SUC CES S PL AN - gohart.org Library/goHART/pdfs/board/HART... · Employee Lost Time Incidents per 100 Employees 5.00 TOTAL Employee Success Employee Engagement Level ≥ 5% than

S U C C E S S P L A N

C O N T E N T S

3 | Message from the Board Chair

4 | Message from the Interim Chief Executive Officer

5 | HART Mission & Vision

6 | HART Goals

7 | Board of Directors and Executive Staff

8 | Executive Summary

9 | Work Plan

10 | Performance Scorecard (HOPS)

12 | Integrating Success

16 | Tactics

H A R T S U C C E S S P L A N 2 0 1 9 3

MESSAGE F R O M T H E

B OA R D C H A I R

Both data and perception surveys revealed the value HART brings to the community,

its customers, and employees. Such success can be attributed to outstanding strategic

planning, development of a set of clear and measurable outcome goals, and an exceptional

level of accountability supported by each member of the HART staff.

A significant highlight of FY2018 was HART’s willingness to increase transparency and improve communication

with the community, customers, and its employees. Both citizens and HART employees shared their feedback,

and the Board of Directors and Executive Leadership of the organization listened. This invaluable insight

served as a baseline for the development of the FY2019 Success Plan with 12 operational tactics.

As you will see, the laser-like focus continues to be on financial transparency, safety, community, and customer

and employee engagement, in support of HART’s mission to take people to the places that enhance their lives.

I am excited about the foundation HART has worked diligently to align for the future.

Sincerely,

Commissioner Lesley “Les” Miller

CHAIR, HART BOARD OF DIRECTORS

REPRESENTING HILLSBOROUGH COUNTY


MESSAGE F R O M T H E

INTERIM CEO

In FY2018, the HART team aligned for the future. We laid the foundation to improve route

services, increase ridership, position the organization to compete for additional funding,

strengthen community partnerships, and enhance the customer experience in Hillsborough

County.

The 14 operational tactics identified in our initial Success Plan positioned HART as a sustainable

transportation provider. Throughout the year, the organization monitored performance and navigated through

fluctuations to guide the employees and stakeholders to a positive year-end outcome.

HART’s FY2019 Success Plan builds on last year’s strategy and is the blueprint leading HART into a New Era of

Transit. Service productivity, sustainable financial performance, excellence in the customer experience, robust

safety plans, and employee success are the instruments that will enable us to develop and implement innovative

business strategies, introduce cutting edge technology, cultivate new partnerships, and position HART as a leader in

the public transportation industry.

Please join me as we embark on the road to a New Era of Transit.

Sincerely,

Jeffrey C. Seward

INTERIM CHIEF EXECUTIVE OFFICER


HART TAKES PEOPLE TO THE PLACES THAT ENHANCE THEIR LIVES.

HART INVITES, INSPIRES AND IMPLEMENTS SUSTAINABLE AND INNOVATIVE TRANSPORTATION.


H A R T G O A L S

1. The system is 5% more productive since implementation of Mission MAX.

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

3. Customers embrace HART service with a net promoter score or equivalent 5% more than previous year’s score.

4. HART experiences 5% reduction in safety events across the system.

5. HART employees will receive an average of 10 training hours over the year.


B O A R D & E X E C U T I V E S

BOARD OF DIRECTORSChair: Commissioner Lesley “Les” Miller - Hillsborough County Representative

Vice Chair: Melanie Williams - City of Tampa Representative

Secretary: Councilman Mike Suarez - City of Tampa Representative

Councilman Gil Schisler - City of Temple Terrace Representative

Mr. Adam Harden - Hillsborough County Representative

Commissioner Pat Kemp - Hillsborough County Representative

Mr. Marvin Ray Knight - Hillsborough County Representative

Mr. Richard McClain - State of Florida Representative

Mr. David Mechanik - Hillsborough County Representative

Mr. C. John Melendez III - State of Florida Representative

Commissioner Kimberly Overman - Hillsborough County Representative

Ms. Kathleen Shanahan - City of Tampa Representative

Commissioner Mariella Smith - Hillsborough County Representative

GENERAL COUNSELMr. David L. Smith, Esq. - HART Board General Counsel

CHIEF EXECUTIVE OFFICERMr. Jeffrey C. Seward - Interim Chief Executive Officer

EXECUTIVE LEADERSHIP TEAMMs. Ruthie Reyes Burckard - Chief Operating Officer

Ms. Kenyatta Lee - Chief Administrative Officer and Interim Chief of Staff

Mr. Scott Drainville - Chief of Maintenance and Facilities


E X E C U T I V E S U M M A R Y

Hillsborough Area Regional Transit Authority (HART) is proud to present its FY2019 Success Plan.

