Key West Transit Development Plan FY2025-2034

3.5 Summary and Conclusions

3.5 Summary and Conclusions The data in this chapter depicts the Key West transit system’s recovery over the past four years. It also shows a rise in operating expenditures, leading to a decrease in the cost-effectiveness of services. Despite this, KWT has shown adaptability to evolving circumstances through various service adjustments, such as introducing on-demand micro-transit and the Workforce Express Route. Despite the city’s medium density, which provides an efficient environment for public transit services, the Key West transit service area extends nearly 50 miles beyond the core of the city. This presents challenges in providing efficient public transit services in the less dense areas of the county. Several conclusions can be drawn regarding KWTs performance compared to its peer group. Overall, KWT shows a mixed performance, excelling in some key metrics while lagging in others. Service Area Size and Population KWT operates in a service area significantly smaller than the average of its peer group. However, it’s important to note outliers like St. Johns County, FL, and Northwestern, which skew the comparison. Despite being smaller than the average, KWT’s service area is relatively larger compared to a subset of its peers. Passenger Trips KWT performs well in terms of completed passenger trips, surpassing the average of its peer group and delivers a higher number of passenger trips per capita compared to the peer group mean, indicating a higher level of service than the peer group.

However, KWT delivers fewer passenger trips per revenue hour and revenue mile, suggesting potential efficiency improvements in these areas. Cost Efficiency KWT operates with lower operating expenses per capita, per passenger trip, per revenue mile, and per revenue hour compared to the peer group mean, showcasing cost-effectiveness. Despite lower operating expenses, KWT generates significantly higher fare revenue compared to the peer group mean, indicating effective revenue generation strategies. Vehicle Performance Compared to the peer group mean, KWT falls short in terms of vehicles operating in maximum services and spare ratio. However, it exceeds the peer group mean in vehicle revenue miles, revenue hours, revenue vehicles, and service vehicles. The lower spare ratio indicates that KWT may be operating with fewer backup vehicles than the peer group mean. While this could suggest cost savings in vehicle maintenance and storage, it also implies a potential risk of service disruptions if vehicles experience unexpected issues. The information gathered from the peer review analysis will support the development of the Transit Development Plan (TDP) goals, objectives, and plan alternatives. Additionally, analysis of public outreach received throughout the TDP development process will complement the data and information presented here. This combination of objective data analysis and public input ensures a well-balanced background information base for creating an achievable plan that addresses the public transportation needs expressed by the community.

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Transit Development Plan FY 2025–2034