Manatee County Area · PDF fileManatee Connect is the Transit Development Plan (TDP) for Manatee County Area Transit (MCAT), the fixed-route public transportation service provider

Manatee County Area Transit Transit Development Plan FY 2013/14 – FY 2022/23

EXECUTIVE SUMMARY

Prepared For:

Manatee County Area Transit

1108 26th Avenue East Bradenton, Florida 34208

Prepared By:

Tindale-Oliver & Associates, Inc. 1000 N. Ashley Drive, Suite 400 Tampa, FL 33602 Phone: (813) 224-8862

MCAT | Transit Development Plan 1

Executive Summary

INTRODUCTION

Manatee Connect is the Transit Development Plan (TDP) for Manatee County Area Transit (MCAT), the fixed-

route public transportation service provider in Manatee County. Manatee Connect serves as the strategic

guide for public transportation for Manatee County over the next 10 years. It identifies public

transportation improvement priorities for the county, outlines a strategy for implementing those priorities,

and provides direction for accomplishment of the County’s vision for public transportation services.

MCAT Vision Statement:

MCAT will continue to be the major public transportation provider in Manatee County.

MCAT will continue to improve the quality of life for county residents and visitors by

providing, in a cost-efficient manner, a readily-accessible, intermodal means of mobility for

those who want to use its services, and by providing alternative means of transportation to

minimize the impacts of traffic congestion on major roads in the county.

STATE OF FLORIDA PUBLIC TRANSIT BLOCK GRANT PROGRAM

Manatee Connect is consistent with the State of Florida Public Transit Block Grant Program, a program

enacted by the Florida Legislature to provide a stable source of funding for public transit. The Block Grant

Program requires public transit service providers to develop, adopt, and annually update a Ten-Year Transit

Development Plan (TDP). Under legislation that became effective February 20, 2007, the TDP must undergo

a Major Update every five years. Major updates involve more substantial reporting requirements. Each

update must be submitted to the appropriate Florida Department of Transportation (FDOT) District Office by

September 1st.

PLAN DEVELOPMENT

Development of Manatee Connect included a number of activities, including a review of planning and policy

documents, documentation of study area conditions and demographic characteristics, an evaluation of

existing transit services, the creation of a phased implementation and financial plan, and incorporation of

public input received through public involvement efforts.


This TDP Major Update distinguishes itself from previous plan update efforts in that a large effort was placed

on reaching out to the community and gathering public feedback. That outreach included a number of

outreach efforts. The emphasis on public outreach was employed in order to develop a plan that reflected

the values of Manatee County residents. At the onset of the project, a separate public involvement plan

(PIP) was prepared to identify and conduct the most effective outreach strategies and activities. Outreach

activities conducted for the plan can be organized into two general categories, direct involvement activities

and information distribution techniques.

Direct involvement activities included the following:

Review Committee – A review committee consisting of representatives from the Sarasota/Manatee

MPO, the Suncoast Workforce Development Board (Suncoast Workforce Alliance), and MCAT Planning

staff provided feedback throughout the plan development process.

Charrette – A charrette was held in downtown

Bradenton to kick off the TDP public

involvement process. This charrette used a

presentation, a polling exercise, and the nominal

group technique to provide participants with a

deeper understanding of the transit planning

process, educate them on MCAT services and

plans, and gather their feedback on desired

priorities for MCAT.

Transit Open House Workshops – Three open house public workshops were conducted to solicit

feedback regarding TDP alternatives and priorities. Transit service alternatives were presented on a

map to participants at these workshops, who were then asked to submit their comments via a provided

survey form. Workshops took place at the Downtown Bradenton Farmers Market, on the State College of

Florida (SCF) campus, and at the Palmetto Youth Center. These locations were strategically selected to be

reachable by bus and provide a wide coverage of Manatee County. Workshops took place in the morning,

afternoon, and evening and also included both weekday and weekend events.

Professional Staff Workshop – A workshop was held with representatives from Manatee County, FDOT,

and the Sarasota/Manatee MPO to elicit ideas and priorities for transit service enhancements. The

workshop took the form of a facilitated and detailed discussion. Alternatives presented included

improvements to existing service and potential service to new areas in Manatee County.

Charrette Presentation, Fountain Room, April 2, 2013


MCAT’s Open House Workshop, Bradenton Farmers Market, May 11, 2013

On-Board Survey – An on-board survey of a sample of MCAT routes was conducted to obtain

information related to demographics, travel behavior, and rider satisfaction. The survey took place on

MCAT’s fixed-route system on a typical service day for both weekday and weekend service. The survey

generated 1,991 valid responses, achieving sufficient coverage for statistically-valid results based on a

95 percent confidence level and 10 percent confidence interval.

