*JTA: Jacksonville Transit Authority; LYNX: Central Florida Regional Transportation Authority; PSTA: Pinellas Suncoast Transit Authority; TBARTA: Tampa Bay Area Regional Transit; SCAT: Sarasota County Area Transit. Monthly goHART.org Metrics Highlights of monthly analytics show people are visiting the maps and schedule pages as well as being referred to the website by Indeed.com.

• Total Hits: 214,162. This is approximately a 3.6% increase vs. last month (December). • Average Time Spent on Website (minutes): 02:38. This is :22 increase since last month. • Top referral sites are: Indeed, tampaairport.com, employment, OneBusAway. • Top Viewing Device is mobile (79%), which has held steady over the past several

months.

Prepared by: Steve Rosenstock, Sr. Manager of Marketing Services

Reviewed by: Lena Petit, Director of Executive Office & Board Support


Total Avg. Time

Month HitsSpent on Website

# of Page Views

% Total Top Sites # Referrals % Total Device Hits % Total

January 214,162 02:38 mins 1. /Pages/maps-schedules.aspx 99,774 47% 1. Indeed.com 1,445 26% Mobile 81,256 79%2. gohart.org/ 52,542 25% 2. tampaairport.com 940 17% Desktop 22,280 22%3. /Pages/services-bus.aspx 5,849 3% 3. Employment) agency.governmentjobs.com 557 10% Tablet 4,440 4%4. /Pages/promotion.aspx 4,938 2% 4. tampa.onebusaway.org 537 10% 5./Pages/Travel-HowtoRideHart.aspx 4,103 2% 5. tampabay.com 317 6%

0% 6. gohart.iapplicants.com 271 5%Totals 214,162 02:38 mins 167,206 100% 5,458 100% 103,120 100%

HARTwww.goHART.org

Individual Pages Referral Sites Viewing Device

Source: Google Analytics


March 6, 2017

6-12

MONTHLY INFORMATION REPORT EEO & Community Programs ~ January 2017 Summary of Community Engagement Activities

Prepared by: Marco Sandusky, Sr. Manager of EEO and Community Programs


Meetings42%

Outreach37%

Sponsorship21%

January 2017 Activities, by typeJanuary 2017 Snapshot:

• 20 activities

• 2822 total activity participants (approximate)

• 18 new contacts (for further engagement/collaboration)

• 21 new registered vendors (9 small businesses; 1 DBE)


March 6, 2017

6-13

MONTHLY INFORMATION REPORT Maintenance Activities ~ January 2017

Fleet Maintenance Fixed Route

Total Miles Preventative Maintenance Completed

Demand Work Orders Completed

753,369 197 446

Paratransit



81,998 20 38

Flex Service



17,802 5 6

Streetcar Maintenance Streetcar

Total Miles/Trips Preventative Maintenance Completed


Miles- 7,630.87

Trips- 2,826.25 17 30

Facility Maintenance • Preventative Maintenance Tasks Completed –83

• Demand Work Orders Completed – 214

Scheduled Projects

• Quarterly emergency generator inspections for the HART Administrative and Streetcar facility.

• Quarterly fire sprinkler inspection for the HART 21st Operations facility, including the Preventative Maintenance building.

Completed Projects

• Becker Communications Incorporated completed the annual fire alarm inspection for the HART 21st Operations facility, including the Preventative Maintenance building.

• Tampa Armature Works completed the quarterly emergency generator inspections for the HART 21st Operations facility, including the Preventative Maintenance building.


March 6, 2017

6-14

Passenger Amenities

• Preventative Maintenance Tasks Completed – 24

• Demand Work Orders Completed – 120

Scheduled Projects

• Removal of outdated Ticket Vending Machines along the Streetcar stations.

• Removal and disposal of two Key West style shelters, serial numbers 2165 and 4798.

Completed Projects

• Bus shelter solar light program: Lighting systems replaced for Route 15, serial number 8581 and Route 45, serial number 8575.

