S U C C E S S P L A N
C O N T E N T S
3 | Message from the Board Chair
4 | Message from the Interim Chief Executive Officer
5 | HART Mission & Vision
6 | HART Goals
7 | Board of Directors and Executive Staff
8 | Executive Summary
9 | Work Plan
10 | Performance Scorecard (HOPS)
12 | Integrating Success
16 | Tactics
H A R T S U C C E S S P L A N 2 0 1 9 3
MESSAGE F R O M T H E
B OA R D C H A I R
Both data and perception surveys revealed the value HART brings to the community,
its customers, and employees. Such success can be attributed to outstanding strategic
planning, development of a set of clear and measurable outcome goals, and an exceptional
level of accountability supported by each member of the HART staff.
A significant highlight of FY2018 was HART’s willingness to increase transparency and improve communication
with the community, customers, and its employees. Both citizens and HART employees shared their feedback,
and the Board of Directors and Executive Leadership of the organization listened. This invaluable insight
served as a baseline for the development of the FY2019 Success Plan with 12 operational tactics.
As you will see, the laser-like focus continues to be on financial transparency, safety, community, and customer
and employee engagement, in support of HART’s mission to take people to the places that enhance their lives.
I am excited about the foundation HART has worked diligently to align for the future.
Sincerely,
Commissioner Lesley “Les” Miller
CHAIR, HART BOARD OF DIRECTORS
REPRESENTING HILLSBOROUGH COUNTY
H A R T S U C C E S S P L A N 2 0 1 9 4
MESSAGE F R O M T H E
INTERIM CEO
In FY2018, the HART team aligned for the future. We laid the foundation to improve route
services, increase ridership, position the organization to compete for additional funding,
strengthen community partnerships, and enhance the customer experience in Hillsborough
County.
The 14 operational tactics identified in our initial Success Plan positioned HART as a sustainable
transportation provider. Throughout the year, the organization monitored performance and navigated through
fluctuations to guide the employees and stakeholders to a positive year-end outcome.
HART’s FY2019 Success Plan builds on last year’s strategy and is the blueprint leading HART into a New Era of
Transit. Service productivity, sustainable financial performance, excellence in the customer experience, robust
safety plans, and employee success are the instruments that will enable us to develop and implement innovative
business strategies, introduce cutting edge technology, cultivate new partnerships, and position HART as a leader in
the public transportation industry.
Please join me as we embark on the road to a New Era of Transit.
Sincerely,
Jeffrey C. Seward
INTERIM CHIEF EXECUTIVE OFFICER
H A R T S U C C E S S P L A N 2 0 1 9 5
HART TAKES PEOPLE TO THE PLACES THAT ENHANCE THEIR LIVES.
HART INVITES, INSPIRES AND IMPLEMENTS SUSTAINABLE AND INNOVATIVE TRANSPORTATION.
H A R T S U C C E S S P L A N 2 0 1 9 6
H A R T G O A L S
1. The system is 5% more productive since implementation of Mission MAX.
2. $3 million is allocated to fund balance, consistent with the HART plan.
3. Customers embrace HART service with a net promoter score or equivalent 5% more than previous year’s score.
4. HART experiences 5% reduction in safety events across the system.
5. HART employees will receive an average of 10 training hours over the year.
H A R T S U C C E S S P L A N 2 0 1 9 7
B O A R D & E X E C U T I V E S
BOARD OF DIRECTORSChair: Commissioner Lesley “Les” Miller - Hillsborough County Representative
Vice Chair: Melanie Williams - City of Tampa Representative
Secretary: Councilman Mike Suarez - City of Tampa Representative
Councilman Gil Schisler - City of Temple Terrace Representative
Mr. Adam Harden - Hillsborough County Representative
Commissioner Pat Kemp - Hillsborough County Representative
Mr. Marvin Ray Knight - Hillsborough County Representative
Mr. Richard McClain - State of Florida Representative
Mr. David Mechanik - Hillsborough County Representative
Mr. C. John Melendez III - State of Florida Representative
Commissioner Kimberly Overman - Hillsborough County Representative
Ms. Kathleen Shanahan - City of Tampa Representative
Commissioner Mariella Smith - Hillsborough County Representative
GENERAL COUNSELMr. David L. Smith, Esq. - HART Board General Counsel
CHIEF EXECUTIVE OFFICERMr. Jeffrey C. Seward - Interim Chief Executive Officer
EXECUTIVE LEADERSHIP TEAMMs. Ruthie Reyes Burckard - Chief Operating Officer
Ms. Kenyatta Lee - Chief Administrative Officer and Interim Chief of Staff
Mr. Scott Drainville - Chief of Maintenance and Facilities
H A R T S U C C E S S P L A N 2 0 1 9 8
E X E C U T I V E S U M M A R Y
Hillsborough Area Regional Transit Authority (HART) is proud to present its FY2019 Success Plan.
