REGULAR BOARD OF DIRECTORS MEETING
Monday, December 7, 2020, 9:00 AM Hybrid Format of Participation - In Person at County Center, 601 East Kennedy Blvd, 26 Floor Conference Room, Tampa, FL 33602 and Via Communication Media Technology Information not viewable is available upon request through the Clerk of the Board phone: 813-384-6552 or e-mail: [email protected]
AGENDA
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE
2. APPROVAL OF MINUTES
Regular Board of Directors Meeting Minutes ~ November 2, 2020 Meeting Minutes - Regular Board of Directors Meeting ~ November 2, 2020 Attendance Log - Regular Board of Directors Meeting ~ November 2, 2020
3. PUBLIC INPUT ON AGENDA ITEMS AND GENERAL CONCERNS (3 MINUTES PER SPEAKER)
4. WELCOME NEW BOARD MEMBER
Commissioner Gwen Myers Bio
5. EMPLOYEE RECOGNITIONS Scott Drainville, Deputy Chief of Maintenance & Facilities Ivan Maldonado, Director of Transportation
Maintenance Employee of the Month – July 2020 ~ Route Maintenance Attendant Kevin Woodard Maintenance Employee of the Month – August 2020 ~ Fleet Maintenance Custodian Philip Beeton Maintenance Employee of the Month – September 2020 ~ Route Maintenance Attendant Steve Rapuzzi
Operator of the Month - July 2020 ~ Bus Operator Cosme Garcia Operator of the Month - August 2020 ~ Bus Operator Maged Botros
Regular Board of Directors Meeting - Monday, December 7, 2020 1 Operator of the Month – September 2020 ~ Bus Operator Francisco Torres Teamster Employee of the Quarter for 4th Quarter 2020 ~ Transit Supervisor Hugues Mathe Non-Bargaining Employee of the Quarter for 4th Quarter 2020 ~ David Kelsey
Operator of the Year - FY2020 - Bus Operator Michael Burnett
6. APPROVAL OF ACTION ITEMS NOT REVIEWED BY HART BOARD COMMITTEES
a. The following presentation and action items a and b were previously reviewed by the Operations and Safety Committee on October 19, 2020 who asked for the further information to be presented to the Board.
This presentation is in support of Action Items a & b:
2020 Compressed Natural Gas (CNG) & Battery Electric Bus (BEB) Fuel Conversion/Cost Comparison Scott Drainville, Deputy Chief of Maintenance & Facilities Presentation Cover Sheet Presentation
Resolution #R2020-12-48 ~ Authorize the Interim Chief Executive Officer to Purchase up to Sixteen Forty-Foot Compressed Natural Gas (CNG) Powered Heavy-Duty Transit Buses from Gillig LLC, in a not-to Exceed Amount of $ 9,413,485 Scott Drainville, Deputy Chief of Maintenance & Facilities
Overview: Currently, there are 79 diesel-powered transit buses that have exceeded their useful life. The replacements are necessary to support a safe and reliable fleet, including the HART on-going commitment to alternative fuels and a more positive emissions impact on the environment. The Jacksonville Transportation Authority (JTA) conducted a procurement to purchase buses for a consortium of transit agencies in Florida, including HART, in accordance with public procurement policies and procedures. Resolution #R2020-12-48 with Attachment
b. Resolution #R2020-12-49 - Authorize the Interim Chief Executive Officer to Purchase Up to Four (4) Forty-Foot Proterra Battery Electric Buses with Charging Equipment and Requisite Charging Infrastructure in a Not-to-Exceed Amount of $5,485,350 Scott Drainville, Deputy Chief of Maintenance & Facilities
Overview: The purpose of this item is to request authorization to purchase up to four (4) Proterra forty- foot Battery Electric Buses (BEB) with charging equipment and requisite charging infrastructure. This purchase will move forward HART’s on-going commitment to alternative fuels and a more positive emissions impact on the environment. The battery electric buses are necessary to evaluate, monitor and collect data for a future successful deployment of low and zero emission vehicles. Resolution #R2020-12-49 with Attachment
c. This presentation is in support of Action Item c:
Regular Board of Directors Meeting - Monday, December 7, 2020 2 2020-2021 Publix Streetcar Station Sponsorship Agreement Tyler Rowland, Manager of Communications & Creative Services Presentation
Resolution #R2020-12-50 ~ Execution of First Amendment to Station Sponsorship Agreement Between Publix Super Markets, Inc., Tampa Historic Streetcar, Inc., the City of Tampa and the Hillsborough Area Regional Transit Authority to Extend the Term of the Station Sponsorship Agreement Allowing Publix to Sponsor the Streetcar System by Naming a Station Stop and to Provide for Modification of the Station Signage Tyler Rowland, Manager of Communications and Creative Services
Overview: Tampa Historic Streetcar, Inc. (“THS”) General Counsel, along with the Counsels from the City of Tampa (the “City”) and the Hillsborough Transit Authority (“HART”) negotiated and agreed to, pending the necessary Board approvals, the First Amendment to Station Sponsorship Agreement (the “First Agreement”) with Publix Super Markets, Inc. (“Publix”) to extend the Station Sponsorship Agreement previously entered into between the parties on July 27, 2019 allowing Publix to sponsor the Streetcar System by naming a Station Stop. Resolution #R2020-12-50 with Attachment I Attachment II - First Amendment to Station Sponsorship Agreement
d. Resolution #R2020-12-51 ~ Authorize the Interim Chief Executive Officer to Execute a Public Transportation Grant Agreement (PTGA) Between the Hillsborough Transit Authority (HART) and the Florida Department of Transportation (FDOT) to Accept State Block Grant Funding Assistance for Fiscal Year 2021 in the Amount of $5,415,165 Cyndy Stiglich, Interim Chief Financial Officer
Overview: FDOT’s State Block Grant program provides funding to HART for the reimbursement of operating expenses. Resolution #R2020-12-51 with Attachment
e. This presentation is in support of Action Item e:
Flamingo Fare Structure Changes Emmanuel Nuñez, Manager of Revenue & Retail Sales Cherie Leporatti, Compliance Officer Donny Murray, Senior Community Engagement Specialist Presentation
Resolution #R2020-12-52~ Authorize Implementation of the Flamingo Fares Structure which will Co-exist with the Current Structure from January 1, 2021 to June 30, 2021 with the Flamingo Fares Structure to be Completely in Effect Starting July 1, 2021 Emmanuel Nunez, Manager of Revenue and Retail Sales
Overview: Flamingo Fares is the new, branded public transit fare structure and fare payment technology of the Tampa Bay area. Electronic fares will be introduced with Flamingo, along with product/balance protection and new fare payment methods and will co-exist with the current
Regular Board of Directors Meeting - Monday, December 7, 2020 3 structure from January 1, 2021 to June 30, 2021 with the Flamingo Fares structure to be completely in effect starting July 1, 2021. Resolution #R2020-12-52 with Attachments I, II, III Attachment IV Attachment V Attachment VI
f. Resolution #R2020-12-53 ~ Authorize the Interim Chief Executive Officer to Execute a Memorandum of Understanding (MOU) Between Hillsborough Transit Authority (HART) and the Tampa Downtown Partnership (TDP) to Assist with Operating the On- Demand Transportation Service from January 1, 2021 through March 31, 2021 in a Not-to-Exceed Amount of $310,000 Christopher Cochran, Director of Service Development
Overview: HART recently issued a solicitation for a multi-area point-to-point and circulator service, which included the current Tampa Downtown On-Demand Transportation Service as provided by the “Downtowner”. However, this solicitation was formally protested on October 21, 2020 and subsequently cancelled on November 5, 2020. To ensure continuity of service as currently provided by the Downtowner after December 31, 2020, when the current MOU between HART and the Tampa Downtown Partnership (TDP) expires, this MOU will provide funding for services from January 1 through March 31, 2021, potentially allowing time for a new solicitation to be released. Under this MOU, HART will continue to function only as the pass-through agent for funding being provided by the Florida Department of Transportation (FDOT) to the TDP. Resolution #R2020-12-53 with Attachment I Attachment II - MOU
7. CONSENT AGENDA
Resolution #R2020-12-54 ~ Authorization to Increase Settlement Authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170 Jason Wright, Manager of Risk
Overview: This action item conforms to HART Board Policy 700: Risk Management; Sub Section 720: Settlement Policy. This item discusses appropriate settlement authority for the claim listed below. Resolution #R2020-12-54 with Attachment I and II
8. INTERIM CHIEF EXECUTIVE OFFICER'S REPORT
a. Monthly Agency Activities Report
b. Sole Source Procurements and One-Time Deviation to Procurement Manual Sole Source and Deviations Report Attachment
9. CHAIR'S REPORT
Regular Board of Directors Meeting - Monday, December 7, 2020 4
10. GENERAL COUNSEL'S REPORT
a. HART Board 2021 Elections and Other Boards Appointments General Counsel Report - HART Board Election Process and Committees Assignments Attachment I - HART Board Appointment Preference Survey Attachment II - Committee Structure
b. Chief Executive Officer Recruitment Update
11. HART COMMITTEE REPORTS
Litigation and Claims Committee Meeting ~ November 24, 2020 Meeting Minutes - Litigation and Claims Committee ~ November 24, 2020 Attendance Log - Litigation and Claims Committee ~ November 24, 2020
12. REPORTS FROM HART BOARD REPRESENTATIVES
a. ADA Accessibility Committee ~ November 19, 2020 Summary of November 19, 2020 ADA Accessibility Committee Meeting
b. Metropolitan Planning Organization (MPO) Board of Directors - August 2020 The attachment summarizes activities of the Metropolitan Planning Organization (MPO) during their August 31, 2020 Board of Directors Meeting. Summary of the August 31, 2020 MPO Board of Directors Meeting
c. Tampa Bay Area Regional Transit Authority Board of Directors ~ November 2020 The attachment summarizes activities of the Tampa Bay Area Regional Transit Authority (TBARTA) during their November 13, 2020 Virtual Board meeting. Summary from November 13, 2020 TBARTA Board of Directors Meeting
13. STATUS REPORTS
For the Month of October 2020 a. Financial Highlights b. Ridership and Productivity b. Ridership and Productivity Attachment c. HART Performance Report FY 2020 - Q4 c. Performance Report FY 2020 - Q4 - Attachment I c. Performance Report FY 2020 - Q4 - Attachment II
14. MONTHLY INFORMATION REPORTS
For the Month of October 2020 a. Capital Development Division b. Communications and Marketing Division c. Customer Experience Division d. Human Resources Department e. Procurement Department
Regular Board of Directors Meeting - Monday, December 7, 2020 5 15. OLD BUSINESS
16. NEW BUSINESS
17. ADJOURNMENT
Regular Board of Directors Meeting - Monday, December 7, 2020 6 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Board Members Physically Present (8) Staff Present Mayor Jane Castor Danielle Arthur Tyler Hudson Ruthie Reyes Burckard Eric Johnson Chris Cochran Marvin Knight Dexter Corbin Richard A. McClain Lynda Crescentini Councilman Gil Schisler Scott Drainville Rena Frazier John Edmondson Melanie Williams William Gannon Jacqueline Halldow Board Members Present via CMT (4) Lorena Hardwick Commissioner Pat Kemp Crystal Hundley Commissioner Kimberly Overman Juston Lafler Commissioner Mariella Smith Ivan Maldonado Councilmember Luis Viera Nicole McCleary Chanita Moore Board Members Absent (0) Donny Murray Colin Mulloy Lena Petit Norman Rivera Cyndy Stiglich Carla Williams Justin Willits
Others Present Julia Mandell, Gray Robinson Sara Bimbo, ATU James Brewer, HTV Joellen Cademartori, GovHR USA Kevin Hoag, HTV Henry Ikwut-Ukwa Bernard Jackson Latisha Jones, ATU Yolanda Lancaster, ATU Adelee Le Grand James Price Glenn Register Charlene Stevens, GovHR USA Ian Whitney, City of Tampa Sign-in sheets are attached.
The November 2, 2020 Board of Directors meeting was held in a hybrid format with quorum physically present at the County Center, 601 East Kennedy Blvd, 26 Floor Conference Room, and the rest of the Board members were participating via Communication Media Technology (CMT).
1 7 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
CALL TO ORDER AND PLEDGE OF ALLEGIANCE Chair Mariella Smith called the meeting to order at 9:05 a.m. Pledge of Allegiance followed.
Ms. Danielle Arthur, Board Administrator, performed roll call for attendance. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, and Viera were present. Director Williams was absent at time of the roll call.
Ms. Julia Mandell, HART General Counsel, read the Rules for Participation in a Hybrid Meeting.
APPROVAL OF MINUTES Director Overman moved and Director Kemp seconded approval of the meeting minutes from the September 28, 2020 Second and Final Public Hearing on Tentative FY 2021 Millage Rate and Annual Budget and Regular Board of Directors Meeting Minutes; and the October 14, 2020 Special Board of Directors Meeting Minutes. Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, and Viera voted aye. The motion carried unanimously.
PUBLIC COMMENT ON AGENDA ITEMS AND GENERAL CONCERNS (3 MINUTES PER SPEAKER) There was no one pre-registered to speak.
RECOGNITIONS OF OUTGOING BOARD MEMBERS Adam Harden Chair Smith recognized Adam Harden for his three-year term on the HART Board where he served as the HART Board appointee on the Metropolitan Planning Organization Board and the Tampa Historic Streetcar Board of Directors.
David Mechanik Chair Smith recognized David Mechanik as HART’s longest serving Board Member from 1995 when Governor Chiles appointed him to the Board and most recently as a Hillsborough County appointee from 2017-2020. She added that during his last term on the HART Board, he served as a HART Board appointee on the Metropolitan Planning Organization Board and the Tampa Historic Streetcar Board of Directors; as Chair of the Claims and Litigation Committee and the Transit Oriented Development Committee; and was a member of the Finance and Audit Committee and the Operations and Safety Committee.
Commissioner Lesley "Les" Miller Chair Smith recognized Commissioner Lesley “Les” Miller who joined the HART Board of Directors in November of 2016 and served as the HART Board Chair from January 2017 through July 2020.
Chair Smith announced all three outgoing members will receive a crystal bus with their years of service in honor of their dedication and thanked them for their service on the Board.
2 8 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
RECOGNITIONS OF INCOMING BOARD MEMBERS Eric Johnson and Rena Frazier Chair Smith stated that on November 21, 2020, the BOCC made its citizen appointments to the HART Board of Directors. She welcomed back Director Marvin Knight, who was reappointed for a second three-year term and the two new Board members, Eric Johnson and Rena Frazier; and noted that their short bios are in the Board packet under section five.
Director Johnson announced that he looks forward to working with the Board and being able to move the organization forward. He stated his hope for getting a lot done together.
Director Frazier stated her appreciation for the appointment and that she considers it an honor to serve. She noted her long-time residency of Brandon and added that she was looking forward to working with the Board.
Director Williams joined the meeting at 9:31 a.m.
APPOINTMENT TO AFFORDABLE HOUSING ADVISORY BOARD (AHAB) Chair Smith announced that there is currently a vacancy for a member and an alternate on the AHAB. She inquired of Director Overman, the Chair of that Board, if these appointments can wait until the HART Board general elections in January as new Board members may be joining the Board in the coming weeks.
Director Overman explained that there is a very robust agenda with the AHAB that is moving forward in the fourth quarter of 2020, as well as the first quarter of 2021 and it will be important to have a representative from the transit agency. She further stated that while the Board may change, there are current members that have indicated interest, and it would be very helpful to have that position filled before the elections at the beginning of the next year to ensure that the voice of the HART mission is considered which is why it was requested for this meeting’s agenda.
Director Kemp expressed her thoughts that this appointment should be put off until January for a few reasons including shifts on the Board. She stated that she was under the impression that this appointment would be interim until the January elections, but now it appears that this appointment will not end until November of 2022 which would be unwise at this time. Director Kemp explained that a presence of a HART Board members who has an understanding of the transit system in a more technical sense than a simple Board presence would be more advisable on the AHAB. She requested that this be postponed until January because it would be very important to have a chance to consider this appointment more carefully.
Chair Smith stated that Director Overman has made her position clear and the appointment process will move forward.
Ms. Mandell called for nominations from the Board for the person to serve on the AHAB as the HART appointee.
3 9 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Director McClain nominated Director Hudson as the HART appointed member for the Affordable Housing Advisory Board. Director Castor seconded the nomination.
Ms. Mandell indicated that there were no other nominations and requested an action from the Board.
Director Viera moved and Director Overman seconded a motion to place Director Hudson as the HART appointee on the Affordable Housing Advisory Board. Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. The motion carried unanimously.
APPROVAL OF CONSENT AGENDA Director Overman moved and Director McClain seconded a motion to approve the following items: a. Resolution #R2020-11-41 ~ Approve the HART Public Transportation Agency Safety Plan (PTASP) and Certification to Federal Transit Administration (FTA) b. Resolution #R2020-11-42 ~ Authorize the Interim Chief Executive Officer to Dispose of Seven Fixed Route Buses, Thirty-Three Paratransit Vans and Twelve Non-Revenue Vehicles in Such a Manner to be Most Advantageous to HART c. Resolution #R2020-11-43 ~ Authorize the Interim Chief Executive Officer to Award a Contract for Construction Services to D-Mar General Contracting for the Construction of Two Bus Bays with Shelter Pads and Two Landing Pads at Orient Road Adjacent to the Florida State Fairgrounds and Orient Road at Cayuga Street in the Amount of $123,711.16, Plus a Contingency of $12,371.12, for a Total not-to-Exceed Amount of $136,082.28 d. Resolution #R2020-11-44 ~ Approval of the Fourth Extension of the Memorandum of Understanding between Hillsborough Transit Authority (HART) and Pinellas Suncoast Transit Authority (PSTA) for Collaboration Opportunities e. Resolution #R2020-11-45 ~ Authorize a One-Time Payment to HART Employees Governed by Collective Bargaining Agreement in the Amount of $1,500 per Employee
Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. The motion carried unanimously.
DISCUSSION ITEM HART Legislative Priorities FY2021 Lorena Hardwick, Director of Government Relations, presented the HART Legislative Priorities for FY2021. A full copy of the presentation is available upon request from the Board Administrator at [email protected].
4 10 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Director Overman moved and Director Viera seconded approval of the HART Legislative Priorities for FY2021.
Director Kemp referred to the slide five and stressed that she thinks it is really significant to ask for the Amendment to the Statute 341. She explained that this was an action taken a couple of years ago which created funding for Miami TriRail and Orlando SunRail. Director Kemp commented that she would like to add rail on the existing CSX rail in the county to that stated funding list which the Board has listed as a priority. She stated that amending this policy would change that. Director Kemp spoke about her experience visiting SunRail a couple years ago and how, as a TBARTA Board member, her regional transportation views were considered to be hostile since TBARTA has been pushing this legislative change that would take away the funding for their rail system. She added that the other issue with this change is that it is specific to intercity rail or intercity fixed guideway meaning between cities which HART does not have a current project for. Director Kemp explained other counties have several cities, but Hillsborough only has three so this would not be beneficial to HART.
Director Kemp made an amendment to the motion to move the HART Legislative Priorities for FY2021 forward removing the priority specific to the Statute 341 for further discussion on how the Board might want to work with the language. Director Schisler seconded.
Director McClain stated his dismay for this being included on the legislative priority agenda, but wanted to ensure the validity of the claim that the Agency could not use this funding system. He noted that he will reach out to the legislative representative for validation. Director McClain commented that SunRail is almost at their seven-year point where they will not be using state funding making that money possibly available.
Ms. Hardwick stated that conversations on this topic have been occurring for a while at the TMA along with discussions about items that should be supported by the partners in the region that would allow for opportunities for growth and expansion. She noted that it has been explained that expanding this Statute to include guideways would be beneficial for the transit agency. Ms. Hardwick explained that currently, HART is exploring avenues where it could expand a statute or a particular funding mechanism to include fixed guideway so it is not exclusive to rail and can include buses. She stressed that this change is not to try to take funding from rail projects.
Director McClain stated that he is an advocate for pursuing any areas that would possibly open up funding sources for HART. He added that while rail is a contentious issue and HART is not preparing for it in the near future, the Board should proceed with this because it does provide one more avenue to pursue funding for HART within the local community.
Director Overman stated her appreciation for Director Kemp’s comments, but having the legislative team make recommendations to increase participation eligibility, whether for rail, BRT or commuter rail, is what is desired as well as ensuring that appropriations are at the top of the list for funding to move several items forward such as the CSX project and study. She noted that she does not think that having the word intercity is as detrimental as it may appear, but deferred to staff’s expertise.
5 11 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Director Kemp stated that she has researched this same issue and found that Pinellas County was one of the instigators for this statute amendment to get resources for their BRT project that will link St. Petersburg to the beaches, which she supports. She restated that the word “intercity” would benefit many counties in Florida, but it would not benefit HART and could preclude funding for the CSX project from USF to Downtown.
Director Kemp withdrew her amendment to the motion.
Director Kemp made an amendment to the motion to move the HART Legislative Priorities for FY2021 forward removing the word “intercity” from priority specific to the Statute 341. Director Overman seconded.
Director Hudson stated his concern with how specific this portion of the presentation is, which he thinks will give staff inconsistent guidance. He added that it is the Board’s priority to diversify state funding sources, but this request is getting in the weeds. Director Hudson explained that Statute 341 is the Florida Public Transit Act replete with references to a rail program. He further explained that this is the state framework for rail projects so changing one definition in this statute may not accomplish what the Board is wanting. Director Hudson noted that there are some provisions for other mass transit programs, and there is a better chance to come back to the Board with more specific ways to achieve that. He asked how firm the priorities are and if it would be possible for staff to come back in a couple of months with more guidance because he does not believe that removing one word will accomplish HART’s goals.
Ms. Hardwick responded that this is not firm in the sense that these will get passed, but it is firm in the sense that it gives guidance and direction as to how to move forward with the legislative team and partners locally and regionally. She explained that these two specific priorities were something that were discussed with the regional MPOs and the FTA to try to create a sense of unity moving forward in making some federal funding asks. Ms. Hardwick stated that staff can move forward with an amendment to find more creative ways to respond to true transit with buses, but also gives flexibility to come back to the Board. She noted that other statutes can be explored as well and stressed that the whole point is the expansion of transit dollars since currently they are very limited without regeneration. Ms. Hardwick explained that the budget is not looking great for the next two or three years, so these amendments to the statutes are to open conversation, find different avenues of funding, and to try to increase that at the state level.
Director Schisler inquired about the impact of removing the word “intercity” and about the plan moving forward with the legislature.
Ms. Hardwick answered that she did not have an answer as she would have to ensure that it would not affect the other partners moving forward.
Director Johnson agreed with Director Hudson on the specificity of this. He noted that being specific with this agenda this early could possibly cause some problems. He suggested that the appropriate action would be to give Ms. Hardwick and Holland and Knight the ability to amend
6 12 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 these and have discussions with the legislative delegation and professional staff in Tallahassee. He added that it will give flexibility to be able to allow staff to do what they need to do to bring something quickly.
Director Williams agreed with the comments made by Directors Johnson and Hudson.
Director McClain asked if the discussions with the various transit agencies included local FDOT representatives.
Ms. Hardwick answered affirmatively adding that FDOT representatives and other staff members were present at these meetings.
Director McClain further asked if they were agreeable that Statute 341 was an area to be able to consider.
Ms. Hardwick indicted that there were no objections heard and they were very supportive of all the areas that were discussed.
Director Kemp stressed that HART is the most underfunded transit system in the nation. She added that this does not help and the Board should not be pushing forward an agenda that does not help HART. Director Kemp explained that to restrict this to intercity fixed guideway is something that hurt the Agency when more resources for Hillsborough County are needed. She restated that the word “intercity” between cities should be removed.
Director Knight agreed with Directors Hudson and Johnson.
Director Hudson stated his intention to make an amended motion to make the item less specific by directing staff to pursue modifications of Florida statutes that would provide new funding sources for transportation projects that can exclusively and not exclusively be operated within the HART service area. He explained that he understands Director Kemp’s valid concern of restricting jurisdictions from taking funding out of the HART service area, but some transportation stretches beyond the HART service area. Director Hudson noted that the Board should be way less specific in the direction to staff and allow staff to look into new funding sources and flexibility in existing statutes. He stated that it is not a matter of a definitional change and that all of a sudden is going to create new opportunities for funding. Director Hudson indicated that the Board needs to give staff the discretion to come back with changes.
Chair Smith inquired from Director Kemp if she would be willing to withdraw her amendment for a separate one.
Director Kemp stated that she is concerned with the statement that it would be for Hillsborough exclusively or not because she thinks everything that is lobbied for going forward should be a benefit to Hillsborough County and its transit system. She stated her support for removing this from the legislative priorities and continued that if anything is said, it should not include the word “intercity” as it exclusively prohibits HART from almost any priority currently planned in terms of desperately need service in unincorporated area.
7 13 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Chair Smith suggested that the word exclusively be replaced with something inclusive so that the Board would lobby for Hillsborough County satisfying the Board members’ requests.
Director Hudson suggested eliminating all of the item except the first sentence of “Amend Florida Statutes to create new funding allocations for fixed guideway projects.”
Director Kemp stated that she would support that suggestion.
Director Kemp withdrew her amendment to the motion.
Director Hudson made an amendment to the motion to change the legislative priority to only state: “Amend Florida Statutes to create new funding allocations for fixed guideway projects.” Director Johnson seconded.
Director Overman inquired if it excludes the funding authorization appropriations request in the amendment because there is more following that first sentence that will focus the legislative team on appropriation requests. She further inquired that if everything is stricken except that first sentence, is the Board agreeing that the primary priority is to find eligibility and participation for funding authorizations and appropriations.
Director Hudson indicated that the sentence is to allow for more flexibility and inclusive interests.
Chair Smith called for a vote on the amendment made by Director Hudson.
Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. The motion carried unanimously.
Chair Smith called for a vote on the motion made by Director Overman.
Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. The motion carried unanimously.
INTERVIEWS WITH THE CEO CANDIDATES FOR HART CEO POSITION a. Voting Procedures and Rules for Deliberations Chair Smith stated that voting procedures and rules for deliberations will be explained after the presentations. She explained that the recruitment process started in summer with applications due on September 14, 2020. Chair Smith indicated that 163 individuals applied for the position from 28 states that were then reviewed by GovHR USA and narrowed to eight candidates that were presented to the Board for consideration on October 14. She continued that the Board selected four candidates for further consideration which all had individual meetings with each Board member. Chair Smith thanked the candidates and Board members for their availability; and the consultant and HART staff for scheduling those meetings within two weeks. She concluded that
8 14 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
the Board is present today to conduct final interviews as a full Board and discuss the finalists with each other at this point. Chair Smith introduced Charlene Stevens, GovHR USA, and asked if she had anything to add.
Ms. Stevens stated that it has been a pleasure to work with the Board on this process. She explained that the structure of each interview is that the candidate will have about 10 to 15 minutes to make a presentation to the Board about their outline of priorities for the first six months of the year; and then the Board may have 30 minutes to ask any questions totaling 45 minutes per candidate.
Chair Smith announced that after their allotted time, each candidate will be leaving the meeting and encouraged the Board to ask any questions for each candidate during their interview time. She added that after the final candidate, the Board will move on to deliberations about preferences for the next CEO. b. Presentations by the Candidates and Questions and Answers I. Bernard Jackson - TIME CERTAIN 10:00 am
Bernard Jackson presented his 30-, 60-, and 90-day plans if selected as the new CEO of HART. A full copy of the presentation is available upon request from the Board Administrator at [email protected].
Director Williams stated her appreciation for his 30-, 60-, 90-day growth plans and asked how he will measure success. She explained that goals can sometimes not be as tangible as others would like them to be and she wanted to make sure that what is done and that trust and credibility is built through successful management and measurement of performance. Director Williams further asked for past examples.
Mr. Jackson stated that in the world of transit, employees are constantly evaluated by performance so ensuring a transparent operation through a performance management network, working with the team, and working with labor partners to deliver outstanding trip experiences for customers to ensure high quality mobility options exist. He commented that he has been fortunate throughout his career to participate in several performance management initiatives such as the one he helped start Chicago Transit Authority that he described as the daily flash report. Mr. Jackson explained that staff would look at everything related to transit on a consistent basis comparing what happened the day before and what could be done differently or better to improve the customer experience. He further explained that this process included reviewing fleet requirements to ensure there were enough vehicles available to provide roll outs; manpower requirements from day-to-day operations to ensure that there was enough personnel in order to meet scheduled requirements; and how to respond to mean month defects on a consistent basis. Mr. Jackson stated that all of these reviews roll up in the ability to evaluate performance management on a consistent basis. He commented that he believes that data has a tremendous impact on what is done and how data is evaluated to shape performance on a consistent basis by being responsive, accountable, and trustworthy to the community. Mr. Jackson mentioned that he believes in transparency and as an Agency, the fact that the Agency is funded by taxpayer money and resources should be held high in decision making. He stressed that staff should not take that for granted as a transit agency. Mr. Jackson noted that the challenge for most public transit agencies is making sure to reinforce in staff that all
9 15 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
of the operations will eventually translate over into some type of financial impact since often times you are not dealing directly with money, but paper transactions. He stated that one great thing about transit, unlike other public entities, is the ability to collect fares and bring in revenue through marketing campaigns, and sponsorship opportunities to offset some financial challenges which he feels is extremely important as well. Mr. Jackson commented that ultimately, the goal is to make sure that your team is focused on strategizing to achieve success through performance management which is setting clear targets to strive for on a consistent daily basis ensuring to meet or exceed those targets. He continued that if the targets are not met, then a determination is needed why were they not met, and sometimes those targets need to be redefined depending on the situations or circumstances the Agency might be facing.
Director Frazier referred to Mr. Jackson’s top eight goals which included leadership and employee engagement. She stated that she would like to melt those together and dive deeper. Director Frazier explained that for a new CEO coming into the Agency, there will be an existing workforce that has seen a lot of leadership changes over the past couple of years. She continued that the new CEO will be tasked with recruiting new positions and creating a cohesive team that moves in the same direction. Director Frazier inquired how Mr. Jackson would plan to go about that and what he would be looking for in recruiting new employees.
Mr. Jackson stated that he thinks that team building is essential. He recognized that there have been some challenges at the leadership role, that are not unexpected as it happens at other transit agencies and even in corporate America. Mr. Jackson commented that he thinks one of the first tasks for the next CEO will be to let the employees know that the next leader is there to represent them, to lead them, and to guide them into the next generation. He stated that a review of the Agency is needed starting at the leadership, and talking directly to the employees being open, honest, and transparent with how the future will shift. He continued that the next CEO should certainly look at the positions and think about opportunities where responsibilities can be combined given the financial situation of the Agency or looking at bringing in people to fill those positions. Mr. Jackson mentioned that he likes to ensure and thinks that it is extremely important that all positions are filled on a consistent basis. He added that leaders should invest in a variety of individuals. Mr. Jackson spoke of his good fortune throughout his career through several organizations where he developed professional relationships from New York to Los Angeles that have helped propel him to his current position. He noted that he thinks that there are many individuals in this community who are willing and able to step up and handle some of these responsibilities, but it is going to take an effective leader, team work, reimagining the vision for transit operating in this area, and looking at how to move forward down the road. Mr. Jackson stated his excitement for the role, the importance of leadership, and that it has to be a continuous process throughout the Agency.
Director Viera pointed out the obvious challenges that HART is facing through economic challenges, COVID-19 struggles, litigation with the transportation sales tax, etc; and stated that HART is going to need a CEO who will be a public cheerleader with elected officials on various level. He inquired how comfortable Mr. Jackson would see himself in that position from a public perspective. Director Viera mentioned that one attribute that he admired was Mr. Jackson’s rise through the ranks starting as a member of the ATU.
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Mr. Jackson stated that where some people see challenges, he sees opportunities. He continued that the experience of working with local, county, and state representatives for two of the largest transit agencies in North America, and having the opportunity to establish positive working relationships at the federal government level on so many different occasions have shaped his career. Mr. Jackson noted that in order to have a thriving successful transit agency, there has to be a willingness to partner with these various different entities as they make the difference in the world. He explained that trillions of dollars in opportunities exist in transit and in order to take advantage and maximize opportunities, relationships have to be formed, which requires the CEO to be out in the community, be the face of the Agency, and make exceptions to what would normally be done or expected. Mr. Jackson continued that this allows leaders to look forward down the road as short- and long-range transportation plans are developed, which is essential to those opportunities. He noted that working closely with the Board of Directors sets the tone to hear plans for the Agency and how leadership can work together to merge those plans into a reality to make this Agency continue to move in the right direction. Director Jackson expressed that what he cherishes the most about his career thus far is that he started as a Bus Operator which has set a foundation for his current career. He noted that he does examine business from a corporate perspective, but it is never lost on him what those front line employees have to do and what they mean to an agency which is extremely important. Mr. Jackson commented that being the face of the Agency means being selfless, going out to the community, partnering with the city government agencies, mayor’s office, and the Department of Transportation. He stated that he has had all of those relationships and remembers early on during his time at Chicago Transit Authority when he met with the Department of Transportation, the mayor and City Hall and Transportation Deputies to talk about various different initiatives that were impacting the City and the transportation agency. Mr. Jackson mentioned that a leader does not necessarily control everything, but he/she can influence, inspire, impact, make a difference, and show that transit is part of the structure of the city and community meaning that it plays an essential role in how all that works together. He noted that those relationships are formulated outside the community, and outside the workplace with state, local, and federal partners as well as the Board of Directors working hand in hand with everyone to make sure that the Agency is delivering on its mission and vision.
Director McClain mentioned that Tampa and Hillsborough County are very active and vibrant growing areas of the country; and asked what role does Mr. Jackson sees transit and HART playing in this growing city.
Mr. Jackson expressed that philosophically speaking, transit is the economic engine that drives all other government agencies. He spoke of his past trips to Tampa, and noted that the development that have occurred over the last three to four years is remarkable. Mr. Jackson stated that a leader has to ensure that they have a philosophy that is aligned with the mayor, local government, citizens, and Board of Directors. He stressed that it is extremely important to be locked in together because if opportunities exist for state or federal government or other sources of revenue income streams, it is extremely important to be speaking with one voice. Mr. Jackson explained that in order to accomplish that, a leader has to ensure to have a good relationship with local elected officials. He referred to the current referendum before the Supreme Court which is going to be extremely important to determine how that outcome unfold. Mr. Jackson spoke about his experience watching a referendum passed by the citizens of L.A. County; in order to make that happen, it took working with elected officials, not one single person. He continued that it is important that the
11 17 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 team of people is speaking with one voice working towards one common cause and one goal and philosophy of thought on how to accomplish that. Mr. Jackson restated that in transit, a leader can not necessarily control everything, but a leader can certainly influence, inspire, and impact actions, but that comes through those relationships having that philosophy where you see beyond your status quo and start to reimagine opportunities that may exist in terms of how public transit can connect lives and communities together throughout the entire region.