Key Employer Interviews – Representatives from 10 key employers in Manatee County were

interviewed regarding MCAT and its current and future transit service. Interviews were conducted over

the phone or in person, in accordance with the interviewee’s preference, and employers were given

information on MCAT service as requested. These employers included:

o Blake Medical Center

o Manatee Glens

o South Bradenton Walmart

o Publix

o Tropicana Products, Inc.

o Beall’s, Inc.

o SYSCO West Coast Florida, Inc.

o State College of Florida Manatee Sarasota

o Bradenton Area Economic Development Council (EDC)

o University of South Florida Sarasota/Manatee

The information distribution techniques used for the TDP Major Update included the following:


Direct Contact with State and Local Agency Representatives – The Suncoast Workforce Alliance (the

regional Workforce Development Board), the Sarasota-Manatee MPO, and FDOT were advised of all

public meetings and discussions regarding the TDP via email or other such communication.

MCAT Website – Community workshop announcements and schedules were posted on the MCAT

website and Facebook page, and on the county calendar.

Informational Postings and Press Release – Visual representation of plan information, such as map

documents, display boards, and other visual formats, were posted for display at public workshops. Prior

to each set of meetings, MCAT issued meeting information in the form of a press release, which was

then conveyed to the public by the Bradenton Herald and Bay News 9. Flyers containing meeting

announcements were also posted on-board buses and at stations, and on the MCAT website and

Facebook page.

Communication – A database containing email addresses for interested parties was maintained

throughout the TDP update process. This database was used to send out notifications of the public

workshops and other meetings involving the TDP update. This same material was also posted on-board

buses, and at transfer stations for Manatee residents who might not have access to online resources.

It is important to note that multiple press releases relating to Manatee Connect public outreach efforts were

published in the local news media and were broadcast on local television networks, including Mass Transit,

Bradenton Magazine, Bradenton Herald, and Bright House Network’s Bay News 9, among others. Meeting

information was also distributed via MCAT’s Facebook page, Manatee County’s and TBARTA’s Twitter

accounts. This greatly broadened the reach for TDP information.

TEN-YEAR MANATEE CONNECT PRIORITIES

MCAT’s 10-year priorities and long-term improvements were determined after an extensive public outreach

program. Improvements fall into three major categories: Operations, Planning and Policy, and Capital and

Infrastructure. Each category and the prioritized improvements are described below.

Operations

Operations priorities are those affecting transit service levels. Anything that could affect routing, speed,

running time, frequency, or other performance aspects of a passenger transportation system are considered


operational improvements. These improvements usually require additional annually recurring costs

associated with their operation. The Manatee Connect operations priorities include the following.

Improve Frequency on Existing Routes – MCAT has seen record ridership levels in recent years,

indicating an increased demand for transit services in the County. The majority of routes on the

current system operate once every 60 minutes. Additionally, continuing to improve ridership levels

and attracting new riders to transit were identified during public outreach among non-riders as a

key improvement area for MCAT. Transit riders also indicated a strong desire for improving

frequency, as reflected in the on-board survey that was conducted for this TDP update. As a result,

added frequencies are proposed along several key, high performing routes for the 10-year plan.

Feeder routes for these services along with the majority of existing routes would continue to

operate with a frequency of 60 minutes. Improvements to frequencies on feeder routes and on the

remaining existing routes are a long-term need.

Implement Routes to New Areas – As Manatee County continues to grow, there will be additional

demand to provide service to the areas that experience increasing residential and employment

density. This was identified during the early stages of public outreach as a key development area for

MCAT. For the 10-year plan, new routes were identified to serve the key growth areas for the

County, including Lakewood Ranch and SR 70 east of 30th Street East. Other new service alternatives

that were identified during the public outreach period, such as a circulator for Downtown

Bradenton, service along University Parkway, and along Conquistador Parkway, are long-term needs

that are not financially feasible within the 10-year plan.

Later Service on Existing Routes – Current transit riders identified later service on existing routes as

another key improvement area. Service in the core network should be increased to operate

between the hours of roughly 5:00 AM and 9:00 PM. This need was emphasized during the employer

interviews, particularly with employers that operate using different shifts for their employees.