This document is the culmination of several months of planning and focused attention by
HART leadership. This innovative approach focuses HART on achieving specific outcome goals
that are most important to carry out the mission to take people to the places that enhance
their lives, and deliver on the vision to invite, inspire and implement sustainable and innovative
transportation.
To achieve the “big picture” articulated in the HART mission and vision, this Success Plan lays out clear outcome goals for the fiscal year, strategies and tactics to achieve them, and a
performance scorecard to measure work progress.
Outcome GoalsThe high-level goals envisioned for a successful year are referred to as outcome goals that
essentially complete this statement: “HART will know it has been an exceptional year if…” With
input from the staff and the Board of Directors, HART identified the top five outcome goals
for the year.
1. The system is 5% more productive since implementation of Mission MAX.
2. $3 million is allocated to fund balance, consistent with the HART plan.
3. Customers embrace HART service with a net promoter score or equivalent
5% more than previous year’s score.
4. HART experiences 5% reduction in safety events across the system.
5. HART employees will receive an average of 10 training hours over the year.
H A R T S U C C E S S P L A N 2 0 1 9 9
W O R K P L A N
Once outcome goals are determined, the next step in the success planning process involves determining what projects and programs are needed to achieve the outcome goals. The Work Plan is made up of specific tactics that are each aligned to one of five general strategic areas of focus:
1. Service Productivity >> Supports Outcome #1 This work focuses on HART’s ability to deliver efficient fixed route, paratransit, and HARTFlex service.
2. Sustainable Financial Performance >> Supports Outcome #2 This work focuses on HART’s priority to be a strong financial steward
3. Excellence in Customer Experience >> Supports Outcome #3 This work focuses on the delivery of outstanding customer service.
4. Safety >> Supports Outcome #4 This work centers around HART’s primary goal of delivering safe service to our customers.
5. Employee Success >> Supports Outcome #5 This strategic pillar concentrates on how HART supports the
members of its workforce.
Twelve work tactics will be implemented over the course of fiscal year 2019. The tactics are outlined starting on page 16.
H A R T S U C C E S S P L A N 2 0 1 9 1 0
P E R F O R M A N C E S C O R E C A R D
HART leadership developed a measurement system - HART Organizational Performance Scorecard (HOPS) –
to monitor the Authority’s progress toward achieving its goals quarter by quarter.
Like the operating tactics contained within the Work Plan, scorecard metrics align directly with one of the five strategic areas of focus. The scorecard will be monitored and reported at the close of each quarter of the year.
Service Productivity This work focuses on HART’s ability to deliver efficient fixed route, paratransit, and HARTFlex service.
Sustainable Financial Performance This work focuses on HART’s priority to be a strong financial steward.
Excellence in Customer Experience This work focuses on the delivery of outstanding customer service.
Safety This work centers around HART’s primary goal of delivering safe service to our customers.
Employee Success This strategic pillar concentrates on how HART supports the members of its workforce.
