MASTER BUSINESS PLAN

Transcription

1 POLK TRANSIT AUTHORITY MASTER BUSINESS PLAN June 11, 2010 Update

2 Executive Summary Established in 2007 by the Florida Legislature, the Polk Transit Authority (PTA) is working towards providing a countywide transit system and consolidating the public transportation services operated within Polk County. Currently, public transportation service is being provided by three different organizations, being the Lakeland Area Mass Transit District (LAMTD, d.b.a. Citrus Connection), Polk County Transit Services (PCTS), and Winter Haven Area Transit (WHAT). While the organizations worked cooperatively to provide public transportation options throughout their respective service areas within Polk County, the county s continued population growth and expanding urbanization prompted Polk Vision to recommend studies be undertaken on how to best expand public transit service. The Polk Transportation Planning Organization (TPO) completed a Countywide Transit Study in 2003, which in turn led to the formation of the Polk Regional Transportation Organization (RTO). The RTO, working with the Polk County Board of County Commissioners, worked with the County s 17 municipalities and County s legislative delegation to draft legislation to form the PTA in In addition to establishing the PTA, the 2007 legislation also gave the PTA the ability to raise revenues, including the ability to levy a dedicated ad valorem tax throughout Polk County. While continuing to work with the legislature, in 2009 Polk County gained the ability to levy a Charter County Sales Tax of up to one percent on taxable sales, although any actual tax requires voter approval through a countywide referendum. This action then provided the PTA with two possible options to obtain a dedicated local funding source. Once established, the PTA quickly realized that it needed an overall business plan in order to bring together a number of planning initiatives that will lead to an eventual dedicated funding source. To develop a master business plan, the PTA contracted with Runways Transportation Company of Jacksonville, Florida to assist staff to prepare it. This Master Business Plan is arranged around the following elements: prepared this document for the PTA 1

3 Each of these areas supports the others. The Mission and Vision guided the development of the Service Plan which in turn drove the needs included in the Capital Improvement Program, all of which will be managed by the organization created in the Consolidation Framework and funded through the Financial Plan. This plan is just that, a plan. It provides a phasing of consolidation and service enhancements through 2014, and their financial impact through During the development of this plan, the worst financial recession since the Great Depression occurred. The slowing of economic activity was felt by Polk County government entities as tax revenues declined. Because of the rapidly changing financial environment, all financial figures presented are in 2009 constant dollars and no attempt is included in forecasting growth in revenues or inflation s impact on expenses. Overall, the five year service expansion plan will more than double the amount of transit service offered throughout Polk County, from 231,628 service hours per year currently offered by Citrus Connection, PCTS, and WHAT, to 467,266 service hours per year by the consolidated PTA in the year The number of transit vehicles will increase from 113 to 168, and the number of jobs to provide the new service will increase from 237 to 467. The following map illustrates the resulting transit network, with the red lines indicating the existing and proposed fixed-route bus network and the red shading indicating the existing and proposed service area covered by Americans with Disabilities Act (ADA) complementary paratransit service. prepared this document for the PTA 2

4 Master Business Plan PTA Phase 4 Network, Proposed for 2014 Under the Master Business Plan, the PTA will expand ADA complementary paratransit service and expand county-wide paratransit service to senior citizens, persons with disabilities, and others who are transportation disadvantaged. The plan also provides for a number of capital improvements necessary to provide the infrastructure to support the expanded transit service. These improvements include: Acquisition of new transit vehicles and replacement of the existing transit fleet Pedestrian connections to transit stops and stations Station and stop improvements, including upgraded and new transit centers and shelters and other amenities Operating and maintenance facilities, including upgrades to the existing bus maintenance shop and provisions for vehicle maintenance and storage for service in the eastern portion of Polk County Communications and intelligent transportation systems, including new and upgraded hardware and software prepared this document for the PTA 3

