BUS MAIN --- 1. INTRO --- 2. GOALS BY MUNIC. --- 3. FIXED ROUTE --- 4. FIXED ROUTE GOALS
5. SWEETHART --- 6. SWEETHART GOALS --- 7. MULTIMODAL GOALS
8. ADMIN. GOALS --- 9. CAPITAL PLAN --- 10. INTERCITY BUS --- 11. LINKS

INTRODUCTION
HART is organized as a public transit district under the provisions of Chapter 103a of the Connecticut General Statutes. HART's roots go back to 1972, when the Danbury-Bethel Transit District was organized by public referendum in anticipation of reinstating bus service in Danbury and Bethel under the public sector.

From 1973 to 1977 the transit district operated four fixed routes with 90 minute frequencies. The transit district was then directly administered by the HVCEO staff. A Transit Development Program (TDP) study in 1977 formed the basis to improve frequencies that year to 45 minutes and the development of an elderly/handicapped demand response system, implemented in 1982. In 1979, the transit district became known as HART and shortly thereafter hired a part time Executive Director to oversee operations and administration.

In 1982, HART was staffed separately from the HVCEO and hired a full time Executive Director to assume responsibility for day-to-day operations of the district. New fixed route vehicles were acquired and the fixed route structure was expanded to seven routes as recommended by the 1977 TDP.

Through the years, six other towns joined the now eight member transit district. HART is governed by a Board of Directors with one or two representatives (based on population) from each of the member municipalities appointed by the Mayor or First Selectman. The primary function of the Board of Directors is policy decision-making for the transit district.

Until FY1991, the operation of transit services and the maintenance of HART vehicles had been contracted to a private operator based on low bid, contractor qualifications, and responsiveness to service specifications. The contractor provided a maintenance facility and employed all drivers, maintenance personnel, dispatchers and supervisors.

Beginning in FY1991, HART determined that the operations could be taken in-house for a cost comparable to that being charged by the private contractor. The advantages of in-house operation are primarily in the area of quality control with respect to customer service, dispatching, maintenance, and supervision of operations personnel.

Another significant factor in the decision to go in-house was that one private operator controlled the only garage facilities capable of housing and operating a transit operation the size of HART. The ability of HART to competitively bid its services was severely constrained due to lack of other facilities in Danbury.

The HART organization consists of 95 full and part time employees including 60 drivers, 2 schedulers, 6 mechanics, 4 service persons, 1 facilities maintenance person, 11 administrative/office persons, 7 operations supervisors, 1 training supervisor, 1 customer service representative, and 2 checkers. Drivers and schedulers are organized under Local 1622 of the Amalgamated Transit Union.

MANAGEMENT AND ADMINISTRATION GOALS
On a broad level, HART established a mission statement for the transit district several years ago that serves to focus all goals. That mission is “To serve the mobility needs of the residents of the Housatonic Region in a safe, reliable, clean, effective and efficient manner, consistent with the fiscal framework outlined by Federal, State and Local governments.”

GOAL 1: TO DEVELOP AND IMPLEMENT
A SYSTEM SAFETY AND SECURITY PLAN.
The HART operations facility was completed in 1998. The new facility required the development of many facility maintenance processes and updating of procedures in terms of staffing, procedures and regulatory compliance. This process has been completed and is periodically evaluated and updated.

The system safety and security plan is a new component instituted by FTA after the events of September 11. Plans were mandated for the larger transit systems and strongly suggested for systems the size of HART. New regulations require HART to report safety and security statistics to FTA on a quarterly basis.

As of mid-fiscal year 03, HART is in the plan development stage. Implementation of the plan is expected by fiscal year 04.

GOAL 2: TO FURTHER DEVELOP OPERATIONAL SERVICE STANDARDS, POLICIES AND PRACTICES.
Preliminary standards were developed in 1994 for on-time performance, mileage intervals between road calls and preventive accidents, vehicle cleanliness, vehicle climate control operability, repair and cleaning of passenger shelters, cost recovery of service, passengers carried per hour and passengers carried per mile, and travel time on both fixed route and SweetHART.

These standards are now monitored by administrative staff, and in the case of driver performance, through the assistance of on-board “mystery riders” provided by outside contractors.

GOAL 3: TO CONTINUE PROVIDING A WELL-BALANCED DRIVER TRAINING PROGRAM FOR FIXED ROUTE, DEMAND RESPONSE, TROLLEY AND CONTRACT SERVICE DRIVERS.
In the early 1990’s, through a joint effort with five other Connecticut transit districts, HART took the lead in developing a comprehensive driver training program. To date, training has been provided in the areas of defensive driving, bloodborne pathogen control, stress management, wheelchair lift and securement practices, passenger assistance techniques and emergency and accident procedures.