HART ORGANIZATIONAL PERFORMANCE SCORECARD
H A R T S U C C E S S P L A N 2 0 1 9 1 1
P E R F O R M A N C E S C O R E C A R DEXHIBIT A
Passengers per Revenue Hour Fixed Route Bus & HARTFlex 20.15
Passengers per Revenue Mile Fixed Route Bus & HARTFlex 1.626
Miles Driven Between Failures (bus) 7.612On-Time Performance (- 1 minute to +5 minutes at time points) - bus 80.00%
On-Time Performance (- 0 minute to +30 minutes pickup time) - HARTPlus 97.75%
Passengers per Revenue Hour (HARTPlus) 1.68
Passengers per Revenue Mile (HARTFlex) 0.374
Passengers per Revenue Hour (Streetcar) 24.27
TOTAL
Quarterly actual operating expenses will be within 2% of budgeted expenses 2%
TOTALFixed Route Net Promoter Score 35HARTPlus Net Promoter Score 25HARTFlex Net Promoter Score 35TOTAL
Perception of Safety of the System 88%Employee Lost Time Incidents per 100 Employees 5.00
TOTAL
Employee Success Employee Engagement Level ≥ 5% than prior yearHART Employee Attrition Rate 5%TOTAL
OVERALLPERFORMANCE SCORE
FY2019 Proposed Performance
Service Productivity
Sustainable Financial Performance
Excellence In Customer Experience
Strategy Metric Performance Results
Safety
Collisions per 100,000 Revenue Miles (Bus / HARTFlex / HARTPlus / Streetcar) 0.6
At year end, actual operating revenues will be >= 2% of budgeted revenues (excluding budgeted fund balance)
>=2%
HART ORGANIZATIONAL PERFORMANCE SCORECARD
Transit Development
Plan
- Service Productivity
- Sustainable Financial Performance
- Excellence in Customer Experience
- Safety
- Employee Success
HART Organizational
Performance Scorecard (HOPS)
GoalsPerformance
Metrics
Work Plan
Transit Development
Plan
Comprehensive
Operations Analysis
Plan presented to the Board of Directors
for adoption September 10, 2018
Budget
Outstanding Service to Customers
H A R T S U C C E S S P L A N 2 0 1 9 1 6
SERVICE PRODUCTIVITY
SUSTAINABLE FINANCIAL PERFORMANCE
EXCELLENCE IN CUSTOMER EXPERIENCE
COMMUNITY CONNECTION
EMPLOYEE SUCCESS
W O R K P L A N T A C T I C S
The Work Plan is the tactical expression of the
five strategic areas of focus. Each and every tactic
developed contributes to HART’s success goals for
the fiscal year. The following pages outline tactics,
their objectives, the tactics owners, and quarterly
milestones to be achieved. A total of 12 tactics will be
implemented over the course of the coming fiscal year.
H A R T S U C C E S S P L A N 2 0 1 9 1 7
H O W T O R E A D W O R K P L A N
Tactic Name Each tactic is clearly titled and coded for alignment with one of HART’s five strategic areas of focus.
Strategic Area of Focus
PROJECTDESCRIPTION
Background details to provide context about the project
and its purpose are included along with the team who will
advance the tactic.TACTICOWNER
Quarterly Milestones
Q1
This section clearly lays out the tactics of the quarterly
goals, serving as a step by step guide detailing how the
project will be completed over the course of the year. The
worksheet helps to keep the team focused on pushing the
work forward incrementally over the course of the year.
Q2
Q3
H A R T S U C C E S S P L A N 2 0 1 9 1 8
S E R V I C E P R O D U C T I V I T Y
1a. Implement Mission MAX Phase 2 service improvements
Aligns with Service Productivity
PROJECTDESCRIPTION
Mission MAX (Modernizing and Aligning for Excellence) is a result of the HART Transit Development Plan (TDP) update and Comprehensive Operations Analysis (COA) conducted in 2017. Mission MAX includes the implementation of a more productive and efficient network.
TACTICOWNER
Operations
Quarterly Milestones
Q1
• Recalibrate 25 percent of the route schedules and design based on on-time performance.
• Implement new markup in October 2018 to better align service changes.
• With the passing of the Hillsborough County “All for Transportation Sales Tax” in November, staff will plan for new service/markup slated for March 2019. Markup will accelerate the TDP plan.
• Staff will pursue the acquisition of additional new and refurbished vehicles to support new service in 2019.
Q2
• Develop a timeline and action plan for the advancement of unfunded sections of the TDP plan for FY2020, 2021, 2022 and 2023 including identifying costs, projected revenue, ridership, vehicles and full-time employee (FTE) requirements.