• Bus stop maintenance: Installed two new bus stops (Route 31 and Route 47LX) for the Gibsonton Wal-Mart. Twenty-two bus stops were repaired due to downed or damaged stops. Six bus stops were adjusted and 15 loose or missing ID tags repaired/replaced.

• Shelter maintenance: Removed and disposed of seven shelters, SN 9491, 6165, 8058, 8070, 8061, 6167 and 8067. Replaced three broken glass panels for shelters along Route 12, Route 45 and Route 18. Replaced 17 perforated panels for the MetroRapid Route 400.

• Preventative maintenance shelter washing: 16 shelters and eight MetroRapid shelters were pressure washed and cleaned.

• Benches and trash receptacles: Removed and replaced five patron benches for Route 7 and repaired three benches. Installed two new trash receptacles per patron request and removed six trash receptacles. Repaired 20 trash receptacles and replaced nine trash receptacles.

Prepared by: James Fetzer, Director of Maintenance




March 6, 2017

6-15

MONTHLY INFORMATION REPORT Operations Activities ~ January 2017 Transportation HART Bus Operations management attended several meetings with the City prior to Gasparilla 2017 to discuss the transportation plan. HART operated all transit modes to accommodate attendees. The Route 97 was detoured to maximize service along the parking garage corridors in the downtown area. A bus bridge was in place to support ridership along the Streetcar line. HART participation in support of Gasparilla requires the use of 15 buses, 20 Bus Operators, three Van Operators, five Streetcars, and extra motormen to assist in boarding and alighting. HART non-bargaining employees volunteered their time at various stations along the Streetcar line. A decline in ridership on Gasparilla could be attributed to colder weather that day.

Operations Support Staff met with Florida Hospital on January 4, 2017, to discuss HyperLINK service and potentially adding a pick up location at the Hospital site. Staff will be conducting follow-up meetings and marketing outreach in an effort to educate the patients and staff of this major facility in our service area.

Katharine Eagan along with HART staff met with the South Shore Neighborhood Association on January 5, 2017, to discuss HART services. Presentations were made on HARTPlus, HARTFlex, and HyperLINK. Staff also brought along different vehicle types to show the possibilities available to service this community’s needs.

On January 13, 2017, Director of Operations ADA Officer Gregory Brackin was invited to make a presentation to the Florida Developmental Disabilities Committee on the HARTPlus Customer Choice Voucher program. The Florida Developmental Disabilities Committee along with the Florida Department of Transportation provided grant funding for this program. Due to the great success of this program, Mr. Brackin has been asked to attend the national convention in Salt Lake City in July to present the success story of our program.

Customer Service / Paratransit Monthly Highlights Comprehensive ADA Paratransit Eligibility - HART hosted the Comprehensive ADA Paratransit Eligibility training by the National Transit Institute. This two-day course reviewed ADA paratransit criteria and ADA paratransit eligibility requirements, including detailed information about alternative eligibility determination processes, with a focus on in-person interviews and assessment options. A few HART employees attended this training and were certified.

Ridership 2016 2017 +/- 2016 to 2017 % change 2016 vs. 2017

Streetcar 7,109 5,763 -1,346 -18.93%

Bus Bridge 5,650 3,879 -1,771 -31.35%

Route 97 264 321 57 21.59%

Total 13,023 9,963 -3,060 -23.50%


March 6, 2017

6-16

ADA Training Disability Etiquette for Transit - All members of the Customer Service and Paratransit team completed the ADA Training Disability Etiquette for Transit online course from CUTR this month.

See-Click-Fix – Customer Service is working closely with Service Development in the implementation of See-Click-Fix. This new service allows customers to report and track comments directly through the OneBusAway system. During the trial period in January, 132 reports were received. This is an impressive number when considering that the new service has not been advertised.

5-Minute Rule - Dispatch staff noticed an increase in incidents when HARTPlus customers traveling for medical purposes are not ready upon van arrival. To avoid such situations in the future, Customer Service representatives called subscription holders, and reminded them that vans can only wait five minutes after arrival. A similar reminder was given to demand trip users.