These training activities have been highly successful and have improved the driving skills of HART's drivers. (in 2002, HART drivers won the overall high score in statewide competition and first place in the small bus category). In an effort to further promote safety and customer service, HART's goal is to continue providing a well balanced driver training program for all drivers.

In addition to this training, HART has developed and implemented an ongoing driver training program. This training program includes elements such as wheelchair lift and securement procedures; substance abuse training; sensitivity to the needs of elderly and disabled persons; customer service training; on-time performance training; and stress management training. Other training elements include a 20 day new hire training program and a retraining element for drivers in need of additional training due to accidents or other reasons.

GOAL 4: TO PROVIDE FOR A CONTINUING AND COMPREHENSIVE TRANSIT PLANNING PROCESS.
Since 1998, HART staff have completed six planning studies (described previously) examining numerous and diverse transit-related issues in the Housatonic Valley Region, as well as layer development for the joint HVCEO-HART GIS database. The preparation of these projects gives HART the unique ability to examine and research many complex issues before proceeding with implementation. These projects are developed in cooperation with HVCEO staff at least annually, and usually funded through the HVCEO.

HART's goal is to continue the planning process and take greater advantage of planning and research grant opportunities. In this way HART can maintain the technical staff necessary to provide more in-depth analyses of existing services and new service opportunities than would otherwise be possible if financial or operational staff had to perform such functions in addition to their day-to-day duties.

Further, an in-house planning staff can address service development issues with the benefit of system-specific experience that contracted consultants lack. Consequently, the delivery of public transportation services in the region can be accomplished in the most innovative and efficient manner possible.

The development of HART's Geographic Information System permits expanded analysis by integration of census, employment, housing, and transit data with unprecedented detail and capabilities for data manipulation. With GIS, HART has new planning opportunities for its own services or for those of other systems who can contract through HART for such analysis.

In Fiscal Year 04, HART will continue work on the GIS database by preparing refinements to the land use layer.

GOAL 5: TO CONTINUE A MARKET RESEARCH PROGRAM TO IDENTIFY SPECIFIC TARGET MARKETS AND TO DETERMINE THE ATTITUDES, BEHAVIOR, AND NEEDS OF THOSE PARTICULAR SEGMENTS WITH RESPECT TO HART SERVICE AND TRANSPORTATION IN GENERAL.
The 1995 Market Research Study was the first formal step in identifying target markets, with income, auto ownership, and level of education identified as primary differentials between those who do and do not use transit. By continuing to develop an accurate profile of HART's current and potential consumer base, management can make better and more informed decisions on the strategies to employ in its marketing plans.

HART instituted several follow-up surveys over the past five years, notably that undertaken for the 2000 SweetHART Comprehensive Operational Analysis. During the initial phase of the implementation of job access LOOP routes, HART surveyed passengers, potential users and employers to help determine the best application of these new services. Follow up surveys are implemented annually.

HART has also made use of demographic and preference data generated by Metro-North and ConnDOT to gage awareness and plan and implement bus–rail shuttle services.

The program should include periodic surveys and updates to the 1995 Market Research Study. As part of HART's day-to-day marketing activities, this goal will require no additional funding.

GOAL 6: TO SEEK ALTERNATIVE FUNDING SOURCES AND EXAMINE INTERNAL PROCESSES FOR COST SAVINGS.
A current great need in the organization is the ability to continue operation of service in a climate of reduced transit funding. In FY 1997, HART completed a HVCEO sponsored alternative transit financing study. The study examined current alternative financing practices at HART, statewide and nationally.

Over the period of the past five years HART has broadened its funding base to include four new funding programs (New York State DOT, Transportation Strategy Board, Federal Job Access and Reverse Commute and Connecticut DSS) and a more favorable contract for vehicle advertising.

Internally, HART has initiated a process of identifying more cost effective ways of doing business throughout the operational structure of the agency. This includes everything from small procurements to restructuring run assignments and administrative positions.

HART’s goal is to develop alternative revenue sources and to continue the process of evaluation of internal process for cost savings.

Proceed to section nine dealing with HART's five year capital plan.

BUS MAIN --- 1. INTRO --- 2. GOALS BY MUNIC. --- 3. FIXED ROUTE --- 4. FIXED ROUTE GOALS
5. SWEETHART --- 6. SWEETHART GOALS --- 7. MULTIMODAL GOALS
8. ADMIN. GOALS --- 9. CAPITAL PLAN --- 10. INTERCITY BUS --- 11. LINKS