Q3
• In accordance with the Metropolitan Planning Organization’s Transportation Long Range Plan, develop a timeline and action plan based on transportation projects identified by the “All for Transportation Sales Tax” working groups and direction from HART Board of Directors.
Q4
• Implement new markup in July 2019 to better align service changes.
• Present to the Board, projects that meet the federal and/or HART guidelines for public involvement for authorization to conduct outreach and public hearings.
• Engage community through public outreach and a public hearing process.
O P E R A T I N G T A C T I C S
H A R T S U C C E S S P L A N 2 0 1 9 1 9
S E R V I C E P R O D U C T I V I T Y
1b. Enhance interdepartmental service productivity process
Aligns with Service Productivity
PROJECTDESCRIPTION
Complete assessments related to service productivity, maintenance, and Intelligent Transportation System (ITS) functions.
TACTICOWNER Administration and Maintenance
Quarterly Milestones
Q1• Conduct analytical review of metrics and implement an action plan based on
opportunities for improvement.
• Initiate ITS Assessment.
Q2 • Conduct review meeting to evaluate Q1 metrics and discuss areas for improvement.
Q3
• Conduct review meeting to evaluate Q2 metrics and discuss areas for improvement.
• Evaluate and develop Maintenance productivity processes.
• Upgrade Fleetwatch system.
Q4
• Conduct review meeting to evaluate Q3 metrics and discuss areas for improvement.
• Develop metric goals for the next fiscal year including opportunities for divisional performance improvements.
• Award contract for Computer Aided Dispatch (CAD) /Automatic Vehicle Locator (AVL) project.
• Complete ITS Strategic Plan.
O P E R A T I N G T A C T I C S
H A R T S U C C E S S P L A N 2 0 1 9 2 0
SUSTAINABLE FINANCIAL PERFORMANCE
H A R T S U C C E S S P L A N 2 0 1 9 2 1
SUSTAINABLE FINANCIAL PERFORMANCE O P E R A T I N G T A C T I C S
2a. Implement a Strategically-Aligned Budget and Report Budget Results (Monthly and Quarterly)
Aligns With Sustainable Financial Performance
PROJECTDESCRIPTION
In order to effectively allocate spending and manage our financial resources, develop a budget that aligns with the strategic plans of the organization while working within the funding and revenue resources.
TACTICOWNER
Finance
Quarterly Milestones
Q1 • Strategize for next fiscal year budget based on current enterprise goals and financial targets, prior year close-out, and current year Q1 actuals.
Q2
• Submit next year’s preliminary budget to the HART Board of Directors.
• Conduct an annual review of organizational processes/functions for opportunities to improve efficiency and effectiveness.
Q3 • Submit tentative budget to the HART Board of Directors based on ad-valorem tax revenues.
Q4 • Submit final budget to the HART Board of Directors at public hearings for adoption.
H A R T S U C C E S S P L A N 2 0 1 9 2 2
SUSTAINABLE FINANCIAL PERFORMANCE O P E R A T I N G T A C T I C S
2b. Implementation of Transit Asset Management (TAM) Policy
Aligns with Financial Sustainability
PROJECTDESCRIPTION
Establish TAM policy in commitment to maintain HART assets in a State of Good Repair through a strategic and systematic process of financial stewardship, reinvestment, transparency and promoting a culture that supports asset management across the organization.
TACTICOWNER
Finance
Quarterly Milestones
Q1
• Adopt HART Board TAM Policy.
• Certify TAM Plan to Federal Transit Administration.
• Identify the TAM Core Team and hold introductory meeting to communicate roles and responsibilities.
• Update TERM database with new or disposed assets.
Q3 • Initiate annual inventory of HART facilities.
Q4• Finalize annual inventory of HART facilities.
• Develop and implement an action plan for facility inventory collection.
H A R T S U C C E S S P L A N 2 0 1 9 2 3
C U S T O M E R E X P E R I E N C E
H A R T S U C C E S S P L A N 2 0 1 9 2 4
C U S T O M E R E X P E R I E N C EO P E R A T I N G T A C T I C S
3a. Development of Innovative Programs
Aligns with Excellence in Customer Experience
PROJECTDESCRIPTION
Seek opportunities for implementation of innovative projects in support of HART core services.