Director Knight referred to low income patrons, students, elderly and professional customers, and asked what skills Mr. Jackson intends to bring to HART if selected to increase ridership and enhance communication with staff.
Mr. Jackson mentioned that in transit, the majority of riders are usually dependent on transit and this has more evident during this pandemic where the essential riders had to be out riding the system. He added that although the ridership in most transit agencies has reduced significantly, there are still those transit-dependent people who are riding the system because they need the system. Mr. Jackson stated that these people are from low income communities or the elderly; and they rely on the system on a consistent basis. He spoke about the employees who are essential workers that are out there performing in incredible situations. Mr. Jackson stated that in his seven years of driving a bus, he thought he had seen everything possible from assaults to even an active shooter in the subway; but he could never imagine being an Operator during this pandemic situation. He added that there is no plan for this and all employees had to go through the process trying to do everything possible to ensure safe, employment, and mental health. He stressed that having a leadership in place that the employees know is going to support them every step along the way is extremely important. Mr. Jackson referred to the other part of the question of how to convince choice riders. He stated that he believes that the opportunity exists here in Tampa where you start to see these communities and the essential business district develop bringing in younger people that are moving into these downtown areas that take public transit and do not even own a car. Mr. Jackson said that you convince people to use the system through opportunities when they present themselves. He gave an example of the Super Bowl which will bring people to the central business district who normally would not take public transit, but that is an opportunity to showcase the service, convince them that public transit is not a bad option, so they can have those discussions with their families and friends; and leave a lasting impact convincing them that one day public transit could be a viable option. Mr. Jackson gave another example of the rural areas that can be examined with some sort of planning or meeting with those communities to see how to inspire them to come into the system from our local colleges, universities, or community centers. He summarized that by being engaged and visiting with the different communities, and visiting the front line employees on a consistent basis to let them know how valuable a contribution they are making to the community is essential.
Director Kemp mentioned that even if the transportation surtax is successful, the Agency will not have the resources to bring a system nearly as robust as they are in Los Angeles or other large cities. She continued that HART will have to struggle even with how great an impact the tax could be on our system and make choices about frequency and coverage. Director Kemp appreciated his conversation about equity and his option that quality transit has bus as the backbone of any system. She inquired about how he would prioritize the available resources since it will still not be enough for every project.
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Mr. Jackson stated that he would start internally examining the resources available and the ability to redistribute some of those resources if possible. He stressed that last resource to consider would be reducing service or staff, especially in this pandemic situation where unemployment is so extremely low. Mr. Jackson mentioned that he knows there has been some reconfiguration of the bus routes, but how can a further examination meet or exceed the new customer base such as those traveling at different times. He spoke about a bus study that was approved by Los Angeles Transit Board that is examining 150 plus bus routes to determine how to bring those routes to where they meet the travel patterns of the existing community. Mr. Jackson stated that core riders are starting to shift and gave the example of parents riding the system to run errands and ensuring that the service is able to make those connections. He mentioned that with outreach, data, and working closely with staff, leadership can ensure that if there are areas needing some changes, they can be examined carefully. Mr. Jackson commented that if there is a small number of people in a disadvantaged community that are part of ridership, a closer examination of what sort of conditions the changes will put on the community is needed to create possible solutions for getting people to their destinations. He stated that leadership should also work closely with the Board and the Department of Transportation to review different opportunities that exist to expand the network where it covers a diverse audience to make these decisions. Mr. Jackson commented that these are tough decisions that all agencies have to make and he has been a part of discussions to figure out how to cut 5% off a budget and issue warning letters to employees because of reduced service levels. He summarized that leadership examines the Agency where opportunities can be redirected in different directions to ensure services are maintained that are needed for the community.
Director Schisler thanked Mr. Jackson for participating in this process and recognized him for his time and interest in the position.
Chair Smith stated thanked Mr. Jackson for taking the time with the Board today and along the process.
Mr. Jackson expressed that it has been a pleasure and honor to be able to come and present some of his goals that he has for the Agency. He stated that high quality mobility and outstanding experience for customers is the option. Mr. Jackson restated that having a good internal working relationship with labor partner, and employees is absolutely important ensuring that everyone works together as a body, to transform the lives and communities. He commented that accountability has been the hallmark of his career and thanked everyone for the chance to come before them today. Mr. Jackson concluded that he was looking forward to having more discussions with the Board in the future.
II. Henry Ikwut-Ukwa - TIME CERTAIN 10:45 am
Henry Ukwa presented his 30-, 60-, and 90-day plans if selected as the new CEO of HART. A full copy of the presentation is available upon request from the Board Administrator at [email protected].
Chair Smith stated that Mr. Ukwa spent more than allotted time for the presentation, so some time may have to be removed from the question and answer portion.
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Director Kemp stated that she was very impressed by Mr. Ukwa’s presentation especially the precision of it, and recognizing the detail going forward with a plan like that. She added that she liked the use of the culture of financial stewardship because all funding should be invested wisely. Director Kemp pointed out Mr. Ukwa’s comment that there always will be disagreements, but projects that can be agreed upon should move forward. She stated that she really likes what he spoke of in terms of looking at the organizational structure because he talked about a plan to review the talent pool that HART has, along with other possibilities. Director Kemp noted that the Board was surprised by the last restructure done without any prior information or discussion and inquired how Mr. Ukwa would inform the Board when restructuring the Agency.
Mr. Ukwa stated that something of that nature should not happen without the Board being apprised of it and involved in the decisions. He added that organizational restructuring is basically what makes an Agency run and the Board leads the Agency so it is important that they are aware. Mr. Ukwa noted that he is not here to make changes since there are good people who work here, but there are a lot of open seats that need to be filled from either internal or external candidates. He stressed that everybody will have an opportunity to be a part of HART from all around the country, or within this community. Mr. Ukwa explained that he will analyze it, and then make a decision if it is necessary, but it is not something that will be pushed on the Board.
Director Williams restated Mr. Ukwa’s words that he is a planner, a strategic thinker, and visionary; and noted that his presentation represents that and shows how methodical he is with his standards put together in a very objective type of manner. She pointed out that he mentioned agile leadership which may be a term that is unfamiliar to some of the HART employees because it involves the ability to implement processes or you fail fast. Director Williams stated that she understands his preparation, planning, and vision, but is not clear on how he relates to others, and makes those things happen in bringing change in the ability to the Agency. She asked him to explain how he leads people or maintains his interpersonal relationships as he combines his great ideas and tested, proven processes and practices that are in the market today.
Mr. Ukwa stated that his agile leadership came into use in the context of the COVID-19 response because the environment is ever-changing, one causing everyone to be responsive, agile, and flexible to moving forward. He explained that with regard to relation to staff or people who work with him, he is a collaborative leader who lives by consensus. Mr. Ukwa added that he believes that everybody has to have a voice and their opinions heard before decisions are made. He continued that it will create an environment where even if everything is not achieved, some things will be achieved. Mr. Ukwa stated that he will offer people the opportunity to express their needs and have their opinion recognized in any decision that he makes.
Director Schisler thanked Mr. Ukwa for his time and efforts in answering the questions and noted that the Board is looking forward to see what happens next.
Chair Smith stated that she was very impressed during the interview with Mr. Ukwa’s experience and knowledge of perspective, enthusiasm for transit oriented development, what that really means on the ground and in the community with our transit agency, and how that interfaces with
14 20 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 affordable housing. She noted that the transit Agency might be able to plug in and participate in local visions, and efforts towards transit oriented development and affordable housing.
Mr. Ukwa stated that the Beltline has become a very transformational project, but it can be challenged of gentrification. He continued that suddenly people who have needs in communities for decades have their property values triple and a challenge to continue living where they are. Mr. Ukwa explained that the Beltline itself was funded on tax increment meaning back in 2005, the city, county, and the school district, the local government authorities that have taxing authority in the area, agreed to maintain tax receipts on the 2005 level with every increment over the 2005 level going directly to funding the Beltline’s infrastructure. He noted that first an area has to be defined and then the kind of investments, infrastructure, or commercial activities will affect single- family housing causing their property taxes to triple. Mr. Ukwa added that usually these are mostly commercial and multi-family housings that are affected with single family homes exempted from tax increases. He added that it was an opportunity to work together to raise money to proceed with infrastructure, be it transit or any other project.
Chair Smith mentioned Mr. Ukwa’s experience working with 25 neighborhood planning units in Atlanta on land use issues with transit oriented development and asked him to speak a little bit more about how that might translate to his work here. She noted that transit oriented development is encouraged as the sprawl in the community is discouraged making transit work effective and efficient by coming to direct growth in ways that would work together with transit.
Mr. Ukwa explained that Atlanta has a process where anything that has to do with the development and zoning goes through a Neighborhood Planning Unit, NPUs, total of 25 in the city. He added that if there are variances from zoning regulations, the project has to go through the NPUs. Mr. Ukwa further explained that the NPUs vote whether to approve or disapprove the development before taking it to the Department of City Planning where the applications are reviewed. He continued that working through those neighborhoods ensures that projects are not put where people do not want them and it also gives legitimacy to what the Planning Department is doing. Mr. Ukwa touched on affordable housing as it relates to the Beltline and noted that the gentrification issue that he spoke about is very impactful, and affordable housing has become one of the major plans of the Beltline as an Agency. He added that city statutes that established the Beltline require the production of at least 6,600 affordable housing units within the Beltline planning area so current activities are focused on ensuring and maintaining affordable housing planning units. Mr. Ukwa stated that they are not at 6,600 yet, but are working towards it by adopting a policy where every budget, about 75% of the budget surplus goes directly to their affordable housing trust fund that is able to recreate the money to incentivize development that will help them meet the target.
Director McClain mentioned the decline in HART ridership and asked Mr. Ukwa how he plans to reach the choice riders that have other options for transit.
Mr. Ukwa explained that in transit, there are two kinds of ridership. He continued that one kind is those who depend on transit who are the core of our service and the Agency must remain faithful to that group of people. Mr. Ukwa spoke about his experience in Birmingham, where there was a part of the community that had migration leaving about four people who still used the service. He continued that they depended on the service to go to and from work, but the bus route was very
15 21 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 unproductive, and the plan was to take away that route. Mr. Ukwa stated that transit is a people business so he was able to speak to the community and plan two routes in the morning and two routes in the evening to serve this community. He noted that the other part of ridership are choice riders who are people that have options, but they use transit because it helps them save money or eliminate their portion of the carbon foot print. Mr. Ukwa continued that this category of riders will make your transit grow because what attracts them is the experience or experiential part of their trip. He commented that because of this the service provided has to be very comfortable, and timely, because usually those people are very time-conscious. Mr. Ukwa explained that a combination of those frequencies, comfort, and timeliness, is important for choice riders. He commented that another factor that has helped transit is the generations who are looking at their phones and do not want to drive so transit becomes a part of their culture. Mr. Ukwa continued that staff can encourage that by making services available to them and reaching out to them through nontraditional methods to figure out their needs. He concluded that that is the only way to grow service.
Chair Smith asked if Mr. Ukwa had a closing statement, or any questions for the Board.
Mr. Ukwa stated that it has been a pleasure and an honor to be here. He added that this is a great opportunity for HART to get to the next level with visual leadership that is transparent and will have the temperament to know where to push, when to pull, and when to stand still if critical. Mr. Ukwa expressed that throughout his 20 years of service, he has experience in multiple areas where he showed leadership that moved things. He gave the example of when he arrived in Birmingham and he worked with the Executive Director to make sure there was a labor agreement with the union. Mr. Ukwa stated that he has the opportunity to come here, and do good things that will help us take HART to the next level. He concluded that he hopes that he will get that opportunity and looks forward to working with the Board if selected.
Chair Smith thanked Mr. Ukwa, on behalf of the Board, for taking the time today, throughout the process, and for taking such an interest in helping HART be the best.
III. James Price - TIME CERTAIN 11:30 am
James Price presented his 30-, 60-, and 90- day plans if selected as the new CEO of HART. A full copy of the presentation is available upon request from the Board Administrator at [email protected].
Chair Smith inquired how Mr. Price has included the principles of diversity and inclusion into his decisions making in hiring and service delivery, and how would he include these principles at HART.
Mr. Price stated that when hiring, he looks for the best possible talent. He noted that years ago he noticed that his agency was drawing from the same source and it was as though almost every candidate brought the same talents, and the skill sets into the organization. Mr. Price continued that he requested that the HR department go back out and advertise again in different locations such as a number of universities in the area including traditional minority schools. He stated that a lot of the students they talked to were looking for summertime jobs and the Agency was able to
16 22 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 attract quite a few people from the universities to drive buses in the summertime which brought in different people with different backgrounds and skill sets in the job. Mr. Price announced that some of the students made a decision to make transit a career because of the summertime opportunity. He spoke about one successful person who was a driver for about five years before becoming a supervisor and ultimately a manager. Mr. Price stated that he likes to create an environment where people feel important and empowered to act.
Chair Smith asked Mr. Price if he had a closing statement for the Board.
Mr. Price stated that he was honored to have the opportunity to speak to the Board today. He thanked HART staff for all of their assistance.
IV. Adelee Le Grand - TIME CERTAIN 12:15 pm
Adelee Le Grand presented her 30-, 60-, and 90- day plans if selected as the new CEO of HART. A full copy of the presentation is available upon request from the Board Administrator at [email protected].
Chair Smith asked Ms. Le Grand to expand on how she would establish budget priorities, and what she would look at in HART to get started given the current state of affairs, as well as the big picture of where she would go from here. She noted that she was impressed with Ms. Le Grand’s planning background and credentials and further asked for her to talk more on where she thinks she might be able to take HART in the community.
Ms. Le Grand responded that transit is in a time when the world outside is totally different today than it was at the beginning of the year and noted that addressing the budget and plans for the priorities will require a couple of steps. She continued that step one would be to understand where the need is today. Ms. Le Grand noted that she recognizes that the system was designed and built for a time before COVID and that the way people are traveling is different today than several months ago. She gave the example that in most cases transit is designed to take people from their homes to their job sites, however, many people are working from home, and those who have to go to work are the essential workers. Ms. Le Grand continued that there are several trips that may not be either available for them to take, or service is not covering them the way that they would like. She added that in order to really assess how to prioritize the budget, leadership really has to take a moment to really understand what the demand is and how service can meet that demand. Ms. Le Grand explained that first and foremost, she would work with the scheduling and marketing departments to understand where the concentration of the demand is, where the community needs are, and also what budget is needed to meet those needs. She further explained that when looking to redesign the system, staff must ensure that the Agency is being more responsive prioritizing where dollars are spent; to understand and assess where the biggest return on investment is. Ms. Le Grand stressed that it is very important to ensure that the service supports essential workers and the current workforce. She stated that long-term, the investment is also looking at where to go as an agency, as well as a county in terms of - what kind of services need to be provided, and where services are deficient now. Ms. Le Grand summarized that it is important to look at the budget through a lens of providing equitable service.
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Director Frazier noted their robust conversation during the one-on-one interview about how integrated the transit system is in a community and how important it is that different parts work together. She pointed out Ms. Le Grand’s industrial engineering degree, which is the study of people and systems, how complex they can be, and how to integrate them. Director Frazier inquired how Ms. Le Grand’s industrial engineering degree influenced her time as a leader and what she would be looking to do with this organization.
Ms. Le Grand noted that she did not stumble into transportation, she always wanted to be in this space. She spoke about her background in industrial engineering, which is about process efficiencies, human factors, and understanding how processes and people work together to create successful outcomes. Ms. Le Grand explained that she thinks it has helped her be successful because she looks at everything through a lens of how she can make things better and uses her schooling to help her find solutions. She noted that for the most part, things have been done the same way so that a route is built to have a system, people use it, ridership numbers are checked to determine if buses should be added when the ridership goes up, or reduce buses when the ridership goes down; but it is examining the service if it is the most efficient way to move people. Ms. Le Grand stated that in COVID and post-COVID times, she can use her background, looking at the ways to be more efficient with the dollars and the budget to find sustainable solutions. She added that it is about figuring out the best way to make improvements within the budget to see the fastest results, but the reality is the community does not have a long time to figure out how to make things better. Ms. Le Grand mentioned that it is about understanding how to move forward, and do it in a way that at least incrementally shows changes while recognizing that if a plan does not work, it does not mean failure, but rather that he plan should be changed. She summarized that having a background in industrial engineering has prepared her to understand the nuance between something not working and failing.
Director McClain stated that Tampa is a very vibrant, active, and growing community, and asked where Ms. Le Grand sees HART playing a role in it. He noted that HART has a fairly stable ridership even during the pandemic and further asked how she would increase the ridership of choice riders who have that option of varying transportation methods they could use.
Ms. Le Grand stated that it is the juxtaposition between the current customers and gaining additional market share. She added that HART has a strong role in economic development because research and data show that as the community develop, access to great public transportation increases the return on investment rapidly, faster than if it is not available. Ms. Le Grand noted that most cities that have increased their economic development in the urban core, have great public transportation to complement that growth. She explained that part of attracting new customers is marketing. Ms. Le Grand further explained that the Agency will have to also work with the developers and be deliberate with them to ask how they plan to link public transportation and include it in their plans. She continued that if it is a retail component, how will the builder ensure that the people who live in these developments have access to a transit pass such as having it as part of their monthly fee for a homeowners’ association. Ms. Le Grand noted that an industry direction that can be changed to increase ridership is examining public transit beyond buses and streetcars. Ms. Le Grand explained that there should be a comprehensive look at how people are moving with the objective to have people move outside of a vehicle by themselves. She commented that the goal as a public transportation authority should be to get people out of single
18 24 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 occupancy vehicles and get them to move in a bus, on a streetcar, a bicycle, or a scooter, while helping people to understand how to use other modes of transportation to run errands and socialize with drinks. Ms. Le Grand noted that this is all part of a campaign to let people know about the service and explain that it is not just for work and home, but socializing and running errands too.
Director Hudson stated that he thinks that Ms. Le Grand has an incredibly impressive background and he is aware that, in transit, it is frequent that private sector experience is certainly in service of public sector organizations. He asked Ms. Le Grand to speak briefly about why she is prepared and comfortable with transitioning from a private sector role to a full time public employee role.
Ms. Le Grand spoke about experience in the public sector, the Port Authority of New York and New Jersey, and Georgia Department of Transportation. She explained that she thinks it is the right time to go back to the public sector. Ms. Le Grand stated that she appreciates all the experiences that she has had and the opportunity to work with several clients and transit agencies over 15 years which taught her a lot about so many things at a fast pace. She noted that there is a lot going on outside of COVID such as social unrest and systemic racism that the community is facing and she believes wholeheartedly that public transportation is the way for her to have immediate access to improve lives. Ms. Le Grand stressed that she wants to perform this role in a clean and clear manner and serve as a leader to help people who look like her and people who want to work with people like her serving the community while ensuring that everyone who is supporting the services understands the value of it for the community. She stated that she wants to represent the people of the community.
Director Viera stated his appreciation for Ms. Le Grand’s comments with regards to the social realities and noted that it is very important that the next HART CEO continues to impress upon the public on how mass transit is an issue of social and economic justice, and it helps not merely move people from point "a" to point "b", but picking up children at school, day care issues, jobs, et cetera. He noted that there could be a challenge to workers and asked Ms. Le Grand how she would work with the employees to establish trust.
Ms. Le Grand said that the employees at HART will have a longer tenure than she would and have worked for several other people so she will explain to the employees why they will want to work for her. She shared that she understands importance of a working environment where employees feel respected which refers back to the part of the presentation that described trust and transparency. Ms. Le Grand noted that it is not something that happens overnight, but something that has to be worked on to be successful. She explained that she is somebody who understands that people work hard because they want to work for you, not because of how much money they make, or to get a fancy watch when they retire. Ms. Le Grand added that the employees are spending a lot of time away from their friends and family, and they want to be respected and treated well and to know that their voices are heard which is why she stated that her first 90 days will be about listening and learning. She further added that people want to know that their leader is one that is interested in hearing what they have to offer, not a new person coming in saying that they have all the answers. She commented that she does not have the answers, but she does know that she needs everyone to work toward being successful which means recognizes differences, and using those to find solutions that are sustainable. Ms. Le Grand confirmed that what the team will know is that she means what she says and they will see her. She spoke about her experience riding
19 25 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 the system and getting a tour of the facilities while working with several members of staff. Ms. Le Grand stressed that she will not just be a title on the website, but will be present at the transit centers to see operations and speak with customers to build rapports.
Director Castor stated that she was very impressed with Ms. Le Grand in her individual interview and that today she has excelled even beyond her expectations from an in-person interview. She noted that she appreciated Ms. Le Grand adding equality and inclusion into every aspect of her remarks even dealing with the budget, HART team members, the Board, but most importantly, with HART customers. Director Castor mentioned that she was particularly impressed when Ms. Le Grand talked about how she does not define riders as dependent or choice, but just customers and that she wants to provide the best possible experience for everyone.
Director Overman thanked Ms. Le Grand for the diversity of her presentation. She recalled that the key topic of discussion for their previous conversation was Ms. Le Grand’s experience working with emergency management deploying for a hurricane, helping people move very quickly, and understanding how that emergency can translate into best preparation and thought process for not only how to deal with other emergencies such as COVID-19. Director Overman noted that Hillsborough County is a vulnerable community, and HART is an integral part of the emergency plan. She mentioned that in regards to Ms. Le Grand’s private experience, it was still working as part of the Agency. Director Overman asked Ms. Le Grand to speak about the various roles she has held over the last decade.
Ms. Le Grand stated that she was employed for 15 years with AECOM which was an engineering firm and then four years with Transdev. She explained that during her time with AECOM, she serve as a member of the executive team of the New Orleans Regional Transit Authority, NORTA, who outsources all of their employees that work 100% for the transit agency. Ms. Le Grand added that, in that role, she had to follow all of the state and city regulations as it related to all sorts of engagements in hiring consultants, procurement, purchasing, ethics, and state safety oversight. She explained that she reported to the CEO who reported to the Board and regularly interfaced with the union, administrative staff, City Hall, Commissioners, the City Council, and other leaders in the community. Ms. Le Grand noted that over the last four years, she served in the public sector space which she really enjoyed and one of the reasons she would like to continue to serve in that capacity.
Director Overman referred to Ms. Le Grand’s background in industrial engineering and planning and mentioned that there may or may not be a good outcome when it comes to the transportation surtax meaning that the community may have to go back to another referendum in 2022 in order to build the rate sources and energy wanted in this community. She asked what Ms. Le Grand’s strategic plan would encompass and how she would go about addressing the needs.
Ms. Le Grand stated that she would ensure that the Agency makes it clear what services are available, why HART is important to the community, how it supports the foundation of the county, and how HART is a part of economic growth. She added that this outreach will not only be for her to get an opportunity to introduce herself and hear from the region’s internal and external customers, but also to start the process of marketing the value of HART, and get people excited again about moving and working together to get the funding needed. Ms. Le Grand stated that if
20 26 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
another referendum is on the ballot in 2022, it is the Agency’s job to start the process of letting people know and educating them on how the dollars will be spent, finding out if the plan that was presented is still where the resources are needed recognizing that the future now is totally different than it was in 2018. She continued that there are opportunities to tweak on where to spend the funds, where and what types of service are needed, how to focus on regionalism, how to ensure that the urban core is supported adequately, and ensure that the right infrastructure is present to have bicycle lanes and pedestrian ways. Ms. Le Grand explained that her approach would be for those conversations to start happening immediately instead of waiting until it is time to put something on the ballot to start introducing these concepts to the community.
Director Kemp referred to earlier comments from Ms. Le Grand about looking at having public private partnerships for the future at HART and ask her what those would be and what she was thinking about when she mentioned those.
Ms. Le Grand explained that she would first take the time to understand the budget and funding opportunities, and look at the portfolio of he projects that were in the plan for the transportation surtax. She gave an example of transit-oriented development where there may be opportunities to partner with private sector developers on joint land use developments where they build facilities or structures while HART builds in access for public transit. Ms. Le Grand mentioned that public/private partnerships that are used in the public transit space are plans for commuter rail such as possible opportunities to work with private sector companies like CSX as well as other transit agencies to advance the project. She explained that there are different types of funding strategies that the FTA allows for partnerships to leverage available dollars. Ms. Le Grand noted that it is about looking at opportunities to leverage dollars to build more within the confines of the regulations of what is allowed which is what she means when discussing public private partnerships. She stressed that it is not her intention nor does she have the power, if she was fortunate to become CEO, to look at outsourcing service at HART because it is a public agency where she is looking forward to serving as a public steward.
Chair Smith asked Ms. Le Grand if she would like to give a closing statement.
Ms. Le Grand thanked the Board for the opportunity to present and stated that she has had the fortune to engage with several staff members at HART as well as to talk with the Operators and also some of the Mechanics. She commented that HART is a great organization that the Board is currently leading, and she would be more than fortunate to serve HART by working to continue advancing the program currently in place. c. Board Deliberations, Vote, and Next Steps Chair Smith asked Ms. Stevens if she had anything to add before the Board started the deliberations.
Ms. Stevens mentioned that the candidate selected will have to have a completed background check before employment and requested that the motion reflect that employment is pending completion of their background check. She thanked the Board for the opportunity to select and present candidates and for their time and effort though the lengthy process.
21 27 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Chair Smith, on behalf of the Board, thanked GovHR USA for the candidates that were brought forward and for helping to refine the choice down to the four top interviewed today. She noted that she does not feel that the Board can make a wrong decision and will be pleased no matter which direction they go. Chair Smith announced the start of the deliberations and asked that the Board members refer to the candidates by their candidate number as listed in the agenda rather than by name. She explained that the ideal outcome for today is to arrive at a top two candidates, one clear preferred candidate, plus an alternate if possible. Chair Smith further explained that the final motion can direct staff to negotiate a contract with the preferred candidate to bring back to the December meeting, but if that contract falls through, or that candidate withdrew for any reason, staff can still bring back a contract to the December meeting for the alternate without having to back up to this point again reconsidering which candidate to bring forward sometime after that. She asked that the Board members identify their top two choices, noting your top preference among the two, and an alternate. Chair Smith noted that these deliberations should be half discussion, half straw poll to lead the Board to a place where a preference emerges and then a motion can be made to approve that preference. She stated that she will start by recognizing each Board member in order of hands raised and also noted that there is an opportunity for the Board members to change their selection if needed.
Director Overman said that HART would be fortunate if any of the four candidates were selected as she has wrestled nonstop with this decision. She mentioned that she heard comments today that will really matter to the organization as a whole. Director Overman indicated that her preferred candidate is Candidate IV and her alternate candidate is Candidate I.
Director Viera stated that he agrees with Director Overman’s choices and indicated that his preferred candidate is Candidate IV with Candidate I as the alternate candidate. He explained that both bring a lot to the table and are very experienced. Director Viera stated that he could see either candidate working well with the Board, other elected officials, the HART employees, and all the stakeholders. He noted that every candidate brought awesome skills to the table and should be commended and heralded for their performance. Director Viera concluded that Candidate I brings a lot to the Agency and Candidate IV has the right combination of skill set, vision, and personality skills that the Board would want merged with that job.
Director McClain echoed the same sentiments that he thought all four candidates were superb, and he was waiting for this interview in person because he thinks everybody knows a phone interview is more relaxed than in person. He noted that his current votes are similar to everybody else’s, but they were not before the in person interviews. Director McClain indicated that his preferred candidate is Candidate IV and his alternate candidate is Candidate I.
Director Schisler stated that GovHR USA did a great job bringing superb candidates and it was great to speak with each and every candidate, but he too wanted to wait till today’s discussions and also changed his mind on one of them. He indicated that his preferred candidate is Candidate IV and his alternate candidate is Candidate I. Director Schisler explained that he picked Candidate I because he is a firm believer in coming up through the ranks, starting at the bottom and working all the way up creating tremendous connections with the entire staff as well as everybody all up and down through the ranks. He further explained that that connection is a critical connection or function that can be brought forward.
22 28 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Director Johnson agreed with the previous Board members’ choices and indicated that his preferred candidate is Candidate IV and his alternate candidate is Candidate I. He explained that he thinks that both would be tremendous leaders in the organization, and he really likes the conversation that he had with candidate IV as he thought that she did a tremendous job talking about the public private partnership portion. Director Johnson stated that the real big thing for him at the end was the way she had the inclusion comments and the way she wove those in for her interview.
Director Frazier reiterate that all four of the candidates were wonderful and GovHR USA did a great job narrowing them down for the Board. She indicated that her preferred candidate is Candidate IV and her alternate candidate is Candidate I. Director Frazier stated that she has found that it is one thing to have a technical skill set, but it is a special skill set to be able to coalesce and motivate a team to go in the direction that an organization needs to go, and she thinks that is such a critical need with this incoming CEO.
Director Hudson indicated that his preferred candidate is Candidate IV and his alternate candidate is Candidate I. He stated that he can imagine scenarios where any of the candidates would be the best choice, but the scenario that most corresponds to the reality that HART faces today is the one that Candidate IV is probably best equipped to confront. Director Hudson commented that everyone did a great job through this process.
Director Williams mentioned that she was torn between Candidate IV and Candidate I before she came to the meeting. She explained that there is something to the fact that Candidate I started from the bottom and worked his way up through the organization, but then she heard Ms. Le Grand who spoke about inclusion and forward thinking ideals where HART needs to be. Director Williams indicated that her preferred candidate is Candidate IV and her alternate candidate is Candidate I.
Director Castor indicated that her preferred candidate is Candidate IV and her alternate candidate is Candidate II who she thought did an excellent job in both the individual and in-person interview.
Director Kemp thanked GovHR USA for the great job done through the process of facilitating a great and open discussion; adding that there were some strong candidates that she very impressed with. She noted that her mind changed over time from what she thought at the beginning of the process. Director Kemp stated that she found Candidate II to be incredibly compelling with a really detailed presentation and his depth in terms of land use, planning, and personal kind of organizational structural relationships moving the organization forward. She enthusiastically supported Candidate II, but noted that he is not a choice of the group. Director Kemp commented that Candidate IV was very excellent and she felt comfortable with her answers to the questions because she does not want there to be privatizing of any services that HART currently offers. She explained that she cares very much about equity as both Candidates IV and II had as part of their presentations which made them both very strong. Director Kemp indicated that Candidate II is her primary choice and Candidate IV is her alternate choice.
23 29 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Director Knight indicated that his preferred candidate is Candidate IV and his alternate candidate is Candidate I. He noted that he really appreciates that Candidate I worked his way up the ranks and has some experience with the union and staff. Director Knight added that Candidate IV was receptive in sharing with the lowest person in the company all the way up to the COO ensuring that there was a good relationship as well as looking out for the safety and well-being of all employees.
Chair Smith indicated that her first choice is Candidate II as she was very impressed with him, but she is thrilled to see that the Board’s choices are Candidate IV as either primary or close alternate choice because it is her close alternate choice as well. She noted that the clear preference of the Board is Candidate IV with Candidate I as the alternate choice. She asked if there were any further discussions on the candidates before a formal motion.
Director McClain moved and Director Overman seconded a motion to direct the consultant, GovHR USA and HART General Counsel to negotiate an employment agreement with the preferred Candidate IV, Adelee Le Grand, and moving to the alternate Candidate I, Bernard Jackson, if necessary, contingent on the screening process; and to bring back for the Board’s consideration at the December 7, 2020 Board of Directors meeting.
Director Overman asked for clarification that the process is to finish the background check, then identify contract terms before it comes back to the Board for presentation.
Ms. Steven answered affirmatively adding that GovHR USA will work with HART General Counsel.
Director Overman stated that she wanted to ensure that it was clear because she knows that contract terms still need to be worked out as part of the process so it is dependent on how well those go to be able to approve a contract at the next Board of Directors meeting. She asked for confirmation that that was correct.
Ms. Stevens answered affirmatively stating that the goal and the intended timeline is to have the contract for the Board at the December meeting, but it is dependent on how well it goes in identifying the terms and how amenable the candidate is to HART’s terms as well as staff is to the candidate’s requests.
Ms. Mandell stated that she will work with the consultant to move forward with the recruitment process and look starting terms that are consistent with and similar to previous CEO’s contracts so there is understanding of the parameters.
Chair Smith called for a vote on the motion.
Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, Knight, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. The motion carried unanimously.
24 30 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Chair Smith stated that she was proud of the work done by the consultant, staff, and the Board. She expressed that HART is on the verge of a new day and there is a lot to be proud of moving through the process so quickly with a lot of hard work in challenging times and technical challenges. Chair Smith asked Ms. Stevens if there is anything to add about moving through the next step.
Ms. Stevens thanked the Board for the opportunity to work with them and HART staff who were extraordinarily helpful particularly over the last couple of weeks to work through all of the logistics and scheduling.
Joellen Cademartori, GovHR USA, echoed Ms. Stevens’ sentiments.
Chair Smith restated her thanks for the great work done by the team so far and the work to come through the final step.
Director Knight left the meeting at 1:38pm
APPROVAL OF ACTION ITEM The following presentation was in support of the action item:
2021 Proposed Service Modifications Justin Willits, Senior Planner, and Donny Murray, Senior Community Engagement Specialist, presented a proposed service plan for January 2021 implementation that meets affordability within the FY2021 budget. The proposed service plan emphasizes elements of service restoration, maintains service frequency, reduces inefficient and low performing routes, and includes a few minor expansions to new service areas. A full copy of the presentation is available upon request from the Board Administrator at [email protected].
Resolution #R2020-11-46 ~ Authorize Implementation of a Transit Service Program Resulting from the HART Comprehensive Operations Analysis (COA) and Public Outreach Activities; with Service Changes Tentatively Scheduled to be Implemented in January, 2021
Director Kemp stated her support for the item and noted that she is glad to be returning to regular service. She commented that she is pleased that the Route 20X was cut, but she still has concerns about the Route 275LX where 54% of the ridership is between USF and Wesley Chapel yet it is supported with HART dollars that are stretched so thin.
Director Overman asked if the comments against the changes on Route 34 were primarily due to frequency or other collective complaints.
Mr. Murray responded that the comments were about the frequency advocating for the service to stay at 15-minute headway instead of the 20-minute headways.
Director Schisler moved and Director Overman seconded a motion to approve Resolution #R2020-11-46 ~ Authorize Implementation of a Transit Service Program Resulting from the
25 31 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
HART Comprehensive Operations Analysis (COA) and Public Outreach Activities; with Service Changes Tentatively Scheduled to be Implemented in January, 2021. Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. Director Knight was absent at vote. The motion carried unanimously.