Often, the service ended before the end of the last shift, precluding those employees from using the

transit system. Retailers also indicated that service improvements that allowed more riders access

to their stores at different times could improve sales. The 10-year plan includes extending service

hours from 5:30 AM to 9:00 PM.

Improve Sunday Service on Existing Routes – Trolley services along the barrier islands, as well as

the Beach Express along SR 64, are currently the only Sunday service offered. Increasing the levels

of service offered on Sunday was identified as a high priority improvement area. This option will

improve mobility for those who depend on the bus for transportation and allow them more options


for work, shopping, recreation, worship, or travel. Adding Sunday service at 60 minute frequency on

high performing routes is included in the 10-year plan.

Connectivity to Surrounding Counties – Regional connectivity was also identified as a priority for

MCAT. Future express routes would provide a rapid connection during the peak period to

neighboring metropolitan areas and counties. Specifically, connections to downtown Sarasota, St.

Petersburg, and Tampa / Brandon were identified as needs. These routes, however, were among

the least cost effective at current development levels. New routes that serve these connections are

included in a long-range vision plan, and so do not occur in the timeframe of the 10-year plan.

Planning and Policy

Needs associated with developing MCAT services and responding to evolving county land uses and

demographics will require periodic adjustments to the Plan and MCAT policies. Some of these adjustments,

such as additional planning studies, reviews of fare policies, and improvements to marketing and public

outreach, carry cost implications. These priorities are outlined below:

Fare Policy Review and Analysis – A review of MCAT’s peers revealed that MCAT’s average fares

were approximately seven percent lower than average, and fare revenue was roughly 12 percent

lower. It should be noted that this metric is affected by high ridership on the Anna Maria Island

Trolley, which is a fare-free service as per interlocal agreements with beach communities, who

contribute local funding in lieu of fares. Due to increasing costs and continuing inflation, a periodic

review of fare policy will be needed to ensure that MCAT continues to maximize farebox return.

Any consideration of increasing fares must be weighed carefully as to ridership impacts,

proportionate impacts to disadvantaged populations, and overall revenue implications.

Comprehensive Operational Analysis (COA) – A new facility for transit operations, administration,

and maintenance is in the process of being designed and constructed. This new location will require

adjustments to the structure and operation of existing and future routes. Additionally, given the

growth in ridership and in the surrounding community, a wide-scale review of transit operations will

be needed. Efficiencies identified by this analysis can ensure minimized deadhead mileage,

maximized farebox return, and can provide opportunities for other service improvements.

Marketing and Outreach – Ensuring that the public remains aware of the transit services that are

offered in Manatee County will be key to maintaining recent ridership gains and increasing the

number of residents choosing transit for their mobility needs. Increasing the profile of transit and

continuing to demonstrate the value that a transit system offers to the public requires maintaining

relationships with employers and neighborhood groups, as well as continued marketing in the


mainstream media. Allocating staff time toward these efforts will continue to be a critical need

moving forward.

Capital and Infrastructure

Capital and Infrastructure priorities include real asset procurement and improvements, such the purchase of

buses, construction of facilities, and added technology. These priorities are generally one-time investments

that do not by themselves require recurring operating cost, but which may require periodic capital

maintenance. Functions such as planning studies, facility design, environmental studies, and stop

enhancements are also capital and infrastructure priorities.

Construct a New Operations Facility – MCAT currently uses a building located within the Manatee

County Public Works compound. Bus maintenance occurs in the Public Works fleet facility, which

serves vehicles operated by other County divisions as well. Recently, MCAT was awarded funding to

construct the Fleet Transit Facility that can better accommodate existing transit services and that

can allow the system to grow to meet the long-term demand for transit in Manatee County. This

facility will be located along US 301, in southern Manatee County, close to the Sarasota-Bradenton

International Airport.

Add Technology Improvements to Buses – Technology has improved dramatically since MCAT’s last

major upgrade, and having more modern systems in place can allow the agency to implement

programs and track performance more efficiently. The upgrades are needed to bring MCAT in line

with peer agencies. Specific technology upgrades include AVL systems that allow MCAT to track and

target improvements in on-time performance for the bus fleet. Additionally, APC systems can

provide enhanced data as to fluctuations in ridership and the utilization of bus stops throughout the

MCAT system. This information can be used to prioritize bus stop improvements towards higher

ridership stops, identify stops with little to no regular usage if they exist, and analyze routes by

segment to understand the drivers of ridership performance. MCAT is also pursuing other

technology improvements that can enhance customer experience and provide better regional

connectivity, such as fareboxes capable of accommodating potential future regional fare media,

Real-Time bus information, the addition of Wi-Fi on-board buses, automated stop announcements,

and IVR capability.

