Monroe County Transit: Existing Conditions Analysis

EXISTING CONDITIONS ANALYSIS

471

ASKS

LEAD ROLE

PARTNERS

RESOURCES

STATUS

2028

ber within the cross-functional team, including nance, planning, engineering, and public relations. esponsibilities to identify gaps in expertise or coverage ll sets, experience, and qualifications. ty staff, such as Transit Operations Manager, based on the the project scope. tified roles that are unfilled by existing county staff, to ensure alignment with the goals of the cross-functional vacant positions within the cross-functional team, including erviews, and making hiring decisions based on the needs and the MaaS platform to determine the necessary resources for server hosting, and technical support. ding sources and priorities for ongoing maintenance and are upgrades, security patches, and user support services. erformance and reliability of the MaaS platform, including handling technical issues and outages. tments, vendors, and user groups, to ensure alignment and s to the MaaS platform. Transit, the Federal Transit Administration (FTA), and ill participate in the working group, ensuring sponsible for asset management and transportation s-functional team, providing orientation, training, and with existing staff members. chedules for the working group to facilitate nagement plan, ensuring regular updates and lop the asset management plan, outlining strategies nt of transit assets, including maintenance schedules, safe, reliable, and cost-effective transit services. vehicle types, fuel types, ages, and mileage, to establish a considering factors such as emissions, fuel efficiency, and ethodologies. n the fleet, such as transitioning to alternative fuels, routing and scheduling, and adopting green maintenance an for the fleet, prioritizing actions based on their potential stablish timelines for implementation and performance able for transit fleets, considering factors such as availability, fectiveness. lternative fuels and vehicle technologies on fleet operations, ng tools. , transit operators, industry experts, and government et optimization, incorporating best practices and lessons gies in the fleet, monitoring performance, reliability, and cost e staff, and other stakeholders for continuous improvement r the development and adoption of the ten-year planning rces. ources are allocated throughout the planning process. xisting resources to support the implementation of the ten s, transit users, local businesses, government agencies, bjectives, methods, and timeline for conducting consultations, s to inform stakeholders about the consultation process, nd preferences. nnels, ensuring inclusivity, transparency, and accessibility for unding sources within the organization for infrastructure financing options such as grants, bonds, public-private ructure improvements along US-1 based on the ransportation Master Plan. ommunity organizations, and advocacy groups. collaboration with identified stakeholders, such as regular m stakeholders on their priorities and preferences for transit demand, equity, accessibility, and sustainability. o evaluate and prioritize transit infrastructure projects based ch as reducing greenhouse gas emissions, improving fuel nce indicators (KPIs) to measure progress towards and aligned with organizational objectives. mance metrics, using historical data and industry ver time. g, analyzing, and reporting on the performance metrics. ng needs and priorities for fleet upgrades and maintenance, ng sources within the organization for fleet upgrades and ulatory requirements, and capital improvement plans. commendations and timelines of the asset management plan, d on safety, reliability, and sustainability considerations. ncluding passenger counts, trip origins and destinations, and analysis. els that can forecast ridership trends based on various factors s, and special events. the predictive models to recommend adjustments to transit o determine data availability, hardware requirements, such as GPS tracking systems, passenger counting and accurate information on ridership patterns, vehicle toring systems into transit operations, ensuring ement systems, and providing training to staff on how llection, analysis, and optimization efforts within the transit ons. data collection, analysis, and optimization efforts, f the transit network, and desired level of optimization. r ongoing data collection, analysis, and optimization efforts, nd data management systems to support these activities. dicators (KPIs) to track the effectiveness and efficiency of and environmental impact assessments (EIAs) for proposed nd stakeholders to assist in conducting the feasibility studies nical, environmental, social, and economic aspects. ements, including existing conditions, projected demand, ensitivities. der factors such as cost-effectiveness, technical feasibility, ives, methods, and timelines for gathering feedback on ctives, demographics, and accessibility needs. s to inform the community about the proposed improvements, , and informational materials. nity members to solicit feedback, answer questions, and ensuring inclusivity, transparency, and accessibility. common themes, preferences, and areas of concern related ives, methods, and timelines for gathering feedback on ctives, demographics, and accessibility needs. s to inform the community about the proposed improvements, , and informational materials. nity members to solicit feedback, answer questions, and ensuring inclusivity, transparency, and accessibility. gn of transit improvements, where feasible and appropriate, s. mute with Enterprise program, considering factors such as gn of transit improvements, where feasible and appropriate, ting resources to support the Commute with Enterprise resources are allocated including any necessary investments

MCT MCT

FDOT; Monroe Municipalities; Chamber of Commerce FDOT; Miami Dade Transit; Key West Transit

Staff Time Additional Staff & Budget Staff Time, County portion of capital equipment costs, if applicable

Fiscal Year 2024 -

MCT

FTA; FDOT; Monroe County

Staff Time

MCT

FDOT; Monroe County BOCC/OMB; Monroe Municipalities/Consultants FTA; FDOT; Monroe County

Staff Time, Consultant Fees

MCT

Staff Time

MCT

Monroe Municipalities; The Health Council of South Florida, Inc. Chamber of Commerce

Staff Time

MCT MCT

FTA; FDOT; Monroe County

Staff Time

FDOT; Miami Dade Transit; Monroe County; Monroe Municipalities

Staff Time, Consultant Fees

MCT

Monroe County BOCC; Monroe Municipalities

Staff Time

MCT

FTA; FDOT; Monroe County

Staff Time

MCT

FDOT; Miami Dade Transit; Monroe County; Monroe Municipalities

Staff Time, Consultant Fees

MCT

FTA; FDOT; Monroe County

Staff Time, County portion of capital costs

MCT

Municipality PIOs; Monroe County Staff

Staff Time

MCT

FDOT; Monroe County

Staff Time, Consultant Fees

MCT MCT

FDOT; Miami Dade Transit; Monroe County; Monroe Municipalities FDOT; Miami Dade Transit; Key West Transit

Capital costs to be estimated in project planning & design of improvements Staff Time, County portion of capital equipment costs

MCT MCT

FDOT; Monroe County

Staff Time, Consultant Fees

FDOT; Monroe Municipalities; Chamber of Commerce

Staff Time, County portion of service costs, if applicable