SECOND AND FINAL READING AND ADOPTION OF REVISIONS TO HART BOARD POLICIES Resolution #R2020-11-47 ~ Adopting HART Board Policy 100 HART Organization Section 120.05 Travel Policy: Board Members, CEO & Other Employees; Section 140 – Duties and Functions of Staff Section 140.03 – General Counsel; Section 210.06 Telephonic Participation; Section 430: Substance Abuse Program Policy; and Procurement Manual
Ms. Mandell stated that for the record, there was still have to be a physical quorum present at Hillsborough County Center.
Ms. Mandell stated that this was the second and final reading and adoption of revisions to the Board policies by way of resolution and the revisions were done in a manner consistent with other agencies. She noted that this was presented to the Finance and Audit Committee without lot of discussion so she will briefly touch on what the changes are and will answer questions or provide any information needed. Ms. Mandell explained that the first change was to section 120.105, the travel policy for Board members, CEO, and other employees, which was expanded to provide more guidance on traveling for HART business. She stated that the second revised section was section 140.03, general duties of the General Counsel, which was to clarify the division of labor between in house counsel and General Counsel as well as who has the authority to direct the General Counsel to do certain work. Ms. Mandell pointed out that probably the most critical change is if there is an issue as to whether or not the General Counsel is supposed to move forward with a specific item of work and the General Counsel and CEO are not able to agree as to who that work goes to or how that work is effectuated the decision is made by the Chair. She outlined that the third change was to section 210.06 which was previously known as telephonic communication, but has been revised to communication media technology (CMT) participation which is in response to the changes in operations due to COVID-19. Ms. Mandell explained that this change provides for meetings through CMT including hybrid meetings, but does keep in place the two regular Board meetings max for the CMT participation except in the event of exigent or emergency circumstances. She further explained that it also provides that if the majority of the Board votes to conduct its meetings via CMT in a hybrid meeting, then individual Directors can attend the hybrid meeting through the CMT so long as a physical quorum is in place, and includes the request that the Directors let staff know of their participation intent. Ms. Mandell explained that if this policy is adopted, at the December meeting, she will ask for an action to have all of the meetings as hybrid meetings until such time as there is a majority vote to change it back to the regular type of meeting. She explained that the next change was to section 430 Substance Abuse Program Policy which were updates triggered by an FTA audit that stated some components of the policy were outdated or redundant so changes were done to effectuate those changes. Ms. Mandell stated that the final changes were to the procurement manual which the majority of the changes were brought about through the work of the CarltonFields, specifically providing a clear definition of a deviation and setting an approval process for deviations. She added that other changes clarify the
26 32 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020 authority of the CEO for approval of deviations, address the selection of legislative consultants and legal services and other services such as general litigation, personnel services, workers’ compensation.
Director Schisler moved and Director Williams seconded a motion to approve Resolution #R2020-11-47 ~ Adopting HART Board Policy 100 HART Organization Section 120.05 Travel Policy: Board Members, CEO & Other Employees; Section 140 – Duties and Functions of Staff Section 140.03 – General Counsel; Section 210.06 Telephonic Participation; Section 430: Substance Abuse Program Policy; and Procurement Manual. Ms. Arthur performed a roll call vote. Directors Castor, Frazier, Hudson, Johnson, Kemp, McClain, Overman, Schisler, Smith, Viera, and Williams voted aye. Director Knight was absent at vote. The motion carried unanimously.
Director Castor left the meeting at 2:01pm.
INTERIM CHIEF EXECUTIVE OFFICER’S REPORT Ms. Ruthie Reyes Burckard, Interim Chief Executive Officer, stated that in the interest of time, she will submit her report to the Board via email after the meeting.
CHAIR’S REPORT There was no Chair’s Report.
GENERAL COUNSEL’S REPORT There was no General Counsel report.
HART BOARD COMMITTEE REPORTS Chair Smith referred the Board members to the materials in the packet.
REPORTS FROM HART BOARD REPRESENTATIVES Chair Smith referred the Board members to the materials in the packet.
STATUS REPORTS Chair Smith referred the Board members to the materials in the packet.
MONTHLY INFORMATION REPORTS Chair Smith referred the Board members to the materials in the packet.
OLD BUSINESS There was no old business.
NEW BUSINESS There was no new business.
27 33 Hillsborough Transit Authority Regular Board of Directors Hybrid Meeting November 2, 2020
Director Schisler recognized how hard staff has worked through all the confusion and all the great help that they have been to him as a Director.
Chair Smith noted that these are been challenging times, and staff has really stepped up in so many ways from the ground up through the Chief level taking on extra work to see HART through. She stated that she hopes that everyone at HART is feeling as optimistic as the Board is moving forward with great new leadership.
ADJOURNMENT The meeting adjourned at 2:06 p.m.
ATTEST
Commissioner Mariella Smith, Chairperson HART Board of Directors
Councilman Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel
28 34 BOARD ATTENDANCE LOG Meeting: Regular Board of Directors Hybrid Meeting Date:11/2/2020 PRESENT AFTER NAME ABSENT Physically Via CMT ROLL CALL Mayor Jane Castor X Left at 2:01pm Rena Frazier X Tyler Hudson X Eric Johnson X Commissioner Pat Kemp X Marvin Knight X X Left at 1:38pm Richard A. McClain X Commissioner Kimberly Overman X Councilman Gil Schisler X Commissioner Mariella Smith X Councilmember Luis Viera X Melanie Williams X Joined at 9:31am
STAFF PRESENT OTHERS Danielle Arthur Julia Mandell, Gray Robinson Ruthie Reyes Burckard Sara Bimbo, ATU Chris Cochran James Brewer, HTV Dexter Corbin Joellen Cademartori, GovHR USA Lynda Crescentini Kevin Hoag, HTV Scott Drainville Henry Ikwut-Ukwa John Edmondson Bernard Jackson William Gannon Latisha Jones, ATU Jacqueline Halldow Yolanda Lancaster, ATU Lorena Hardwick Adelee Le Grand Crystal Hundley James Price Juston Lafler Glenn Register Ivan Maldonado Charlene Stevens, GovHR USA Nicole McCleary Ian Whitney, City of Tampa Chanita Moore Donny Murray Colin Mulloy Lena Petit Norman Rivera Cyndy Stiglich Carla Williams Justin Willits
35 Hillsborough Transit Authority HART Board of Directors Hybrid Meeting December 7, 2020 ______
WELCOME NEW BOARD MEMBER
Commissioner Gwen Myers Commissioner Gwen Myers is a native and lifelong resident of Hillsborough County. She was elected to the Hillsborough County Board of County Commissioners in November 2020. She has long been an advocate for improving transportation, affordable housing, and health care in the county. She plans to lead the County through the COVID-19 crisis. Commissioner Myers uses the theme "It's About The People." She worked in Hillsborough County Government for 25 Years, from 1988 through 2013, in the departments of Housing and Community Development and Health and Social Services. Commissioner Myers has a bachelor's degree in Business Administration/Accounting from Florida Agriculture and Mechanical University (FAMU). She is married to Randolph T. Myers, Sr., and has two adult stepchildren.
36 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020 ______
PRESENTATION
2020 Compressed Natural Gas (CNG) & Battery Electric Bus (BEB) Fuel Conversion/Cost Comparison
HART’s Maintenance team continuously services, maintains and repairs more than 300 fleet vehicles for fixed route and paratransit services. Currently there are 79 diesel-powered transit buses that have exceeded their useful life. The replacements are necessary to support a safe and reliable fleet, including the HART on-going commitment to alternative fuels and a more positive emissions impact on the environment. The low- and zero- emission buses are necessary to evaluate, monitor and collect data for a future successful deployment of low- and zero- emission vehicles.
Prepared by: Scott Drainville, Deputy Chief of Maintenance and Facilities Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
37 Compressed Natural Gas (CNG) & Battery Electric Bus (BEB) Fuel Conversion/Cost Comparison
Presenter: Scott Drainville, Deputy Chief of Maintenance & Facilities
December 7, 2020 Board of Directors Hybrid Meeting 38 Fuel Economy and Costs
Fuel Economy: • Electric buses are 4.7 times more fuel efficient than CNG buses 37.64 kWh (kilowatt hour) = 1 Diesel Gallon Equivalent CNG bus = 4 Miles Per Diesel Gallon Equivalent BEB = 2 kWh per mile = 18.8 Miles Per Diesel Gallon Equivalent Fuel Costs: • Electric buses are 3.7 times more expensive to run than CNG buses • StarMetro BEB: 2.87 kWh per mile x $0.29 kWh per mile = $0.84 cost per mile • HART CNG buses: 4 miles per DGE x $0.94 per DGE = $0.23 cost per mile Bus costs: • Electric buses cost 1.85 times more than CNG buses Electric bus with charger = $985,783 CNG bus = $533,331 392 August 2020 CNG Costs
Gas Supply AUGUST CNG FUEL COST BREAKDOWN Infinite Energy $30,073.46
Initial Fuel Cost $ 71,227.77 Delivery IRS CNG Rebate $ 57,508.22 TECO $20,632.26
TECO Generator Rebate $ 2,295.00 CNG Station O & M Trillium $ 12,574.57 Post Rebate Cost $ 11,424.55
TECO CNG Station Electricity CNG Bus Miles Ran 320,265 TECO $ 7,947.48 CPM $0.04
Rebates Generator Backup Rebate $2,295 Per Month TECO
CNG Cost Per Mile Miles Ran 320,265 Cost $11,424 CPM $0.04
Fuel Efficiency Miles Ran 320,265 Fuel DGE 89,237 MPG 3.6
Taxes and Fees included 403 Benefits/ Challenges
Recovery time: 4-5 minutes and access to diesel Vehicle cost:Battery $490,000 Electric Bus BenesCompressed Natural Gas Bus Challenges Reduced impact on carbon footprint as compared to diesel VehicleGreatest impact Cost on: $920,783 the carbon footprint Vehicle Cost: $533,331 •Highest Plug-in and most125kW unstable Depot fuel pricingCharger: Challenges $2 per gallon and above Many costly maintenance issues with ESS and DPIMS $65K ea. (1 per bus) Only improvement of 1 MPG over Diesel Not including installation Maintenance facility would need expanded fall protection Vehicle cost: $690,000 Benefits: Benefits: Lowest impact on the carbon footprint CNG buses - 400 miles on a full tank of fuel Fuel economy is 4 times greater Recovery Time - Between 5-8 minutes Quieter vehicles On-site direct pipeline of CNG on back-up No fluid Changes/Scheduled maintenance generator (2014 $5M investment) average $0.10 mile Fuel Costs Below $1 per DGE
Challenges: Challenges: Limited driving range: 150 miles between full Limited access to public CNG fueling charges (2 BEB = 1 CNG Bus) stations Recovery Time: 3-6 hours Limited growth based on CNG stations Infrastructure development/On route charge Annual Facility Compliance Inspections Utility/long term costs
414 Questions & Answers
425 Action Items
Resolution #R2020-12-48 ~ Authorize the Interim Chief Executive Officer to Purchase up to Sixteen Forty-Foot Compressed Natural Gas (CNG) Powered Heavy-Duty Transit Buses from Gillig LLC, in a not-to Exceed Amount of $ 9,413,485
Resolution #R2020-12-49 ~ Authorize the Interim Chief Executive Officer to Purchase Up to Four (4) Forty-Foot Proterra Battery Electric Buses with Charging Equipment and Requisite Charging Infrastructure in a Not-to Exceed Amount of $5,485,350
436 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
BOARD ACTION ITEM Resolution #R2020-12-48 ~ Authorize the Interim Chief Executive Officer to Purchase up to Sixteen Forty-Foot Compressed Natural Gas (CNG) Powered Heavy-Duty Transit Buses from Gillig LLC, in a not-to Exceed Amount of $ 9,413,485
OVERVIEW Currently there are 79 diesel-powered transit buses that have exceeded their useful life. The replacements are necessary to support a safe and reliable fleet, including the HART on-going commitment to alternative fuels and a more positive emissions impact on the environment. The Jacksonville Transportation Authority (JTA) conducted a procurement to purchase buses for a consortium of transit agencies in Florida, including HART, in accordance with public procurement policies and procedures.
FINANCIAL IMPACT The contract will be funded with the FY19 Discretionary Grant ($4.3M), FY21 Surface Transportation Block Grant ($4M), HART 15% Match ($750,824) with FTA Reinvestment (Bus 1708 $354,661) revenues to be appropriated in the FY21 HART capital budget. All prices were determined fair and reasonable and a contract was awarded by JTA on May 24, 2019, to Gillig LLC.
BACKGROUND In order to support HART operations, 16 forty-foot CNG powered heavy-duty transit buses are required to replace vehicles that have outlived their useful life of 12 years or 500k miles. The buses have a lead-time of 12-14 months with tentative delivery dates starting in March/April of 2022.
PROCUREMENT CONSIDERATIONS In July 2018, (JTA) issued a Request for Proposal procurement as a State of Florida Purchasing Schedule for Heavy-Duty Transit Buses. The solicitation was issued in accordance with public procurement policies and procedures. It included all federally required clauses. On September 12, 2018, three proposals were received and technical evaluation was completed by an evaluation committee comprised of seven Florida transit maintenance professionals. The committee was made up of two non-voting members and five voting members. Negotiations were conducted by the lead agency and a price analysis was completed making determination of the price to be fair. On May 24, 2019, JTA awarded a contract to Gillig LLC. The contract term is two years with three one-year options to renew.
NEXT STEPS Upon the HART Board’s approval, staff will proceed as indicated in the resolution.
Prepared by: Scott Drainville, Deputy Chief of Maintenance and Facilities Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
Attachment: Resolution #R2020-12-48 44 ATTACHMENT
RESOLUTION NO. #R2020-12-48
A RESOLUTION AUTHORIZING THE INTERIM CHIEF EXECUTIVE OFFICER TO PURCHASE UP TO SIXTEEN (16) FORTY-FOOT COMPRESSED NATURAL GAS (CNG) POWERED HEAVY-DUTY TRANSIT BUSES FROM GILLIG LLC, IN A NOT- TO-EXCEED AMOUNT OF $9,413,485
WHEREAS, HART requires up to sixteen (16) forty-foot CNG powered heavy-duty transit buses to support fixed route service that are necessary to provide a reliable fleet; and
WHEREAS, the Jacksonville Transportation Authority (JTA) conducted a procurement to purchase buses for a consortium of transit agencies in Florida, including HART, in accordance with public procurement policies and procedures; and
WHEREAS, prices were determined fair and reasonable and a contract was awarded by JTA on May 24, 2019, to Gillig LLC.; and
WHEREAS, FY19 Discretionary Grant, FY21 Surface Transportation Block Grant, HART 15% Match with FTA Reinvestment (Bus 1708) revenues to be appropriated in the FY21 HART capital budget for the purchase of the buses;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. The Interim Chief Executive Officer is authorized to purchase up to sixteen forty-foot Compressed Natural Gas CNG powered heavy-duty transit buses from Gillig LLC, in a not-to exceed amount of $9,413,485.
Section 2. Proper officers of HART are authorized to do all things necessary and required in order to implement the purchase of the aforementioned vehicles.
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 DECEMBER 7, 2020.
Commissioner Mariella Smith, Chairperson HART Board of Directors ATTEST:
Councilman Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel 45 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
BOARD ACTION ITEM Resolution #R2020-12-49 ~ Authorize the Interim Chief Executive Officer to Purchase Up to Four (4) Forty-Foot Proterra Battery Electric Buses with Charging Equipment and Requisite Charging Infrastructure in a Not-to Exceed Amount of $5,485,350
OVERVIEW The purpose of this item is to request authorization to purchase up to four (4) Proterra forty-foot Battery Electric Buses (BEB) with charging equipment and requisite charging infrastructure. This purchase will move forward HART’s on-going commitment to alternative fuels and a more positive emissions impact on the environment. The battery electric buses are necessary to evaluate, monitor and collect data for a future successful deployment of low and zero emission vehicles.
FINANCIAL IMPACT In April 2020 HART applied for a discretionary FTA Bus and Bus Facilities Program grant (Section 5339b) for electric buses, and was awarded $2,742,675 in August 2020. The award amount requires a $2,742,675 local match, which will be equally shared between HART and Tampa Electric (TECO), for a total project cost of $5,485,350. HART’s portion of the match will be funded with ad valorem revenue, as appropriated in the adopted FY21 HART capital budget.
BACKGROUND In order to support HART’s future commitment to low or zero emissions vehicles, Four (4) forty- foot battery electric powered heavy-duty transit buses are required to evaluate, research and collect data to confirm a successful future deployment of low an Zero emmisions vehicles. The buses have a lead-time of 14-16 months with tentative delivery dates starting in April/May of 2022.
PROCUREMENT CONSIDERATIONS The Virginia Department of General Services awarded a State Contract (Contract E194-81688) with Proterra Electric buses from July 1, 2019 through June 30, 2021. The solicitation was issued in accordance with public procurement policies and procedures. It included all federally required clauses. The contract term is two years with three one-year options to renew. The Code of Virginia authorizes the use of this contract by state agencies, public institutions of higher education, and other public bodies per § 2.2-1110. After the passage of the FAST Act in 2015, transit agencies are able to use state purchasing schedules located outside of the state they are located in: Meets all requirements of the FAST Act & FTA Circular 4220.1F and allows FTA-funded transit agencies (and other public entities) to purchase electric buses from Proterra without a separate competitive solicitation.
NEXT STEPS Upon the HART Board’s approval, staff will proceed as indicated in the resolution.
Prepared and Reviewed by: Scott Drainville, Deputy Chief of Maintenance and Facilities Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
Attachment: Resolution #R2020-12-49 46
ATTACHMENT
RESOLUTION NO. #R2020-12-49
A RESOLUTION AUTHORIZING THE INTERIM CHIEF EXECUTIVE OFFICER TO PURCHASE UP TO FOUR (4) PROTERRA FORTY-FOOT BATTERY ELECTRIC BUSES WITH CHARGING EQUIPMENT AND REQUISITE CHARGING INFRASTRUCTURE IN A NOT-TO-EXCEED AMOUNT OF $5,485,350
WHEREAS, HART requires up to four (4) forty-foot battery electric buses (BEB), charging equipment and requisite charging infrastructure to support a future successful deployment of low and zero emmissions vehicles; and
WHEREAS, The Virginia General State Contract (Contract E194-81688) conducted a procurement to purchases buses in accordance with public procurement policies and procedures.
WHEREAS, prices were determined fair and reasonable and a contract was awarded by The State of Virginia General Services on July 1, 2019 to Proterra Electric Buses.; and
WHEREAS, FTA Bus and Bus Facilities Formula Program (Section 5339) funding will be appropriated to HART in the the FY21 capital budget for the purchase of the buses and charging equipment;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. The Interim Chief Executive Officer is authorized to purchase up to four (4) Proterra forty-foot Battery Electric Buses with charging equipment and requisite charging infrastructure, in a not-to exceed amount of $5,485,350.
Section 2. Proper officers of HART are authorized to do all things necessary and required in order to implement the purchase of the aforementioned vehicles and charging equipment.
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 DECEMBER 7, 2020.
Commissioner Mariella Smith, Chairperson HART Board of Directors ATTEST:
Councilman Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel
47 2020-2021 PUBLIX Streetcar Station Sponsorship Agreement
Presenter Tyler Rowland Manager of Communications & Creative Services
December 7, 2020 Board of Directors Hybrid Meeting
48 Publix Streetcar Sponsorship
49 Publix Streetcar Sponsorship
50 Board Action Item
Resolution #R2020-12-50 ~ Execution of First Amendment to Station Sponsorship Agreement Between Publix Super Markets, Inc., Tampa Historic Streetcar, Inc., the City of Tampa and the Hillsborough Area Regional Transit Authority to Extend the Term of the Station Sponsorship Agreement Allowing Publix to Sponsor the Streetcar System by Naming a Station Stop and to Provide for Modification of the Station Signage
51 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
BOARD ACTION ITEM Resolution #R2020-12-50 ~ Execution of First Amendment to Station Sponsorship Agreement Between Publix Super Markets, Inc., Tampa Historic Streetcar, Inc., the City of Tampa and the Hillsborough Area Regional Transit Authority to Extend the Term of the Station Sponsorship Agreement Allowing Publix to Sponsor the Streetcar System by Naming a Station Stop and to Provide for Modification of the Station Signage
OVERVIEW Tampa Historic Streetcar, Inc. (“THS”) General Counsel, along with the Counsels from the City of Tampa (the “City”) and the Hillsborough Transit Authority (“HART”) negotiated and agreed to, pending the necessary Board approvals, the First Amendment to Station Sponsorship Agreement (the “First Agreement”) with Publix Super Markets, Inc. (“Publix”) to extend the Station Sponsorship Agreement previously entered into between the parties on July 27, 2019 allowing Publix to sponsor the Streetcar System by naming a Station Stop.
FINANCIAL IMPACT Pending the necessary board approvals, funding for this Agreement will be reimbursed by THS, Inc. and the City via the sponsorship from Publix in the amount of $25,000 for an additional one (1) year term extension and two (2) additional one (1) year term extensions, at the option of Publix, in exchange for payment of $25,000 to THS for each additional extension.
BACKGROUND On July 27, 2019, the parties entered into the Station Sponsorship Agreement allowing Publix to sponsor the Streetcar System by naming Port of Tampa Bay Station Stop #5 located at 949 Channelside Drive. The Station Sponsorship Agreement expired on July 26, 2020. Counsel for THS, the City, HART and Publix negotiated and agreed to, pending the necessary board approvals, the First Amendment which: (1) retroactive to July 26, 2020, extends the term of the Station Sponsorship agreement for an additional one (1) year term in exchange for a payment of $25,000 to THS; (2) provides for two (2) additional one (1) year term extensions, at the option of Publix, in exchange for payment of $25,000 to THS for each additional extension; and (3) provides for possible modification of the station signage installed at Port of Tampa Bay Station Stop #5, at Publix’s expense, during the term of the Station Sponsorship Agreement, as amended. All other terms of the Station Sponsorship Agreement remain in full force and effect during the extended term(s). THS/HART will be required to install and maintain the signage and any signage modification. The Agreement is also subject to board approval by the City and HART.
NEXT STEPS Upon the HART Board’s approval, execute the Agreement with Publix, THS, Inc., the City and HART. Prepared by: Tyler Rowland, Manager of Communications and Creative Services Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
Attachments: I. Resolution #R2020-12-50 II. First Amendment to Station Sponsorship Agreement
52 ATTACHMENT I
RESOLUTION NO. # R2020-12-50
A RESOLUTION EXECUTING THE FIRST AMENDMENT TO STATION SPONSORSHIP AGREEMENT BETWEEN PUBLIX SUPER MARKETS, INC., TAMPA HISTORIC STREETCAR, INC., THE CITY OF TAMPA AND THE HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY TO EXTEND THE TERM OF THE STATION SPONSORSHIP AGREEMENT ALLOWING PUBLIX TO SPONSOR THE STREETCAR SYSTEM BY NAMING A STATION STOP AND TO PROVIDE FOR MODIFICATION OF THE STATION SIGNAGE
WHEREAS, Tampa Historic Streetcar, Inc. operates the TECO Line Streetcar System on behalf of the City consisting of 2.7 miles of track, eight replica streetcar vehicles, one Birney Breezer vehicle and 11 station stops (the “Streetcar System”) which includes Port of Tampa Bay Station Stop #5 located at 949 Channelside Drive (the “Station Stop”); and
WHEREAS, HART operates the Streetcar System for THS and the City of Tampa pursuant to the Operator’s Agreement; and
WHEREAS, THS, the City, HART, and Publix (the “Parties”) have acknowledged that pursuant to various agreement creating THS that (a) THS is authorized to manage and operate the Streetcar System; and (b) THS shall establish and maintain an endowment fund for which the City and HART shall solicit endowment contributions; and
WHEREAS, on July 27, 2019, the Parties entered into the Station Sponsorship Agreement allowing Publix to sponsor for a one (1) year term the Streetcar System by naming Port of Tampa Bay Station Stop #5 located at 949 Channelside Drive;
WHEREAS, Publix desires to sponsor the Streetcar System in exchange for the right to name a Station Stop; and
WHEREAS, HART and THS desire to obtain sponsorships for the Streetcar System which include naming rights on stations used to operate the Streetcar System in order to collect donations for funding the existing endowment for operations of the Streetcar System; and
WHEREAS, THS, the City, HART and Publix desire to continue to obtain sponsorships for the Streetcar System which include naming rights on stations used to operate the Streetcar System in order to collect donations for funding the existing endowment for operations of the Streetcar System; and
WHEREAS, THS, the City, HART and Publix desire to amend the July 27, 2019 Station Sponsorship Agreement which sets forth the terms and conditions of Publix’s sponsorship of the Station Stop by entering into the First Amendment to Station Sponsorship Agreement which will: (1) retroactive to July 26, 2020, extend the term of the Station Sponsorship agreement for an additional one (1) year term in exchange for a payment of $25,000 to THS; (2) provide for two (2) additional one (1) year term extensions, at the option of Publix, in exchange for payment of $25,000 to THS for each additional extension; and (3) provide for possible modification of the station signage installed at Port of Tampa Bay Station Stop #5, at Publix’s expense, during the term of the Station Sponsorship Agreement, as amended. All other terms of the Station
53
Sponsorship Agreement will remain in full force and effect during the extended term(s). THS/HART will be required to install and maintain the signage and any signage modification;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. The Interim Chief Executive Officer is authorized to execute the first amendment to the Station Sponsorship Agreement between Publix, THS, Inc., the City, and HART to allow Publix to sponsor the Streetcar System by naming a station stop.
Section 2. Proper officers of the Hillsborough Transit Authority are authorized to do all things necessary and required in order to implement the terms of the aforementioned agreement.
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 DECEMBER 7, 2020.
Commissioner Mariela Smith, Chairperson ATTEST: HART Board of Directors
Councilmember Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel
54 ATTACHMENT II
FIRST AMENDMENT TO STATION SPONSORSHIP AGREEMENT
This First Amendment to Station Sponsorship Agreement (the "First Amendment”) is entered into
by and among Tampa Historic Streetcar, Inc., P.O. Box 2389, Tampa, Florida 33602 ("THS"), Publix (the
"Sponsor"), City of Tampa, a Municipality organized under the laws of the State of Florida (the "City"),
and Hillsborough Area Regional Transit Authority, an Independent Special Taxing District ("HART")
(collectively, “the Parties”).
RECITALS
1. The City, Hart and THS have entered into an agreement (the "Tri-Party Agreement") for the
purpose of managing, operating and maintaining an electric streetcar system (the "Streetcar System")
connecting the Ybor City area to the central business district of the City consisting of ten (10) Streetcars
(the "Streetcars") and eleven (11) Station Stops.
2. Pursuant to the Tri-Party Agreement, THS is authorized to manage and operate the Streetcar
System. Further, the Tri-Party Agreement contemplates that the parties thereto shall solicit Endowment
Contributions (as defined therein).
3. The City and HART entered into an agreement dated June 6, 1998, entitled the InterLocal
Agreement for Tampa-Ybor Historic Electric Streetcar Project and denominated HART Agreement #98-
05-06. Such agreement provides for an Endowment Fund to be received by the City and HART for the
benefit of the Streetcar System.
4. The Parties previously entered into that certain Station Sponsorship Agreement effective July
26, 2019 (the “Agreement”). The Parties now desire to extend the term, amend the consideration under
the Agreement and provide for further extensions in accordance with the terms and conditions set forth
hereafter.
5. In consideration of the foregoing, and for other good and valuable consideration, the receipt
and sufficiency of which are hereby acknowledged, the Parties agree as follows:
55 ATTACHMENT II
6. Subparagraph 7.A. Term/Consideration and Paragraph 17. Effective Date of the Agreement
are hereby amended as follows:
7. Term/Consideration.
A. The term of the Agreement shall be retroactively extended for one (1) year until July 27, 2021, unless terminated sooner as described in the Agreement. In consideration hereof, Sponsor shall pay THS the non-refundable sum of Twenty-Five Thousand and no/100 Dollars ($25,000.00) (hereafter, the "License Consideration") payable as provided herein. Upon the date this First Amendment is fully executed by the all parties, THS/HART shall promptly replicate and replace new or, in lieu thereof pursuant to paragraph 18 of the Agreement, modify new, the signage in accordance with paragraphs 6 and 18 of the Agreement as applicable. Upon completion of the replacement or modified signage, THS/HART shall invoice Sponsor for the full amount of the License Consideration as it may be adjusted in the case of modified signage pursuant to paragraph 18 of the Agreement. Upon receipt of the invoice, Sponsor shall promptly pay the full amount of the License Consideration in a single payment to "City of Tampa" or such other payee as THS shall direct. Sponsor shall have the right to further extend the term of the Agreement for two (2) additional one-year terms provided that, at least sixty (60) days prior to expiration of the then current term, Sponsor gives THS, HART and the City written notice of its intent to further extend the term, requests THS/HART to either replace or modify the signage, and is otherwise in full compliance with the remaining terms and conditions of the Agreement. Upon receipt of the required notice from Sponsor, THS/HART promptly shall replicate and replace new, or in lieu thereof pursuant to paragraph 18 of the Agreement, modify the signage in accordance with this paragraph and paragraphs 6 and 18 of the Agreement, as applicable. In consideration of an additional term, Sponsor shall pay THS as provided herein the non-refundable Twenty-Five Thousand and no/100 Dollars ($25,000.00) License Consideration as it may be adjusted in the case of modified signage pursuant to paragraph 18 of the Agreement. The portion of the License Consideration allocable to replacement of the signage hereunder is Five Thousand and no/100 Dollars ($5,000.00) (the “Signage Replacement Sum”). Sponsor’s notice hereunder shall constitute Sponsor’s consent to the removal and replacement of the previously installed signage as required under paragraph 6 of the Agreement.
17. Effective Date. The “Effective Date” of this First Amendment shall be the date this First Amendment is executed by the last party to do so, as indicated underneath the signature of the parties.
7. The Agreement is hereby further amended to add a paragraph 18 as follows:
18. Modification of Signage. In the event Sponsor wishes to modify the original signage during the term of this Agreement, it shall provide THS/HART, for their review and approval, which such approval shall not be unreasonably withheld, plans and specifications for the proposed modified signage together with an engineer’s certified estimate of the turnkey cost, including contingency, of installing such modification. Upon THS’s/HART’s approval of the plans and cost estimate as the same has been approved by THS/HART and accepted by Sponsor, Sponsor shall pay THS/HART the non-refundable sum equal to the approved cost estimate (the “Signage Modification Cost”) in one payment 2 56 ATTACHMENT II
which shall be made in the name of “City of Tampa” or such other payee as THS shall direct. Upon receipt of payment in full, THS/HART shall install the modified signage in accordance with the approved plans and specifications and shall perform routine maintenance to keep same in good condition and repair. Sponsor’s payment of the Signage Modification Costs shall be in addition to the License Consideration under paragraph 7. A. of this Agreement unless such signage modification is implemented in lieu of signage replacement under subparagraph 7. A. of this Agreement. In such event, the License Consideration payable by Sponsor under subparagraph 7. A. of the Agreement shall be the sum of Twenty Thousand and no/100 Dollars ($20,000.00) plus the Signage Modification Cost. After installation of the modified signage hereunder, the License Consideration payable by Sponsor under subparagraph 7. A. of the Agreement and allocable to subsequent replacement of the modified signage shall be the sum of Twenty Thousand and no/100 Dollars ($20,000.00) plus the Signage Modification Cost.
8. All other terms and conditions of the Agreement shall remain in full force and effect except as
expressly modified under this First Amendment.
In witness whereof this First Amendment is executed and delivered as of the Effective Date.
“SPONSOR” “THS”
By: ______By: ______
Date: ______Date: ______
“CITY OF TAMPA” “HART”
By: ______By: ______Jane Castor, Mayor
Date: ______Date: ______
ATTEST ______City Clerk
3 57 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
BOARD ACTION ITEM Resolution #R2020-12-51 ~ Authorize the Interim Chief Executive Officer to Execute a Public Transportation Grant Agreement (PTGA) Between the Hillsborough Transit Authority (HART) and the Florida Department of Transportation (FDOT) to Accept State Block Grant Funding Assistance for Fiscal Year 2021 in the Amount of $5,415,165
OVERVIEW FDOT’s State Block Grant program provides funding to HART for the reimbursement of operating expenses.
FINANCIAL IMPACT This grant revenue is currently appropriated in the HART FY21 Operating budget. This grant requires a match in the same amount of $5,415,165 that will be provided by HART general revenues, and satisfied through the payment of salaries, benefits, and related taxes for bus operators.
BACKGROUND The Public Transit Block Program was enacted by the Florida Legislature to provide a stable source of funding for public transit. The amount of funding is determined by a formula and is adjusted each year based on data received from the transit system’s federally required National Transit Database (NTD) report. FDOT’s State Block Grant Program provides funding for operating and capital projects. HART uses the funds to reimburse operating costs. FDOT’s five- year work program contains funding for this project through FY2025. To execute the PTGA with FDOT, a resolution must be adopted by the HART Board of Directors.
NEXT STEPS Upon the HART Board’s approval, staff will proceed as indicated in the resolution.
Prepared by: Darlene Lollie, Grants Management and Financial Analyst Reviewed by: Cynthia Stiglich, Interim Chief Financial Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
Attachment: Resolution #R2020-12-51
58 ATTACHMENT RESOLUTION NO. #R2020-12-51
A RESOLUTION AUTHORIZING THE CHIEF EXECUTIVE OFFICER TO EXECUTE A PUBLIC TRANSPORTATION GRANT AGREEMENT (PTGA) BETWEEN THE HILLSBOROUGH TRANSIT AUTHORITY (HART) AND THE FLORIDA DEPARTMENT OF TRANSPORTATION (FDOT) TO ACCEPT STATE BLOCK GRANT FUNDING ASSISTANCE FOR FISCAL YEAR 2021 IN THE AMOUNT OF $5,415,165
WHEREAS, based on the State of Florida Legislation allowing for the provision of block grant assistance to eligible authorities and on the formula used by the state, HART is eligible for block grant funds for fiscal year 2021; and
WHEREAS, FDOT is agreeable to execute a PTGA for $5,415,165 for this program;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. The Chief Executive Officer is authorized to execute a PTGA between HART and FDOT to accept State Block Grant funding assistance for fiscal year 2021 in the amount of $5,415,165.
Section 2. Proper officers of HART are authorized to do all things necessary and required in order to implement the terms of the aforementioned PTGA.
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 DECEMBER 7, 2020.