This document is the culmination of several months of planning and focused attention by

HART leadership. This innovative approach focuses HART on achieving specific outcome goals

that are most important to carry out the mission to take people to the places that enhance

their lives, and deliver on the vision to invite, inspire and implement sustainable and innovative

transportation.

To achieve the “big picture” articulated in the HART mission and vision, this Success Plan lays out clear outcome goals for the fiscal year, strategies and tactics to achieve them, and a

performance scorecard to measure work progress.

Outcome GoalsThe high-level goals envisioned for a successful year are referred to as outcome goals that

essentially complete this statement: “HART will know it has been an exceptional year if…” With

input from the staff and the Board of Directors, HART identified the top five outcome goals

for the year.

1. The system is 5% more productive since implementation of Mission MAX.

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

3. Customers embrace HART service with a net promoter score or equivalent

5% more than previous year’s score.

4. HART experiences 5% reduction in safety events across the system.

5. HART employees will receive an average of 10 training hours over the year.


W O R K P L A N

Once outcome goals are determined, the next step in the success planning process involves determining what projects and programs are needed to achieve the outcome goals. The Work Plan is made up of specific tactics that are each aligned to one of five general strategic areas of focus:

1. Service Productivity >> Supports Outcome #1 This work focuses on HART’s ability to deliver efficient fixed route, paratransit, and HARTFlex service.

2. Sustainable Financial Performance >> Supports Outcome #2 This work focuses on HART’s priority to be a strong financial steward

3. Excellence in Customer Experience >> Supports Outcome #3 This work focuses on the delivery of outstanding customer service.

4. Safety >> Supports Outcome #4 This work centers around HART’s primary goal of delivering safe service to our customers.

5. Employee Success >> Supports Outcome #5 This strategic pillar concentrates on how HART supports the

members of its workforce.

Twelve work tactics will be implemented over the course of fiscal year 2019. The tactics are outlined starting on page 16.

H A R T S U C C E S S P L A N 2 0 1 9 1 0

P E R F O R M A N C E S C O R E C A R D

HART leadership developed a measurement system - HART Organizational Performance Scorecard (HOPS) –

to monitor the Authority’s progress toward achieving its goals quarter by quarter.

Like the operating tactics contained within the Work Plan, scorecard metrics align directly with one of the five strategic areas of focus. The scorecard will be monitored and reported at the close of each quarter of the year.

Service Productivity This work focuses on HART’s ability to deliver efficient fixed route, paratransit, and HARTFlex service.

Sustainable Financial Performance This work focuses on HART’s priority to be a strong financial steward.

Excellence in Customer Experience This work focuses on the delivery of outstanding customer service.

Safety This work centers around HART’s primary goal of delivering safe service to our customers.

Employee Success This strategic pillar concentrates on how HART supports the members of its workforce.

HART ORGANIZATIONAL PERFORMANCE SCORECARD


P E R F O R M A N C E S C O R E C A R DEXHIBIT A

Passengers per Revenue Hour Fixed Route Bus & HARTFlex 20.15

Passengers per Revenue Mile Fixed Route Bus & HARTFlex 1.626

Miles Driven Between Failures (bus) 7.612On-Time Performance (- 1 minute to +5 minutes at time points) - bus 80.00%

On-Time Performance (- 0 minute to +30 minutes pickup time) - HARTPlus 97.75%

Passengers per Revenue Hour (HARTPlus) 1.68

Passengers per Revenue Mile (HARTFlex) 0.374

Passengers per Revenue Hour (Streetcar) 24.27

TOTAL

Quarterly actual operating expenses will be within 2% of budgeted expenses 2%

TOTALFixed Route Net Promoter Score 35HARTPlus Net Promoter Score 25HARTFlex Net Promoter Score 35TOTAL

