Steve Feigenbaum Service Planning Manager Katharine Eagan, AICP Chief Operating Officer HART Tampa, Florida

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1 Scheduling Efficiency in the Tampa Area: How We Cut Our Budget and Grew Our Ridership Steve Feigenbaum Service Planning Manager Katharine Eagan, AICP Chief Operating Officer HART Tampa, Florida

2 Who We Are Urban area transit provider for Tampa, FL 700 Employees 200 fixed route and 42 paratransit/flex vehicles 42 fixed routes and 5 flex routes 2.5 mile electric streetcar line 13+ million fixed route passengers for FY 2011 An all-time high! Ridership up 12.3% on 1.5% fewer miles/hours Passengers per revenue hour = 23 (20.5 in FY 2010) -$9 million in past 5 years in ad valorem property tax (60% of revenue)

3 Where We Were High scheduled overtime/large extra board FMLA abuse Good pay to platform ratio Too many side trips and boutique services 10 routes (of 42) account for 65% of ridership heavy urban core emphasis

4 Get More with Less? Get a handle on extra board and FMLA Cut the side trips and stay on the main streets -Pick-up 5 min. per trip can save 1 bus Cut and reinvest into proven services Cut and reinvest into cheaper services Use your data to help nibble at the edges -APC s are your top asset -Bus stop ridership -Segment reports -Actual running time between timepoints Know your service!!!!!!

5 Case Study 1: Route 31 Riverview Oaks Deviation Before HART had multiple routes with deviation routing e.g. going off of the main street to serve a store front.

6 Case Study 1: Route 31 Riverview Oaks Deviation page 2 After In Tampa, if you can save 5 minutes per trip on most routes by more efficient routing, you save $100,000 annually on that route. 10 routes = $1 million Improved running time makes the route more attractive to choice riders. Ridership improves.

7 Case Study 2: Route 7 Readjust Frequency 30 minute all-weekday frequency 60 minute weekend frequency APC data revealed ridership weak north of HCC Set two patterns with different frequencies.

8 Case Study 3: Route 88 Reinvent the Service Route 88 was a weak performing neighborhood circulator with little growth potential Poor neighborhood that still had service demands

9 Case Study 3: Route 88 Reinvent the Service page 2 Change to van based flex service $10 - $15 per hour cost savings Open area to new potential patrons and attractions.

10 Making Service More Efficient Once you ve cleaned up routes: Drop out segments with weak ridership Convert deadhead into revenue service Runcut, runcut, runcut Other strategies Service replacement Service substitution

11 Drop Out Segments with Weak Ridership Route 61LX: average 7 passengers per trip Average < 2 passengers per trip on western end Eliminate unused service; remove unused stops

12 Convert Deadhead into Revenue Service Route 23X had lowest express productivity per trip Requests for faster service on local segments Convert route to local express with new northern terminus Convert deadhead to revenue service on local route

13 Runcut, Runcut, Runcut Streetcar service FY11: 14,300 revenue hours FY12: 12,400 revenue hours 12% decrease One hour less, M F 15 minute becomes 20 minute (Fri and Sat) No change Sunday Removed 2 of 7 rosters

14 Other Strategies Service replacement Service substitution Last trips to division

15 For additional information: Steve Feigenbaum Katharine Eagan, AICP Hillsborough Area Regional Transit (HART) 1201 E. 7 th Ave. Tampa, FL FeigenbaumS@goHART.org (813) EaganK@goHART.org (813)