_____ Commissioner Mariella Smith, Chairperson HART Board of Directors ATTEST:
Councilman Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel
59 Flamingo Fare Structure Changes
Emmanuel Nuñez, Manager of Revenue & Retail Sales
Cherie Leporatti Compliance Officer
Donny Murray, Senior Community Engagement Specialist
Board of Directors Hybrid Meeting December 7, 2020 60 1 Agenda
Fare Structure Changes • What Changed • Benefits
Public Input • Outreach & Marketing Efforts • What We Heard
Questions
612 Background Timeline Public Beta Testing: Started on Feb 5 - Current Title VI Study: June – July 2020 Board Approval for Outreach: August 17, 2020 Public Input: October 13, 2020 – October 29, 2020 Public Hearing: Wednesday, November 4, 2020, 5:30-7pm HART Board of Directors Approval: December 7, 2020 Changes Effective: January 2021- Current fares will co-exist for 6 months starting January 1, 2021 until June 30, 2021. Flamingo Fares Only: July 1, 2021
623 Summary of Changes
Starting January 1, 2020
• Minimum load of $5 – Online (mobile app/ website) and retail stores
63 4 Proposed Changes
• Paper passes & Flamingo Fares will be available from January 1, 2021 until June 30, 2021.
• Only Flamingo Fares will be available starting July 1, 2020 (paper passes will be discontinued).
• Cash and paper passes will still be accepted after July 1, 2021.
• HART will not sell paper passes after July 1, 2021.
64 5 Flamingo Fares
Flamingo App Flamingo Card Smartphone application Plastic smartcard
Free Download “Flamingo Fares” Currently available at on Google Play and Customer Service Centers Apple App Store (one-time $3 cost for new and replacement cards)
Flamingo Fares is accepted on HART Local & Limited Express routes 65 6 Flamingo Fares
Discount Flamingo Card Discount Flamingo Cards Plastic smartcard with Discount ID available for: (name and photo printed on back) for discount fares • Disabilities • Youth (ages 5-18) • Seniors (ages 65+) • Visually Impaired • Medicare cardholders • Disabled Veterans • Existing HART Discount Card users • Existing HARTPlus ID Available at Customer Service Centers only users (one-time $3 cost for new and replacement cards)
66 7 Benefits of Flamingo Fares
Fare Capping – Pay as you go Balance Protection Don’t need to pay the full cost of a Money stays on account even if pass up front phone/card is lost or damaged Online or in-store account access Pay the Lowest Fare Durable long-term plastic smartcard Won’t pay more than $4 per day or more than $65 per month Faster Boarding (Discount rates apply) Contactless tap or scan to ride Don’t have to carry exact change One Way to Pay for Tampa Bay Buying in advance instead of onboard One card/app for one region (Hillsborough, Pinellas, Pasco, Sarasota, Hernando)
Rider Type One Way Daily Max Monthly Max
Regular $2 $4 $65
Discount $1 $2 $32.50 67 8 Title VI Fare Analysis:
Flamingo Fares with ADA Customer Input
68 9 Mitigation Strategies
The following strategies will be put in place and tracked throughout implementation and during operations:
Policy Area Mitigation Strategies
E-Fare 6 Month Transition Period with Existing and New Fare Implementation Systems in Place 1 Day 10 Pack Allow CBOs, Schools and other institutions opportunities to Sales purchase 1 day e-fare cards in quantities of their choosing.
e-Fare Retail Retail sales outlets within ¾ of a mile of key stops on Purchases minority/low income routes through the use of cash/debit/credit Account E-mail address, and physical address are optional allowing for Registration a variety of data options to establish account and password help. $5 Minimum Load Allow smaller denomination at HART retail locations for physical cards.
6910 Mitigation Strategies
The following strategies will be further evaluated before implementation and during operations:
Policy Area Mitigation Strategies
Online Account Develop support system for people with disabilities and Management Minority/non-English Proficient/Low income populations who may not have access to online fare management/auto-load assistance Discount Fares not HART continues to evaluate options and will take any Available through appropriate action if necessary. App Cost of the New and Distribute free e-Fare Physical cards to minority and low Replacement Cards income customers through Community Based Organizations May Cause a to offset the possible financial impact. Financial Impact
7011 7112 Public Input Plan
Sources for Comments Marketing Efforts
Email: [email protected] GoHART.org/FareChange website Call: Customer Service 813-254-4278 GoHART.org homepage pop-up & redirect links Mobile App: OneBusAway Social Media posts & ads, OneBusAway mobile app alert Mail: HART Community Engagement, Flyer on-board HART vehicles & at Transit Centers 1201 E. 7th Avenue, Tampa, FL 33605 Newsletter & Stakeholder emails In-Person: Staff at Transit Centers Radio ads – WTMP In-Person & Virtual Public Hearing Newspaper ads – Tampa Bay Times, La Gaceta, Florida Sentinel (Public Hearing, Fare Structure Changes)
7213 Public Meeting Schedule
7314 Public Input Results
Comments Received: Manhours of Street Team: 108 hours 48 comments People Reached with Street Team: 702 people What We Heard – FAQ Are fares changing? Where can I load money other than only MTC/UATC? Can I still use cash onboard? Are discount passes being discontinued? What if I don’t have a smartphone? How will I get my passes through Sunshine Line? How will I get my passes through my company/school? As an organization, how will I distribute passes to vulnerable one-time clients? What if I don’t have a computer/phone? What if I don’t have a debit/credit card? Are you eliminating monthly passes? How do I use the app? What happens to my existing paper passes? What is happening with HARTPlus passes? Will there be paper passes for those who struggle to keep the card? 7415 Action Item
Resolution #R2020-12-52 ~ Authorize Implementation of the Flamingo Fares Structure Which will Co-exist with the Current Structure from January 1, 2021 to June 30, 2021 with the Flamingo Fares Structure to be Completely in Effect Starting July 1, 2021
7516 Questions?
7617 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
BOARD ACTION ITEM Resolution #R2020-12-52 ~ Authorize Implementation of the Flamingo Fares Structure Which will Co-exist with the Current Structure from January 1, 2021 to June 30, 2021 with the Flamingo Fares Structure to be Completely in Effect Starting July 1, 2021
OVERVIEW Flamingo Fares is the new, branded public transit fare structure and fare payment technology of the Tampa Bay area. Electronic fares will be introduced with Flamingo, along with product/balance protection and new fare payment methods and will co-exist with the current structure from January 1, 2021 to June 30, 2021 with the Flamingo Fares structure to be completely in effect starting July 1, 2021.
FINANCIAL IMPACT By implementing the Flamingo Fare structure, HART is expecting a $1.2 million increase in costs to collect fares during the first year of implementation. These costs are reflected in the adopted FY21 HART operating budget. After the first year of implementation, costs will be distributed among the other agencies, which will offset this increase.
Flamingo Fares will institute a new concept called Fare Capping. With the use of either the Flamingo mobile application or a registered Flamingo card, Fare Capping will provide customers the benefit of never spending more than the cost of a day pass (regular or discount) in a single day, or the cost of a monthly pass (regular or discount) in a calendar month. With the implementation of this new concept and with the uncertainty of a known adoption rate, HART is estimating approximately a 5% or $350,000 decrease in fare revenue for the first year of implementation. This revenue impact is also accounted for in the adopted FY21 HART operating budget.
BACKGROUND On February 26, 2016, the HART Board awarded a contract with Innovations in Transportation, Inc. for a total not-to exceed amount of $12,088,783 for project implementation.
The goal of the project is to enhance mobility of passengers between respective jurisdictions through creating an electronic fare-payment system that will be deployed region-wide. A consolidated regional on-line ticketing portal for passengers of all Regional Working Group members will allow passengers to reload and manage fare media. This centralized approach eliminates the need for each Regional Working Group member to maintain its own back-office passenger on-line fare payment system. This project is being led by HART for the Regional Working Group consisting of transit agencies from Hillsborough, Pinellas, Pasco, Hernando, and Sarasota counties.
In October 2020, staff conducted extensive public outreach and collected input on the fare structural changes. This was followed by a public hearing which was held on November 4, 2020.
HART, through its Title VI Program, has evaluated and will continue to evaluate and recommend mitigation strategies as necessary to avoid disparate impacts on minority populations and/or disproportionate impacts on low income populations that may result from the fare media change and the initial cost of the e-fare card. 77 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Flamingo Fares is the new, branded public transit fare structure and fare payment technology of the Tampa Bay area. Electronic fares will be introduced with Flamingo, along with product/balance protection and new fare payment methods:
-Smart cards -Open Payments - Samsung Pay, Apple Pay and Google Pay, contactless payment cards. -Mobile application (Flamingo Fares App) -Flamingo Fares Customer and Institutional/Corporate Websites -Retail Network for smartcard sales throughout the Regional Working Group (RWG)
Counties participating in this new fare technology are Hillsborough (HART), Pinellas (PSTA), Pasco (PCPT), Sarasota (SCAT), and Hernando (The Bus), collectively known as the Regional Working Group (RWG). Smartcard or mobile app balance may be reloaded on the Flamingo website, Retail Network or at HART customer service center.
Both current and Flamingo Fares structures will co-exist until June 30, 2021. Starting July 1, 2021, new Flamingo Fares structure will be completely in effect.
NEXT STEPS Public information materials will be updated to reflect the new fare structure, and an outreach program will begin in January 2021 to educate patrons, service agencies and businesses that purchase HART fare cards.
Below is a tentative timeline for the project: • December 7, 2020: Board approval of new fare structure; • January 1, 2021: New Flamingo efare structure goes into effect, offered concurrently with paper passes; • July 1, 2021: Complete transition to Flamingo efares. Paper passes will no longer be offered.
Prepared by: Emmanuel Nunez, Manager of Revenue and Retail Sales Reviewed by: Cyndy Stiglich, Interim Chief Financial Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer Attachments: I. Resolution#R2020-12-52 II. Current Fare Structure Summary Effective November 11, 2012 III. Flamingo Fares Structure Summary IV. Public Meetings flyer V. Comment Log VI. HART Fare Structure Changes FAQ
78 ATTACHMENT I
RESOLUTION NO. # R2020-12-52
A RESOLUTION AUTHORIZING THE IMPLEMENTATION OF THE FLAMINGO FARES STRUCTURE WHICH WILL CO-EXIST WITH THE CURRENT STRUCTURE FROM JANUARY 1, 2021 TO JUNE 30, 2021 WITH THE FLAMINGO FARES STRUCTURE TO BE COMPLETELY IN EFFECT STARTING JULY 1, 2021
WHEREAS, the Flamingo Fares as an electronic fare payment system will be introduced which will replace the current magnetic strip paper fare cards currently in use; and
WHEREAS, the Flamingo card will have a one-time fee of $3.00; and
WHEREAS, both the current fare structure and the Flamingo eFares structure will co-exist for six months starting January 1, 2021 until June 30, 2021; starting July 1, 2021, the new Flamingo eFare structure will be completely in effect; and
WHEREAS, in accordance with the HART Board Policy 610.10 (4), HART shall solicit and consider public comment before instituting any fare change except for experimental and emergency services;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. Authorize the implementation of Flamingo Fares as a system of electronic fare collections and payment, which will co-exist with the current structure from January 1, 2021 to June 30, 2021 with the Flamingo Fares structure to be completely in effect starting July 1, 2021
Section 2. Proper officers of the Hillsborough Transit Authority are authorized to do all things necessary and required in order to implement the Flamingo Fares as a system of electronic fare collections and payment.
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 DECEMBER 7, 2020.
Commissioner Mariella Smith, Chairperson HART Board of Directors ATTEST:
______Councilman Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel
79 ATTACHMENT II
Current Fare Structure Summary Effective November 11, 2012
CURRENT PROPOSE NOTES ONE-WAY FARES CATEGORY FARE D LOCAL & LIMITED EXPRESS $2.00 $2.00 EXPRESS $3.00 $3.00 DISCOUNT LOCAL $1.00 $1.00 No Change in fare DISCOUNT EXPRESS $1.50 $1.50 HARTFlex $1.00 $1.00 1-DAY UNLIMITED HARTRIDE CATEGORY FARE LOCAL & LIMITED EXPRESS $4.00 Eliminate DISCOUNT LOCAL & LIMITED EXPRESS $2.00 Eliminate EXPRESS $6.00 Eliminate Replaced by Daily Fare Cap DISCOUNT EXPRESS $3.00 Eliminate HARTFlex $2.00 Eliminate 3-DAY UNLIMITED HART FARE VISITOR PASS CATEGORY FARE 3-DAY VISITOR PASS $11.75 $11.75 Mobile App Only 3-DAY VISITOR/GROUP (Bulk purchase of 200 or more) $9.50 Eliminate 31-DAY UNLIMITED HART FARE FARE LOCAL & LIMITED EXPRESS $65.00 Eliminate DISCOUNT LOCAL & LIMITED EXPRESS $32.50 Eliminate Replaced by Monthly Fare Cap EXPRESS $95.00 Eliminate PASSPORT $85.00 $85.00 No Change in fare DISCOUNT EXPRESS $47.50 Eliminate Replaced by Monthly Cap 1-DAY 10-PACK UNLIMITED HART FARE FARE 10-PACK LOCAL & LIMITED EXPRESS $37.00 Eliminate 10-PACK DISCOUNT LOCAL & LIMITED EXPRESS $18.50 Eliminate 10-PACK EXPRESS $53.00 Eliminate 10-PACK DISCOUNT EXPRESS $26.50 Eliminate ADA PARATRANSIT FARES - HARTPlus FARE ONE-WAY CASH FARE $4.00 $4.00 No Change 10-RIDE COUPON BOOK $40.00 $40.00 No change DISCOUNT ID CARD/SMART CARD FARE FLAMINGO SMART CARD – FULL FARE CUSTOMER N/A $3.00 New Replaced with Flamingo Smart DISCOUNT ID CARD $2.50 $3.00 Card Personalized with Picture ADULT STUDENT PROGRAMS FARE HCC SEMESTER PASS $110.00 $110.00 No Change 31-DAY ADULT STUDENT $48.75 $48.75 No Change U-PASS - USF, FACULTY AND STAFF $0.50 $0.50 No Change U-PASS - USF $1.00 $1.00 No Change
Both fare structures will co-exist for 6 months starting January 1, 2021 until June 30th, 2021. Starting July 1st 2021, new Flamingo eFares structure will be completely in effect.
80 ATTACHTMENT III
Flamingo Fares Structure Summary
HART Flamingo Fares Structure Summary
Calendar Calendar CASH/STORED 1-DAY/Daily 3-DAY PASS Monthly Monthly Pass VALUE-1 Ride Cap Cap (HART/PSTA)
CHILD (5 years and under) FREE
REGULAR $2.00 $4.00 $11.75** $65.00 DISCOUNT $1.00* $2.00* $32.50* REGULAR EXPRESS $3.00 $6.00 $95.00 DISCOUNT EXPRESS $1.50* $3.00* $47.50* FAMILY/GROUP PASS # $12.50** (Product) HARTPLUS (Future) $4.00
SUMMER BLAST PASS $85.00
HART Flex (Future) $1.00
STREETCARD (TBD) $2.50 $5.00 Flamingo Smart Cards $3.00 (Purchase/Replacement)
*Discounted Fares for Students 6-18, Medicare card holders, people with a disability, senior 65+, veteran with Service Connected disability and HartPlus participants. **Sold on mobile app only Note: Free cards may be provided via special events or social services institutions
Starting July 1, 2021, the new Flamingo eFare structure will be completely in effect.
81 ATTACHMENT IV
Flamingo Fares & Fare Structure Changes PUBLIC MEETINGS
Beginning July 1, 2021, HART is proposing to discontinue paper passes and introduce daily and monthly fare capping through Flamingo Fares mobile app and smartcard (with a one-time $3 cost for the smartcard). HART is currently requesting public input on these proposed changes to the fare structure. To submit comments and learn more about Flamingo Fares, talk with HART staff at Transit Centers or attend the Public Hearing. Public comments will be accepted until 7 pm on Wednesday, November 4, 2020.
Virtual & In-Person Public Hearing EVENT DATE TIME LOCATION HART Ybor Administrative Offices 1201 E. 7th Avenue, Tampa, FL 33605 Public Hearing Wednesday, November 4, 2020 5:30 pm - 7 pm HART official YouTube Channel: youtube.com/harttransit
HART Transit Centers - Talk with staff in-person following COVID-19 safety measures. All Events: 7 am - 9 am & 4 pm - 6 pm LOCATION DATE DOWNTOWN: Marion Transit Center Tuesday, October 13, 2020 1211 N. Marion St. | Tampa, FL 33602 Tuesday, October 27, 2020 UNIVERSITY AREA: University Area Transit Center Wednesday, October 14, 2020 13110 N. 27th St. | Tampa, FL 33612 Wednesday, October 28, 2020
EAST TAMPA: Netpark Transfer Center Thursday, October 15, 2020 5003 N. 56th St. | Tampa, FL 33610 Thursday, October 29, 2020 SOUTH TAMPA: Britton Plaza Transfer Center 3944 South Dale Mabry Hwy. | Tampa, FL 33611 Tuesday, October 20, 2020 BRANDON: Westfield Brandon Mall stop 459 Brandon Town Center | Brandon, FL 33511 Tuesday, October 20, 2020 WEST TAMPA: Westshore Plaza Transfer Center 250 Westshore Plaza | Tampa, FL 33609 Wednesday, October 21, 2020 SULPHUR SPRINGS: Yukon Transfer Center 400 E. Yukon St. | Tampa, FL 33604 Wednesday, October 21, 2020 TOWN ‘N’ COUNTRY: Northwest Transfer Center 8951 W. Waters Ave. | Tampa, FL 33615 Thursday, October 22, 2020
Additional options to • online at GoHART.org/FareChange provide feedback: • call HART Customer Service at 813.254.4278 • send mail to: HART Community Engagement, 1201 E. 7th Avenue, Tampa, FL 33605 82 ATTACHMENT V PUBLIC INPUT Name Source How is this going to work with people who work for County Government Agencies like Clerk of the Circuit Courts who get discount rates when the way bus fares are changing to Flamingo and smartcards???????? Ms. Lady FareChange email We distribute bus passes to our clients. Will this new app be social service agency friendly so that we can put the necessary funds onto client’s smart card without adding the Ministry’s credit card to the clients account? Robert Blount FareChange email This would not work for those who are working with agencies. We currently provide them with bus passes when needing to get to work, school, or doctors appointments, among other things. We wouldn't have the capability to assist them with transportation through their personal app. There has to be another way that HART can continue to partner with agencies and assist the community. Amanda Lopez FareChange email
Since many of our homeless and low income clients do not have smart phones for an app and will need to use a card, I have a couple questions. I see there’s a $3.00 set up fee for the card. If they don’t have funds to do this, are there grants available? If the card gets lost, do they need to pay the $3 fee again? Is there a way to still have some paper passes for those that struggle to keep the card? Are there ways to have one time passes so that the cards don’t get sold? Becky Facer FareChange email A smart card vs. a paper card works for regulars. But I am not a frequent rider. Do I need a card for those very infrequent times I ride? I work for a non-profit and purchase a bundle of 1-day passes at a time so I can hand out to clients who may need to get to the doctor or work or other appointments, but it could be one person today and someone totally different tomorrow. I don't want to be handing them a smart card that I might not get back. John Piazza FareChange email It is our hope HART retains the paper passes for those who can’t manage a refillable card or may not have the technology or funds to use an app. Please keep in mind there’s quite a population of people who do not have access to technology needed for refillable cards and apps including elderly, homeless, and youth. Our organization received your newsletter this morning with your proposed structure changes indicating that you are moving away from paper passes towards the Flamingo Fares featuring services through an app as well as a smart card. While we find that exciting and progressive and applaud your strides, we hope to remind you that much of the population that DACCO serves needs your paper passes. You may know, since DACCO is one of your recipients of charitable passes, that DACCO has 21 programs that serve over 6,000 individuals annually to whom we provide charitable rides to and from our care and Tampa Family Health Services which is housed within our Headquarters. We also provide passes to our clients to get to their workplace by way of your services. DACCO’s comprehensive programs encourage job productivity, overall family stability and the potential for life-long recovery and solvency. We are expanding our community behavioral and mental health services, thus we will need even more passes to furnish to those in need either by gift or purchase. Additionally, DACCO reaches nearly 54,000 students as well, which at times may need passes to get to us and our services. We spend ~ $14,000 with you each year to provide passes. We know that isn’t huge, but it is a considerable help to our community. Please consider retaining and continuing the utilization of paper passes for the part of your community that really, really needs you! Camille Cuonzo FareChange email I work for the state of Florida Department of Corrections probation and parole downtown and we give felons just out of jail or prison a 1 day bus pass after their release so they can go get registered with the sheriff's department on Orient Road and handle other business. When these bus passes go away how will we then be able to assist those people with transportation? Alicia Harrist FareChange email Do not like this we need area Amscot we got a lot people on disability. Shery Comment Card La tarjeta flamingo la podemos comprar en línea. ¿O hay que ir personalmente por ella.? (The flamingo card can be purchased online. Or do we have to go personally for her.?) Adriana Trujillo FareChange email
You have a plan to force patrons to use the Flamingo Card. Many people do not own either a computer or a cell phone that they can use to add money to the card. Also, There are many who are on very fixed incomes that cannot afford $65.00 per month to the card. It is a pain to remember to add money plus remember to do so. I am a senior who rides the bus to appts and stores. So it is only a dollar one way. I have a developmentally disabled son who is on a very fixed income and has been paying $32.50 per month for his bus pass. It looks like he will have to pay more to have the funds available on the new card just to get from home to work and back again as well as to appts, ext. for each month. You are not totally thinking this through to benefit patrons. I do understand why you are doing this but it will cause problems. Elizabeth Mueller FareChange email will there be a place where i can recharge my fare card out here in Brandon? I shouldn’t be forced to go into Tampa or USF to charge it. Plus you mentioned something about third party sellers for loading the flamingo pass online could you please specify as to which sellers? Flamingo’s FAQ section was incredibly vague on the issue. Connie McNair FareChange email 83 PUBLIC INPUT Name Source Please give riders the option to obtain a smart card through the mail, after paying for it by credit card on-line. This will assist people who are planning to visit Hillsborough from out of town, and want to use HART. Not everyone has an American phone, and not everyone is willing to use their private phone for this purpose. In Pinellas County, I was unable to go in person to get one of these cards which was available only certain hours in very few locations, during the recent introduction of PSTA Flamingo Fares. Lucy FareChange email HART paying $65 then digital $85, $20 more to travel other cou nties. Has used FF last year wants to know why more expensive? Doesn't travel outside Hillsborough n/a Comment Card The Flamingo Fares app is very difficult to understand in terms of how to use it. Hearing that this fare change was being proposed, I downloaded the app to become familiar with it (just in case). There is nothing that tells you how much each ride is etc. Purchasing a paper pass is easier than trying to figure out an app that provides no explanation. I use the bus to get to and from work six days a week as I do not drive. As a result, I usually purchase a 31-day pass. There is no option in the Flamingo Fares app that allows to do this. What about for those who normally purchase the discount passes? Or will those be discontinued? Brittany Turner FareChange email You need to be more transparent. There are no monthly passes available on the app. Are you eliminating them? The only hart options are the Family one day and the three day pass. Sue Osborne FareChange email Do not change anything regarding fares until you get the wait times under control! I rely on HART to get me to work 5 days a week, because of my blindness, which is 12 miles away and have been late 3 times this week. For the ride home the average wait time to be picked up is a little over an hour, nevermind final drive time. And you want to concentrate on app fares?!? I am blind, do not use this opportunity to raise the fares on HART PLUS subscribers; it is the only thing we have to being almost self sufficient, and affordable Michael McDowell FareChange email No add phone pay. Juan Colon FareChange email I'm glad the organization is implementing changes on the Fare cards. Many or some may not have Electronic Devices, I.e., mobile devices. I think buses should be out fitted with debit/credit card boxes, and as for cash acceptance. You have to realize people do use cash. I do like Flamingo - but as with all things the public does not know anything. Have monthly and yearly passes of course and discounted passes? Have discounted passes for people? People who own or have access to a vehicle implement more park n rides. Implement something with more vehicle insurance companies for discounts on rates so more people can ride buses and have better access to transportation. I suggested initially: $5 For All Day Passes, $2 One Way. Flex Buses: $3 All Day Pass, $2 One way. Michael Spears FareChange email I’m living with someone who rides HART infrequently and uses cash to get an all day pass when we go downtown for events. I was just wondering if she would have to pay one way fare each time we go out if she doesn’t have the Flamingo pass? and what about existing fare cards and exact change will they still be valid after the switch? Connie McNair FareChange email So you are not accepting cash anymore? n/a FareChange email Sound more convinient, however I'm on a budget and get my passes at a discounted rate through Amscot…To see a discounted rate through Flamingo or a 3rd party would be nice. Just my two cents, thank you. Richard Devoe Comment Card I have a Disability bus Id card will that be replaced or can I still use it alongside the smartcard? Connie McNair FareChange email
84 PUBLIC INPUT Name Source
The governor is copied on this. I don't know if the DOT is involved in this, but the Hart bus system has been crazy for seven months. In April I was going to the VA and I stopped at the UATC office to get a new disabled card. Last time I replaced it the lady said I could just tape it, but I bought one anyway. So I asked the lady for a new card. She said Hart had stopped making them and was going to start the Flamingo program. It's starting a full 14 months from the day I asked for a new card. I got a disabled Flamingo card and wanted to load money on it. The computer didn't work. I waited 20 minutes. I stopped buying monthly cards because they misread and drivers think they're fake. I need a new disabled picture card. Please mail it to me. You don't realize how some drivers act towards people with disabled passes. They are suspicious, like you made it yourself. My card is ripped and the picture is fading. Despite the fact that my name is on it and it says permanent, one day I'm going to get that driver again who makes me put down the card so they can study it for five minutes. I already told you about that rude man. Your Flamingo team is trying to create the image that we live in a thriving metropolis. Your card loading computers don't work. You expect people to take an hour long bus ride to UATC or go downtown, then you have to wait another hour for a return bus. No matter where you go it's at least a two hour ordeal. There needs to be more places to reload cards. You can't match the organizational skills of people who plan infrastructure in big northern cities. People here aren't organized enough and don't see the big picture and frankly don't have to deal with all the frustrations of taking your buses. Also, you don't have to ride with some of the people that are regularly on the bus. Twice in six months I've felt obligated to pay for other people. I'm really organized and keep a bunch of sets of $1 bills, folded two together in my wallet. The #1 rapid bus is a misnomer. It's not rapid with 99% of the people who get on it searching through all of their bags for their card. I gave a lady $4 just to get the bus moving again, otherwise I would've missed the #34 then missed the #14 then missed the #7. It's a domino effect. Yesterday I was waiting for the #7 and the guy who had been riding around on a bike rode up, was asking me which bus goes to which road and did I have money to buy him a ticket because he just got out of the hospital. He did have a hospital gown on. If I had time I would've gone down to the next stop because I'm a target at that stop. I said I would pay. What I should've asked was how did he have a bike if he just got out of the hospital. Did he ride his bike to the hospital? How did nobody steal his bike? I think it's going to be chaos for you to expect people to stop buying paper passes and use Flamingo cards. Heather Sweeten FareChange email I have a senior fare card. Will the app accommodate the senior fare? I have the app, but am charged the reg fare price. Should seniors just continue to show their card and forego the app? Thank you! Patricia Vida FareChange email Are fares discounted for those of us who are on disability? B. Mills J FareChange email The card is it like debit card. Andre Carr FareChange email Why is the monthly pass fares inflated? Edwina Johnson Public Hearing Is the monthly pass going up? Alina Alves Public Hearing
Sounds like a good idea so lets move forward. Would the smart card be reloaded as a monthly pass or can you put as much as you want? Would the bus coaches need new fair boxes? Where can you purchase the smart cards currently? So, we are a legally blind couple and we receive a discounted fair and pay $32.50 for a monthly pass, will this no longer work on a smart pass? Also, if we to purchase a smart card how would we receive the information to reload? Ed Sanders FareChange email how does fare capping work Lucy Malcolm FareChange email Will this new Flamingo smartcard be available to use for Hart Plus Paratransit service? What is the life expectancy of the smartcard? I ask because I have a WMATA Smartcard that I have from 8 years ago for use in the DC Transportation system that still worked when I went back to visit a friend. Edwina Johnson FareChange email It's about time. You should also be able to make purchases for fares for hartplus either electronically, virtual or added to the card. I would love to see a program where you can contribute an extra dollar a month for a one-time donation to help people who need it. n/a FareChange email Will there be changes to the method of payment for Hartplus customers? Rhonda Perkins FareChange email Can you tell me more about the smart card? How would that work for people that doesn't have a smart phone and/or credit? Valerie Gulley FareChange email Fare changes and paper bus passes request not a good idea for people who are actually utilizing service for daily transportation. Common folk riding may not have access to the smartphones. Jayne McDonald FareChange email No,please No! In these economically devastating days during the covid 19 pandemic, not everyone has the ability to pay for a smart phone and use the flamingo option. This will bring more hardship for already economically disadvantaged patrons, and headaches for far too often snobby snarky busdrivers that don't want to hear anything should the flamingo get a glitch. Bad idea,keep the hard copy passes Carmen Munez FareChange email 85 PUBLIC INPUT Name Source I’m stuck with paper passes because you discontinued service of the X75 from Sun City Center to Brandon. I used that bus to visit my doctors at St Joseph’s Hospital. NowI have no way to get there as I don’t drive and you don’t offer any other service. J. Caughey FareChange email I've heard that one day unlimited ride passes are being phased out as the new flamingo cards are starting. Can you confirm if my ten pack of one day passes will have any value after July 1 2021? If not, can I get a refund for them? Greg Covey SeeClickFix
3 freaking dollars! During the pandemic, when down in Miami its been free for the past 5 months! This is bananas , not helping the community at all Estuardo Secaida FareChange email My opinion is that there needs to be a complete overhaul- encouraging more people to ride. Terre Tulsiak FareChange email Good Eginald McKinnie Comment Card Yes good Reginald Jenkins Comment Card Good idea now it was explained to me. Most I like is that folks can't get discount now, that are not supposed to! Claudette Reed Comment Card Very innovative Nathan Green Comment Card
I really like my Flaming Fare card. It's easy to top of and to use on the bus. I also like the fact that the money left over rolls over to the next month. Anthony L. Riemenschneider Comment Card Sound like a good program would probably eliminate problems with damaged passes on monthly basis. David Hunt Comment Card I think that’s a really good idea Gail Smith FareChange email The first go around was very glitchy. But I think it'll be cool for those who have capable phones. Shronda Lumpkin FareChange email I hardly take the bus since I am a senior. When I do I just pay a dollar one way and a dollar back from doctor appts, and stores I may go to. Why would I want to get this card? I am also on a very fixed income. I do not put things(apps) on my phone to update things either. So, to update the card I would have to go to a major hub to update the card. This is an extra errand for me. I have a hard time walking as it is. This card may make it easier on your bus drivers but what about visitors who come to Tampa and do not have the card or know about it. Also, I feel it is an inconvience to many who are on low incomes and many others too. Elizabeth Mueller FareChange email I am a disabled patron who pays $32.50 a month for my bus pass. Will I still be able to pay that amount for the month on this card. I have a very fix income and I have to be very strict on my budget so the money lasts the whole month. Also, when family visits they do not have a pass. Do they also have to buy one just to use on the bus during their visit? I also can't add apps to my phone. I tried to put One Bus Away on it and it would not accept it. So, would I have to go to a hub to update the card each time I needed to do this? Elizabeth Mueller FareChange email
Total Comments = 48 + 2 duplicates* *instances where the same comment was received from the same person multiple times; these are only counted once in the final report
86 Social Media comments Name PlatformDate
I see one advantage to using this system, it will make it harder for homeless people to use buses as "shelters" during days when there is bad or cold weather. However I wonder how those of us who are financially disenfranchised are going to deal with this system. Refilling the cards for single use and storing fares for single rides seems a bit confusing and at times it might have some consumers going out of there way just to fill a card to ride on the bus system. If they need to get from point A to point B they no longer can just grab some cash and dash, they will now have to go to another place in order to "fill a card." It seems a bit much for the average person to have to go through in order to get from one place to another especially if the need is urgent. Gregory Veney Facebook 10/15/20 so.... In order for anyone to just ride a short ride you couldn't do that unless you have a reload card which means if a person is nowhere near a transit center or does not use a phone they cannot pay for their bus fare..... Therefore they would be turned away?? This will not work... It's a bad call... Not everyone will adapt, elderly people aren't all up to date with technology and it will make their life for public transportation much more difficult and not to mention not everyone uses cards or even people who don't have much money as it is.. but still use bus transportation can't just simply adapt.. I say this should be a option only and not the only choice... This is more of a inconvenience than it helps Michael Gray Facebook 10/19/20 I don’t use Flamingo. Hope that doesn’t go into effect. I like the original fares. The (original) cash fares were easy for me to pay for bus tickets since I first started riding HART in 2015 which I have been doing it since. Thomas Shervington Facebook 10/19/20 but how will that be implemented? Say you have some one who has to ride the bus to/for work for just one day but doesn’t have the fare card. Will they be forced to pay the one way fare every time they transition buses or will they get something that will allow them to transition while still paying the normal all day fare? Connie McNair Facebook 10/21/20 My son stopped using his card , due to the fact he paid a discounted price @ 2.00 for all day, but when he used his Flamingo Card it takes out 2.00 to every bus he change to, I spoke to several folks and up to this day no one returned my call, this is not good. Carolita Silcott Facebook 10/15/20 Will cash fares be discounted too? If so, I’m probably not gonna ride HART Line since I don’t use the Flamingo app if that goes in effect. Thomas Shervington Facebook 10/15/20 Will anything change for the youth, she has been using school ID to get on for free, which I appreciate, just asking?! Faye Cullen Facebook 10/19/20 I have a question that most likely concerns many. My current disability Bus Id card is still valid until 2022 since i got it renewed August 2017 before the trial phase even started. Will I still be allowed to use it on all HART transit services until it expires after 2021 or will I have to submit new paperwork a year early in order to acquire the correct one? Connie McNair Facebook 10/19/20
So are we going to be able to purchase ahead for the month or what? Cuz I'm not trying to be charged everyday until I reach the cap... I'd rather pay all at once so I know I'm good. And it's odd that you wont pass on any cost savings to the riders for using method in which its become less costly on your end. No more paper means no more cost for that. Buses are still dirty and old. Buses are still operating late. I'm all for paperless tickets but in 6 months when you try to get us to pay for any of this via fare hikes and haven't improved anything... I'll be using another form of transportation. Melanie Bee Facebook 10/21/20
Cash on boarding the bus can be for 1 ride or 1 day full also? How does that work? I understand $ 2 for a ride from pt A to pt B. What happens if I am not a daily commuter, occasionally carry out errands on a single day, will the fare box generate something for 1 day full multiple rides? Rojo Joseph Facebook 10/26/20 Any effects for HartPlus customers? Rosie Castillo Lyles Facebook 10/26/20
Not sure this is so good for everyone, some people dont have access to mobile apps or bank cards,do you just leave them standing on the corner Timmy Dell Facebook 10/21/20 Why are the paper pass fare cards discontinued? Most of the Hart patrons prefer the paper pass fare cards. Some of the patrons are old school, preferring those paper pass cards. Rojo Joseph Facebook 10/15/20 I still have a 31 day unused disability pass. Kristin A. Myers-Bratton Facebook 10/19/20 What is the purpose for this especially for people that ride the bus 2 -3 a day to and from work Robbie Seymour Facebook 10/15/20 It's nice you will have a smartcard and an app but the fare structure sounds very confusing, almost as bad as what they use in London for the Oystercard for the Underground Lisa A Cacciola Facebook 10/21/20
So... run less buses? Charge more for fairs. And make it where people can’t get a paper pass? That’s stupid! HART is failing the area as it has been for many yrs. Martin Ace Raw Larson Jr. Facebook 10/26/20 I tested flamingo and loved it! Glad it’s coming back permanently Melody Andersen Facebook 10/21/20
87 Rider Notes from Street Team Date Source Cash payment on bus Sunshine bus pass on Flamingo card low balance protection benefit 10/15/20 Netpark Where are Flamingo card pick up? How do we put money on card? How much does it cost? 10/20/20 Brandon Mall How will this work for employers who give passes to their employees? 10/20/20 Brandon Mall
Many customers want to know if they will be able to use their monthly pass (pre-paid) after FF goes into effect? 10/20/20 Netpark Customer received new Flamingo pass showing it as disconted with her picture. She did not put money on the card. Customer service rep at MTC kept her old discount picture ID. When she tried to use the Flimingo pass as her ID, the operator did not recognize is as an ID, he did not allow her to pay the discount but warned her that she must show regular ID in the future. 10/29/20 Netpark
88 ATTACHMENT VI November 2020
HART FARE STRUCTURE CHANGES FAQ Are fares changing?