Perception of Safety of the System 88%Employee Lost Time Incidents per 100 Employees 5.00

TOTAL

Employee Success Employee Engagement Level ≥ 5% than prior yearHART Employee Attrition Rate 5%TOTAL

OVERALLPERFORMANCE SCORE

FY2019 Proposed Performance

Service Productivity

Sustainable Financial Performance

Excellence In Customer Experience

Strategy Metric Performance Results

Safety

Collisions per 100,000 Revenue Miles (Bus / HARTFlex / HARTPlus / Streetcar) 0.6

At year end, actual operating revenues will be >= 2% of budgeted revenues (excluding budgeted fund balance)

>=2%

HART ORGANIZATIONAL PERFORMANCE SCORECARD

Transit Development

Plan

- Service Productivity

- Sustainable Financial Performance

- Excellence in Customer Experience

- Safety

- Employee Success

HART Organizational

Performance Scorecard (HOPS)

GoalsPerformance

Metrics

Work Plan

Transit Development

Plan

Comprehensive

Operations Analysis

Plan presented to the Board of Directors

for adoption September 10, 2018

Budget

Outstanding Service to Customers


SERVICE PRODUCTIVITY

SUSTAINABLE FINANCIAL PERFORMANCE

EXCELLENCE IN CUSTOMER EXPERIENCE

COMMUNITY CONNECTION

EMPLOYEE SUCCESS

W O R K P L A N T A C T I C S

The Work Plan is the tactical expression of the

five strategic areas of focus. Each and every tactic

developed contributes to HART’s success goals for

the fiscal year. The following pages outline tactics,

their objectives, the tactics owners, and quarterly

milestones to be achieved. A total of 12 tactics will be

implemented over the course of the coming fiscal year.


H O W T O R E A D W O R K P L A N

Tactic Name Each tactic is clearly titled and coded for alignment with one of HART’s five strategic areas of focus.

Strategic Area of Focus

PROJECTDESCRIPTION

Background details to provide context about the project

and its purpose are included along with the team who will

advance the tactic.TACTICOWNER

Quarterly Milestones

Q1

This section clearly lays out the tactics of the quarterly

goals, serving as a step by step guide detailing how the

project will be completed over the course of the year. The

worksheet helps to keep the team focused on pushing the

work forward incrementally over the course of the year.

Q2

Q3


S E R V I C E P R O D U C T I V I T Y

1a. Implement Mission MAX Phase 2 service improvements

Aligns with Service Productivity

PROJECTDESCRIPTION

Mission MAX (Modernizing and Aligning for Excellence) is a result of the HART Transit Development Plan (TDP) update and Comprehensive Operations Analysis (COA) conducted in 2017. Mission MAX includes the implementation of a more productive and efficient network.

TACTICOWNER

Operations


Q1

• Recalibrate 25 percent of the route schedules and design based on on-time performance.

• Implement new markup in October 2018 to better align service changes.

• With the passing of the Hillsborough County “All for Transportation Sales Tax” in November, staff will plan for new service/markup slated for March 2019. Markup will accelerate the TDP plan.

• Staff will pursue the acquisition of additional new and refurbished vehicles to support new service in 2019.

Q2

• Develop a timeline and action plan for the advancement of unfunded sections of the TDP plan for FY2020, 2021, 2022 and 2023 including identifying costs, projected revenue, ridership, vehicles and full-time employee (FTE) requirements.

Q3

• In accordance with the Metropolitan Planning Organization’s Transportation Long Range Plan, develop a timeline and action plan based on transportation projects identified by the “All for Transportation Sales Tax” working groups and direction from HART Board of Directors.

Q4

• Implement new markup in July 2019 to better align service changes.

• Present to the Board, projects that meet the federal and/or HART guidelines for public involvement for authorization to conduct outreach and public hearings.

• Engage community through public outreach and a public hearing process.

O P E R A T I N G T A C T I C S


S E R V I C E P R O D U C T I V I T Y

1b. Enhance interdepartmental service productivity process

Aligns with Service Productivity

PROJECTDESCRIPTION

Complete assessments related to service productivity, maintenance, and Intelligent Transportation System (ITS) functions.

