Monroe County Transit: Existing Conditions Analysis

an for the fleet, prioritizing actions based on their potential stablish timelines for implementation and performance

ASKS 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 ights for continuous improvement and resource allocation d organizations, such as Miami-Dade and Key West transit the task force for the integrated fare payment system. elopment and implementation. clarifying their contributions to various aspects of the em design, testing, and rollout. ormed about the progress of the integrated fare payment s, and opportunities for feedback and input. 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 s-functional team, providing orientation, training, and with existing staff members. 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 developing and implementing fare payment systems for ology vendors to establish partnerships for designing and financing options such as grants, bonds, public-private ted transit services to validate functionality, usability, and ty, functionality, and effectiveness of the new payment -world usage by passengers. te in user testing sessions, ensuring representation from s to capture a comprehensive range of feedback and orm passengers about the new payment system, ions, and interactive workshops to familiarize them 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 m with existing transit infrastructure to identify integration and environmental impact assessments (EIAs) for proposed rating the new fare payment system with existing transit mless user experience across different touchpoints. rs to implement the necessary software updates, hardware etween the new fare payment system and existing transit 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 d fare payment system across different transit services, and performance before full-scale deployment. ts for the integrated fare payment system, considering factors pport, and security enhancements. costs of system maintenance and updates over the project stments in technology upgrades or enhancements. or system maintenance and updates, prioritizing investments s, and alignment with organizational priorities and g devices suitable for transit vehicles, considering factors ty with existing systems. ology vendors to establish partnerships for installing GPS nts, timelines, and deliverables. eploy GPS tracking devices on transit vehicles, ensuring fleet management systems and communication networks. gn of transit improvements, where feasible and appropriate, 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 ch as reducing greenhouse gas emissions, improving fuel

MCT

FTA; FDOT; Monroe County

Staff Time

EXISTING CONDITIONS ANALYSIS

473

MCT

FTA; FDOT; Monroe County

Staff Time

LEAD ROLE

PARTNERS

RESOURCES

STATUS

MCT

FTA; FDOT; Monroe County

Staff Time, County portion of capital costs

2028

MCT MCT

FDOT; Monroe Municipalities; Chamber of Commerce FDOT; Monroe County

Staff Time Additional Staff & Budget Staff Time, Consultant Fees

Fiscal Year 2024 -

MCT

FDOT; Miami Dade Transit; Key West Transit

Staff Time, County portion of capital equipment costs

MCT

FDOT; Monroe County

Staff Time, Consultant Fees

MCT

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

Staff Time, Consultant Fees

MCT

FDOT; Miami Dade Transit; Key West Transit

Staff Time, Consultant Fees

MCT

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

Staff Time

MCT

FDOT; Miami Dade Transit; Key West Transit

Staff Time, County portion of capital equipment costs

MCT

FDOT; Miami Dade Transit; Monroe County; Monroe Municipalities

Staff Time, Consultant Fees

MCT

FDOT; Miami Dade Transit; Key West Transit

Staff Time, Consultant Fees

MCT

Monroe County BOCC; Monroe Municipalities

Staff Time

MCT MCT

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

Staff Time, Consultant Fees Staff Time, County portion of capital equipment costs

MCT

Municipality PIOs; Monroe County Staff FDOT; Miami Dade Transit; Key West Transit

Staff Time Staff Time, County portion of capital funds for equip operations

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, Consultant Fees

MCT

MCT

FDOT; Monroe Municipalities; Chamber of Commerce

Staff Time, County portion of service costs, if applicable

ting resources to support the Commute with Enterprise

resources are allocated including any necessary investments