HART fares are staying the same: $2.00 for one-way trips, $4.00 max for the day, and $65.00 max for the month. Discount fares will also remain at $1.00 for one-way, $2.00 max for the day, and $32.50 max for the month.
There will be a one-time $3.00 cost for new and replacement Flamingo Fares smartcards, but it is free to download the Flamingo Fares mobile app.
Are you eliminating monthly passes?
HART Farecard paper passes will no longer be sold starting July 1, 2021, but fares are staying the same: you will never pay more than $4.00 each day, and will never pay more than $65.00 in a month (or $2.00 each day and $32.50 in a month for Discount riders).
With Flamingo Fares, money is pre-loaded onto your account in advance, then money is deducted from that stored balance for each trip. So you will not need to buy passes upfront anymore - you pay as you go for only the trips you need to take.
For example, after riding two times within one day (two $2.00 trips), you've "earned" the $4.00 day pass and you ride free for the rest of the day. Then after you’ve paid $65.00 within a month (approximately 17 inconsecutive days of riding at $4.00 each day), you ride free for the rest of the month because you’ve paid the amount of a month fare.
Are discount passes being discontinued? HART Farecard paper passes will no longer be sold starting July 1, 2021, but discount fares will remain the same: $1.00 for one-way trips, $2.00 max for the day, and $32.50 max for the month.
If someone qualifies for the discount fares (the same as the current Discount Permit Requirements http://gohart.org/Pages/fares-discount-permits.aspx), they will need to get a Discount Flamingo Card from Marion Transit Center or University Area Transit Center. There will be a one-time $3.00 cost for new and replacement Discount Flamingo Cards. With this new Flamingo Card, discount users will pre- load money in advance instead of having to purchase discount paper passes in advance. Flamingo Fares will only charge them the discount fares for trips. (Discount fares are not available through the mobile app.)
Riders will need to replace their Discount ID with a new Flamingo Discount Card. Take your existing HART Discount ID to the Marion Transit Center or University Area Transit Center retail windows, and they will issue you a new Flamingo Discount Card. This way, your Flamingo card to pay your fare also becomes your discount ID, so you only need to carry one item instead of two.
HART Fare Structure Changes FAQ | Page 1 of 3
89 November 2020
What happens to my existing paper passes? HART Farecard paper passes will no longer be sold starting July 1, 2021, but will still be accepted onboard buses - so any existing passes will still have value and be usable. However it is strongly encouraged for riders to get Flamingo Fares and use up any remaining passes before this date to prevent issues or confusions.
If I don’t have a bank account or credit card, where can I load cash? Currently, money can be pre-loaded using cash in-person at HART Customer Service Centers (Marion Transit Center and University Area Transit Center). Soon we will expand our retail locations to include many additional stores across the county where you will be able to load cash. Continue to check FlamingoFares.com for the latest list of retail locations.
What if I don’t have a computer/smartphone? Flamingo Fares is both a phone app and plastic smartcard, so riders will be able to utilize the smartcard which does not require a smartphone, computer, or electronic device. Currently, money can be pre-loaded in-person at HART Customer Service Centers (Marion Transit Center and University Area Transit Center) with cash or debit/credit card. Soon we will expand our retail locations to include many additional stores across the county where you can load money. Continue to check FlamingoFares.com for the latest list of retail locations.
Fareboxes will also remain onboard for customers to use cash for $2.00 one-way trips.
For patrons who have a debit or credit card, they can set an "auto re-load" on their Flamingo Fares account so they don't have to visit an in-person location or remember to add money.
Can I still use cash onboard? HART Farecard paper passes will no longer be sold starting July 1, 2021, but fareboxes will still be onboard for customers to use cash for $2.00 one-way trips only.
How will I get my passes through Sunshine Line? We are starting the phase two approach which is corporate accounts. We will work directly with institutions like Sunshine Line to engage their clients. The plan is to complete this phase by July 2021.
How will I get my passes through my company/school? Yes, through the corporate account, the plan is to have your company/school to distribute products directly to you as their client.
HART Fare Structure Changes FAQ | Page 2 of 3
90 November 2020
As an organization, how will I distribute passes to vulnerable one-time clients? Starting in April 2021, there will be new 1-day paper passes available for organizations to distribute to their clients. These new passes will not have any one-time fees, and will only be available through third-party organizations and institutions (HART will not directly provide physical one-day passes to riders).
How do I use the app? Flamingo Fares is a free mobile app on Android (Google Play) and iPhone (Apple App Store). It is available in English and Spanish, which is automatically set based on the phone’s language settings. Creating an account is required for the app, which includes an email address and saving your credit/debit card payment option. A virtual card will be created on the app that is tied to the phone. Money will need to be added onto your account’s stored balance in advance.
You will use Flamingo Fares every time you board, by placing the phone (with your app open) under the reader at the front of the bus so it can scan the QR code. The Flamingo app automatically opens with the QR code and increases your phone brightness temporarily.
What is happening with HARTPlus passes? HARTPlus will not be using Flamingo Fares, so nothing is changing for HARTPlus service at the moment. Vans will still take cash for $4.00 one-way fares onboard, and the 10-Pack One Way HARTPlus Passes will still be available at HART Facilities.
Will there be paper passes for those who struggle to keep the card?
Paper passes will not be available after July 1, 2021. Starting in April 2021, there will be new 1-day paper passes available for organizations to distribute to their clients. These new passes will not have any one-time fees, and will only be available through third-party organizations and institutions (HART will not directly provide physical one-day passes to riders).
HART Fare Structure Changes FAQ | Page 3 of 3
91
Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
BOARD ACTION ITEM Resolution #R2020-12-53 ~ Authorize the Interim Chief Executive Officer to Execute a Memorandum of Understanding (MOU) Between Hillsborough Transit Authority (HART) and the Tampa Downtown Partnership (TDP) to Assist with Operating the On-Demand Transportation Service from January 1, 2021 through March 31, 2021 in a Not-to-Exceed Amount of $310,000
OVERVIEW HART recently issued a solicitation for a multi-area point-to-point and circulator service, which included the current Tampa Downtown On-Demand Transportation Service as provided by the “Downtowner”. However, this solicitation was formally protested on October 21, 2020 and subsequently cancelled on November 5, 2020. To ensure continuity of service as currently provided by the Downtowner after December 31, 2020, when the current MOU between HART and the Tampa Downtown Partnership (TDP) expires, this MOU will provide funding for services from January 1 through March 31, 2021, potentially allowing time for a new solicitation to be released. Under this MOU, HART will continue to function only as the pass-through agent for funding being provided by the Florida Department of Transportation (FDOT) to the TDP.
FINANCIAL IMPACT Funding for this service and MOU is provided by the FDOT, of up to 50% of the total monthly expenses, in an amount not to exceed $310,000. The local required match of 50% of the total monthly expenses will be provided the City of Tampa, and will be paid directly to the TDP. No HART funds will be contributed to the on-demand service managed by the TDP from January 1, 2021 through March 31, 2021.
BACKGROUND The Downtowner is a transportation solution that leverages the latest mobile application technology to provide on-demand and point-to-point service. Rides are hailed through a mobile app that connect riders with the closest available vehicle, while at the same time, matching their ride with others moving along similar corridors creating a true ride share service that maximizes the efficiency of the service. Currently, the fleet consists of six all-electric vehicles and two Chevy Bolts. Since its inception in October 2016, the ridership was estimated at 600,000 passengers. As of February 2020 (pre-COVID-19), there were an average of 450 rides per day.
HART, the City of Tampa, FDOT, and the TDP have been seeking to establish a short-term solution to avoid cancellation of the Downtowner service, until HART can implement a long-term solution. An original agreement between HART and the TDP was entered on August 5, 2019, in the amount not-to-exceed $568,000, funded 50%/50% by HART and FDOT, which expired March 31, 2020. On May 4, 2020 the agreement was extended, retroactive to April 1, 2020 through September 30, 2020. That extension, with an amount not-to-exceed $372,000, was funded 50%/50% by FDOT and the Tampa Downtown CRA; HART only served as the pass through fiscal agent and did not provide for any funding of this service. On September 14, 2020 the MOU was again extended, from October 1 through December 31, 2020, with no additional funding provided.
92
Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
NEXT STEPS Upon the HART Board’s approval, staff will proceed as indicated in the resolution.
Prepared by: Christopher Cochran, Director of Service Development Approved by: Ruthie Reyes Burckard, Interim Chief Executive Office Officer
Attachments: I Resolution #R2020-12-53 II Memorandum of Understanding
93
ATTACHMENT I
RESOLUTION NO.#R2020-12-53
A RESOLUTION AUTHORIZING THE INTERIM CHIEF EXECUTIVE OFFICER TO EXECUTE A MEMORANDUM OF UNDERSTANDING (MOU) BETWEEN HILLSBOROUGH TRANSIT AUTHORITY (HART) AND THE TAMPA DOWNTOWN PARTNERSHIP TO ASSIST WITH OPERATING THE TAMPA DOWNTOWN ON- DEMAND TRANSPORTATION SERVICE FROM JANUARY 1, 2021 THROUGH MARCH 31, 2021 IN A NOT-TO-EXCEED AMOUNT OF $310,000
WHEREAS, HART is considering partnering with public and private entities in the continued operation and enhancement of the Tampa downtown on-demand transportation service through an upcoming procurement process, and
WHEREAS, The Tampa Downtown Partnership has a current contract to provide downtown on-demand transportation service; and
WHEREAS, FDOT has awarded HART an additional amount of funding not to exceed $310,000 to assist with the operation of the Tampa downtown on-demand transportation service; and
WHEREAS, the City of Tampa has committed to provide the match for this FDOT between January 1, 2021 and March 31, 2021; and
WHEREAS, it is understood that at no time will HART be responsible for providing funding during this period of time;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. The Interim Chief Executive Officer is authorized to execute a MOU between HART and Tampa Downtown Partnership to assist with operating the Tampa Downtown on-demand transportation service from January 1, 2021 through March 31, 2021 in a not-to-exceed amount of $310,000.
Section 2. Proper officers of the Hillsborough Transit Authority are authorized to do all things necessary and required in order to implement the terms of the aforementioned agreement.
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 DECEMBER 7, 2020.
ATTEST: Commissioner Mariella Smith, Chairperson HART Board of Directors Councilmember Gil Schisler, Secretary HART Board of Directors
Julia Mandell, Esquire HART Board General Counsel
94 ATTACHMENT II
MEMORANDUM OF UNDERSTANDING HILLSBOROUGH TRANSIT AUTHORITY AND THE TAMPA DOWNTOWN PARTNERSHIP, INC.
This Memorandum of Understanding (“MOU”) is entered into between the Hillsborough
Transit Authority, d/b/a Hillsborough Area Regional Transportation Authority (“HART”) and the
Tampa Downtown Partnership Inc., a Florida corporation (“TDP”) effective the 1st day of January
1, 2021 (“Effective Date”). HART and TDP may hereinafter also be referred to collectively as
“Parties” and individually as “Party.”
RECITALS
HART operates a public transportation system within Hillsborough County, Florida, and
A. HART and TDP wish to enter into this MOU in order to describe the terms
associated with payments to be provided by HART to TDP (“HART Payments”) for TDP to use
in funding the Downtowner Group operations under the 2019 April MOU.
B. This MOU and extended term is contingent upon receiving funding including a match
which will be provided by FDOT and City o Tampa. At any time full funding including
a match is not received or provided, HART will not be responsible for the funding, match
or any portion thereof and no further payments will be made by HART.
NOW THEREFORE, the Parties hereto based upon the premises and other good and
valuable consideration, the receipt and adequacy of which is hereby acknowledged, mutually agree
and express their understanding on the following:
1. Term. The term of this MOU is from January 1, 2021 through March 31, 2021 or
at any date therein when HART awards a new contract to a vendor through a HART procurement
# 11659651 v4 95 at which point this agreement may be terminated unless otherwise terminated by mutual written agreement of both Parties.
2. Invoices. TDP will provide invoices to HART for HART Payments for the following cost:
A. Cost of service over the Term as described above including existing level
of service shall not exceed Three-hundred Ten Thousand Dollars
($310,000.00), with actual documented costs to be invoiced monthly.
3. Payment Terms. The first invoice will be provided to HART by TDP on or shortly after February 1, 2021, with payment due fifteen (15) days after receipt of the invoice.
4. Operations Responsibility. HART shall have no responsibility, obligations or control over the operations of the Transportation Service provided to the public as described in the
April MOU, all of which responsibilities shall be the sole obligation of TDP and the Downtowner
Group.
5. Indemnification. TDP and the Downtowner shall defend, indemnify and hold harmless HART from any cost, fee, expense or charge associated with any claim attendant to the operation of the Transportation Service and any contractual obligations, property damage or personal injury responsibility associated with that operation.
6. Payment Responsibility Only. HART’s sole responsibility under this MOU is to make the HART Payments described above pursuant to the terms of this MOU. Nothing herein creates a partnership or other relationship between HART and TDP hereunder.
7. Authorization. Both HART and TDP are authorized to enter into this MOU to make it fully binding on both HART and TDP pursuant to the terms, provisions, covenants and conditions hereof.
# 11659651 v4 96 IN WITNESS WHEREOF, the Parties hereto have affixed their sign and seal the year and day first above written.
HART TAMPA DOWNTOWN PARTNERSHIP
By: By: Ruthie Reyes Burckard Lynda Remund SHRM-CP Interim Chief Executive Officer Chair, President and CEO
Date: Date:
Approved to Form:
______Julia Mandell HART General Counsel
# 11659651 v4 97 BOARD COMMITTEE TRANSMITTAL
TO: MEMBERS OF THE HART BOARD
FROM: DANIELLE ARTHUR, BOARD ADMINISTRATOR
DATE: OCTOBER 24, 2020
RE: Resolution #R2020-12-54 ~ Authorization to Increase Settlement Authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170
Litigation and Claims Committee Hybrid Meeting of November 24, 2020
Committee Members Present: Ruthie Reyes Burckard, Julia Mandell, Carolyn House Stewart, and Cyndy Stiglich (virtually)
Committee Members Absent: Commissioner Mariella Smith
Committee Recommendation: Litigation and Claims Committee met on November 24, 2020 and advanced the action item for the full HART Board of Directors’ review and approval.
Attachments: I. Committee Agenda Report II. Resolution #R2020-12-54
98 ATTACHMENT I Hillsborough Transit Authority Operations and Safety Committee Virtual Meeting October 19, 2020
COMMITTEE ACTION ITEM Authorization to Increase Settlement Authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170
OVERVIEW This action item conforms to HART Board Policy 700: Risk Management; Sub Section 720: Settlement Policy. This item discusses appropriate settlement authority for the claim listed below.
RECOMMENDATION That the Claims and Litigation Committee review and recommend to increase settlement authority to $210,654.94 on HART Workers’ Compensation Claim B1270170.
FINANCIAL IMPACT The funding source is workers’ compensation risk reserves. However, all funds in excess of our self-insured retention exposure will be refunded by reinsurance.
BACKGROUND The claimant was a 58-year-old van driver whose vehicle was t-boned by a vehicle that ran a red light on January 20, 2015. Our former employee suffered various injuries involving his upper and lower back. These injuries led to a permanent lifting restriction. Because of this accident, claimant was also hospitalized and assigned a driving restriction by a treating Psychiatrist. This restriction prevented him from returning to work, and is the basis for his permanent total disability (PTD) claim.
HART purchased an excess workers’ compensation insurance for the 2015 policy year. The self- insured retention (SIR) under that policy is $500,000. The amount paid out by HART on this claim is $356,170.96; therefore, HART’s exposure under the SIR threshold as of November 1, 2020 was $143,829.04.
Prior to a final hearing on the PTD claim scheduled for October 19, 2020, HART and its excess Workers’ Compensation insurer coordinated efforts to resolve the claim. All parties have now agreed to settle the claim for $210,654.94 contingent on HART Board approval.
SUMMARY AND RECOMMENDATIONS Full Exposure of claim including Medical/Indemnity/Legal expenses: $508,760.86 HART’s self-insured retention: $500,000.00 HART’s paid to date Medical/Indemnity/Legal: $356,170.96 HART’s current exposure under SIR: $143,829.04 (actual cost to HART) Requesting Settlement Authority of $210,654.94, breakdown of settlement is as follows: $125,000 cash Settlement, $78,000 Required Medicare set aside (we negotiated to have it funded through an annuity for a cost benefit to HART, so actual cost is $56,731.76), $18,923.18 opposing counsel’s statutory attorney fee, 99 ATTACHMENT I Hillsborough Transit Authority Operations and Safety Committee Virtual Meeting October 19, 2020
Opposing counsels costs not-to-exceed $10,000.00. HART’s reinsurance carrier will reimburse HART: $66,825.90
Staff recommends settlement in lieu of continued medical/indemnity exposure and legal expenses.
Per HART Board Policy 700: Risk Management; Sub Section 720: Settlement Policy, the Litigation and Claims Committee, composed of the CEO and/or the CEO's designee; the CFO; the General Counsel; the Risk Manager; the Chair of the Board of Directors, or the Chair's designee and/or other member appointed by the Chair of the Board, is delegated the express authority to settle Bodily Injury, Property Damage, and all other such claims for amounts greater than $50,000 and less than $100,000. Said decisions shall be by majority vote. Otherwise any such settlement shall require Board approval. The Risk Manager shall make recommendations to the Litigation and Claims Committee.
NEXT STEPS If approved by the Litigation and Claims Committee, written recommendation shall be presented to the Board for approval to increase settlement authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170.
Prepared by: Jason Wright, Manager of Risk Reviewed by: Carolyn House Stewart, Director of Risk and Legal Services
100 ATTACHMENT II
RESOLUTION NO. #R2020-12-54
A RESOLUTION FOR APPROVAL OF THE SETTLEMENT AUTHORITY RECOMMENDED BY HART CLAIMS AND LITIGATION COMMITTEE ON HART WORKERS’ COMPENSATION CLAIM #B1270170
WHEREAS, a petition in Claim #B1270170 has been filed against Hillsborough Transit Authority (HART) seeking monetary damages associated with a workers’ compensation claim; and
WHEREAS, the parties attended mediation on the case, and the parties having entered into a Settlement Agreement; and
WHEREAS, the Board of Directors has determined that the terms and conditions of the Settlement are within the parameters recommended and authorized by HART Litigation and Claims Committee and are otherwise in the best interest of HART;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE HILLSBOROUGH TRANSIT AUTHORITY THAT:
Section 1. The Board of Directors authorizes the approval to increase settlement authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170.
Section 2. Proper officers of the Hillsborough Transit Authority are authorized to do all things necessary and required in order to implement the terms of the aforementioned settlement authority.
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 DECEMBER 7, 2020.
Commissioner Mariela Smith, Chairperson ATTEST: HART Board of Directors
Councilmember Gil Schisler, Secretary HART Board of Directors
______Julia Mandell, Esquire HART Board General Counsel
101 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
INTERIM CHIEF EXECUTIVE OFFICER’S REPORT- Ruthie Reyes Burckard
The activities highlighted in this report are aligned with the key areas of focus – Customer Experience, Community Value; Employee Success and Financial Performance.
Focus Area: Customer Experience
COVID-19 Face Covering Distributions The Agency has distributed over 17,000 facemasks to customers.
COVID-19 Disinfection During the month of October, 3,994 (2,903 buses and 1091 vans) vehicles were disinfected. The cleaning hours for the month of October totaled 5,639 (Fleet – 2,288, Facility – 3,348).
November 15 Markup On November 15, 2020, HART restored the regular service schedules for all Local Routes including the 275 LX and, and the TECO Line Streetcar. All other express and HARTFlex routes are not in operations.
Focus Area: Community Value
Response to Tropical Storm Eta On November 11, 2020, when Tropical Storm Eta had threatened to affect the Hillsborough County area, HART met with EOC transportation stakeholders and implemented strategies for evacuation and transportation operations. Although there were no mandatory evacuations, five shelters were opened with additional shelters on standby.
When HART learned that sustained winds around 40 miles per hour were expected in Hillsborough County at approximate 1:00 p.m. the operations of all transportation modes was ceased at noon that day. HART customers were informed of this action through the use of social media, the One Bus Away application and the HART Customer Service division. On November 13 after ensuring that roads were clear for safe bus operations, HART resumed full operations at 12:00 noon.
Thank you to the Team.
Volunteering In November, staff volunteered at Metropolitan Ministries building Thanksgiving meals for the community members in need.
1 102 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Holiday Toy Drive The annual Children’s Home Gift Drive began 11/19/20 and goes through 12/11/20. The children at the home range from 5 years old to 17 years old. New unwrapped gift items are being accepted or cash donations (I will shop for you). Gifts will be delivered to the home to be sorted and gift wrapped by volunteers at the home
New Vehicles HART is excited to announce that in November, six new Paratransit and Flex Vans were received out of the 43 that were ordered. These vans will replace existing vans that have met their useful life while providing a more reliable fleet and an overall rewarding customer experience.
Staff is also pleased to announce that there should be enough remaining funds to purchase additional vans out of this funding. This is possible because when the Resolution for the van purchase was approved by the Board, each vehicle was estimated at approximately $100,500, but the actual average cost of the vehicle is $85,611. There will be funds remaining from last year’s van buy and $200k from Hillsborough County. An action item is anticipated to be brought to the December Committee meeting and the January Board meeting for approval.
Focus Area: Employee Success
November Operational Transportation Blitz On November 17, ATU Leadership, HART Leadership, Safety, Controllers and Supervisors participated in the November Transportation Blitz. Bottled Water, Snacks, Safety Reminders, and Thank You-s were handed out to Bus and Van Operators leaving the bus yard during AM pullout as well at different transfer/transit centers. The group also stopped by Customer Service.
Focus Area: Financial Performance
Ridership/Revenue Loss Report Operation under the environment of COVID-19 required changes to how HART delivered service had a significant impact on HART ridership and corresponding farebox collections and outlet sales as shown below:
For the period of March 2020– November 2020 (to-date), HART’s GFI recorded ridership is down 51.6% from the same period in 2019 (4.3 million vs 8.8 million). The farebox collections are similarly lower at 51.1% from the previous year ($2.43 million vs $4.97 million) for a loss of $2.54 million. Outlet sales for the same period are lower by approximately $0.44 million.
Total estimated losses to date are nearly $3 million at $2,980,000.
2 103 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Streetcar #429 Update On February 3, 2020 Streetcar #429 was damaged in the accident where it collided with a tour bus. The tour bus was found at fault. The tour bus company was insured and did not contest liability for the accident.
HART sent the car to Gomaco, the manufacturer in Iowa, who assessed that the frame would have to be replaced and that the repair estimates would far exceed the value of the car. An insurance check of $271,902.40 has been received. The Car will be sent back to HART to salvage critical parts.
3 104 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020 ______
INTERIM CHIEF EXECUTIVE OFFICER REPORT
Sole Source Procurements – October 2020 Vendor: Archive Corporation Amount: $18,556 Justification: Archive Corporation has housed off-site storage of hard copy and electronic data files for HART since 2009. A sole source award is appropriate considering the costs associated with switching vendors would far exceed potential savings.
Vendor: Trapeze Software Group, Inc. Amount: $328,332 Justification: Trapeze Software Group is the proprietary provider of software used by HART related to scheduling for fixed route, runcutting, dispatch, planning, maintenance and repair, and paratransit services. This sole source award is an annual maintenance agreement, user license, and support services.
One-Time Deviation to Procurement Manual– November 2020
Vendor: Jackson Lewis, P. C. Justification: A letter to the HART Board members from ATU President Latisha Jones described problems with respect to operations, management and treatment of personnel. General Counsel David Smith indicated that the Chair of the HART Board of Directors wished to promptly respond given the significance of the issues raised. In order to be sure there were no problems related to the Collective Bargaining Agreement associated with reviewing and responding to Ms. Jones and her letter by the Chair and to obtain guidance, it was necessary to promptly consult with William Moseley of the Jackson Lewis P.C. law firm, who represented HART during the collective Bargaining agreement negotiations, not currently under contract with HART.
In accordance with HART Procurement Policy Section 2-300 - Deviations from Procurement Manual, Interim Chief Executive Officer respectfully requested a one-time deviation from Procurement Policy authorizing this one-time consultation with William Moseley of the Jackson Lewis P.C. law firm, in the amount of $595, in order to ensure all communications from the Chair of the Board were consistent with the Collective Bargaining Agreement.
Attachment: November 30, 2020, Letter Subject Procurement Manual Deviation in Support of Issues Pertaining to a letter from ATU President Latisha Jones
105 ATTACHMENT HHART Hillsborough Area Regional Transit Authority 1201 E. 7th Avenue • Tampa. Florida 33605 (813) 384-6600• fax (813) 384-6284 • www.goHART.org
TO: COMl\1ISSIONER MARIELLA Sl\flTH,HART BOARD FROM: RUTHIE REYES BURCKARD, INTERIM CHIEF �CUJ'I E OFFICER (>-_....-----V DATE: NOVEMBER 30, 2020 � ,.._..K RE: PROCUREMENT MANUAL DEVIATION IN SUPPORT OF ISSUES PERTAINING TO A LETTER FROM ATU PRESIDENT LA TISHA JONES
Latisha Jones, ATU President transmitted a letter to the HART Board members that described problems with respect to operations, management and treatment of personnel. General Counsel David Smith indicated that you, as the Chair of the HART Board of Directors, wished to promptly respond to Ms. Jones given the significance of the issues raised. 1n order to be sure there were no problems related to the Collective Bargaining Agreement associated with reviewing and responding to Ms. Jones and her letter by the Chair and to obtain guidance, it was necessary to promptly consult with William Moseley of the Jackson Lewis P.C. law firm, who represented HART during the collective Bargaining agreement negotiations. Due to the exigent circumstances, the normal procurement procedures would not allow us to act effectively. Please see the relevant portion of the Procurement Manual, Section 2-301, which states as follows:
Section 2-300 - Deviations from Procurement Manual §2-301 Deviations from Procurement Manual. The Chief Executive Officermay approve a one-time deviation from this Manual with respect to an individual procurement; provided, however, that any such deviation (together with a written description of the circumstances and the justification therefore) shall be (1) approved in advance by the Chair of the Board of Directors, (2) maintained in the procurement file, and (3) provided in a written report to the Board of Directors at its next meeting. According to §3-207.02 Selection of Legislative Consultants and Legal Services (a Special Procurement), a contract or purchase order cannot be executed for legal services without prior approval of the Board of Directors. It is my understanding, you verbally authorized David Smith to proceed in this manner at the time of the communication from Ms. Jones. Given the circumstances described above, I am requesting that you authorize a one (1) time deviation from the Procurement Manual as of the effective date stated below, for the followingengagement:
Consultation with William Moseley of the Jackson Lewis P.C. law firm, in the amount of $595, in order to ensure all communications from the Chairman of the Board were consistent with the Collective Bargaining Agreement.
106 Procurement Manual Deviation in Support of Issues Pertaining to a Letter from ATU President Latisha Jones November 30, 2020 Page2
Upon conclusion of this work, if it is deemed to be in the best interests of HART to proceed with the continued analysis, fullcompetitive solicitations will be developed and released in accordance with our Policies. Funding forthese engagements will come froma contingency that was set aside anticipating consulting needs for personnel matters.
If you authorize this request, please sign below and return.
The above request is authorized:
Commissioner Mariella Smith Chair, HART Board of Directors
Effective the 14th day of October, 2020
Cc: Carolyn House Stewart, Director of Risk and Legal Services Sylvia Berrien, Deputy Attorney John Edmondson, Director of Procurement and Contracts Administration Lena Petit, Chief of Policy and Perfonnance Cyndy Stiglich, Interim Chief Financial Officer David Smith, General Counsel Julia Mandell, General Counsel
107 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
GENERAL COUNSEL’S REPORT HART Board Election Process and Committees Assignments
Each December, staff surveys the Board members on their preferences for the HART Board Committees and other Boards appointments. A copy of the survey is provided as Attachment I, and will also be made available electronically after the meeting for the Board members’ convenience. The information gathered will be summarized and presented at the January regular Board of Directors meeting. To facilitate completion of the survey, the Committees’ structures and roles are outlined in the Attachment II.
January Election Process Election of HART Officers and voting on HART Board appointments to other Boards and HART Board Committees is scheduled to be held at the January 4, 2021, HART Board regular meeting. HART General Counsel will chair the election process as a neutral party.
Board Officers are elected through an open process, and nominations are accepted from the floor. In accordance with the revised HART Board Policy 120 – General Organization of HART; Section 120.03- Officers:
(1) There shall be elected by the Board, from among the members of the Board, a Chair, a Vice Chair, and a Secretary at the first January meeting each year through an open process, with nominations accepted from the floor. General Counsel is to chair the election process as a neutral party. HART Board Officers positions are to be filled by at least one County elected representative, with the exception of the requirement that at least one County elected representative, any Board Member may be elected to serve as an officer. (2) All officers shall be elected for a term of one (1) year, or until the officer's successor is duly qualified, and shall serve at the pleasure of the Board. (3) A Board member may serve the Board in consecutive terms as an officer in various capacities; however, no Board member shall serve in the same capacity for more than three (3) consecutive terms as an officer.
Committee Appointments 130 – Duties of Officers; 130.1- Chair
(1) All HART committee appointments are to be made by the HART Board Chair, but committee leadership will be elected by the committees’ members at their first scheduled meeting.
Prepared by: Lena Petit, Chief of Policy and Performance Approved by: David Smith, HART General Counsel Attachments: I HART Board Appointment Preference Survey II Committees Structures and Roles
108 ATTACHMENT I
HART BOARD APPOINTMENT PREFERENCE SURVEY
Please select the appointments you are interested in for the upcoming calendar year and return this form no later than Monday, December 14, 2020 to Danielle Arthur, Board Administrator at [email protected] or Lena Petit, Chief of Policy and Performance at [email protected].
HART Board member name:
HART COMMITTEES WITH A HART BOARD MEMBER APPOINTEE If interested, please check the respective boxes:
HART CLAIMS AND LITIGATION COMMITTEE one position and one alternate Member ☐ Yes ☐ No
Alternate ☐ Yes ☐ No
HART ADA TASK FORCE one position and one alternate
Member ☐ Yes ☐ No
Alternate ☐ Yes ☐ No
EXTERNAL ORGANIZATIONS WITH HART BOARD MEMBER APPOINTEES If interested, please check the respective boxes:
TAMPA HISTORIC STREETCAR, INC. - HILLSBOROUGH COUNTY three positions and three alternates METROPOLITAN PLANNING ORGANIZATION - one position and one alternate
Member ☐ Yes ☐ No Member ☐ Yes ☐ No
Alternate ☐ Yes ☐ No Alternate ☐ Yes ☐ No
109 ATTACHMENT I
HILLSBOROUGH TRANSPORTATION DISADVANTAGED COORDINATING BOARD one position and one alternate (staff appointment acceptable)
Member ☐ Yes ☐ No
Alternate ☐ Yes ☐ No
AFFORDABLE HOUSING ADVISORY BOARD one position and one alternate
Member ☐ Yes ☐ No
Alternate ☐ Yes ☐ No
TBARTA BOARD one position
Member ☐ Yes ☐ No
HART BOARD COMMITTEES
HART Board Chair will appoint members to the Committees listed below. If interested, please check the respective boxes:
Operations and Safety Committee ☐ Yes ☐ No
Finance and Audit Committee ☐ Yes ☐ No
Strategic Planning and External Relations Committee ☐ Yes ☐ No
110 ATTACHMENT II
HILLSBOROUGH TRANSIT AUTHORITY (HART) BOARD COMMITTEES STRUCTURE
Created on Amended on
111 Hillsborough Transit Authority HART Committees Structure
MISSION STATEMENT HART takes people to the places that enhance their lives.
VISION STATEMENT HART invites, inspires and implements sustainable and innovative transportation.
PURPOSE HART was created by its member governments pursuant to the Regional Transportation Authority Law, Chapter 163.565, et seq., Florida Statutes, to plan, finance, acquire, construct, operate, and maintain public transit facilities, together with such supplementary transportation assistance as may be necessary or advisable to service the public transit needs of its member jurisdictions and of such areas with which HART may contract for service.
112 Hillsborough Transit Authority HART Committees Structure
HART COMMITTEES STRUCTURE
HART Board of Directors
Executive Committee
HART Board HART Committees External Organizations Committees with Board Member with Board Member appointed by HART Appointee Appointees Chair
Litigation and Claims Tampa Historic Operations and Safety Committee Streetcar, Inc Committee
Hillsborough County ADA Accessibility Finance and Audit Metropolitan Planning Committee Committee Organization
Hillsborough Strategic Planning and Transportation External Relations Disadvantaged Committee Coordinating Board
Hillsborough County Affordable Housing Advisory Board
Tampa Bay Area Regional Transit Association
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EXECUTIVE COMMITTEE
HART Board Policy 120.4 (c) states:
(c) HART Executive committee shall be comprised of HART Board Officers and Chairs of committees. The Executive committee will be responsible for governance of HART in the absence of Board meetings. Specifically, the Executive committee provides direction, management, and decision-making in an emergency capacity on behalf of the Board of Directors to determine matters that do not warrant convening a special meeting of the Board, or in which the convening of such a meeting is impractical and which matter should not be postponed until the next scheduled meeting of the Board. Actions of the Executive committee shall be reported to the full Board of Directors at its next regular meeting. The Executive committee also shall be responsible for recommending changes to improve effective policymaking, oversight, communications, and outcomes, by developing revisions and enhancements to Board policies.