TACTICOWNER Administration and Maintenance


Q1• Conduct analytical review of metrics and implement an action plan based on

opportunities for improvement.

• Initiate ITS Assessment.

Q2 • Conduct review meeting to evaluate Q1 metrics and discuss areas for improvement.

Q3

• Conduct review meeting to evaluate Q2 metrics and discuss areas for improvement.

• Evaluate and develop Maintenance productivity processes.

• Upgrade Fleetwatch system.

Q4

• Conduct review meeting to evaluate Q3 metrics and discuss areas for improvement.

• Develop metric goals for the next fiscal year including opportunities for divisional performance improvements.

• Award contract for Computer Aided Dispatch (CAD) /Automatic Vehicle Locator (AVL) project.

• Complete ITS Strategic Plan.

O P E R A T I N G T A C T I C S


SUSTAINABLE FINANCIAL PERFORMANCE


SUSTAINABLE FINANCIAL PERFORMANCE O P E R A T I N G T A C T I C S

2a. Implement a Strategically-Aligned Budget and Report Budget Results (Monthly and Quarterly)

Aligns With Sustainable Financial Performance

PROJECTDESCRIPTION

In order to effectively allocate spending and manage our financial resources, develop a budget that aligns with the strategic plans of the organization while working within the funding and revenue resources.

TACTICOWNER

Finance


Q1 • Strategize for next fiscal year budget based on current enterprise goals and financial targets, prior year close-out, and current year Q1 actuals.

Q2

• Submit next year’s preliminary budget to the HART Board of Directors.

• Conduct an annual review of organizational processes/functions for opportunities to improve efficiency and effectiveness.

Q3 • Submit tentative budget to the HART Board of Directors based on ad-valorem tax revenues.

Q4 • Submit final budget to the HART Board of Directors at public hearings for adoption.


SUSTAINABLE FINANCIAL PERFORMANCE O P E R A T I N G T A C T I C S

2b. Implementation of Transit Asset Management (TAM) Policy

Aligns with Financial Sustainability

PROJECTDESCRIPTION

Establish TAM policy in commitment to maintain HART assets in a State of Good Repair through a strategic and systematic process of financial stewardship, reinvestment, transparency and promoting a culture that supports asset management across the organization.

TACTICOWNER

Finance


Q1

• Adopt HART Board TAM Policy.

• Certify TAM Plan to Federal Transit Administration.

• Identify the TAM Core Team and hold introductory meeting to communicate roles and responsibilities.

• Update TERM database with new or disposed assets.

Q3 • Initiate annual inventory of HART facilities.

Q4• Finalize annual inventory of HART facilities.

• Develop and implement an action plan for facility inventory collection.


C U S T O M E R E X P E R I E N C E


C U S T O M E R E X P E R I E N C EO P E R A T I N G T A C T I C S

3a. Development of Innovative Programs

Aligns with Excellence in Customer Experience

PROJECTDESCRIPTION

Seek opportunities for implementation of innovative projects in support of HART core services.

TACTICOWNER

Operations and Administration


Q1

• Conduct Mobility Analysis (Downtowner, microtransit solution and circulator services) to determine sustainable mobility solutions.

• Enhance and improve the HART brand by implementing a comprehensive communications strategy.

• Award contract for Tampa Arterial Bus Rapid Study.

• Complete installation of Connected Vehicle Equipment on streetcars and buses.

Q3 • Evaluate and develop a plan for Customer Appreciation Events.

• Conduct a study in support of the Basic Transit Improvement program.

Q4 • Complete HART website redesign.



3b. Enhance streetcar service options


PROJECTDESCRIPTION

Implement the TECO Line Streetcar system enhancements in support of ridership development and public education and awareness.

TACTICOWNER

Operations


Q1

• Implement extended service hours and frequency enhancement options for the streetcar.

• Install new ridership management equipment Automatic Passenger Counters.

• Implement Marketing plan in support of streetcar service.

Q2 • Launch new/redesigned TECO Line Streetcar website.

Q4 • Review and evaluate marketing campaigns to re-establish service for FY2020.



3c. Improve communication with the community


PROJECTDESCRIPTION

Develop Public Engagement, Education and Awareness Plan to strengthen community and stakeholder relationships.

