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
Executive Summary
INTRODUCTION
Manatee Connect is the Transit Development Plan (TDP) for Manatee County Area Transit (MCAT), the fixedroute 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.
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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.
Charrette Presentation, Fountain Room, April 2, 2013

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.
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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
o
o
o
o
o
o
o
o
o
Blake Medical Center
Manatee Glens
South Bradenton Walmart
Publix
Tropicana Products, Inc.
Beall’s, Inc.
SYSCO West Coast Florida, Inc.
State College of Florida Manatee Sarasota
Bradenton Area Economic Development Council (EDC)
University of South Florida Sarasota/Manatee
The information distribution techniques used for the TDP Major Update included the following:
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
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
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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
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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
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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.
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
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 10year 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.
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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.
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275
MCAT 2014 - 2023
Transit Development Plan
Legend
ANNA
MARIA
PIER
PALMETTO
STATION
Park and Ride
Transfer Points
DOWNTOWN
STATION
Frequency, Service Span, and
Sunday Improvements
30-minute Frequency
BLAKE
HOSPITAL
Frequency and Service Span
Improvements
DESOTO
STATION
20-minute Frequency
Service Span and Sunday
Improvements
COQUINA
BEACH
Sunday Improvement
SCF
New Service
SR70 Service
Lakewood Ranch Service
Study Area
AIRPORT
DOWNTOWN
SARASOTA
0
1
2
4
Miles
75
Map ES-1
TDP 10-Year
Plan Priorities
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:
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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.
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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.
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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; rebrand 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.
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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.
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