Subject Areas: a. The Executive Committee provides direction, management, and decision-making in an emergency capacity on behalf of the Board of Directors to determine matters that do not warrant convening a special meeting of the Board, or in which the convening of such a meeting is impractical and which matter should not be postponed until the next scheduled meeting of the Board. Actions of the Executive committee shall be reported to the full Board of Directors at its next regular meeting. b. The Executive Committee recommends changes to improve effective policymaking, oversight, communications, and outcomes, by developing revisions and enhancements to the HART Board policies.
Appointments: Membership in the Executive committee will consist of the Chair, Vice Chair, and Secretary of the Regular Board of Directors, as well as the Chairs of committees. The Committee may be constituted as a committee of the whole at the preference of the Chairperson of the HART Board.
Meeting frequency:
This Committee meets on as needed basis.
114 Hillsborough Transit Authority HART Committees Structure
HART COMMITTEES WITH BOARD MEMBERS APPOINTEE
There are two Committees which membership has been historically voted on by the full Board as opposed to appointed at the discretion of the Chair.
HART CLAIMS AND LITIGATION COMMITTEE
HART Board Policy 720.02 1(c) states:
“The Litigation and Claims Committee, composed of the CEO and/or the CEO's designee; the CFO; the General Counsel; the Risk Manager; the Chair of the Board of Directors, or the Chair’s designee, and/or other member appointed by the Chair of the Board is delegated the express authority to settle such workers’ compensation claims for amounts greater than $50,000 and less than $100,000.”
Subject Areas: a. Settle workers’ compensation and bodily injury, property damage, and all other such claims for amounts greater than $50,000 and less than $100,000.
b. Settle Bodily Injury, Property Damage, and all other such claims for amounts greater than $50,000 and less than $100,000.
Appointments: The Claims and Litigation Committee will be composed of the CEO and/or CEO’s designee, the Chief Financial Officer, the General Counsel, Director of Risk and Legal Services, the Chair of the Board or designee, and/or other member appointed by the Chair of the Board. It is recommended that HART Board members with litigation background and expertise in claims settlement be considered for this appointment. One member and one alternate.
Meeting Frequency: This Committee is scheduled for the fourth Tuesday of every month at 9:00am, but meets on an as needed basis.
HART ADA ACCESSIBILITY COMMITTEE
The HART ADA Accessibility Committee serves in an advisory role to HART. The Committee assists HART in serving persons with disabilities in Hillsborough County in an effort to ensure compliance with the Americans with Disabilities Act.
Subject Areas: a. Reviews HART priorities and projects and provides advice regarding disability issues arising thereof.
115 Hillsborough Transit Authority HART Committees Structure
b. Serves as liaison between HART and the public for persons with disabilities, when a concern or accessibility complaint is made regarding services or facilities. The Committee will work with HART to create solutions.
c. Advises and informs HART on disability issues.
d. Advocates for accessibility for persons with disabilities using HART services.
Appointments: The Committee shall consist of nine members approved by the Committee. Members may be selected from the city and county ADA Coordinators, and the Community Transportation Coordinator. The Committee shall also be made up of a cross-section of persons with various types of disabilities. The HART Board has one appointee to this Committee. It is recommended that HART Board members with accessibility improvement backgrounds, expertise, or interests be considered for these appointments. One member and an alternate.
Meeting frequency: This Committee meets on a quarterly basis.
EXTERNAL ORGANIZATIONS WITH BOARD MEMBERS APPOINTEE
TAMPA HISTORIC STREETCAR BOARD
The Tampa Historic Streetcar, Inc. has the mission of offering a dynamic new component to Tampa’s transportation system by providing attractive, reliable, comfortable, convenient and safe streetcar service to residents and visitors alike. The Board of Directors for the Tampa Historic Streetcar, Inc. has the duty of periodically negotiating an operating agreement with HART or another operator.
Appointments: HART appoints three members and three alternate members.
Meeting Frequency: The Board meetings are scheduled for the third Wednesday of every month at 2:30pm.
METROPOLITAN PLANNING ORGANIZATION
The Hillsborough County Metropolitan Planning Organization (MPO) is a transportation policy- making board comprised of representatives from local governments and transportation agencies. According to federal and state laws, the Hillsborough County MPO is responsible for establishing a continuing, cooperative and comprehensive transportation planning process for Hillsborough
116 Hillsborough Transit Authority HART Committees Structure
County. Key responsibilities are the creation of the twenty-year Long Range Transportation Plan (LRTP) and the five-year Transportation Improvement Program (TIP).
Appointments: HART appoints one member and one alternate.
Meeting Frequency: This Board typically meets on the first Tuesday of each month at 9:00 a.m.
HILLSBOROUGH COUNTY TRANSPORTATION DISADVANTAGED COORDINATING BOARD (TDCB)
The TDCB works toward assuring transportation for every citizen in Hillsborough County in need of it. The TDCB is responsible for oversight and planning; making recommendations to the Community Transportation Coordinator (CTC); Transportation Disadvantaged Service Plan (TDSP) development, annual TD program evaluation; as well as making recommendations to the Board of County Commissioners (BOCC), the Metropolitan Planning Organization (MPO), the Florida Commission for the Transportation Disadvantaged (CTD) and legislators. The Annual CTC Evaluation and TDSP may be viewed in the Publications section of this site.
Appointments: HART appoints one member and one alternate.
Meeting Frequency: The Board meets bimonthly.
TAMPA BAY AREA REGIONAL TRANSIT AUTHORITY (TBARTA) BOARD
The Tampa Bay Area Regional Transportation Authority (TBARTA) was created to develop and implement a Regional Transit Development Plan for the West Central Florida region consisting of Hernando, Hillsborough, Manatee, Pasco, and Pinellas Counties. The agency consists of a governing board made up of elected officials and appointed members from around the region, Citizens Advisory Committee (CAC) made up of citizen representatives appointed by the TBARTA Board, and Transit Management Committee (TMC) made up of the executive directors of the transit agencies in the region.
Appointment: HART appoints one member.
Meeting Frequency: The Board meets on the fourth Friday of each month at 10:00 a.m.
117 Hillsborough Transit Authority HART Committees Structure
HILLSBOROUGH COUNTY AFFORDABLE HOUSING ADVISORY BOARD
The Hillsborough County Affordable Housing Advisory Board (AHAB) advises and makes recommendations to the Board of County Commissioners and Affordable Housing Services on issues affecting affordable housing development, to assist the County in developing new programs and policies which foster the development and preservation of affordable housing, and to evaluate the County's established policies, procedures, ordinances and land development regulations for their impact on affordable housing. The Board shall approve the County's affordable housing priorities and Local Affordable Housing Biennial Plan and provide advice to the Board of County Commissioners on proposed affordable housing projects. The membership consists of eleven voting members appointed by the Board of County Commissioners.
Appointment: HART appoints one member and one alternate.
Meeting Frequency: This Board meets typically meets monthly on the second Monday of the month at 9:00 a.m.
HART BOARD COMMITTEES
The HART Board Chair has the discretion to establish new committees, to dissolve existing committees, and to convene committee meetings on an as-needed basis.
The current HART Board Committees meet every third Monday of the month.
OPERATIONS AND SAFETY COMMITTEE
The role of the Operation and Safety Committee is to review and make recommendations to the full Board of Directors on policies related to the efficient, safe, and reliable operation of HART. The Operations and Safety Committee also provides oversight and strategic direction on safety, security, and emergency management.
Subject Areas:
a. The Operations and Safety Committee reviews and monitors performance indicators for service and operations, including ridership, customer service and satisfaction, customer and employee safety and security standards, practices and procedures, and facility and vehicle maintenance. b. Ensures that HART’s vehicle purchase, disposition, and fleet management strategies are aligned with the overall organizational vision and goals. c. Ensure compliance with Title VI and ADA requirements.
118 Hillsborough Transit Authority HART Committees Structure
d. Ensure compliance with federal as well as state safety and security requirements including but not limited to Safety Management Systems and Transit Asset Management. e. Review and make recommendations to the full Board of Directors on route and service standards and productivity; f. Review and recommends adjustments to fare and service structures.
Appointments: The Committee shall be comprised of seven members.
Meeting Frequency: The Operation and Safety Committee meets on a monthly basis.
STRATEGIC PLANNING AND EXTERNAL RELATIONS COMMITTEE
The Strategic Planning & External Relations Committee advises on developing specific objectives, strategies, and tactics to implement the Agency’s operations and service development strategic plan, along with measurements that ensure the success of the plan. This Committee reviews the plans pertaining to expansion of HART services and facilities.
The Strategic Planning & External Relations Committee develops HART's Legislative Policies and Government Relations Priorities; advises the Board of Directors of the official positions of the local, state, and federal entities concerning legislative matters pertaining to the operations, development, and funding of the Authority. The Strategic Planning & External Relations Committee reviews HART’s goals for external brand image as well as the marketing and community engagement strategies.
Subject Areas: a. Recommend annual state and federal legislative agendas for the Board’s approval. b. Make recommendations regarding the selection of a lobbyist, interact with the lobbyist, and advise the HART Board of Directors of the official position of the local, state, and federal entities concerning legislative matters pertaining to the operations, development, and funding of the Authority, including long-range capital and operating projects. c. Review and recommend to the full Board of Directors the Transit Development Plan (TDP), the Metropolitan Planning Organization’s (MPO) Long Range Transportation Plan and Transportation Improvement Plan, as well as other system and corridor level plans with transit elements. d. Review requests for proposals for planning, engineering, architectural, design and other project-related consultant services. e. Review and recommend project studies, plans, and designs; comprehensive operations analyses, Capital Improvement Plan, system reviews, and service delivery strategies; acquisition, use, lease, sale or disposal of real property belonging to HART.
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f. Review and recommend interlocal agreements and amendments to such agreements that are necessary to implement projects. g. Review and make recommendations to the Board of Directors on land use related to the Agency and property acquisition and disposal. h. Provide guidance for Transit Oriented Development strategies. i. Provide insight on the creation of a TOD policy plan. j. Provide critical input to the project team on the implications of the project in terms of community vision, implementation strategies, environmental issues, challenges and opportunities. Appointments: The Strategic Planning & External Relations Committee shall be comprised of seven members. Meeting Frequency: The Strategic Planning & External Relations Committee shall meet on a monthly basis.
FINANCE AND AUDIT COMMITTEE
The Finance and Audit (F&A) Committee shall monitor the financial integrity and viability of the Authority and its program and services; develop budget preparation guidance; recommend capital and operating budget approval that support the mission, values and strategic goals of the Authority to the HART Board of Directors; evaluate existing and identify future funding sources, fares, grants, bond issues, tax anticipation borrowing, and other forms of indebtedness.
The F&A Committee shall assist the HART Board of Directors in the oversight of the integrity of the financial statements of the Authority. This Committee shall oversee auditor selection in accordance with Florida Statutes, Section 218.391; the performance of the internal audit function and the independent auditors; the compliance with legal and regulatory requirements; and policies and practices with respect to major financial risk exposures. The F&A Committee shall review and monitor progress of audits and audit-related reviews of HART; to review responses to audits issues and recommendations; to monitor the implementation of audit recommendations and to ensure the proper handling of complaints related to financial and accounting matters.
Subject Areas:
a. Guidance for the development of Annual budget which is prepared and submitted by the Chief Executive Officer. b. Routine review and monitoring of the budget with recommendations to the full HART Board of Directors for amendments or adjustments as needed and as proposed by the Chief Executive Officer. c. Guidance on major contracts for service and leases and review of solicitations for banking entities and financial advisors.
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d. Review and make recommendation of accounting, budgeting, and recordkeeping policies that may be proposed by the Chief Executive Officer, prior to adoption by the HART Board of Directors. e. Review and make recommendation concerning HART’s existing and future funding sources, fares, grants, bond issues, tax anticipation borrowing, other forms of indebtedness, and any other matter related to HART’s finances. f. Review investment strategies as may be proposed by the Chief Executive Officer prior to action by the HART Board of Directors. g. Establish schedule and agenda of audits, factors to use for the evaluation of audit services, including a provision requiring the periodic rotation of auditors; recommend schedule for procuring audit services. h. Review with management and the independent auditors: annual financial statements findings HART’s accounting principles the audit plan and significant changes to it course of action for audit follow up progress on corrective actions i. Review the procedures for receipt, retention, and treatment of complaints received by HART concerning accounting, internal controls or auditing matters by external and internal parties. j. Ensure that proper steps are taken to investigate and to resolve them in a timely manner.
Appointments: The Committee shall be comprised of seven members.
Meeting Frequency: The Finance and Audit Committee meets generally during the budget preparation process and as needed for internal and external audits.
121 Hillsborough Transit Authority Litigation and Claims Committee Hybrid Meeting November 24, 2020
Committee Members Physically Present (3) Ruthie Reyes Burckard, Interim Chief Executive Officer Julia Mandell, Board General Counsel Carolyn House Stewart, Director of Legal Services
Committee Members Present via CMT (1) Cyndy Stiglich, Interim Chief Financial Officer
Committee Members Absent (1) Commissioner Mariella Smith, HART Board Appointee
Attendees (4) Danielle Arthur, Board Administrator Robert Bennett, Esquire, HART Workers’ Compensation Counsel Pat Edwards, Court reporter, US Legal Support Jason Wright, Manager of Risk
The November 24, 2020 Litigations and Claims Committee meeting was held in a hybrid format with quorum physically present at the HART Administrative Office, 1201 East 7th Avenue, 3 Floor Florida Conference Room, and the rest of the Committee members participated via Communication Media Technology (CMT).
CALL TO ORDER Committee member Julia Mandell called the committee meeting to order at 10:01 a.m.
Danielle Arthur, Board Administrator, performed the roll call for attendance. Committee members Reyes Burckard, Mandell, Stewart, and Stiglich were present. Additional attendees listed above were announced.
OPEN SESSION PUBLIC COMMENT ON AGENDA ITEMS AND GENERAL CONCERNS There was no one pre-registered to speak.
SUMMARY OF ACTION ITEMS Jason Wright, Manager of Risk, stated that he will present action item a: a. Authorization to Increase Settlement Authority to $87,500 on HART Liability Claim #893236
Mr. Wright stated that Robert Bennett, Esquire, HART Workers’ Compensation Counsel will present action item b: b. Authorization to Increase Settlement Authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170
122 Hillsborough Transit Authority Litigation and Claims Committee Hybrid Meeting November 24, 2020
CLOSED SESSION (Pursuant to Florida Statutes Section 286.011(8)) Ms. Mandell announced the commencement of a closed attorney-client session at 10:04 am to discuss settlement authority. The names of the persons attending were:
Committee Members Ruthie Reyes Burckard, Interim Chief Executive Officer Julia Mandell, Board General Counsel Carolyn House Stewart, Director of Legal Services Cyndy Stiglich, Interim Chief Financial Officer
Also in Attendance: Danielle Arthur, Board Administrator Robert Bennett, Esquire, HART Workers’ Compensation Counsel Pat Edwards, Court reporter, US Legal Support Jason Wright, Manager of Risk
CONCLUSION OF CLOSED SESSION The session was opened again to the public at 10:37 am.
ANNOUNCEMENT OF CLOSED SESSION RESULTS Ms. Mandell announced that the following action item was unanimously approved by a motion made by the Committee during the closed session: a. Authorization to Increase Settlement Authority to $87,500 on HART Liability Claim #893236
Ms. Mandell announced that the following action item was unanimously approved to move forward to the full Board of Directors meeting on December 7, 2020 by a motion made by the Committee during the closed session: b. Authorization to Increase Settlement Authority to $210,654.94 on HART Workers’ Compensation Claim #B1270170
ADJOURNMENT The meeting adjourned at 10:39 a.m.
123 BOARD ATTENDANCE LOG Meeting: Litigations and Claims Committee Meeting Date:11/24/2020 NAME PRESENT ABSENT AFTER ROLL CALL Physically Via CMT COMMITTEE MEMBERS Commissioner Mariella Smith X Ruthie Reyes Burckard X Julia Mandell X Carolyn House Stewart X Cyndy Stiglich X OTHER BOARD MEMBERS PRESENT Mayor Jane Castor Rena Frazier Tyler Hudson Eric Johnson Commissioner Pat Kemp Marvin Knight Richard A. McClain Commissioner Gwen Myers Commissioner Kimberly Overman Councilman Gil Schisler Councilmember Luis Viera Melanie Williams STAFF PRESENT OTHERS Danielle Arthur Robert Bennett, Esquire, HART Workers’ Compensation Counsel Jason Wright Patricia Edwards, US Legal Support
124 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
REPORT FROM HART BOARD REPRESENTATIVES ADA Accessibility Committee ~ November 2020 The ADA Accessibility Committee held its regular meeting on November 19, 2020 via hybrid format at the HART Administrative Office and via telecommunications. The Board did not approved the minutes from the February 20, 2020 Meeting due to lack of physical quorum.
The following is a recap of the key items that were discussed: A public hearing was held on 5310 grant funds for new paratransit vehicles and funding for the Customer Choice Voucher Program.
The Committee received the following presentation from Service Development staff, Nicole McCleary: 2021 Service Changes.
Sandra Siedel, Committee Chair, presented the Chairman’s report.
Gregory Brackin, Director of Paratransit and Flex Services Ops/ADA, presented the HARTPlus and Customer Choice Voucher Program Update.
Dan Rodriguez, Project Manager, presented the Bus Infrastructure Update.
Chair Siedel announced the following future meeting dates: February 18, 2021 May 20, 2021 August 19, 2021
There was no one signed up for public comment to the Committee.
Roundtable Discussion was held by the Committee.
Prepared by: Danielle Arthur, Board Administrator Reviewed by: Kemly Green, Manager of Customer Service & Paratransit Gregory Brackin, Director of Paratransit and Flex Services Ops/ADA Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
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MPO Board Meeting of Monday, August 31, 2020
CALL TO ORDER, PLEDGE OF ALLEGIANCE & INVOCATION
The MPO Chairman, Commissioner Les Miller, called the meeting to order at 9:00 a.m., led the pledge of allegiance and gave the invocation. The regular monthly meeting was held via GoToWebinar.
The following members were present:
Commissioner Les Miller, Commissioner Pat Kemp, Commissioner Ken Hagan, Charles Klug, Michael Maurino, Commissioner Kimberly Overman, Councilman Dingfelder, Commissioner Mariella Smith, Mayor Andrew Ross, Adam Harden and Joe Waggoner. Councilman Guido Maniscalco and Gina Evans arrived at 9:10.
The following members were absent: Steve Cona, Rick Lott and Councilman Joseph Citro
A quorum was met.
APPROVAL OF MINUTES – July 28, 2020
Chairman Miller sought a motion to approve the July 28, 2020 minutes. Commissioner Overman so moved; it was seconded by Commissioner Smith. Roll Call vote. 10-0. Motion passes.
PUBLIC COMMENT
There was no public comment.
COMMITTEE REPORTS, ONLINE COMMENTS
Bill Roberts, CAC Chair, presented an update from the CAC. First, the MPO Board will be considering the Resolution on Racial Discrimination under action items and it will be presented by Hoyt Prindle who is the CAC Subcommittee Chairman. The CAC also reviewed the TIP Amendments and they are on the agenda for consideration with recommendations from the CAC. Finally, the CAC continues to have a robust discussion about the TAP and will continue to discuss in the upcoming meetings. There were no questions.
Wanda West, MPO Staff, reported on behalf of the other committees. In addition to the CAC report, the committees received updates on Regional Trail Priorities, HART Service Changes for 2021, Clear Guide Overview, Performance Evaluation of E-Scooter in the City of Tampa, Healthy Buddy Program through USF and TBNext Quarterly Update – Section 4 Aesthetics and West Shore SafeTrip. The BPAC received public comment from Mike Lamarca regarding his concerns with Fletcher Avenue. BPAC members expressed interest in future plans with Floribraska. There are stop lights that were in installed along Bayshore; however, there were complaints on social media regarding the crosswalks being one block away from the lights. They asked if the crosswalk at Dakota will be removed. Mr. Benson responded there are no plans to remove the crosswalk. The TAC forwarded for approval the Transportation Improvement Roll
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Forward Amendment that is an action item on the MPO agenda. The TDCB received an update from Sunshine Line and selected a member and alternate to represent the Hillsborough TDCB at Tri-County meetings. Staff received emails from FDOT thanking Allison Yeh for participating FHWA Peer Exchange on Resilience, Erin McCormick on Community Garden Initiatives, Lena Young Green on Vision Zero and connecting the Sweetwater Farm to the Upper Tampa Bay Trail, Joshua Butts requested a list of the Multi- use trails in Hillsborough and the Total Miles trails, Cornelius Consentino regarding TBARTA Vision 2030 from the Florida Air and Surface Transportation Alliance, Mike Lamarca regarding the state and county service requests, Renee Lindstrom thanked Roger Mathie for the affordable housing shapefiles, Mr. Gary Cloyd phoned in a comment addressing our fundamentals of our transportation system by reducing vulnerability to severe weather, a letter was sent to the deputy audit director for intermodal of FDOT regarding best ways to document overhead costs. All emails were provided to board members prior to the meeting. There were no voicemail messages or Facebook post received.
There were no questions following the committee reports and online comments.
ACTION ITEMS A. Committee Appointments
Rich Clarendon, MPO Staff, presented the two committee nominees. Letecia Walker nominated by the City of Temple Terrace for the Citizens Advisory Committee and Matthew Pleasant nominated by the Hillsborough County Schools Growth Management & Planning Department for an alternate on the Technical Advisory Committee.
Chairman Miller sought a motion to approve the committee appointments. Mayor Ross so moved; it was seconded by Councilman Dingfelder. Roll Call vote 11-0. Motion passes.
B. Resolution on Racial Discrimination
Hoyt Prindle, CAC Subcommittee Chairman, presented the original Resolution on Racial Discrimination to the Citizens Advisory Committee. A subcommittee was formed to review the language of the original Resolution, then they voted on the revised Resolution as a full committee. Mr. Prindle read the Resolution on Racial Discrimination document which was provided in the agenda packet. A special thanks was given to Rich Clarendon and Beth Alden to assist in preparing the Resolution for bringing before the board. Mr. Prindle is recommending the adoption of the Resolution on Racial Discrimination. Commissioner Miller handed the gavel to Vice-Chair Commissioner Kemp. Commissioner Kemp asked if there was any discussion. Commissioner Miller moved to approve the Resolution on Racial Discrimination; it was seconded by Commissioner Smith.
Mayor Ross stated he is going to support and vote in favor of the resolution but he is concerned about the following section in the resolution: “Whereas, the extreme acts of racist violence and excessive force that led to the deaths of George Floyd, Breonna Taylor, Ahmaud Arbery, and far too many other African Americans must be a call to action to all bodies of government that systemic changes are needed”. He feels they are condemning the police without the facts and investigation. Commissioner Miller noted that the referenced statement regarding extreme acts of racist violence and excessive force does not mention anything regarding the police department and it is not condemning the police.
Commissioner Smith thanked the CAC for working hard on the Resolution for the past two months so they were able to bring it forward to the board. She also appreciates Commissioner Miller for his
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127 ATTACHMENT perspective representing a minority and noting his son works in law enforcement. Commissioner Smith noted this Resolution is progressive and we are moving forward.
Councilman Dingfelder added the City of Tampa is addressing these matters and they respect the police department and the work they do. He would also like to see in the future that we hire with diversity in mind for our vendors and sub-vendors.
Commissioner Kemp is very grateful to the CAC for bringing this forward to the board and knows it required a lot of work and attention. Commissioner Kemp further discussed the National Highway Administration had a policy of targeting minorities and neighborhoods.
There were no more comments.
Commissioner Kemp sought approval of the Resolution on Racial Discrimination. Commissioner Miller made the motion and it was seconded by Commissioner Smith. Roll Call Vote 13-0. Motion passes.
C. Transportation Improvement Program Roll-Forward Amendment
Vishaka Shiva Raman, MPO Staff, presented the Annual Transportation Improvement Program Roll- Forward Amendment FY 2020/21 – 2024/25. The TIP is a list of regionally significant transportation projects of the state and local governments within the designated metropolitan planning area of Hillsborough County. It identifies, prioritizes and allocates anticipated local, state and federal funding for transportation projects for the next five years. We received the TIP from FDOT in April, it is adopted by the MPO Board in June and effective on October 1 of the following Fiscal Year. A roll forward amendment identifies projects that were programmed but not allocated in the previous Fiscal Year 2019/2020 and have automatically rolled into Fiscal Year 2020/21of the FDOT Work Program. It is a process by which budget for unopened and uncommitted project phases in the adopted work program is requested to be moved forward to the next fiscal year; by doing so this reconciles differences between the adopted TIP and the FDOT’s adopted Five Year Work Program. It ensures that year one of the TIP, adopted by the board on June 30, 2020, matches year one of the FDOT Work Program. Ms. Raman reviewed the TIP for FY 2020/21 – 2024/25 Roll-Forward funding summary with the 14 projects and provided a sample comparative report. The recommended action is approval of the Roll-Forward Amendment to the adopted Transportation Improvement Program (TIP) for FY 2020/21 – 2024/25 and recommend to the MPO Board for approval. Councilman Dingfelder commented on the Sulfur Springs Safe Routes to School sidewalk item on the list. Commissioner Smith noted the typo on the list and it should be the South Coast Greenway instead of Coast County Greenway. Chairman Miller sought a motion to approve the Transportation Improvement Program Roll- Forward Amendment. Commissioner Kemp so moved; it was seconded by Charles Klug. Roll Call Vote 13-0. Motion passes.
D. General Planning Consultant Contracts
Meghan Betourney, MPO Staff, presented the updated list of General Planning Consultant Contracts. In April, the MPO Board authorized staff to negotiate contracts with nine top ranked teams, which include prime and sub-consultants. In July, the MPO approved the contracts of five of the nine consultants. There are four ready for approval. They are AECOM, Cambridge Systematics, Tindale Oliver and Toole. The contract scope follows the MPO Work Program and the Consultant tasks to be negotiated by a work order. Each one comes with their scope and products and lump sums fees negotiated by task. Ms. Betourney
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128 ATTACHMENT reviewed how they worked with the remaining four to negotiate labor rates by classification plus multipliers. The contracts are 2 base years with an option of 3 additional years. The max fee is under 2 million over the life of the contract and the total amount available for GPC work orders are 600k -900k per year. The recommended action is to approve the General Planning Consultant Contracts with AECOM, Cambridge Systematics, Tindale Oliver and Toole.
Councilman Dingfelder inquired if any of these vendors are women or minority vendors. Commissioner Smith questioned if Fehr and Peers was selected and pointed out Billy Hattaway has joined Fehr and Peers. Commissioner Kemp thanked Commissioner Smith for the information about Billy Hattaway and looks forward to him looking over the work done in Hillsborough County. Chairman Miller sought a motion to approve the General Planning Consultant Contracts. Commissioner Kemp so moved; it was seconded by Commissioner Overman Roll Call Vote 13-0. Motion passes.
STATUS REPORT A. !p Update
Mark Sharpe is the Executive Director of Tampa Innovation Partnership. Mr. Sharpe stated the Tampa Innovation Partnership is a 501(c)6 originally created in 2011 as the Tampa Innovation Alliance. The Tampa Innovation mission is to unleash the potential of the Uptown area as a world-class innovation District. There is over 2 billion dollars in development in progress. Hillsborough County, City of Tampa, Tampa !p, USF, UACDC, Moffitt Center, RD Management, and AdventHealth Tampa entered into an MOU in December 2019. MOU calls for a business development plan within 1-year. Mr. Sharpe introduced Eddie Burch who is the project coordinator for the planning process and explained the uptown innovation district plan. He reviewed the core values and principles of the Tampa Innovation Partnership. The planning process is based on prior studies that are relevant to this project. The desired outcomes are global catalyst, empower the community, urban density, connect the district, zoning for innovation and governance. There are 27 proposed action steps in the current draft of the uptown strategic plan including create a formal governing authority for the Uptown Innovation District, request that the Tampa City Council consider designation of a commercial overlay district for Fowler Avenue between I-275 and 30th Street/Bruce B Downs, create and implement a community benefits program, create the funding mechanism for shared sub-district stormwater management, create a transfer of development rights program and construct multi- purpose trail connecting Rithm Road at Uptown to VA Hospital and expand/connect surrounding trail network. He provided a map showing this trail.
Commissioner Smith inquired where the veteran tech trail was located. Commissioner Kemp questioned if the trail is road also and how long is the trail? Commissioner Miller commented that he has had a connection with this area for 50 years, is very appreciative that this area is being revitalized and thanked Mr. Sharpe for his hard work on this project.
B. Tampa-Hillsborough Expressway Authority Projects
Anna Quinones, project manager with THEA, provided overviews of projects underway. The first is the Selmon West Extension which is a 1.9 mile elevated toll lane in the median of the Gandy Blvd stretching from the Gandy Bridge to the expressway interchange at Dale Mabry and Gandy. This will separate commuter traffic from local traffic thus alleviating traffic congestion. The structure is elevated 30 feet above the existing roadway to increase visibility of business on either side of Gandy Blvd. They are over 75% complete on this project with current opening of this project of Mid 2021. Ms. Quinones provided an overview of the numbers that went into the Selmon extension. The next project is the South Selmon Safety Project which is a concrete barrier wall in the median of the expressway to prevent cross over crashes. MPO Meeting of August 31, 2020 – Page 4
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The completion date is Mid October. There are several PD&E (Project Development and Environment) studies underway. The first project is the South Selmon PD&E from Himes Avenue to Whiting Street downtown. The primary purpose of this study is to evaluate the needs, cost and effects of improvement that will increase capacity on the Selmon Expressway. The study is scheduled to wrap up April 2021. As part of the community outreach they are holding a virtual townhall on September 10th at 6:30pm to discuss the alternatives and an in-person session is pending. The second PD&E study is Whiting Street, extending Whiting and Washington Street through Meridian Avenue and reconfiguration of ramp 6A and 6B. The study began in July 2019 and is expected to be completed in December 2021. The first public workshop is scheduled for January 2021. The next PD&E study is the Selmon East project. This is the first phase of a three-phase project to improve the capacity, safety and operations from downtown to I-275. This study began in March 2020 and is expected to wrap up in May 2022. Finally, there is the Nebraska Avenue PD&E project which just kicked off this month. They are looking at a small section of Nebraska from South of Twiggs and North of Cass. The study will recommend a preferred alternative of traveling. Next there are the THEA Community Enhancement Projects. The most recent project is the Morrison Gateway Project. Ms. Quinones then reviewed the Selmon Greenway Enhancements.
Councilman Dingfelder questioned if there are plans for a PD&E to fix the Bay to Bay exit to alleviate back- ups on Bay to Bay and will there be sound walls at the Gandy new construction area. He commented on the signage on the Gandy Bridge. Commissioner Smith commented on the community benefits and the Gateway project. Commissioner Kemp noted Bay to Bay exit is a short and steep exit to a small road and suggested moving it to a new road (for example Dale Mabry) to drop more traffic to make it for a smoother exit way.
C. HART Service Changes for 2021
Justin Willits, HART Staff, reviewed the proposed service modifications for FY21. They are in phase 1 of the public outreach. They were tasked to come up with service analysis objectives to reflect the budget. The general objectives are to identify operational savings to maintain fiscal responsibility, preserve as much service coverage and frequency as possible, maximize existing resources on most productive corridors, maintain COVID-19 essential service, address community and operational request since Mission MAX and listen to needs of the customer and community. Mr. Willits reviewed the proposed changes to the university area at Route 5 and Route 48. They proposed 3 options for Route 48 and it would extend west of the University Area Transit Center. Another proposed modification is Route 42 and 45. Part of Route 42 would be merged into Route 45 between UATC and Busch Blvd and Route 45 would no longer serve Yukon Transfer Center. A proposed recommendation in the University Northdale area is Route 33 would be extended to serve St. Joseph’s Hospital North. Route 33 would also reduce frequency from 30 minutes to 60 minutes weekdays. The HARTFlex Northdale would no longer be in service. A modification they are looking at is reducing the route 275LX. Route 275LX would no longer serve between University Area Transit Center and TPA and Route 22LX would serve between Wiregrass Park-n-Ride and University Area Transit Center. The proposed changes for the West Tampa area would be Route 60LX would no longer be in service and the new Route 10LX would serve between MTC and TPA via Cypress Street and Route 7 would serve Main St. instead of N. Boulevard. The proposed change in YBOR and downtown would be Route 8. It would serve 4th Avenue instead of 7th Avenue and would serve Kennedy/Jackson instead of Meridian and Channelside. There is a simple change in Town n Country where all of Route 35 would be merged into Route 30. A big highlight of the plan is Brandon’s Route 38 would be extended to Westfield Brandon Mall. Route 14 in South Tampa would be extended to Britton Plaza Transfer Center. There are two options for this proposed change. They would like to reduce frequency on Routes 1, 6, 34, 400, 46 and 24LX and remove Routes 20X, 75LX and HART Flex South county, South Tampa and Town n Country. Mr. Willits reviewed the highlights of the plan and proposed weekday service map along with the current schedule. Important dates are public input August 17, 2020 – October 9, 2020. A public hearing is planned for week of October 5, 2020 and HART Board of Directors approval on November 2, 2020. The changes will be effective January/February 2021.
MPO Meeting of August 31, 2020 – Page 5
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Commissioner Kemp commented on the map of frequency of the routes and they cut the routes that were not effective.
Executive Director’s Report Beth Alden noted the MPO Vision Zero Leadership Summit is Tuesday, September 22 from 9am – noon. It will be virtual and replaces the Policy Committee meeting. Billy Hattaway will be one of the speakers. The MPO Board Workshop on Managed Lanes is Wednesday, October 14 from 9am – noon. It will be virtual and replaces the regular business meeting of the board. Save the date on September 25 at 9am for a virtual educational workshop on value capture strategies for funding transportation. Lastly, the Independent Oversight Committee for the Transportation Sales Surtax annual public hearing is scheduled for October 26, 2020 at 6pm.
OLD & NEW BUSINESS
Board Information request: TIP projects with toll lanes. FDOT provided a map in the agenda packet and will provide answers to questions at the Managed Lanes Workshop. HART is planning an event on September 18th so the TMA meeting will be adjusted to start at 8:30am via Zoom.
Commissioner Overman requested a map of other roads beyond the TIP that are scheduled for Tolls to prepare for the Managed Lanes Workshop.