5 To fund the operation of the new transit services and the supporting capital investments, the PTA will require a new, dedicated local revenue stream of approximately $31.7 million annually, which it will use to leverage other funds, such as federal and state grant programs, which total another $15.2 million annually. Other federal and state grant funds may also be available in future years, but to provide a conservative financial forecast only those funds that are tied to a specific formula or that have a consistent annual appropriation are included here. Over the 10 year financial plan period, this funding will provide for $41.5 million in annual operating expenses and a total of $90.1 million in capital improvements. These figures, as is the case for all funding amounts in the Master Business Plan, are in 2009 constant dollars. To arrive at the consolidated PTA operating all fixed-route service in Polk County in fiscal year 2011, and subsequently operating all paratransit service by assuming the responsibilities of the Community Transportation Coordinator, a number of activities must occur in These include implementing a communications and outreach plan to educate the public on the need for public transportation service, look for opportunities to consolidate certain staff functions now, begin an evaluation of maintenance facilities to prepare for an expanded transit fleet and conduct public outreach sessions to finalize the phasing of the proposed new transit services. The citizens of Polk County and the Polk Transit Authority are entering an exciting period in the development of a countywide transit system. With a dedicated source of funding the Polk Transit Authority will be able to meet the people s mobility needs today and will be prepared to overcome the transportation challenges the County will face in the years ahead. prepared this document for the PTA 4

6 Table of Contents Executive Summary 1 Introduction 6 Chapter 1: Mission & Vision 9 Chapter 2: Consolidation Framework 11 Chapter 3: Service Plan 22 Chapter 4: Capital Improvement Program 29 Chapter 5: Financial Plan 37 Chapter 6: Conclusion and Master Plan Synthesis 44 prepared this document for the PTA 5

7 Introduction The Polk Transit Authority (PTA) was established in 2007 by the Florida Legislature to consolidate the public transportation services operated within Polk County and to provide a countywide transit system. Public transportation service was being provided by three different organizations, being the Lakeland Area Mass Transit District (LAMTD) dba Citrus Connection, Polk County Transit Services (PCTS), and Winter Haven Area Transit (WHAT). While the organizations worked cooperatively to provide public transportation options throughout their respective service areas with Polk County, the county s continued population growth and expanding urbanization prompted many to suggest that a different approach was needed. Polk Vision embraced this suggestion and set a 2004 Vision Statement for a Polk Transportation Authority while at the same time the Polk Transportation Planning Organization (TPO) conducted a Countywide Transit Study in 2003, which in turn led to the formation of the Polk Regional Transportation Organization (RTO). The RTO in turn worked with the County s seventeen municipalities gaining their support and the support of the County s Legislative delegation to introduce and pass legislation to form the PTA. In addition to establishing the PTA, the 2007 legislation also gave the PTA the ability to raise revenues, including the ability to levy a dedicated ad valorem tax throughout Polk County. While continuing to work with the legislature, in 2009 Polk County gained the ability to assess a Charter County Sales Tax of up to one percent on all taxable sales, although any actual tax requires approval through a countywide referendum. This action then provided the PTA with two possible options to obtain a dedicated local funding source. Once established, the PTA quickly realized that it needed an overall business plan in order to bring together a number of planning initiatives that are hoped to lead to an eventual dedicated funding source. Components of this plan include: the consolidation framework for merging the services provided by the Lakeland Area Mass Transit District (Citrus Connection), Polk County Transit Services (PCTS), and Winter Haven Area Transit (WHAT) the comprehensive operations analysis (COA) and strategic service plan the capital improvement program the financial plan To complete this plan, the PTA contracted with Runways Transportation Company of Jacksonville, Florida to assist staff to build the plan. Runways worked primarily with a team of Polk public transportation staff members through the Master Plan Management Team. This team included: Norma Armstrong, Citrus Connection and PTA Aimee Demasi, Citrus Connection and PTA Adam Goldman, Citrus Connection and PTA Brian Jaruszewski, Citrus Connection and PTA prepared this document for the PTA 6