Continue Fleet Replacement Plan – Replacing buses that have reached the end of their useful life

will allow MCAT to control maintenance costs and maintain the reliability of transit service. Keeping

a fleet with a low average age by continuing a program of regular bus replacement will also keep the

number of road calls and breakdowns low and customer satisfaction high.


Continue Stop Amenity Improvement and Rebranding Plan – MCAT has begun to replace benches

provided by a private advertising company with county-owned passenger benches that serve as a

public asset. Concurrently, the agency is refreshing its brand with new shelters and benches. Each

passenger amenity includes accessibility improvements and route and schedule information.

Bring Stops into Compliance with ADA – Where bus stop areas and road segments do not comply

with the latest requirements of the Americans with Disabilities Act (ADA), MCAT is working to bring

them into compliance. Beginning with stops along high ridership and line-haul routes, these stops

will be improved and new amenities will be added as appropriate. These improvements are funded

in part through a grant provided by the American Recovery and Reinvestment Act of 2009 (ARRA).

Build New Transit Facilities – MCAT’s long-term plan includes supporting new express services to

connect to neighboring metropolitan areas. Additional facilities will be necessary to support these

services and to accommodate riders who drive to connect to the service. These could be newly

constructed facilities, partnerships with other public or private agencies, or leased spaces from

private landowners. A park and ride study is currently being conducted through partnership with

the Sarasota/Manatee MPO and SCAT. This study will help all agencies better understand ideal

locations for future transit-supportive facilities based on population and trip generation. Additional

passenger facilities and transfer facilities may also be required to facilitate route restructuring

around the new Fleet Transit Facility.

MANATEE CONNECT 10-YEAR PHASED IMPLEMENTATION AND FINANCIAL PLAN

Direction for development of Manatee Connect is a reflection of extensive public outreach and

consideration of land use, growth projections, and past performance of transit in Manatee County. A 10-

year phased implementation and financial plan were developed as part of this effort. That implementation

program will assist Manatee County in focusing public transportation resources to service improvements

that meet the County’s vision for transit.

To serve the transit need for Manatee County that was identified during public outreach, a substantial

increase in service would be necessary. This level of service is over and above what is possible with today’s

funding levels, and as such is not feasible within the ten year horizon of the TDP. Most of these

improvements, therefore, have been deferred to later years beyond the 10-year plan. Those improvements

that fall within a 25 year timeframe are included in MCAT’s Draft Vision Plan. These projects are not feasible

without an additional revenue source. A three phased implementation plan was developed for service

improvements that were high priorities and that were also more likely to be feasible within a 10-year period.

The projects that were included in this implementation plan are illustrated in Map ES-1.


A financial projection was created for the Plan using the most recent Manatee County budget estimates, as

well as a number of other appraisals of the financial status of MCAT over a 10-year planning horizon. As

indicated before, many of the needs and alternatives identified during the outreach period were longer term

needs that fall beyond the 10-year horizon of the TDP and are therefore not projected in the financial plan.

These needs will continue to be important considerations for longer term visioning for MCAT. Without any

of the proposed improvements, MCAT maintains current service levels and a balanced budget until 2016,

when inflation and increasing costs lead to a shortfall that continues through the remaining years of the

plan.

When the improvements to MCAT service are included in these financial projections, a shortfall is apparent

starting in 2014 that is related to additional service that is proposed for Phase 1, which would extend Route

6 along SR 70, implement service in Lakewood Ranch, and improve frequency and service span on Route 3,

driving up capital and operating costs. These improvements are necessary to connect to the new MTI

campus and to the Lakewood Ranch area. Full funding for this phase has not been identified at this time. A

new route serving the Lakewood Ranch area is included in this plan and will be partially funded through an

FDOT discretionary grant. Service span and frequency improvements on routes 3, 6, and 99 are also

proposed by 2018. These improvements are not fully funded at this time and MCAT staff is working to

identify funding sources to implement those projects.

Service improvements that carry relatively lower capital and operational cost as compared to the

implementation of new routes can be implemented with a smaller impact to the budget over the long term.

These priorities include Sunday service and later service hours, which use the existing bus fleet and stop

infrastructure. These improvements are proposed to be implemented in the later years of the 10-year plan.