ADJOURNMENT
The meeting adjourned at 11:11 a.m.
MPO Meeting of August 31, 2020 – Page 6
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November 2020 Board Meeting Highlights
TBARTA held a Board Meeting on Friday, November 13th at the West Pasco Government Center.
Resolution 2020-10 • Commissioner John Mitten (Hernando County) was recognized with Resolution 2020-10 for his dedication as a member of the TBARTA Board. In addition to serving on the Board, he also served as Vice Chairman of the Policy Committee and on the Finance and Legislative Committees. He has exemplified the spirit of regionalism by lending his support to improve transportation and mobility throughout the five counties served by TBARTA.
Presentations Wisk Aero Air Taxi Manufacturer Overview (Dan Dolton) • The mission at Wisk is to deliver safe everyday flight for everyone. They currently have 300 employees, and are headquartered in San Francisco, with additional offices in New Zealand and Atlanta. They have over 120 patents and are backed by a joint venture of Boeing and Kitty Hawk. Wisk sees itself as true local partner by supporting job creation, stimulating the economy, and providing educational opportunities. The Cora model is a self-flying, two passenger, all electric eVOTL aircraft. It has a range of 20-50 miles, making it perfect as a last mile air taxi. 1400 flight tests have been completed with no failures. Wisk is currently in the site selection process for a pilot program and hopes to announce a location soon. LEITNER POMA Aerial Gondola Manufacturer Overview (Jon Muach) • The HTI group is comprised of 5 divisions: ropeways, snow groomers/tracked utility vehicles, snow making, urban transportation systems, and wind turbine generators. They have over 3,000 employees and various global production facilities/offices. They offer rope-hauled passenger systems for mountain applications and tourist gondolas, material transport for dams and mining, and cable driven urban airport passenger transportation systems. Monocable ropeways can serve up to 4500 pph and hold up to 10 passengers. Tricable/bicable ropeways can serve up to 6000 pph and hold 35 passengers. Benefits of this type of transportation include: low space requirements, continuous service, systems can be built in less than 1 year, are very safe, wheelchair accessibility, and low capital investment and operating costs. Current gondola sites include New York City, Hong Kong, Mexico City, Bolzano (Italy), Medellin and Santiago (Chili), Ankara (Turkey), and Volga River Crossing (Russia). **The complete presentations can be found here: https://bit.ly/2UzT2EF.
The next Board meeting is scheduled for January 22, 2021, 10:00 am, Manatee County Administrative Center.
132 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
STATUS REPORT ~ FINANCIAL HIGHLIGHTS
Period Ending October 31, 2020
Key Information Points: We are 8% through the Fiscal Year with our target to trend as closely to that as possible with expenditures; Operating expenses are at 7% of the annual budget; The Transportation Improvement Surtax (TIS) distributions are being held in a separate account that is restricted for use until authorization to utilize the funds is made available. The amounts received are reflected in the Cash on Hand table in this report. Total receipts and interest through October are $185,154,125
Key Takeaways:
Total operating revenue is behind target: o Federal operating grants reflects $2.3M in CARES Act funding for FY2021. The total CARES Act awarded was $39,865,488 of which $18,919,845 has been received and $20,945,643 still remaining; o Pass and Fare revenues are behind the 8% target at 5%, a 3% difference or approximately $334K attributed to the reduced fares due to the coronavirus impact;
Total expenses are slightly below target: o Salaries & Fringe Benefits are slightly under target at 7%;
o The Covid-19 state of emergency declared in March resulted in various salary classifications which have been tracked relating to this emergency as noted below:
Wages paid related to the Family First Act $68,222 Operator wages for guaranteed 40 hour minimum $128,082 Teamster emergency response wages $138,250
o Operational Contract Services and Insurance Costs are over target due to upfront timing of service contracts and insurance premium payments;
133 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
All Mode Major Revenues
Fiscal Year 2021 Fiscal Year 2020 % of Budget % of Budget Annual YTD Budget to collected Annual YTD collected Budget Actual Actual to date Budget Actual to date Operating Revenues: Total Fare (Cash) Revenues $5,687,998 $288,670 ($5,399,328) 5% $3,009,468 $247,588 8% Total Pass Revenues 4,453,349 218,881 (4,234,468) 5% 9,412,746 833,524 9% Advertising Income 888,148 188,730 (699,418) 21% 1,124,677 2,423 0% Interest Income 246,275 7,414 (238,861) 3% 200,000 7,595 4% Other Income 1,126,050 24,833 (1,101,217) 2% 467,225 43,919 9% Ad Valorem 43,295,976 (407,573) (43,703,549) -1% 48,235,324 (55,686) 0% Federal Operating Grants 37,124,792 3,353,908 (33,770,884) 9% 12,700,415 (34,878) 0% State Operating Grants 7,626,995 30,000 (7,596,995) 0% 6,919,948 250,843 4% Local Operating Contributions 1,476,000 56,333 (1,419,667) 4% 676,000 56,333 8% Tampa Historic Streetcar, Inc. 661,000 0 (661,000) 0% 745,955 0 0% Fund Balance - Operating (6,986,001) 0 6,986,001 0% 0 0 0% Total Operating Revenues $95,600,582 $3,761,196 ($91,839,386) 4% $83,491,758 $1,351,662 2%
All Mode Major Expenses
Fiscal Year 2021 Fiscal Year 2020 % of Budget % of Budget Annual YTD Budget to expended Annual YTD expended Budget Actual Actual to date Budget Actual to date Operating Expenses: Salaries and Wages $46,668,659 $3,473,857 ($43,194,802) 7% $42,454,701 $3,753,873 9% Fringe Benefits 18,976,802 1,249,619 (17,727,183) 7% 15,766,571 1,147,536 7% Fuel and Oil 4,082,020 98,737 (3,983,283) 2% 4,279,803 250,176 6% Parts and Supplies 5,532,823 3,238 (5,529,584) 0% 4,934,747 377,112 8% Operational Contract Services 9,275,833 1,284,824 (7,991,009) 14% 6,765,333 1,156,585 17% Administrative Contract Services 1,166,322 47,194 (1,119,128) 4% 1,188,050 (12,109) -1% Legal Services 1,340,470 (12,772) (1,353,242) -1% 608,430 - 0% Marketing and Printing 677,338 9,594 (667,744) 1% 638,289 29,563 5% Insurance Costs 4,297,146 522,692 (3,774,454) 12% 3,775,029 1,095,493 29% Utilities 886,331 10,868 (875,463) 1% 852,967 43,603 5% Taxes and Fees 186,206 136 (186,070) 0% 126,730 4,103 3% Other Expenses 2,510,632 193,018 (2,317,614) 8% 2,101,108 359,169 17% Total Operating Expenses $95,600,582 $6,881,005 ($88,719,576) 7% $83,491,758 $8,205,103 10%
134 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
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 Synovus 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. The cash on hand does not include revenues earned and accrued on the financial report but not received as of 10/31/2020 which includes approximately $2.4M in federal operating grants. These funds are expected to be received by 12/31/2020.
CASH ON HAND (as of 10/31/20)
Operating Accounts: Total
Synovus Bank $ 3,763,078.70 SBOA (w/o Transp Surtax) $ 13,247,051.35 Total without Transp Surtax $ 17,010,130.05
SBOA - Transp Surtax $185,154,125.48
Total in Bank/SBOA $202,164,255.53
Prepared by: Joan Brown, Director of Financial Operations Reviewed by: Cyndy Stiglich, Interim Chief Financial Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
135 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
STATUS REPORT Ridership and Productivity ~ October 2020 October 2020 Ridership All ridership showed significant decrease in both monthly and YTD comparison. This is unsurprising due to the COVID-19 pandemic. Data will continue to show drastic reductions in months going forward until the situation resolves. FY 2020 FY 2021 Percentage October October % Mode YTD YTD Change FY 2020 FY 2021 Change Fixed Route 1,094,071 539,809 -50.7% 1,094,071 539,809 -50.7% Total Weekday Express 47,542 12,537 -73.6% 47,542 12,537 -73.6% Streetcar 60,486 35,628 -41.1% 60,486 35,628 -41.1% Paratransit 19,048 10,739 -43.6% 19,048 10,739 -43.6% Taxi Voucher 7,166 4,443 -38.0% 7,166 4,443 -38.0% Flex 7,446 0 -100.0% 7,446 0 -100.0% Total All 1,188,217 590,619 -50.3% 1,188,217 590,619 -50.3% Modes
Highlights FY21 monthly ridership for all modes has decreased from FY20 by 50.3% due to the COVID-19 pandemic.
136 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
FY21 monthly ridership for Fixed Route has decreased from FY20 by 50.7% due to the COVID-19 pandemic.
To illustrate the impacts of the pandemic on the top ridership routes, the table below provides the list of routes that ranked in the Top 10 for Pre-COVID and April through October. Route 19 serves Tampa General Hospital from downtown and Route 14 is a N-S connector to Route 19 and the Hospital.
PreCOVID April May June July August September October Route Ranking Ranking Ranking Ranking Ranking Ranking Ranking Ranking 6 1 2 2 2 1 1 1 1 1 2 3 3 4 3 4 3 4 400 3 1 1 1 2 2 2 2 34 4 4 4 3 4 3 4 3 12 5 5 5 5 5 5 5 5 39 6 7 6 7 6 6 6 6 5 7 10 11 11 10 13 10 10 16 8 6 7 6 8 7 7 7 37 9 14 14 16 16 16 16 15 36 10 17 16 17 22 19 18 19 42 12 12 10 12 13 10 9 8 30 15 15 12 10 11 12 14 13 14 17 9 9 9 9 8 8 9 19 18 8 8 8 7 9 12 14
137 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Paratransit Reports Paratransit Riders – October October Clients Attendants Other Total FY2020 17,562 1,679 373 19,614 FY2021 9,832 784 123 10,739 %Change -44% -53% -67% -45%
Trip Cancellations – October October Tot. Req. No Show % No Show Cancellations % Cancellations FY2020 21,834 572 2.62% 3,575 16.37% FY2021 11,743 264 2.25% 1,630 13.88% %Change -46% -54% -14% -54% -15%
Trip Purpose – October Medical/Hospital/ October Employment Education Recreation Shopping Other Adult Day Care FY2020 2,774 3,795 6,661 1,862 757 1,689 FY2021 1,407 1,457 4,670 879 927 490 %Change -49% -62% -30% -53% 22% -71%
HARTPlus Certifications – October October Certified Total Certified FY2020 99 3,841 FY2021 45 3,569 %Change -55% -7%
On-Time Performance – October Scheduled Appointment Year-to- Year-to- October Month Month Date Date FY2020 72.5% 72.5% 90.1% 90.1% FY2021 87.0% 87.0% 98.4% 98.4% %Change 20.0% 20.0% 9.2% 9.2%
Prepared by: Christina Buchanan, Fixed Route Scheduler II Reviewed by: Kevin Hoyt, Manager of Scheduling Services Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
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Ridership, FY 2020 vs FY 2021 Monthly Ridership Comparison Year-to-Date October October FY 2020 FY 2021 HART Service FY 2020 FY 2021 % Change Ridership Ridership % Change Fixed Route Bus 1,094,071 539,809 -50.7% 1,094,071 539,809 -50.7% TECO Streetcar 60,486 35,628 -41.1% 60,486 35,628 -41.1% ADA Paratransit 19,048 10,739 -43.6% 19,048 10,739 -43.6% Taxi Voucher 7,166 4,443 -38.0% 7,166 4,443 -38.0% HART Flex** 7,446 0 -100.0% 7,446 0 -100.0% All Mode Total 1,188,217 590,619 -50.3% 1,188,217 590,619 -50.3% Wheelchairs on Fixed Route 3,410 2,830 -17.0% 3,410 2,830 -17.0% Bikes on Buses 18,479 11,862 -35.8% 18,479 11,862 -35.8% U-Pass Program 27,479 9,687 -64.7% 27,479 9,687 -64.7%
FY 2020 vs. FY 2021 Monthly Ridership Comparison Complete Fiscal Year October October Fixed Route Detail FY 2020 FY 2021 FY 2020 FY 2021 Number of Weekdays 23 22 23 22 Number of Saturdays 4 4 4 4 Number of Sundays 4 5 4 5 No Service or Emergency Closure Days 0 0 0 0 Total Service Days 31 31 31 31 % Change % Change Weekday Local Ridership 890,327 418,115 -53.0% 890,327 418,115 -53.0% Express Ridership (Weekday Only) 47,542 12,537 -73.6% 47,542 12,537 -73.6% Saturday Ridership (Local and Express) 87,414 67,619 -22.6% 87,414 67,619 -22.6% Sunday Ridership (Local and Express) 68,788 41,538 -39.6% 68,788 41,538 -39.6% % Change % Change Weekday Average Ridership 38,710 19,005 -50.9% 38,710 19,005 -50.9% Weekday Average Express Ridership 2,067.0 569.9 -72.4% 2,067 570 -72.4%
Combined Weekday Average Ridership 40,777 19,575 -52.0% 40,777 19,575 -52.0% Saturday Average Ridership 21,854 16,905 -22.6% 21,854 16,905 -22.6% Sunday Average Ridership 17,197 8,308 -51.7% 17,197 8,308 -51.7%
Calculations are subject to monthly adjustment/restatement **No Flex services due to COVID-19
Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report 139 Hours and Miles by Mode
FY 2020 FY 2021 % Change Oct FY 20 Oct FY 21 % Change Bus Vehicle Hours 58,673 41,951 -28.50% 58,673 41,951 -28.50% Bus Revenue Hours 56,195 40,471 -27.98% 56,195 40,471 -27.98% Bus Vehicle Miles 768,694 531,700 -30.83% 768,694 531,700 -30.83% Bus Revenue Miles 700,745 491,135 -29.91% 700,745 491,135 -29.91%
Flex Vehicle Hours** 1,960 - -100.00% 1,960 - -100.00% Flex Revenue Hours** 1,678 - -100.00% 1,678 - -100.00% Flex Vehicle Miles** 28,357 - -100.00% 28,357 - -100.00% Flex Revenue Miles** 22,841 - -100.00% 22,841 - -100.00%
Paratransit Vehicle Hours 12,437 108,036 768.67% 12,437 8,885 -28.56% Paratransit Revenue Hours 11,006 93,127 746.14% 11,006 7,424 -32.54% Paratransit Vehicle Miles 196,109 1,555,209 693.03% 196,109 126,885 -35.30% Paratransit Revenue Miles 174,126 1,347,847 674.06% 174,126 109,058 -37.37%
Taxi Revenue Miles* 29,373 12,494 -57.46% 29,373 12,494 -57.46% . Streetcar Vehicle Hours 2,073 2,027 -2.20% 2,073 2,041 -1.53% Streetcar Revenue Hours 2,027 2,019 -0.39% 2,027 2,033 0.30% Streetcar Vehicle Miles 11,035 10,710 -2.94% 11,035 10,784 -2.28% Streetcar Revenue Miles 10,784 10,685 -0.92% 10,784 10,759 -0.23%
HART System Vehicle Hours 75,143 152,014 102.30% 75,143 52,877 -29.63% HART System Revenue Hours 70,906 135,617 91.26% 100,279 49,929 -50.21% HART System Vehicle Miles 1,033,568 2,110,113 104.16% 1,004,195 681,863 -32.10% HART System Revenue Miles 937,869 1,862,161 98.55% 910,569 623,445 -31.53% *Vehicle and Revenue hours/miles for Taxi Voucher are equal **No Flex services due to COVID-19
Calculations are subject to monthly adjustment/restatement
Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report 140 Ridership, FY 2020 vs. FY 2021 Ridership, FY 2020 vs. FY 2021 Route productivity, Passengers per Revenue Hour & Mile (YTD) Monthly Year-to-Date FY 2020 FY 2021 FY 2020 FY 2021 October Passengers per Passengers per Passengers per Passengers per Local Routes FY 2020 FY 2021 % Change FY 2020 FY 2021 % Change Revenue Hour Revenue Hour Revenue Mile Revenue Mile 42 - Fowler Ave. 34,435 17,078 -66.9% 34,435 17,078 -28.7% 28.14 24.04 2.884 2.546 16 - Waters - Rowlett 32,278 18,166 -57.0% 32,278 18,166 -12.3% 20.48 20.63 1.745 1.687 38 - Mango - Netpark 12,870 10,244 -49.7% 12,870 10,244 -7.5% 26.00 19.61 1.658 1.317 1 - Florida Avenue 92,581 57,131 -53.1% 92,581 57,131 -16.9% 27.01 16.89 2.467 1.543 400 - Nebraska-Fletcher MetroRapid 93,970 58,468 -47.0% 93,970 58,468 -23.8% 26.57 16.74 2.384 1.501 39 - Busch Boulevard 62,038 19,443 -72.3% 62,038 19,443 -20.1% 24.71 16.17 1.631 0.981 6 -56th Street 115,580 67,419 -54.0% 115,580 67,419 -20.8% 26.62 15.87 2.211 1.318 33 - Fletcher Avenue 21,115 9,213 -76.4% 21,115 9,213 -19.9% 12.50 15.85 1.200 1.704 37 - West Brandon/Netp@rk 32,633 12,363 -62.6% 32,633 12,363 -21.9% 23.36 15.32 1.575 1.081 19 - Downtown - TGH - South Tampa 25,019 12,508 -40.8% 25,019 12,508 -17.6% 17.32 14.68 1.594 1.450 34 - Hillsborough Avenue 94,522 58,228 -53.5% 94,522 58,228 -17.5% 22.76 14.34 1.875 1.172 5 - 40th Street 39,147 14,434 -69.0% 39,147 14,434 -22.5% 20.55 13.91 1.744 1.165 12 - 22nd Street 79,547 40,102 -64.6% 79,547 40,102 -23.6% 27.02 13.80 2.477 1.263 9 - 15th Street 30,798 13,910 -66.5% 30,798 13,910 -23.4% 16.60 13.40 1.515 1.222 7 - West Tampa/HCC 16,110 7,776 -59.5% 16,110 7,776 -13.0% 14.54 11.59 1.319 1.104 32 - Dr. Martin Luther King Jr. Boulevard 30,207 8,690 -73.9% 30,207 8,690 -21.1% 17.16 11.57 1.373 0.688 35 - NWTC - TIA* 14,090 8,202 -72.6% 14,090 8,202 -31.9% 13.45 11.36 0.883 0.922 15 - Columbus Drive 30,767 11,583 -65.7% 30,767 11,583 -21.1% 18.40 11.15 1.608 0.975 14 - Armenia -- Howard 27,220 16,370 -52.2% 27,220 16,370 -14.5% 17.39 11.05 1.342 0.841 8 -Progress Vilage/Brandon 33,520 13,399 -70.4% 33,520 13,399 -30.7% 13.64 9.90 1.022 0.718 17 - Port Tampa - Britton Plaza 8,585 4,809 -43.1% 8,585 4,809 -14.3% 16.90 9.51 1.591 0.895 46 - Brandon Blvd. 9,869 4,505 -60.1% 9,869 4,505 -16.4% 11.15 8.65 0.786 0.610 48 - Temple Terrace 14,863 8,664 -37.5% 14,863 8,664 17.0% 14.45 8.42 1.188 0.693 36 - Dale Mabry Hwy./Himes Avenue 34,777 8,984 -75.9% 34,777 8,984 -23.2% 15.67 7.74 1.479 0.664 45 - Yukon - Westshore 19,985 6,141 -61.0% 19,985 6,141 -0.5% 13.23 7.48 1.039 0.569 30 - Town 'N Country/Airport 28,129 13,045 -63.3% 28,129 13,045 -28.6% 15.71 7.06 1.439 0.717 31 - South Hillsborough County 5,772 3,662 -38.5% 5,772 3,662 -19.7% 8.24 5.47 0.397 0.272
System Total 1,040,427 524,537 -49.6% 1,040,427 524,537 -49.6% 20.50 13.70 1.693 1.134
75% of Local System Blue = Routes performing 75% or higher above the local system average Average 10.27
60% of Local System Red = Routes performing 60% or lower than the local system average Average 8.22
Calculations are subject to monthly adjustment/restatement 141
Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report Ridership, FY 2020 vs. FY 2021 Ridership, FY 2020 vs. FY 2021 Route productivity, Passengers per Revenue Hour & Mile (YTD) Monthly Year-to-Date FY 2020 FY 2021 FY 2020 FY 2021 October Passengers per Passengers per Passengers per Passengers per FLEX Routes FY 2020 FY 2021 % Change FY 2020 FY 2021 % Change Revenue Hour Revenue Hour Revenue Mile Revenue Mile 360LX - Brandon-Tampa-MacDill AFB* 18,110 9,190 -49.3% 18,110 132,970 -28.8% 13.44 7.92 0.781 0.460 275LX - Wesley Chapel - TIA 17,569 4,071 -65.6% 17,569 113,627 -8.3% 8.63 4.46 0.772 0.483 20X - Lutz Express 1,251 - -100.0% 1,251 6,750 -37.3% 9.459 - 0.476 - 24LX - FishHawk/Riverview/MacDill AFB Express 5,082 - -100.0% 5,082 26,126 -45.2% 18.202 - 0.646 - 25LX - South Brandon/MacDill AFB Limited Express 3,721 - -100.0% 3,721 18,308 -39.5% 19.146 - 0.888 - 60LX - Brandon-Tampa-TIA-NWTC 7,404 - -100.0% 7,404 41,888 -28.7% 5.483 - 0.325 - 75LX - S. County Shopper Tues. & Thurs. 507 - -100.0% 507 2,325 -17.7% 2.280 - 0.093 -
System Total 53,644 13,261 -75.3% 53,644 341,994 537.5% 9.65 6.42 0.604 0.467
75% of Express Blue = Routes performing 75% or higher above the express system average System Average 4.82
30% of Express Red = Routes performing 30% or lower than the express system average System Average 1.93
Calculations are subject to monthly adjustment/restatement ** Routes 20X, 24LX, 25LX, 60LX and 75LX are currently not running due to COVID reductions
Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report 142 Ridership, FY 2020 vs. FY 2021 Ridership, FY 2020 vs. FY 2021 Route productivity, Passengers per Revenue Hour & Mile (YTD) Monthly Year-to-Date FY 2020 FY 2021 FY 2020 FY 2021 October Passengers per Passengers per Passengers per Passengers per FLEX Routes FY 2020 FY 2021 % Change FY 2020 FY 2021 % Change Revenue Hour Revenue Hour Revenue Mile Revenue Mile Northdale FLEX 2,999 - -100.0% 2,999 - -100.0% 7.442 - 0.641 - Brandon FLEX 1,540 - -100.0% 1,540 - -100.0% 4.314 - 0.352 - South Tampa FLEX 1,207 - -100.0% 1,207 - -100.0% 4.162 - 0.309 - Town N' Country FLEX 1,025 - -100.0% 1,025 - -100.0% 3.233 - 0.235 - South County FLEX 675 - -100.0% 675 - -100.0% 2.170 - 0.122 -
System Total 6,454 0 -100.0% 67,704 36,991 -45.4% 4.44 - 0.326 -
75% of Flex Average Blue = Routes performing 75% or higher above the FLEX system average 0.00
60% of Flex Average Red = Routes performing 60% or lower than the FLEX system average 0.00
**No Flex service due to COVID-19 Calculations are subject to monthly adjustment/restatement
Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report 143 Passengers per Revenue Hour per Route FY 2020 (10/1/2020 ‐ 9/30/2021) **Routes without Ridership Statistics were not included 30.00
25.00 Local Flex Express Hour 20.00 Revenue 15.00 per
10.00 Passengers
5.00
0.00 TIA Ave. TIA* Blvd.
‐ AFB* Plaza Drive
Street Street Street Street ‐
Tampa County
Terrace Avenue Avenue Avenue Avenue
Rowlett Howard
Netpark
‐ ‐ Boulevard Boulevard ‐‐
Westshore 56th 15th 40th 22nd Fowler Tampa/HCC Chapel MetroRapid
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NWTC ‐ Britton ‐ Jr. South MacDill ‐ ‐
‐ 6 ‐ Brandon 9 ‐ ‐ 5 Florida ‐ Temple Vilage/Brandon Columbus 12 ‐ 42 Country/Airport Fletcher
Busch
35 ‐ Waters Mango ‐ West ‐ King ‐ 1 46 ‐
Brandon/Netp@rk ‐ ‐ Yukon 'N Armenia
TGH
‐ Wesley 48 15 Hillsborough 33 Hwy./Himes Fletcher 7 ‐ Tampa Hillsborough ‐ 39
‐ 16 38 ‐ Tampa ‐ ‐
‐ 45 14 West Progress Luther Town 34
‐ Port ‐ South ‐ 8 275LX Mabry ‐
‐ 37 30 Brandon 17 Nebraska 31 ‐ Downtown Martin ‐ Dale
‐ ‐ Dr. 400 19 36 ‐ 360LX 32 144 s s Cost per Passenger by Route Calculated using actual vehicle hours * allocated hourly rate $30.00 $25.39 $25.00 $21.35
$20.00 $15.78 $14.95 $14.61
$15.00 $14.28 $13.28 $13.17 $11.96 $11.21 $10.23 $10.17 $9.99 $9.69 $10.00 $9.55 $8.38 $8.16 $8.07 $7.86 $7.69 $7.20 $7.15 $7.06 $6.94 $6.70 $6.65 $5.63 $5.55
$5.00 $4.69
$0.00 14006 34124216393337195 9 327 1514358 4636453038174831360LX275LX 15 Minute 30 Minute 60 Minute Express s 145 s s Cost per Passenger by Frequency Calculated using actual vehicle hours * allocated hourly rate $20.00
$18.00 $17.61
$16.00
$14.00
$12.00 $11.27
$10.00 $9.10 $8.47
$8.00 $7.23
$6.00
$4.00
$2.00
$0.00 15 Minute 30 Minute 60 Minute Express
Cost Per Passenger System Average s 146 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020 ______STATUS REPORT HART Performance Report – Quarter Four At the September 23, 2019 Board meeting, the Board adopted the FY2020 Success Outcomes and HART Organizational Performance Scorecard. HART team enterprise-wide have collaborated on development of its strategic plan and a performance management system; an essential tool for high performing organizations, and it is one of our most important responsibilities to prepare HART for success. In the upcoming year, the initiatives will be focused on driving the Culture of Excellence and positioning HART as a world-class transit agency. To begin the journey, in the coming fiscal year HART will build its Success Outcomes in four key areas of focus: FY2020 Success Outcomes In FY2020, HART will know it has been a successful year if:
1. CUSTOMER EXPERIENCE: HART achieves annual increases in Customer Satisfaction on a comprehensive basis. 2. COMMUNITY VALUE: HART achieves annual increases in positive community sentiment around value of HART to Hillsborough County. 3. EMPLOYEE SUCCESS: HART achieves annual increases in Employee Engagement levels 4. FINANCIAL PERFORMANCE: HART financial performance at the end of the year is consistent or less with the Financial Plan and actual revenues.
The FY2020 scorecard is provided in Attachment to this report. The total achieved score was 90.5 out of 100. Even though not all was successful during 2020, the following highlights represent the dedicated work and performance achievement of HART over the year: On-time performance – Streetcar – 99% o EOY Streetcar on-time performance was 99.8% Safety and Security Events – Fewer than 1 Safety Event per 100k miles o Exceeded goal criteria with 0.39 events DEB Goal – Meet or exceed 8% o Exceeded goal criteria with 24% Wellness Program – 5% increase o Exceeded goal with 127% increase Operating Cost – Streetcar - $2.60 or less o Exceeded goal with an EOY operating cost per passenger trip of $1.51 Financial Management – Actual revenues will equal actual expenses (variance as percentage of expenses) o EOY variance of revenues to expenses exceeded the goal by 14.1% Prepared by: Lena Petit, Chief of Policy and Performance Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer Attachments: I. FY2020 Scorecard – Fourth Quarter II. Q4 FY2020 Performance Report 147 ATTACHMENT I FY2020 Performance Scorecard FY2020- Actual Performance Results End Strategy Metric FY2020 Performance Goals Goal Points Earned Q1 Q2 Q3 Q4 Points
Overall Customer Satisfaction 86% 84% 84% 84% 84% 12 11.7 Customer Experience 100% of customer inputs are Customer Comment Resolution 71% 76% 81% 84% 86.7 resolved within 10 days On-Time Performance - Bus & Bus - 77% or better 72% 72% 73% 75% 21.9 HART achieves annual Streetcar Streetcar - 99% 99.76% 99.66% 99.95% 99.8% 22.0 increases in Customer Satisfaction on a On-Time Performance - Paratransit Paratransit - 95% 92% 92% 93% 94% 22.0 Fewer than 1 Safety Event per comprehensive basis. Safety and Security Events 0.33 0.42 0.38 0.39 46.4 100k miles TOTAL POINTS 30 30 30.8 Transit Access Baseline established Achieved 55 Community Value Community Sentiment Baseline established Not Achieved 50 HART achieves annual Economic Impact Baseline established Achieved 55 Jobs Created from Transit & Transit increases in positive Baseline established Achieved 55 community sentiment around Infrastructure Investment value of HART to DBE Goal Meet or exceed 8% 13% 24% 24% 39 Hillsborough County. Customer Access 2% increase 0.4% 0.5% 20.5 TOTAL POINTS 25 25 24.5 Employee Engagement 65% 0% 80 Employee Success Professional Development Baseline established Achieved 66 HART achieves annual Wellness Program 5% increase 36% 10% 9% 127% 55 increases in Employee Volunteer Opportunities 33% increase 100% 50% 0% 0% 30 Engagement levels. Workers Compensation Less than 5 0.60 1.21 1.98 2.85 34.3 TOTAL POINTS 25 25 15.3
At year end, actual revenues will Financial Management equal actual expenses (+/- 14.1% 89.1 Financial Performance variance as % of expenses) Bus - $6.00 $7.22 $7.20 $8.25 $9.49 20.8 Operating Cost Per Trip – Streetcar - $2.60 $1.15 $1.25 $1.55 $1.51 22.8 Bus, Streetcar, Paratransit HART financial performance Paratransit - $26.00 $25.92 $29.35 $33.80 $37.32 21.1 at the end of the year is At year end, discretionary revenue consistent or less with the Non-Traditional / Disrectionary will increase by 1% over the Achieved 66 Financial Plan and actual Revenue previous year (% towards goal revenues. achieved) TOTAL POINTS 20 20 19.9 148 OVERALL PERFORMANCE SCORE 100 90.5 ATTACHMENT II
Q4 FY2020 PERFORMANCE REPORT The following is HART’s system-wide performance for Q4/FY2020 in the areas of customer experience, community value, employee success and financial performance. Achievement levels are analyzed against the targets that HART set to achieve, or where applicable, to previous fiscal year performance.
CUSTOMER EXPERIENCE - HART achieves annual increases in Customer Satisfaction on a comprehensive basis.
OVERALL CUSTOMER SATISFACTION – CUSTOMER COMMENT RESOLUTION – Satisfaction with overall quality of service by Measures how timely customer inputs are Bus and Paratransit as determined in resolved – 100% of customer inputs are Customer Satisfaction Survey results - 86% resolved within 10 days
Q4 Results: 84% Q4 Result: 94.0% The overall customer satisfaction is measured by the Staff continuously processes customer inputs in results of the Voice of the Customer Survey. SeeClickFix (implemented in 2018), a software The last survey was conducted in Q1, with an that directs the customer input to appropriate achievement level of 84%. departments for resolution and response. Next survey was planned for April 2020; however, due Fourth quarter recorded the 2nd highest to the Governor of the State of Florida declaration of achievement level of this metric. This represents the state of emergency for COVID-19, and subsequent reduction of HART service, conducting a 23% increase over Q1. This improvement was customer satisfaction survey became irrelevant. a result of staff’s identification of the departments with past due inputs and a review In the meantime, staff reassessed the internal of internal processes to enhance compliance. needs as well as resources and determined that in the future, customer satisfaction surveys will be Staff challenged themselves after recognizing conducted in-house, with addition of engagement with the flaws of the process, as a result, the team the customers through social media, other online pushed to improve the process and develop a media, and telephonically. solution. Enhanced availability of video Quarter 4 totaled 15,310 total hours of disinfecting and capabilities quickened the response timeline as sanitizing of fleet and facilities. Facilities and Route well. Maintenance have logged 9,450 hours of cleaning, sanitizing and maintaining bus stops, shelters and facilities in the fourth quarter. This included pressure washing 280 bus shelters. Staff regularly maintains between 25 to 30 stops per day and addresses heavy ridership stops three times per week. On the fleet side, HART logged 5,746 hours and more than 11,446 vehicles sanitized in Quarter 4.
LEGEND 1 Met or Above Target Near Target Target Not Met No Target 149 Q4
CUSTOMER EXPERIENCE - HART achieves annual increases in Customer Satisfaction on a comprehensive basis.
ON-TIME PERFORMANCE (OTP) BUS PARATRANSIT ON-TIME PERFORMANCE — & STREETCAR — Measures how closely Measures percentage of Mobility customer service runs to schedule. Departures are pickups made within 30-0 minutes from the considered on-time, if made between 1 and 5 scheduled pickup times 95% on-time minutes after scheduled departure times –
77% buses are on time | 95 % streetcars are Q4 Result: 90% on time Current trend reflected a slight drop in OTP as compared to Q1, Q2, and Q3 of FY2020. Q4 Result: 79% – Bus The achievement level indicates that OTP Even though the achievement level indicates that has decreased from the first three quarters of OTP has improved over the first two quarters of FY2020, and the set goal has not been achieved. FY2020, and the set goal has been achieved, it It is worth mentioning that a major factor was the is worth mentioning that a major factor was the return of ridership with limited seating capacity, reduced traffic impacts to HART service in the social distancing requirements, and staffing COVID-19 environment. levels reduced in the COVID-19 environment.
Q4 Result: 99.95% – Streetcar SAFETY AND SECURITY EVENTS— Safety Current trend indicates above level OTP, & security reportable events consistent with previous year. Fewer than 1 safety event per 100k miles Factors: Appropriate staffing level, no vehicle constraints and minimal passenger or traffic Q4 Result: .39 interruptions, even during the construction along HART has met this goal. the streetcar track. Safety awareness programs and focused However, streetcar service levels were modified post-event training with individual operators have starting March 23, 2020, as a result of closing helped reduce overall safety and security events. entertainment centers and dining venues along The third quarter bus operator safety training has the Line due to Safer at Home Order issued by also led to a reduction in events, such fixed Hillsborough County. object collisions. HART instituted a number of safety measures, such as physical distancing, shortened times, reduced size, and improved air ventilation in classrooms to complete training. Operations and Safety blitzes have also contributed to meeting this goal.
LEGEND 2 Met or Above Target Near Target Target Not Met No Target 150 Q4
COMMUNITY VALUE - HART achieves annual increases in positive community sentiment around value of HART to Hillsborough County.