8 Laura Lockwood, Polk Transportation Planning Organization Danny Ours, Citrus Connection and PTA Paul Simmons, PCTS and PTA Diane Slaybaugh, Polk Transportation Planning Organization David Walters, PCTS and PTA Darrell Smith, Runways Rob Gregg, sub-consultant to Runways The team met at least monthly throughout 2009 to develop the Master Business Plan. Other staff members also participated in the development of the plan, especially Walter Smith of PCTS and Norman Whitaker of Citrus Connection. Briefings were held with the PTA Board at their February 25, April 29, August 26, and December 9, 2009 meetings. Briefings were also held with the PTA s Strategic Planning Committee and Citizen s Transportation Advisory Committee. The Master Business Plan is arranged around the following elements: Each of these areas feeds into all of the others, essentially in that the Mission and Vision guided the development of the Service Plan which drove the needs included in the Capital Improvement Program, all of which will be managed by the organization created in the Consolidation Framework and funded through the Financial Plan. Therefore, the Master Business Plan is organized into six chapters, being: prepared this document for the PTA 7

9 Chapter 1: Mission & Vision Chapter 2: Consolidation Framework Chapter 3: COA / Strategic Service Plan Chapter 4: Capital Improvement Program Chapter 5: Financial Plan Chapter 6: Conclusions & Master Plan Synthesis This plan is just that, a plan. It provides a phasing of consolidation and service enhancements through 2014, and their financial impact through During the development of this plan, the worst financial recession since the Great Depression occurred. The slowing of economic activity was felt by Polk County government entities as tax revenues declined. Because of the rapidly changing financial environment, all financial figures presented are in 2009 constant dollars and no attempt in included in forecasting growth in revenues or inflation s impact on expenses. The Plan Management Team anticipates continuing to meet and work together through the plan s implementation and will adjust it as necessary based changing conditions. prepared this document for the PTA 8

10 Mission & Vision Chapter 1: Mission & Vision The Polk Transit Authority was established by the Florida Legislature and signed into law by Florida Governor Charlie Christ on June 27, The authority is charged with the following mission: The purpose of the authority shall be to plan, finance, acquire, construct, operate, and maintain mass transit facilities and systems, together with such supplementary transportation assistance as may be necessary or advisable to service the mass transit needs within the territorial boundaries of the authority and of such areas with which the authority may contract for service. The purpose of the authority shall also be to provide for the consolidation of transit services in Polk County and to provide for the transition to a countywide transit system. This legislation was passed in response to a 2003 Countywide Transit Study produced by the Polk Transportation Planning Organization. The result of this study was the establishment of the Polk Regional Transportation Organization (RTO), which enjoyed the countywide support of Polk Vision. The RTO worked with the County s seventeen municipalities, the Polk Board of County Commissioners, and the Florida legislature to introduce the legislation that established the PTA. As part of developing the Master Business Plan, the board of the PTA, the staffs of the PTA, LAMTD, PCTS, and WHAT, the Strategic Planning Committee, and the Citizens Transit Advisory Committee participated in an exercise to identify the strengths, weaknesses, opportunities, and threats facing the PTA. The definitions of the strengths, weaknesses, opportunities, and threats are: Strengths What are we good at as an organization? Weaknesses Where do we need to improve within the organization? Opportunities What is in our favor in the overall market? Threats What is against us in the overall market? While each group provided its input in a separate session, many common themes emerged. Therefore the PTA is faced with the following: Strengths Strong vision base infrastructure in place with LAMTD base transit service Weaknesses funding connectivity and frequency of service prepared this document for the PTA 9

11 Mission & Vision Opportunities dedicated funding potential transit market countywide economies of one transit system fuel costs environment/development patterns Threats Supply/delivery schedule for new vehicles fuel costs lack of public understanding of need continued funding The subsequent consolidation framework presented in chapter 2, service plan presented in chapter 3, capital improvement program in chapter 4, and financial plan in chapter 5 all seek to address these strengths, weaknesses, opportunities, and threats. If implemented, the consolidated PTA will be able to leverage dedicated funding and the opportunity of the countywide transit market to build upon the existing base transit network provided by Citrus Connection, PCTS, and WHAT and grows the service efficiently and effectively across the county. prepared this document for the PTA 10