DOWNTOWNSARASOTA

SCF

AIRPORT

COQUINABEACH

DESOTO STATION

BLAKEHOSPITAL

ANNA MARIA PIER PALMETTO

STATION

DOWNTOWNSTATION

75

275

0 2 41Miles TDP 10-Year

Plan Priorities

Map ES-1

MCAT 2014 - 2023Transit Development Plan

30-minute Frequency

Frequency, Service Span, andSunday Improvements

LegendPark and Ride

Transfer Points

Frequency and Service SpanImprovements

20-minute Frequency

Service Span and SundayImprovements

Sunday Improvement

New ServiceSR70 ServiceLakewood Ranch ServiceStudy Area


MAJOR CONCLUSIONS AND RECOMMENDATIONS

Transit service in Manatee County is relied upon for mobility by transit-dependent populations and

provides a critical public service at an excellent value. As with all transportation improvements, transit

service costs more than the revenue it is able to generate and, therefore, must be subsidized. This

subsidy is justified by a balanced transportation system that facilitates commerce and improves the

quality of life in Manatee County. Given the subsidized nature of transportation, providing new facilities

such as roads and transit routes requires additional public revenue. The 10-year TDP was created to

ensure that limited public funds are being allocated in the most efficient way possible that is still

reflective of the values of the people of Manatee County.

MCAT has improved its operating performance since the last major TDP update by reducing costs for

existing levels of service, and capitalizing on increasing ridership for a more productive service. Planned

improvements to the service will continue to improve ridership, reliability, and regional coordination.

Ridership has been growing and continues to grow, particularly as the local economy improves. To

maintain these positive trends, it will be necessary for MCAT to continue to monitor performance

measures such as ridership, productivity, and farebox return. Part of this will include reconsideration of

the current fare structure, which has not been adjusted to adequately reflect increasing prices for fuel

and other maintenance items.

Improvements outlined in this 10-year plan include a phased program of premium bus services along

key corridors, modifications to existing services to provide connections to new or more frequent

premium bus services, and technology improvements that allow for continued network and reliability

performance. As Manatee County continues to grow and new areas are developed, adding service will

be needed to maintain the expected level of service for the County. Currently, there are several

developed areas of Manatee County that lack adequate transit service. The 2014-2023 TDP update

includes improvements to existing services and several new services to provide transit to these areas.

These improvements may also require further study, as existing conditions may change before funding

becomes available for implementation. Adjustments may be necessary to the service type or routing as

the pattern and location of transit demand shifts to respond to market forces. Major conclusions and

recommendations for this TDP are included below:


MAJOR CONCLUSIONS

The Manatee County transit system ridership is growing both in terms of total ridership and

passenger productivity (i.e., riders per hour of revenue service). A core network of routes (four

of twelve route corridors) comprises approximately 70% of total ridership. This core network is

the key to continued ridership and system growth.

Lakewood Ranch is already a developed major activity center that is not currently served by

Manatee County transit service. In addition, State Road 70 is a major urban corridor that

requires cross-county transit service for system connectivity.

Elements of the core network have 60-mintue service frequency; these route corridors require

additional service frequency to accommodate a growing economy and latent ridership demand.

The Manatee County transit system fare structure is lower than many other Florida systems and

requires reconsideration. Additional passenger revenues will be supported by the ridership if it

accompanies significant transit service improvements.

The transit operators of the Manatee County transit system receive very high scores for

courtesy and customer service. This reflects well on Manatee County government and serves to

contribute to continued ridership growth and development.

The Manatee County transit system compares favorably to other Florida systems with respect to

passenger productivity (i.e., passenger per revenue hour and mile). The system also compares

favorably with respect to the average age, cleanliness, and condition of the fleet.

Additional transit service is needed in Manatee County, along with additional/improved

passenger amenities, such as passenger benches, shelters, and lighting at bus stops. Bus stop

accessibility improvements are currently underway beginning with the major route corridors (US

41, SR 64 and Cortez Avenue). Using bus stop “typical sections,” these improvements will

continue until all stops in the service area are fully accessible.

Technology improvements are needed for Manatee County to keep pace with other transit

systems and the current expectations of the ridership base. This includes an updated and fully

functional Automated Vehicle Locator (AVL) system, Real-Time Bus Information, Wi-Fi on buses

and at stations, Automatic Passenger Counters, and Integrated Voice Recording (IVR) systems.


The first phase of this process is to define system costs, available funding, and a phased

implementation program; this phase is currently underway.