TRANSIT ACCESS COMMUNITY SENTIMENT Establish a baseline for transit access to key Establish a baseline of community sentiment destinations about HART
Distance to transit stops. These metrics capture Conduct a community sentiment survey to the amount of jobs, population, trip origins, or trip assess: destinations within a certain radius of a transit • Are customers satisfied with the level of stop. service that is provided to them? • Percent of daily/peak period trips (origins • Are customers able to get where they are and destinations) starting or ending within going in what they consider a reasonable 0.4 mile of a transit stop. amount of time? • Percent of population and employment As previously reported, HART established that within 0.4 miles of transit. there is an existing contract procured in 2018 that • Households within five miles of park-and- measured the community sentiment. ride lots or major transit centers. HART Communications/Marketing, Policy & Performance and Planning have met with the Destinations accessible by transit. These metrics vendor HCP on several occasions and a draft capture not just the accessibility of transit stops, scope of work was prepared to implement survey but the connection that transit provides to in the spring of 2020. Communications/Marketing various destinations and the number of jobs worked with Finance to identify funds within the accessible within a certain travel time. This current budget to fund this project. type of metric incorporates the relationships of various land uses and the performance of The intent of the survey was to understand if the transit system. customers are satisfied with the level of service provided, can customers travel on the system in a • Share of population with good transit reasonable amount of time and do non-riders job accessibility (100,000+ jobs within understand and appreciate the value of transit 45 minutes). within Hillsborough County. Given the sustained • Number of households within a 30-minute agency response to the coronavirus (COVID-19)– transit ride of major employment centers. which called for a need in the reduction of service • Percentage of work and education trips – HART will not move forward with this survey accessible in less than 30 minutes transit during the 2020 year. travel time. • Percentage of workforce that can reach ECONOMIC IMPACT their workplace by transit within one hour Establish a baseline economic impact value with no more than one transfer. of HART
Staff will identify How many jobs are within ¾ of a mile of total service area. • Do routes from low-income, transportation disadvantaged areas provide access to high density job centers?
LEGEND 3 Met or Above Target Near Target Target Not Met No Target 151 Q4
COMMUNITY VALUE - HART achieves annual increases in positive community sentiment around value of HART to Hillsborough County.
July 2020: 33 new registered business JOBS CREATED FROM TRANSIT vendors, of which 15 were SBE and 6 were & TRANSIT INFRASTRUCTURE DBE. There were 434 vendors identified INVESTMENT with expired registration to encourage The annual growth in new jobs based on renewal of their registration. DBE reached HART capital investments and private out to 109 certified SBEs to register with investment in station area development HART.
Establish Baseline August 2020 - 27 new registered To look at jobs created from transit & transit business vendors, of which 13 were SBE infrastructure investment, staff will use the and 7 were DBE. There were 49 certified transit access metric listed above as a SBEs identified with expired registration, who baseline and evaluate how it changes over a were contacted to renew their registration specified period of time as changes are with HART. DBE staff also reached out to made in transit and transit 113 non-certified small businesses who are infrastructure investments. active in the HART database to encourage them to become certified. Information was sent to the vendors on how to obtain free Disadvantaged Business Enterprise SBE Certification. (DBE) Goal Contract awards to qualifying September 2020 - 19 new disadvantaged, minority-owned, woman- registered business vendors, of which 11 owned, veteran-owned, and small were SBE and 4 were DBE. DBE staff also business enterprises reached out to 23 non-certified small Meet or Exceed 8% by 2022 businesses who are active in the HART Q4 achievement is at 24.1% The DBE next database to encourage them to become Semi-Annual report (due December 1) certified. Information was sent to the vendors on how to obtain free SBE Certification. The Federal Uniform Report of DBE Commitments/Awards and Payments will be reported bi-annually. HART is on track to meet the target goal. The DBE Semi-Annual report (due June 1) was submitted to FTA on time and was approved.
LEGEND 4 Met or Above Target Near Target Target Not Met No Target 152 Q4
COMMUNITY VALUE - HART achieves annual increases in positive community sentiment around value of HART to Hillsborough County.
CUSTOMER ACCESS • The increase in sales and usage, specifically Increased regional mobility through use of sales via the sale channels outside of Flamingo Fare app traditional ticket window at transit stores – Autoload, Flamingo website, mobile app, has Target – 2% increase shown that customers are gradually migrating Q4 achievement - .5% to Flamingo fare purchasing methods. Those • HART customers continued to use the are some of the core benefits of Flamingo system with Flamingo smart cards and mobile Fares. application. Due to COVID-19, other agencies had been operating on free-fare status. • A resolution was deployed to optimize the on-board validator’s stability in scanning mobile application barcode. Extensive testing across all agencies’ fleets was conducted and results showed significant improvement. The resolution was deemed sufficient. • Sales and usage of Flamingo increased in Q4 comparing to previous periods.
During July 1 - September 30, 2020: • Total sales: $11,524.50, a 52% increase since end of June; especially, sales through autoload, Flamingo website and mobile app channels increased considerably, all are over 50% since June 30. • App Downloads increased by 92% (285 apps download in Q4 comparing to a total of 309 as of June 30) • Customer registrations increased by 34% (266 customer registration in Q4 comparing to a total of 789 as of June 30)
LEGEND 5 Met or Above Target Near Target Target Not Met No Target 153 Q4
EMPLOYEE SUCCESS - HART achieves annual increases in Employee Engagement levels.
EMPLOYEE ENGAGEMENT HART is committed to the health and The level of engagement of HART wellness of its employees. The Wellness employees as indicated in an employee Program highlights the benefits of eating engagement survey healthy, increased physical activity, lowering stress, quitting tobacco use and getting A key strategic priority for HART is to regular medical care as numerous improve employee engagement as a way to ways to achieve a healthy balance in our enhance the organization’s performance and employees' everyday health. Healthy customer service. In order to understand HART, in combination with Cigna’s Motivate where to focus efforts, an employee Me program, offers employees many engagement survey will be conducted in beneficial tools and programs that can assist FY2021. them with making some positive changes in their lifestyle.
PROFESSIONAL DEVELOPMENT In Q4 FY2020, HART participated in Goal: By end of Q2 to establish a three wellness events: Healthy Habits professional development program Bingo, Labor Day Scavenger Hunt and Run for All Children’s Virtual Run. Completed an agency-wide, department- specific training needs assessment. During the pandemic, HART delivered almost 40 sessions of small group training, adhering to social distancing protocols, for all employees that incorporated Quarterly Safety Training as well as Human Trafficking Awareness. We will continue to look for opportunities to incorporate a variety of course options to include web-based options for employees to attend either in person or virtually for critical training sessions.
WELLNESS PROGRAM Increase the percent of employees engaged in each wellness event over FY 2020
Q4 Result - 9% increase HART offers a robust health & wellness program called Healthy HART. LEGEND 6 Met or Above Target Near Target Target Not Met No Target 154 Q4
EMPLOYEE SUCCESS - HART achieves annual increases in Employee Engagement levels.
VOLUNTEER OPPORTUNITIES WORKERS' COMPENSATION The goal for FY2020 is increase the Number of incidents resulting in loss of 7 number of volunteer opportunities for or more calendar work days per 100 full HART employees to participate in by 33% time employees
Q4 Results: 0% increase Target goal – less than 5. Q4 Result: 2.85 Aside from providing convenient and affordable public transportation, HART Having an effective light duty program in contributes to the community through place is the best way to reduce an volunteer work. Volunteering allows employer’s workers’ compensation costs. employees to connect to their community The longer an employee is off work due to an and make it a better place. Even helping out injury, the harder it is to get them back to with the smallest tasks can make a real work and the higher the claim costs. Having difference to the lives of people, animals, and an effective light duty program can eliminate organizations in need. Volunteering is multi- time loss costs on many claims and/or faceted in its importance to society. It significantly reduce these costs. enriches society, brings us together as a More importantly, employees who stay on the community, and helps keep businesses and job or perform modified or light duty, have other organizations afloat. HART employees faster recoveries and avoid the unnecessary are encouraged to volunteer and get involved consequences that develop when they are as a way of bettering themselves, creating away from employment. Studies have shown a feeling of fulfillment and belonging, that returning to some work as soon as promoting an active mind and body, appropriate helps with recovery and the reducing stress and connecting people person’s overall health. throughout the community. In Q4 FY2020, HART participated in 2 volunteer Some factors that have negatively influenced events: Feeding Tampa Bay Trinity Café this metric through the first three quarters and PPE packing materials for include an increased number of accidents operators. over last year, several major accidents, and a reduced number of available light-duty HART participated in 13 events in positions due to the COVID-19 measures. FY2020. Despite these factors, our FY2020 loss time incident rate was 2.85 and is below what we have experienced over the prior five years through FY2020. The organizational goal has been achieved, with an improvement over last year’s performance of 3.75.
LEGEND 7 Met or Above Target Near Target Target Not Met No Target 155 Q4
FINANCIAL PERFORMANCE - The Office of the Chief Financial Officer will provide the Financial Responsibility performance separately.
FINANCIAL PERFORMANCE OPERATING COST PER TRIP – BUS, STREETCAR, PARATRANSIT HART financial performance at the end of TOTAL OPERATING COST/TOTAL RIDERSHIP the year is consistent or less with the Financial Plan and actual revenues HART financial performance at the end of the year is consistent or less with the Financial Plan and actual revenues At year end, actual revenues will equal actual expenses Bus – $6.00 Streetcar – $2.60 Paratransit – $26.00 We are 100% through the fiscal year, with the target to trend as closely to that goal as Q4 Results: possible. At Q4 end preliminary-unaudited Bus – $9.49 Streetcar $1.51 expenses are at 103% of budget and Paratransit – $37.32 revenues are at 118% of budget. HART financial performance target provides Expenses are exceeding budget for insight on the balance between the ridership and several reasons: Fringe Benefits primarily the overall operating expenses of a particular due to health insurance costs being over mode. Lower values indicate that the ridership is budget; parts and supplies due to an high or, conversely, the expenses are low. aging fleet as well as additional Current performance is trending higher than the maintenance required on used buses previous quarters of FY2020 performance. This is acquired from Orlando; contract largely due to significantly decreased ridership as a result of COVID-19. Paratransit services were services due to consultant fees as well especially impacted as patrons are generally in as DOT physical/screening fees being the high-risk category in addition to adhering to over budget; other administrative accommodating only one patron per trip for the expenses primarily driven by parking fees safety of both the operator and the customer. being over budget as well as non- HART met the goal established for Streetcar; budgeted relocation expenses. however, did not meet the goals for bus and Revenues are higher due to CARES Act Paratransit for FY2020. funding and CNG Alternative Fuel Credits Typically, there is a large amount of fluctuation on recorded which were not budgeted. a monthly basis due to either the receipt of invoices for associated costs and services or months with typically lower ridership numbers, such as December. The most effective way to determine ultimate success or failure is at year’s end when ridership and expense fluctuations have been smoothed out by the year. A multi-department bi-weekly meeting is hosted by HART scheduling staff to discuss scheduling, routing, fleet needs, operator staffing levels and recruitment efforts. The scheduling team also continuously monitors and adjusts schedules for fixed routes and paratransit to ensure agency efficiency in all modes. Ridership LEGEND increase will require enhancing service, 8 Met or Above Target Near Target Target Not Met No Target improving reliability, and/or outreach efforts to 156 garner new riders. Q4
FINANCIAL PERFORMANCE - The Office of the Chief Financial Officer will provide the Financial Responsibility performance separately.
NON-TRADITIONAL/ DISCRETIONARY REVENUES TOTAL DISCRETIONARY REVENUE
At year end, discretionary revenue will increase by 1% over the previous year Communications/Marketing Team reviewed sponsorship packages from several mid-sized transit agencies, identified that HART’s current offerings are aligned with sister agencies.
Staff is revising the current sponsorship program and will partner with legal for review. Staff will identify and address the milestone once review and sponsorship concepts are in place.
LEGEND 9 Met or Above Target Near Target Target Not Met No Target 157 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
MONTHLY INFORMATION REPORT
Capital Development Division - October 2020 Project Management Office (PMO) Autonomous Mobility Service project: The ribbon cutting for the official launch of the autonomous vehicle service on the Marion transit way was conducted on October 9. The total ridership numbers for October were: # of Trips # of Passengers Operational # of Hours % of actual Operated Hours Operated availability 293 146 172 164 95.3% BTI Projects: Orange Grove Drive at Stall Road bus bay construction project is underway. Expected completion of project is mid December 2020. Lumsden Road at Providence Road bus bay construction project is underway. Expected completion of project is mid December 2020. Trapeze EAM (3 Integrations) project: HART has requested Trapeze services for the implementation of three custom interfaces that will help integrate the Trapeze Enterprise Asset Management (EAM) Software with their Great Plains (ERP) Software. This integration will improve the process of inventory management and prevent inaccuracies in data. HART project team is performing mock deployment in preparation for go-live. Project is on schedule and go-live is anticipated for this fall 2020. Other ongoing projects: these projects are still in progress; however, there are no significant updates for the month of October: o TECO Streetcar Cross Tie Replacement o The Streetcar Rehabilitation o Bypass Lane Remediation Project o Flamingo Fares project
Technology and Innovation Department (TID) Highlights TID successfully integrated Trapeze EAM and Microsoft Great Plains application. Trapeze EAM is mainly used by the Maintenance Department to manage inventory work orders and parts for the HART vehicle fleet. Microsoft Great Plains is one of the key financial applications and Paramount Workplace is the procurement application for the Agency. The benefits to this integration are as followed: o The Trapeze EAM application became the system of record for HART parts inventory, which allows for more accurate parts reporting. o The integration allows for more functionality in the Trapeze EAM application.
158 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
o The integration still allows the Finance department to process payments and other financial reporting in the Microsoft Great Plains’ application. TID successfully integrated Trapeze Operation (Ops) with the ADP application. Trapeze Ops is mainly used by the Operations Department for employee time keeping and ADP is mainly used by Human Resources and the Finance Department. This integration is to automate the correct time recording in ADP from Trapeze. TID configured Jet Reporting working with the Finance team which will provide Financial reporting in Microsoft Excel using the extracted data from our Microsoft Great Plains (ERP System). The use of Jet Hub allows a centralized repository for all the published reports. TID assisted the Finance Department with the Year End processing of Fiscal year 2020. TID Implemented Workflow in Microsoft Great Plains (ERP System) to allow for Invoice approvals and approval auditing in Accounts Payables Department. TID is in the process of migrating all HART office phone lines to a new infrastructure which will offer more redundancy. TID has supported the Agency for employees working remotely during COVID-19 outbreak. This includes the following: remote user support, email communications on phishing attack, and enhanced cyber security attacks on the network based on remote users. TID processed 536 Service Desk tickets in the month of October 2020. 423 in total were closed fast track with 84 closed in less than 24 hours. As of October 31, 2020, there were 29 Service Desk tickets pending.
Service Development Highlights Tampa Arterial BRT Staff has continued to work with the consultant to refine Task 5 over the past month. Currently it is on schedule and within budget. FTA TOD Pilot Project The draft context assessment has been completed to better understand the local real estate market dynamics, and have started conducting key informant interviews with major property owners, economic development professionals, brokers, and developers active in the market. Staff hosted a working group meeting on November 18, 2020. This meeting was live streamed via HART’s YouTube channel and is available for viewing by the public. This project is moving forward on schedule and on budget. Staff plans to provide a formal update to this project to the December Committees and January 2021 regular Board meeting.
Prepared by: Danielle Arthur, Board Administrator Tiana Hawkins, IT Support Specialist Lynda Crescentini, Director of Enterprise Project Management Reviewed by: Dexter Corbin, Director of Technology and Innovation Christopher Cochran, Director of Service Development Cyndy Stiglich, Interim Chief Financial Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
159 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
MONTHLY INFORMATION REPORT
Communications and Marketing – October 2020 Marketing completed the following graphic projects in support of HART initiatives to include the development of the following collateral: HART Flamingo Fares & Fare Structure Changes - Public Meetings Flyer Public Hearing Ad Fare Structure Changes (Flamingo Fares) - Tampa Bay Times Flamingo Way You Pay Your Fares is Changing - Pop Up Web Graphic Public Hearing Ad Fare Structure Changes (Flamingo Fares) - LaGaceta Public Hearing Ad Fare Structure Changes (Flamingo Fares) - Florida Sentinel HART Smart AV Week of Launch Oct 5-8 (6 total) Twitter Graphics HART Collective Bargaining Agreement Booklet HART AV Social Video Endcap HART Transportation News Updates Header Redesign HART AV Social Video Recap Endcap - 1920x1080 HART AV Social Video Recap Lower Third OPEN ENROLLMENT 2020-21 via myADP only Email Blast Header HART Ybor Lobby Department Directory (ICEO Update) Bid Week for Nov 15, 2020 Markup - Monitor Graphic Bid Week for Nov 15, 2020 Markup - SharePoint Graphic HART Flamingo Fares & Fare Structure Changes Meetings - Twitter 2086x1039 HART Supporting Breast Cancer Awareness Month - HART Site Web Cube Ad HART Supporting Breast Cancer Awareness Month - Twitter Graphic 2086x1039 HART Smart AV Week of Launch ECO-FRIENDLY - Twitter 2086x1039 UATC External Monthly Parking Passes (Nov-Jan) FINAL HART FY2021 Definition of Success Posters HART Smart AV Launch Photos Monitor Slide COVID-19 Service Schedule Nov 15 2020 Monitor – English ADP Open Enrollment Guide Branding (Cover, Inside Pages) Roll to the Polls on HART Free Promotion Nov 2020 - Fleet Notice Roll to the Polls on HART Free Promotion Nov 2020 - Operator Key Notice Roll to the Polls on HART Free Promotion Nov 2020 - HART Site Web Cube Graphic Roll to the Polls on HART Free Promotion Nov 2020 - Twitter Graphic Flamingo Fares Way You Pay is Changing Ad - La Gaceta Flamingo Fares Way You Pay is Changing Ad - Florida Sentinel Help HART Reduce its Carbon Footprint - Think Before You Print Poster HART Board of Directors Orientation Manual Cover - October 2020 Flamingo Fares Way You Pay is Changing - HART Site Web Cube Graphic Flamingo Fares Way You Pay is Changing - Signature Block Graphic Flamingo Fares Way You Pay is Changing - Web Banner Flamingo Fares Way You Pay is Changing - Monitor Graphic
160 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Flamingo Fares Way You Pay is Changing - SharePoint Graphic HART Board Meeting Welcome CEO Finalists A-Frame | HART Veterans Day Service & Free Ride Promotion - Fleet Notice Flamingo Fares Way You Pay Video - Endcap Graphic Flamingo Fares Way You Pay Video - Lower Third Graphic | Flamingo Fares Way You Pay Video - Benefits Flyer Graphic IOC Presentation Between Transit Newsletter Quarter 3 October 2020 | HART Flamingo Fares & Fare Structure Changes - Public Meetings Flyer Spanish HART Fact Sheet | COVID-19 Service Schedule Nov 15 2020 - Flyer- English Spanish COVID-19 Service Schedule Nov 15 2020 - Monitor Graphic - Spanish COVID-19 Service Schedule Nov 15 2020 HART Site Web Cube Graphic COVID-19 Service Schedule Nov 15 2020 SharePoint Graphic COVID-19 Service Schedule Nov 15 2020 Transit Centers Column Kiosks - English Spanish AWESOME Transit Professional Flyer
Community & Business Engagement Community Engagement participated in virtual outreach during October 2020: October 1, 2020 - Ybor City Saturday Market Board Meeting (10 people) October 1, 2020 - APTA Innovations in Mobility webinar: OMNY New York MTA’s New Contactless Payment Platform (75 people) October 9, 2020 - Tampa Downtown Partnership Transportation Committee (15 people) October 21, 2020 - COMTO National Board of Directors Virtual Meeting (16 people) October 23, 2020 - COMTO National Kitchen Cabinet: 2021 Fundraising Committee (15 people) October 27, 2020 - West Tampa Community Redevelopment Area Meeting (35 people) October 29, 2020 - Visit Tampa Bay 35th Annual Meeting (125 people)
There were 17 new registered business vendors in October 2020, of which six were SBE and two were DBE.
The 2021 Proposed Service Modifications public meetings to receive community input concluded in October 2020. HART staff was available for riders to learn about the proposals, ask questions, and submit their feedback. The Public Hearing was held, and 6 total hours of Street Team Outreach were held at Marion Transit Center, University Area Transit Center, and Netpark Transfer Center.
161 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Public meetings for the proposed Fare Structure Changes began in October 2020, to receive community input about removing paper passes and implementing Flamingo Fares. HART staff was available at all 7 Transit/Transfer Centers across the county, to educate about the changes, answer questions, and gauge sentiment. A total of 44 hours of Street Team Outreach was held during peak hours 7-9 AM & 4-6 PM.
COVID-19
HART Blog for COVID-19: Blog Post Date Information Two Additional Operators Test Thu 10/1 Total of 54 HART employees with Positive for COVID-19 COVID-19 (2 new bus operators) Two Additional Bus Operators Test Mon 10/19 Total of 60 HART employees with Positive for COVID-19 COVID-19 (2 new bus operators) HART Restores Weekday Service to Mon 10/26 Restored service for all local routes 95% of Pre-COVID Levels routes on November 15
Employee Advisories for COVID-19: Advisory Email Date Information #52 Wed 10/7 55th-57th confirmed cases of HART employees testing positive for COVID-19 #53 Fri 10/16 58th-60th confirmed cases of HART employees testing positive for COVID-19 #54 Thu 10/22 internal employee FAQ about COVID safety measures for Recovery & Reset Plan Phase Phase II #55 Fri 10/23 61st confirmed case of HART employees testing positive for COVID-19
162 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
News Coverage On October 9, 2020 and several days following, numerous media outlets covered the launch of HART SMART AV media conference. https://www.bizjournals.com/tampabay/news/2020/10/09/hillsborough-transit-authority- launches-av-service.html https://www.tampabay.com/news/transportation/2020/10/09/driverless-shuttle-launches-in- downtown-tampa/ https://www.masstransitmag.com/alt-mobility/autonomous-vehicles/press- release/21157941/hillsborough-area-regional-transit-authority-hart-hart-launches-smart-av-pilot- for-marion-street-transitway https://www.abcactionnews.com/news/region-hillsborough/hart-launching-driverless-shuttle-in- downtown-tampa-on-oct-12 https://www.baynews9.com/fl/tampa/news/2020/10/10/tampas-first-driverless-shuttle-is-on-the- road https://www.fox13news.com/news/harts-driverless-shuttle-hits-the-road-in-downtown-tampa https://www.fox13news.com/news/tampas-first-autonomous-shuttle-begins-operating-in- downtown-area https://www.wfla.com/news/hillsborough-county/self-driving-shuttle-hits-tampa-streets-for- passenger-service/ https://www.embedded-computing.com/news/hart-launches-tampa-bay-areas-first-autonomous- vehicle-pilot-in-downtown-tampa https://www.busandmotorcoachnews.com/tampa-launches-first-driverless-shuttle-as-part-of- pilot-project/
On October 12, 2020, the Tampa Bay Business Journal published an article on the HART CEO search and candidates. https://www.bizjournals.com/tampabay/news/2020/10/12/transit-leaders-vying-to-become-harts- next-ceo.html
On October 21st, 2020, the Tampa Bay Times reported on the returning and new HART Board members. https://www.tampabay.com/news/transportation/2020/10/21/hillsborough-county-makes-two- new-appointments-to-transit-board/
On October 28th, 2020, the Tampa Bay Business Journal wrote about the HART 2021 Budget and All for Transportation. https://www.bizjournals.com/tampabay/news/2020/10/28/surtax-oversight-group-oks-2021- spending-plans.html
163 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Advertising Sales October is the sixth month of the new contract year (three years with two one-year options) for Vector Media, formerly Direct Media USA (Transit Advertising). Revenue is split 63% HART and 37% Vector Media with a guaranteed monthly amount of $59,055.42.
Total Sales HART 63% Guarantee Current month sales 201,550.11 126,976.57 61,500.00 Year to date sales 831,797.04 524,032.14 369,000.00
HART received revenue of $2,210.58 for October from InSite Media – formerly Signal Outdoor (Shelter Advertising). There are 381 shelters in inventory, with a total of 770 panels. Of those panels, 722 of them are sold. In addition, HART has eight active benches with a minimum monthly guarantee of $100.00.
Month 20-Aug 20-Sept 20-Oct # of Shelter Panels 783 770 770 Panels Sold 655 699 722 % Panels Sold 83.65 90.78 93.77 Shelter Bench Guarantee 287.50 100.00 100.00 Monthly Revenue 2,373.08 2,210.58 2,210.58 Revenue to Date $38,075.00
In October, a total of $22.84 in revenue was generated from Commuter Advertising (premier provider of GPS based short form audio and text scroll advertising on transit vehicles). YTD revenue for this contract period (excluding guaranteed payment shortfall payment) is $20,327.05.
Prepared by: Martha Ocasio, Marketing Administrative Assistant Reviewed by: Jacqueline Halldow, Chief of Communications & Marketing Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
164 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
MONTHLY INFORMATION REPORT Customer Experience Activities ~ October 2020
Transportation Highlights
Operators, Supervisors and Controllers and Operations staff attended the quarterly safety training on human trafficking prevention and reporting. This training was a requirement for all HART employees as the Agency ramps providing service during Super Bowl LV in January. Information was given on signs and warnings that a person may be involved in human trafficking and what to do if they notice any of these signs. Operations management and supervisory staff conducted Operator safety quality checks. Operators were monitored and coached regarding the use of pre-trip inspections of safety sensitive systems, the use of seatbelts and the alighting of patrons at transit terminals. HART recognized Operators who have driven one and two million miles without preventable accidents. One Operator received the Two Million Mile award, and twenty-three Operators were recognized with One Million Mile awards. Each Operator received a plaque from the National Safety Council, a $50 gift card, and a day off with pay. Representatives from the Federal Rail Administration (FRA) visited HART and provided rail related updates to Operations, Streetcar, and Safety staff. Representatives as well as inspected HART Streetcar procedures for approaching the CSX interlocking during controlled signal device malfunctions. HART successfully passed the inspection without any findings. Operations Management staff participated in a series of operational, planning and outreach meetings and events including Fare Structure Change public outreach, service enhancement planning meetings for November 2020 and January 2021, Automated Vehicle launch, FDOT/CUTR Emergency Preparedness, Response and Recovery training, Flamingo outreach. Paratransit and Flex Services Ops/ADA Highlights Operations Support Highlights There were 10,111 HARTPlus Paratransit trips performed and our On-Time Performance was 86.98% for arrival at the scheduled pick-up time and 98.41% for getting patrons to their scheduled appointment time. Total paratransit Customer Choice Program provided 4,441 trips. Director Gregory Brackin participated in a conference call with Ryan Suarez of Kimley- Horn and representatives of Forsyth County, GA on October 28. Discussions were conducted to gather information on our Taxi Voucher Program and our previous HYPERLink project. HART provided start-up information and data from our programs to assist them in their proposed projects. Customer Service and Certification Highlights Two new CSRs were welcomed to the Customer Service and Paratransit Team. Customer Service Calls received in October totaled 12,526. SeeClickFix received 449 comments for the month of October.
165 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
HARTPlus Activity New Recerts Total Applications Received 72 29 101 Applications Pending Total 20 4 24 Current Month Pending 18 2 20 Previous Months Pending 2 2 4 Applications Processed 52 25 77 Conditional 11 9 20 Unconditional 14 10 24 Temporary 1 0 1 Denied 1 0 1 Withdrawn 6 1 7 Incomplete (UTP) 19 5 24 Appeals Received 1 0 1 Visitor Status 1 0 1 Suspensions 4 0 4 Certified: 45 YTD Certified: 3569
Fleet Maintenance Fixed Route Total Miles Preventative Maintenance Completed Demand Work Orders Completed 559,182 759 91
Paratransit
Total Miles Preventative Maintenance Completed Demand Work Orders Completed 133,364 124 31
Flex Service Total Miles Preventative Maintenance Completed Demand Work Orders Completed 0 0 0
Streetcar Maintenance Total Miles/Trips Preventative Maintenance Completed Demand Work Orders Completed Miles – 10, 190 36 36 Trips – 3, 889
166 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Facility Maintenance Preventative Maintenance Tasks Completed – 42 Demand Work Orders Completed – 47 Scheduled Projects Pump out and dispose of the oily sludge from the trench drains at the bus wash, fuel lane, and steam bay grit chamber at the HART Operations Facility, Heavy Maintenance Facility and Preventative Maintenance Facility. The semi-annual fire alarm inspection for the HART Administrative Office and Streetcar Facility. The annual operability testing for the above-ground storage tanks located at the HART Operations Facility, Heavy Maintenance Facility and Preventative Maintenance Facility Completed Projects TECO installed two new LED pole lights for the East Lot at the HART Operations Facility, Heavy Maintenance Facility and Preventative Maintenance Facility. Piper Fire completed the annual fire sprinkler inspection for the Marion Transit Center. Trillium collected the sample testing of compressed natural gas to include taking three samples: one before the dryer, one after the dryer, and one sample at the dispenser. The results will be sent in November. Passenger Amenities Preventative Maintenance Tasks Completed – 110 Demand Work Orders Completed – 70 Scheduled Projects Pressure wash the covered bus stop pad located at the Brandon Mall. Completed Projects Bus Shelter Solar Light Program: Installed new batteries at Columbus Drive and Nebraska Avenue. Inspected two light systems, Shelter ID 3048 at Columbus Drive @ Nebraska Avenue and Shelter ID 9021 at Rowlett Park @ Waters Avenue. Bus Stop Maintenance: No new stops installed. Repaired three bus stops due to downed or damaged stop signage. Repaired 25 stops due to damaged or missing stop ID tags or hardware. Preventative Maintenance Shelter Washing: Pressure washed and cleaned 104 HART shelters and six MetroRapid shelters. Benches and Trash Receptacles: Installed no new benches. Repaired one bench at Stop ID 1255 due to vandalism. Installed five new trash receptacles. Removed one trash receptacle for Route 14. Repaired 25 trash receptacles due to damage or corrosion control at various stops.
167 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
Shelter Maintenance: Repaired one totem for a Metro Rapid Shelter due to vandalism and repaired broken glass at two shelters. Shelter Removals: None. Cleaned and maintained the Marion Street Transitway.
Prepared by: Ivan Maldonado, Director of Transportation Gregory Brackin, Director of Operations Support – ADA Officer Juston Lafler, Director of Maintenance Reviewed by: Ruthie Reyes Burckard, Deputy Chief of Transportation Scott Drainville, Deputy Chief of Maintenance and Facilities Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
168 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020
MONTHLY INFORMATION REPORT Human Resources Activities ~ October 2020 October 2020 Activity Type of Activity Bargaining NB Total New Hires 4 1 5 Rehire 0 0 0 Reinstated 0 0 0 Transfer 0 0 0 Reduction in Force 0 0 0 Voluntary Resignations 5 0 5 Retirement 2 0 2 Deceased 0 0 0 Terminations 5 0 5 Promotions 0 0 0 Reclassification 0 0 0 Status Change 0 0 0 Grand Total: 16 1 17 As of October 31, 2020 there were 781 active (non-temporary) employees of which 141 are Non-Bargaining and 640 are Bargaining NOTE: The reporting reflects a full calendar month.
Turnover Report – October 2020 # of Separations* Division Non- Bargaining Total Bargaining Executive 0 0 0 Administration 0 0 0 Finance 0 0 0 Operations 12 0 12 HART Monthly 12 0 12 Turnover Total *Includes: Voluntary Resignations, Retirement, Terminations, and Death Compensation Study market adjustments went into effect for Non-Bargaining Employees on 10/4/2020 Bus Operator Interviews took place on October 12 and 13 for a November 9 start. Mandatory agency-wide training was completed in October. Topics include Human Trafficking Awareness and Compliance & Safety Training.
Prepared by: Eartha Cole, HR Support Specialist Reviewed by: Crystal Hundley, Interim Chief People Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer 169 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020 ______
MONTHLY INFORMATION REPORT Procurement & Contracts Administration Activity Report ~ October 2020
A. Purchase Requisitions Processed The purchase requisition is the beginning of the process by which departments enter requests to purchase goods or services. Processing purchase requisitions involves several departments responsible for verifying need, ensuring adequate funding, and sourcing appropriate vendors. The table below represents the number of purchase requests generated during the reporting period.
Micro Small Large No. Reqs. Total (under $10k) ($10k - $250k) (over $250k) ADMINISTRATION 45 $ 78,173 $ 787,715 $ 745,761 $ 1,611,649 MAINTENANCE 124 $ 221,829 $ 138,372 $ - $ 360,202 OPERATIONS 25 $ 12,407 $ 788,679 $ - $ 801,087 INVENTORY 15 $ 32,584 $ 14,783 $ - $ 47,367 CAPITAL 13 $ 14,618 $ 465,982 $ 5,573,504 $ 6,054,103 Grand Total 222 $ 359,611 $ 2,195,532 $ 6,319,264 $ 8,874,407 Please note that not all purchase requisitions result in a purchase order or vendor contract.
B. Purchase Orders Processed The purchase order is the document used to acquire goods or services from vendors. Once the purchase requisition has been approved and a vendor sourced, a purchase order is generated and provided to the vendor to begin the delivery process. The table below represents the number of purchase orders processed during the reporting period.
No. PO's Amount ADMINISTRATION 49 $ 2,402,495 MAINTENANCE 101 $ 262,225 OPERATIONS 20 $ 441,879 INVENTORY 37 $ 151,592 CAPITAL 13 $ 3,268,153 Grand Total 220 $ 6,526,343
Please note that purchase orders processed during the reporting period may have resulted from related activities that occurred in previous reporting periods.
170 Hillsborough Transit Authority Board of Directors Hybrid Meeting December 7, 2020 ______
C. Open Contracts HART currently holds more than 90 open contracts, including Task Orders, with a total contract award value in excess of $55 million with an unexpended balance of approximately $28 million.
D. Sole Source Procurements
Project No. Award Date Vendor Project Description Amount RFQ-42949 10/1/2020 Archive Corporation Media Storage, Off-site $ 10,556
RFQ-43259 10/1/2020 Archive Corporation Paper Records Storage, Off-site $ 8,000
RFQ-43509 10/15/2020 Trapeze Software Group Inc Trapeze Annual Maintenance $ 328,332 Total $ 346,888
E. Unauthorized Procurements No unauthorized procurement activity occurred during the reporting period.
Prepared by: John Edmondson, Director of Procurement & Contracts Administration Reviewed by: Cyndy Stiglich, Interim Chief Financial Officer Approved by: Ruthie Reyes Burckard, Interim Chief Executive Officer
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