12 Consolidation Framework Chapter 2: Consolidation Framework The PTA will consolidate the current operations of the three transit organizations now serving Polk County, being the Lakeland Area Mass Transit District (Citrus Connection), Polk County Transit Services (PCTS), and Winter Haven Area Transit (WHAT). Each of these organizations is unique in its mission and organizational structure, so an orderly, phased consolidation plan is required for success. Each of the current organizations can be summarized as follows: Lakeland Area Mass Transit District (Citrus Connection) Citrus Connection operates as an independent entity, originally chartered by Polk County as a separate taxing district. It receives local funding through a dedicated ad valorem tax assessed to property owners within its district boundaries. The District provides fixed-route bus service, centering on downtown Lakeland, with some service operated under contract to Winter Haven Area Transit. The only paratransit service Citrus Connection offers, known as Handy Bus, is its complementary paratransit service required under the federal Americans with Disabilities Act. Polk County Transit Services (PCTS) PCTS is a division of the Human Services Department of Polk County government. PCTS is the county s Community Transportation Coordinator, responsible for managing and coordinating Medicaid non-emergency paratransit service, service to the Transportation Disadvantaged, operation of two rural fixed-routes, and operating most of Winter Haven Area Transit. It also operates transportation for several county human service programs. Winter Haven Area Transit (WHAT) WHAT is guided by a separate policy board, administered by PCTS, and headed by the Executive Director of Citrus Connection. It operates fixed-route bus service centered on downtown Winter Haven, operated under contract by both Citrus Connection and PCTS. WHAT does not have any direct staff or assets. While merging these three entities can be a difficult task, it is further complicated with the planned growth of transit services the PTA is anticipated to implement. Therefore, in its first year the PTA will focus on consolidating all of the fixed-route bus services under its direct operation, and PCTS will retain its role as the county s Community Transportation Coordinator, and consolidate all of the paratransit services under its operation. In no less than two years, PCTS paratransit operations should be folded into the PTA, to complete a cost-effective consolidation. The plan management team evaluated a number of organizational types to create the PTA s organizational structure. Overall, the team wanted to establish an organization that is customer focused. The team identified several functions that must be carried out by the new entity, and conceptually established the following: prepared this document for the PTA 11

13 Consolidation Framework With this conceptual organization, the plan management team reviewed the organizational charts of peers of similar size (vehicles, population, or service area) that are organized as independent authorities, as is the PTA: Corpus Christi RTA (TX) Ft. Wayne Public Transportation Corp. (IN) Livermore Amadore Valley Transit Authority (CA) Metropolitan Tulsa Transit Authority (OK) Victor Valley Transit Authority (CA) After reviewing these organizations, the one major challenge that is unique for the PTA is the size of its service area, 2,010 square miles. Because of this size, the plan management team reviewed three different approaches to organizational structure for each of the identified functional areas. These three approaches are: Product o Closer to the market o Know the product and who uses it Geographic o Quickest response to service calls and incidents o Know the territory and the street network prepared this document for the PTA 12

14 Consolidation Framework United o Generally the most efficient use of labor o Generally the most efficient use of capital Overall, the proposed organization will follow a united organizational structure, with functions being centralized. This structure is typically the most efficient in terms of capital investment and operating costs, and also, in terms of marketing and communications, provides a strong, consistent external message and brand. However, for the service delivery functions, the organization will follow a geographic organizational approach. This approach will facilitate quicker response times to service disruptions. For instance, in the case of a vehicle failure, it will be quicker to dispatch a replacement vehicle from a nearby vehicle yard, versus the current approach for Citrus Connection where all of the buses are based out of Lakeland. The overall structure for the PTA is as follows: Executive Director Executive Assistant Chief Operating Officer Director, Marketing & Outreach Chief Financial Officer Director, Administration Director, Service Delivery Director, Maintenance Manager, Safety & Security Manager, Training Represents the base organization. As seen in the chart above, the PTA is proposed to be divided into four functional areas, being Operations, Marketing & Outreach, Finance, and Administration. The Operations area is made up of four areas itself, two of which are the geographic organizational approach, and the other two, Safety & Security and Training, are the united organizational approach. prepared this document for the PTA 13