Service Development Staff attended a consultant workshop as part of the TDP/COA process as well as the Westshore Alliance meeting to discuss transit planning activities, and continued regular meetings with the consultant group on the Regional Transit Feasibility Plan

Staff also met with and provided input on two MPO studies: o NW Hillsborough Transit Study – finalize document. Took presentation to HART Strategic

Planning Committee for approval to full HART Board. o HART Maintenance Facility Feasibility Study – Attended coordination meeting with

consultant and MPO. o Additional meetings attended by staff included the MPO Livable Roadways Committee,

MPO Citizens Advisory Committee, and MPO Technical Advisory Committee.

OneBusAway usage report (Oct. Dec. restated from corrected reports): Oct. Nov. Dec. Jan. Feb. Mar.

Max. Hits per Day 883,920 1,047,520 1,195,620 1,346,500

Max. Hits per Minute 865 1038 1199 1365

Total Text 10,126 10,057 11,291 9,560

IVR (Phone) Minutes

702 715 806 1138

OBA unique users for January = 32,808

County and Municipal Land Use Activities HART staff reviewed nine City of Tampa and 13 Hillsborough County proposed projects during January 2017. Improved pedestrian access was recommended for all projects. Two projects were determined to require bus stop improvements:

The Villages @ Hunters Lake - (72,000 sq. ft. retail, 250 multi-family units, 30,000 sq. ft. cultural center and 3-acre dog park.) The property is located on Bruce B. Downs Boulevard, south of New Tampa Boulevard.


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Preserve @ Grand Cypress - (812 multi-family units, 149,000 sq. ft. office, and 26,000 sq. ft. of neighborhood commercial). The property is located at the northeast corner of Bruce B. Downs Boulevard and 43rd Street.

Prepared by: Keith Sanders, Director of Transportation Greg Brackin, Director of Operations Support – ADA Officer

Steve Feigenbaum, Director of Service Development




March 6, 2017

6-18

MONTHLY INFORMATION REPORT Information Technology ~ January 2017 Enterprise Critical Network Infrastructure Upgrade Project The HART Board of Directors approved purchase of the core hardware including professional services in July 2015. The IT Team completed detail tasks with Presidio to get a final cost for the professional services for the project phases. Phase 3 – IVR (Customer Service) Configuration is in progress. The preparation meetings and deployment plan are in progress, with a clean-up phase to follow. Security Surveillance System (SSS) Project An architecture and engineering firm, Robert Reid Wedding, is being used to help determine the scope and create an independent cost estimate for the project. Site inspections are in progress. Phase I - Facilities and Phase II - Vehicles will be upcoming. Wireless Phase II Project HART will be executing Phase II, which includes 11 Streetcars, 76 Vehicles, and 8 transit/transfer centers. Email Distribution Project Every employee at HART will now be issued a HART email address. IT is scheduling training sessions with Operations and Maintenance Departments for employees to be trained on how to log into their email accounts and email etiquette. The training sessions for this project have been scheduled for the week of February 13, 2017. This project is anticipated to be completed in February 2017. Applications Group Farebox Project – The final document review has been completed. The Regional Working Group is currently researching the internal process and procedures to collaborate with HART, PSTA, Sarasota, Pasco and Hernando county transit agencies. The Project Team is identifying options to ensure PCI Compliance after implementation of this project. Microsoft Great Plains 2015 Upgrade Project The IT team is in progress of upgrading the Agency’s Microsoft Great Plains financial application, and will be completed in February 2017. The implementation of Paperless Time Entry with Time Matrix began December 1, 2016. The deployment plan for this project is to rebuild the User Acceptance Testing environment with Windows 2016, which is the most current operating system from Microsoft. This project is anticipated to be completed in February 2017.

Prepared by: Gabriel Quiñones, Director of Information Technology

Reviewed by: Kenyatta Lee, Chief Administration Officer


Documents

REGULAR BOARD OF DIRECTORS MEETING Monday, March 6, …gohart.org/Board PDFs/BOD 3-6-17 Agenda Packet.pdfOverview: HART requires services of a professional roofing/construction company