TACTICOWNER
Operations and Administration
Quarterly Milestones
Q1
• Conduct Mobility Analysis (Downtowner, microtransit solution and circulator services) to determine sustainable mobility solutions.
• Enhance and improve the HART brand by implementing a comprehensive communications strategy.
• Award contract for Tampa Arterial Bus Rapid Study.
• Complete installation of Connected Vehicle Equipment on streetcars and buses.
Q3 • Evaluate and develop a plan for Customer Appreciation Events.
• Conduct a study in support of the Basic Transit Improvement program.
Q4 • Complete HART website redesign.
H A R T S U C C E S S P L A N 2 0 1 9 2 5
C U S T O M E R E X P E R I E N C EO P E R A T I N G T A C T I C S
3b. Enhance streetcar service options
Aligns with Excellence in Customer Experience
PROJECTDESCRIPTION
Implement the TECO Line Streetcar system enhancements in support of ridership development and public education and awareness.
TACTICOWNER
Operations
Quarterly Milestones
Q1
• Implement extended service hours and frequency enhancement options for the streetcar.
• Install new ridership management equipment Automatic Passenger Counters.
• Implement Marketing plan in support of streetcar service.
Q2 • Launch new/redesigned TECO Line Streetcar website.
Q4 • Review and evaluate marketing campaigns to re-establish service for FY2020.
H A R T S U C C E S S P L A N 2 0 1 9 2 6
C U S T O M E R E X P E R I E N C EO P E R A T I N G T A C T I C S
3c. Improve communication with the community
Aligns with Excellence in Customer Experience
PROJECTDESCRIPTION
Develop Public Engagement, Education and Awareness Plan to strengthen community and stakeholder relationships.
TACTICOWNER
Administration
Quarterly Milestones
Q1• Develop and implement a media plan to gain national, local, and industry
exposure.
Q2 • Develop and produce HART 2018 Annual Report.
Q3 • Hold DBE /SBE open house for community members.
Q4 • Develop and implement “Taking Transit to the Community” initiative.
H A R T S U C C E S S P L A N 2 0 1 9 2 7
S A F E T Y
H A R T S U C C E S S P L A N 2 0 1 9 2 8
S A F E T YO P E R A T I N G T A C T I C S
4a. Establish FTA Safety Management System (SMS) Program
Aligns with Safety
PROJECTDESCRIPTION
Implementation of 49 CFR 673/674 Safety Management System (SMS) to foster a culture of safety within HART and meet new regulatory guidelines.
TACTICOWNER
Administration
Quarterly Milestones
Q1
• Onboard SMS subject matter expert and conduct supervisor training on 49 CFR 673/674.
• Conduct Safety Day of Action in support of Stay Accident Free Everywhere Campaign.
Q2• Integrate existing safety committee structures to SMS focused organization.
• Draft Non-Punitive Employee Reporting System.
Q3
• Develop Safety Risk Management Guide for HART employees that explains Safety Risk Management (SRM) and Safety Assurance (SA) activities. Provide graphical representations of how SRM and SA progress.
• Initial draft of 49 CFR 673/74 compliant Public Transportation Agency Safety Plan (PTASP).
• Conduct SMS Regulatory Training for HART employees.
Q4• Review and finalize HART PTASP.
• Prepare submittal package for State Safety Oversight (SSO) Review.
H A R T S U C C E S S P L A N 2 0 1 9 2 9
S A F E T YO P E R A T I N G T A C T I C S
4b. Enhance Security and Emergency Management Environment within HART
Aligns with Safety
PROJECTDESCRIPTION
Complete organizational and infrastructure security improvements including emergency management to support HART service productivity.
TACTICOWNER
Administration
Quarterly Milestones
Q1 • Complete Transportation Security Administration (TSA) Baseline Assessment.
Q2 • Develop an action plan based on recommendations from TSA Baseline Assessment.
Q3 • Install facility security cameras at Marion Transit Center as part of Safety and Security System (SSS) project.
Q4• Install facility security cameras at University Area Transit Center as part
of SSS project.
• Install mobile security cameras on HARTPlus vans.
