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Transit sustainability and capital improvements have been the basis for the decisions made during the planning and development of the annual HART budget, which was approved late last month. But when these priorities are supported with strategic goals and objectives, transformative progress marks the horizon: long-term financial strength so customers are confident that the service they rely on today will be there tomorrow, new partnerships and practices to maximize existing resources, or developing a team of top-notch transit professionals who will use innovation to map the future of local transit service.
That's why with the approval of the fiscal year 2013 budget, HART also kicked goals and objectives that will drive this agency forward. These goals and objectives are:
Goal  No. 1: Exceed Customer Expectations
Objectives:
- 1.1 Continue to improve service quality, reliability, and on-time performance
- 1.2 Ensure the service addresses the mobility needs of transit dependent and discretionary passengers
- 1.3 Ensure the user friendliness of all HART services
- 1.4 Expand service availability and accessibility
- 1.5 Maintain a price-affordable fare structure
 Goal No. 2: Ensure Safety & Security
Objectives:
- 2.1 Continue to implement improvements at HART facilities and assets to enhance safety and security throughout the system
- 2.2 Enhance workplace safety and health for all employees
- 2.3 Promote safe operations and best practices through partnerships and education
- 2.4 Enhance emergency and disaster preparedness
Goal No. 3: Maximize Finance Condition
Objectives:
- 3.1 Maintain sufficient operating and capital financial cash flow to meet established level of service
 - 3.2 Provide a fare and fee structure that is tied to the cost of providing service through optimization of the HART system
- 3.3 Pursue grant funding for HART capital projects established as priorities set-forth by the Board and Community
- 3.4 Maintain prudent reserves to be used in times of significant revenue decline to preserve HART's ongoing ability to deliver safe
- and reliable service
- 3.5 Establish prudent reserves to support the lifecycle replacement of key infrastructure, both operational and capital
- 3.6 Pursue increased revenue from current and new sources to support operating and capital activities
 Goal No. 4: Foster a Thriving Internal Environment
Objectives
Create a work environment that advances a culture of continuous learning where ...
HART, as an employer:
- 4.1 provides encouraging and productive atmosphere.
- 4.2 embraces differences and seeks work synergy.
- 4.3 fosters trust, fairness and mutual respect.
HART, as an employee:
- 4.4 knows expectations and is empowered to perform them, is productive and results driven.
- 4.5 is well-trained with opportunities to grow.
- 4.6 is recognized for his or her contributions.
 Goal No. 5: Connect the County and the Region
Objectives:
- 5.1 Enhance overall accessibility of services and programs
- 5.2 Provide enhanced connections and serve new markets while sustaining existing service
- 5.3 Leverage resources through coordination with other agencies and entities
- 5.4 Encourage land use patterns that support transit to maximize ridership and enhance service effectiveness
 Goal No. 6: Embrace Innovative Practices and Systems
Objectives:
- 6.1 Develop systems to provide timely, accessible and reliable services and information to customers and the agency
- 6.2 Pursue partnerships with the business community and other agencies for the funding and delivery of services and programs
- 6.3 Explore sustainability practices
HART has already started and will continue to develop and implement activities that use these goals for producing higher-quality outcomes. Examples include:
This past year, HART has been successful in securing additional funding through grants to invest in modernizing its infrastructure. $11 million has been secured in federal funding to build a compressed natural gas (CNG) fueling station and purchase buses powered by CNG. Remaining funds will be used towards the ongoing upgrade initiative for the HART Maintenance Facility, where scores of maintenance specialists are charged with maximizing the revenue service life of a bus, but most importantly, ensuring their safety, reliability and appearance. (Objectives 3.3 and 3.6)
For the past two years, HART has coordinated with nearby transit agencies to purchase fuel, locking in low prices by purchasing fuel in advance and leveraging buying power. Hillsborough County joined this fuel consortium last year. Lower fuel prices have played a big role in contributing towards the decreased amount for the gross cost per revenue mile for HART vehicles, from $6.71 in 2011 to $6.42 in 2012.* HART buses and vans travel a combined 8.8 million revenue miles each year, and this reduced cost per mile adds up to $2.5 million in efficiency savings for fiscal year 2012. These efficiency savings allow HART to improve bus service for the upcoming year and absorb costs for new service, such as MetroRapid North-South without the need for new or more revenues. (Objective 5.3)
These are just a couple examples of how HART strives for responsible stewardship of taxpayer money, not only during the budget approval process, but every day and in every way HART provides service to customers.
* Compares first 10 months of fiscal year 2011 to first 10 months of fiscal year 2012, which is the most up to date information available on performance measurements.
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