The ridership base in Manatee County is aged 25-54, earning $20,000/year or less, uses the

concept system five or more days per year, and utilizes multi-ride bus passes for frequent travel.

A new Fleet Transit Facility is needed to support service expansion; this project is entering the

design phase. This new facility will accommodate an expanded fleet and state-of-the-art

operating systems. As the facility becomes operational it will be necessary to restructure

existing routes. This restructuring will also require construction or reconsideration of passenger

facilities for transfer opportunities and to improve on-time performance (bus bays, a transfer

center, or other lay-by facility).

RECOMMENDATIONS

Enhance the core network of routes with improved service frequency; at minimum, these routes

require 30-minute service frequency to complement the frequency already provided along the

Gulf Boulevard and US 41 corridors. Using a market-driven service improvement strategy,

frequency should be improved to 20-minutes on these routes during the peak period as they

exceed system-wide productivity averages. Over time, the core network will also require

improved frequency for the supporting network of “feeder routes.” Manatee Connect is

consistent with the 25-Year Vision Plan, and will be used to guide system improvements and

establish consistency between Manatee Connect, the Sarasota/Manatee MPO’s LRTP, the

TBARTA Regional Master Plan, and other planning efforts involving transit in Manatee County.

Establish new service in Lakewood Ranch in FY 2015/16, and extend Route 6 from DeSoto

Station to Lorraine Road along the State Road 70 corridor as soon as is feasible. These two

service improvements will provide needed system connectivity and facilitate travel for transit

passengers.

New and enhanced service will be implemented in phases and will consider a bus rehabilitation

program to save on capital costs, as well as the purchase of new vehicles. The 10-year phased

implementation program includes three major phases.


Phase I (2014-2016)

Service improvements along SR 70 towards the east, connecting the new campus of

Manatee Technical Institute and Lakewood Ranch.

Improved frequency and service span expansion on Route 3

New service in Lakewood Ranch

Phase II (2018)

Improved frequency and service span expansion on Route 6

Improved frequency and services span expansion on Route 99

Phase III (2020-2021)

Addition of Sunday service on the highest performing routes

Expansion of service later into the evenings

Refine the fare structure to increase the average fare and maintain an operating ratio between

20 to 25 percent. Any increased fares will be implemented concurrent with service

improvements. To improve efficiency of the fixed route and paratransit system, utilize

Transportation Disadvantaged Program funding to purchase monthly unlimited-ride bus passes

in bulk and transition passengers to the fixed route system where possible.

Develop a set of transit technology improvement specifications with a procurement strategy

that will allow the phasing in of technology improvements. Program federal funding is required

each year to implement an integrated/open architecture technology enhancement with system

improvements that are implementable over time.

Continue to improve system accessibility through the use of bus stop design “typical sections.”

Combine these accessibility improvements with new passenger bench and shelter pads; re-

brand the transit system fleet and amenities to further the sense of place consistent with efforts

already underway.

Compete the design phase for the new Fleet Transit Facility; utilize the Construction-Manager–

At–Risk project delivery method for construction services. A transit station is recommended to

facilitate off-street passenger transfers and system connectivity in southern Manatee County.

Wide-scale public outreach revealed a desire for both improved and additional transit service that is

useful to both transit-dependent populations and to the broader population of the county.


Improvements that can further these goals include additional frequency to attract discretionary riders

and open educational, employment, and other opportunities for transit dependent populations.

Additional transit service to new areas, expansion of the span of service, additional weekend service,

and additional technology and facility improvements that enhance the passenger experience will also

help MCAT achieve these goals. To facilitate additional improvements, new funding sources for transit

in Manatee County will need to be identified. Without this added funding, MCAT can continue to

provide only those levels of service that are provided today.

Diligence and maintained optimization efforts can ensure that MCAT continues to provide the highest

possible value to the county that is also reflective of the public’s desire for transit. Execution of the

phased implementation plan presented in Section 7 will assist the agency in achieving those objectives.

An unfunded vision scenario, capable of improving transit to capture a higher share of the

transportation demand in Manatee County includes a host of projects that are not financially feasible

within the 10-year planning horizon of Manatee Connect. As MCAT continues to work to expand service

in a phased and incremental approach, that full vision for MCAT can be achieved and will thereby

further enhance the agency’s value to the community.

Documents

Manatee County Area · PDF fileManatee Connect is the Transit Development Plan (TDP) for Manatee County Area Transit (MCAT), the fixed-route public transportation service provider