H A R T S U C C E S S P L A N 2 0 1 9 3 0
E M P L OY E E S U C C E S S
H A R T S U C C E S S P L A N 2 0 1 9 3 1
E M P L OY E E S U C C E S SO P E R A T I N G T A C T I C S
5a. Foster Employee Development Opportunities
Aligns with Employee Success
PROJECTDESCRIPTION
Provide HART employees with proper resources, targeted training, and professional development enhancements to improve their skills.
TACTICOWNER
Administration
Quarterly Milestones
Q2 • Implement annual training plan.
Q3
• Establish and publicize employee volunteer experiences calendar to allow for four annual volunteer opportunities as outlined in HART Employee Volunteer Program.
• Conduct organizational Compensation Study.
Q4 • Develop Succession Plan.
H A R T S U C C E S S P L A N 2 0 1 9 3 2
E M P L OY E E S U C C E S SO P E R A T I N G T A C T I C S
5b. Develop Organizational Programs based on Employee Survey results
Aligns with Employee Success
PROJECTDESCRIPTION
Foster employee engagement by implementing best in class programs based on the Voice of the Employee survey results.
TACTICOWNER
Administration
Quarterly Milestones
Q1 • Formulate Action Plan from employee engagement focus groups.
Q2
• Implement Action Plan from employee engagement survey and focus groups results.
• Develop a quarterly focus group program.
• Conduct an employee engagement fair.
Q4 • Update employee engagement plan based on employee feedback.
H A R T S U C C E S S P L A N 2 0 1 9 3 3
E M P L OY E E S U C C E S SO P E R A T I N G T A C T I C S
5c. Develop Computer Based Training Opportunites for Organizational Development Plan
Aligns with Employee Success
PROJECTDESCRIPTION
Implement Learning Management System (LMS) including certified trainer program.
TACTICOWNER
Administration
Quarterly Milestones
Q1
• Kick off One HART Program – Employee Engagement and Appreciation Initiative.
• Kick off the Innovative Directors Group for FY2019.
Q3• Implement organization action plan for LMS.
• Develop internal certified train the trainer program.
Q4
• Implement certified Qualified Trainer training program.
• Introduce computer based training opportunities for employees through LMS portal.
H A R T S U C C E S S P L A N 2 0 1 9 3 4
E M P L OY E E S U C C E S S
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JEFFERSON
ST.
CYPRESS ST.
CHANNELSIDE DR.
BAYSHORE BLV
D.
KENNEDY BLVD.
KENNEDY BLVD.
HENDERSON
AVE.
CLEVELAND ST.
NUCCIO PKW
Y.
NUCCIO PKW
Y.
HARBOR ST.
TWIGGS ST.
KENNEDY BLVD.
CUMBERLANDAVE.
CUMBERLANDAVE.
CHANNELSID E DR.
CHANNELSID E DR.
PLATT ST.
ZACK ST.
TWIGGS ST.
MER
IDIA
N A
VE.
MER
IDIA
N A
VE.
12TH
ST.
12TH
ST.
11TH
ST.
11TH
ST.
CLEVELAND ST.
PALM AVE.PALM AVE.
SCOTT ST.SCOTT ST.
OLD WATER ST.
3RD AVE.3RD AVE.
CASS ST.CASS ST.
HARBOUR PLACE DR.
HARBOUR PLACE DR.
NEB
RASK
A A
VE.
NEB
RASK
A A
VE.
MAIN ST.
HENDERSON AVE.
CYPRESS ST.
88
99
77
66
55
4433 22 11
1111
1010
To/FromRick’s
on the River
10/18
To/FromRick’s
on the River
Armature Works/Water Works
Park
TampaHeights
PALM AVE.
7TH AVE.
HIG
HLA
ND
AVE.
Armature Works/Water Works
Park11
55 661155 66
55 5511 66 11 66
77TampaHeights
PALM AVE.
7TH AVE. CEN
TRA
L AV
E.C
ENTR
AL
AVE.
HIG
HLA
ND
AVE.
99 1212
99
99 1212
TAKES PEOPLE TO THE PLACES THAT ENHANCE THEIR LIVES.
Raymond C. Miller Building | 1201 E. Seventh AvenueTampa, Florida 33605 | 813.254.4278 | goHART.org