TACTICOWNER

Administration


Q1• Develop and implement a media plan to gain national, local, and industry

exposure.

Q2 • Develop and produce HART 2018 Annual Report.

Q3 • Hold DBE /SBE open house for community members.

Q4 • Develop and implement “Taking Transit to the Community” initiative.


S A F E T Y


S A F E T YO P E R A T I N G T A C T I C S

4a. Establish FTA Safety Management System (SMS) Program

Aligns with Safety

PROJECTDESCRIPTION

Implementation of 49 CFR 673/674 Safety Management System (SMS) to foster a culture of safety within HART and meet new regulatory guidelines.

TACTICOWNER

Administration


Q1

• Onboard SMS subject matter expert and conduct supervisor training on 49 CFR 673/674.

• Conduct Safety Day of Action in support of Stay Accident Free Everywhere Campaign.

Q2• Integrate existing safety committee structures to SMS focused organization.

• Draft Non-Punitive Employee Reporting System.

Q3

• Develop Safety Risk Management Guide for HART employees that explains Safety Risk Management (SRM) and Safety Assurance (SA) activities. Provide graphical representations of how SRM and SA progress.

• Initial draft of 49 CFR 673/74 compliant Public Transportation Agency Safety Plan (PTASP).

• Conduct SMS Regulatory Training for HART employees.

Q4• Review and finalize HART PTASP.

• Prepare submittal package for State Safety Oversight (SSO) Review.


S A F E T YO P E R A T I N G T A C T I C S

4b. Enhance Security and Emergency Management Environment within HART

Aligns with Safety

PROJECTDESCRIPTION

Complete organizational and infrastructure security improvements including emergency management to support HART service productivity.

TACTICOWNER

Administration


Q1 • Complete Transportation Security Administration (TSA) Baseline Assessment.

Q2 • Develop an action plan based on recommendations from TSA Baseline Assessment.

Q3 • Install facility security cameras at Marion Transit Center as part of Safety and Security System (SSS) project.

Q4• Install facility security cameras at University Area Transit Center as part

of SSS project.

• Install mobile security cameras on HARTPlus vans.


E M P L OY E E S U C C E S S


E M P L OY E E S U C C E S SO P E R A T I N G T A C T I C S

5a. Foster Employee Development Opportunities

Aligns with Employee Success

PROJECTDESCRIPTION

Provide HART employees with proper resources, targeted training, and professional development enhancements to improve their skills.

TACTICOWNER

Administration


Q2 • Implement annual training plan.

Q3

• Establish and publicize employee volunteer experiences calendar to allow for four annual volunteer opportunities as outlined in HART Employee Volunteer Program.

• Conduct organizational Compensation Study.

Q4 • Develop Succession Plan.



5b. Develop Organizational Programs based on Employee Survey results


PROJECTDESCRIPTION

Foster employee engagement by implementing best in class programs based on the Voice of the Employee survey results.

TACTICOWNER

Administration


Q1 • Formulate Action Plan from employee engagement focus groups.

Q2

• Implement Action Plan from employee engagement survey and focus groups results.

• Develop a quarterly focus group program.

• Conduct an employee engagement fair.

Q4 • Update employee engagement plan based on employee feedback.



5c. Develop Computer Based Training Opportunites for Organizational Development Plan


PROJECTDESCRIPTION

Implement Learning Management System (LMS) including certified trainer program.

TACTICOWNER

Administration


Q1

• Kick off One HART Program – Employee Engagement and Appreciation Initiative.

• Kick off the Innovative Directors Group for FY2019.

Q3• Implement organization action plan for LMS.

• Develop internal certified train the trainer program.

Q4

• Implement certified Qualified Trainer training program.

• Introduce computer based training opportunities for employees through LMS portal.


E M P L OY E E S U C C E S S

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TAKES PEOPLE TO THE PLACES THAT ENHANCE THEIR LIVES.

Raymond C. Miller Building | 1201 E. Seventh AvenueTampa, Florida 33605 | 813.254.4278 | goHART.org

Documents

SUC CES S PL AN - gohart.org Library/goHART/pdfs/board/HART... · Employee Lost Time Incidents per 100 Employees 5.00 TOTAL Employee Success Employee Engagement Level ≥ 5% than