15 Consolidation Framework Chief Operating Officer Admin Assistant Director, Service Delivery Director, Maintenance Manager, Safety & Security Manager, Training Represents the base organization. Trainers (2) The Safety & Security and Training departments use a united organization to ensure authority-wide standards and to avoid duplication of effort that a geographic or product based approach would create. The Service Delivery department will be responsible for all vehicle operations, and includes two geographic divisions, East and West, as well as Central Control. Director, Service Delivery Represents the base organization. Admin Assistant Manager, Central Control Manager, West Division Manager, East Division Dispatchers (6) Vehicle Operators (43 lrg, 23 sm) Supervisors (6) Vehicle Operators (43 lrg, 23 sm) Supervisors (6) prepared this document for the PTA 14

16 Consolidation Framework Central Control will initially include the dispatching functions for all fixed-route operations, and will later assume the paratransit dispatching functions as well. Central Control s implementation could be advanced through a joint agreement between the PTA and PCTS for one organization to dispatch all vehicles, which would provide for a more seamless implementation. As envisioned here, the two divisions would have an equal number of street supervisors (six) and vehicle operators (66) based on the current level of transit services offered. However, each division will adjust its numbers of vehicle operators based on the actual requirement of operators dependent on the level of service growth as new services are phased in through As the PTA grows beyond the service plan (please refer to Chapter 3) included in this Master Business Plan, additional divisions can be added without having to change the overall Service Delivery or Operations organizational structure. The Maintenance department is also within the Operations area, and includes four divisions, being Facilities Maintenance, Parts, Motorbus Shop, and Field and Contract Maintenance. This structure is shown in the following illustration. prepared this document for the PTA 15

17 Consolidation Framework Director, Maintenance Admin Assistant Manager, Facilities Maintenance Manager, Parts Manager, Motorbus Shop Manager, Field & Contract Maint. Technician I (2) Technician II (2) Utility Worker (2) Parts Coordinator (2) Supervisor Supervisor Field Technicians (Service Truck) (2) Represents the base organization. Technicians (12) Body Shop Technicians (3) The Facility Maintenance division will be responsible for the maintenance and repair of all transit infrastructure, including office and shop buildings, the Lakeland and Winter Haven terminals, and all bus stops and related shelters and amenities. It is organized under the united approach in order to conserve resources, but some technicians could be assigned to either the East or West division as the organization grows beyond the service plan envisioned in Chapter 3. The Parts division is responsible for maintaining parts and material supply inventories for the Maintenance Department, both for facilities and vehicles. This division will be located with the Motorbus Shop, initially envisioned as continuing the current role at the Citrus Connection facility in Lakeland. As the PTA grows to add an eastern vehicle maintenance facility, two Parts Coordinators will be assigned there in addition to the two assigned to the western Motorbus Shop. The Motorbus Shop division begins with the existing Citrus Connection facility in Lakeland. With the start of PTA operations, this shop will be the primary bus repair facility for the fixed-route fleet. As the service and fleet expand into 2014, a new prepared this document for the PTA 16

18 Consolidation Framework eastern shop will be added, which will expand the role of the initially titled Manager, Field & Contract Maintenance position. However, it is assumed that there will be just one heavy repair maintenance facility, and any other facilities will perform light maintenance and servicing only. The Field & Contract Maintenance division will manage all vehicle maintenance conducted outside of the heavy repair Motorbus Shop. Initially the paratransit vehicle fleet will continue to be maintained by PCTS, but once it is consolidated with the PTA in , there will be an increased need for an eastern, and perhaps other, vehicle storage yard(s). This division will initially manage mobile service trucks that can be based at strategic locations, such as the Winter Haven terminal, and be available for handling running repairs and road calls. It will also be responsible for establishing an eastern vehicle yard and other remote vehicle storage areas as well as potential contract maintenance and fueling. While initially there will be a total of 15 technicians at the Motorbus Shop and just two field technicians, by 2014 there could be up to twentythree additional technicians, many of whom will be assigned to the Field & Contract Maintenance division. Represents the base organization. Director, Marketing & Outreach Manager, Information & Reservations Center Manager, Government Relations Information & Reservations Agents (12) Mobility Specialist (program eligibility / travel training) The Marketing & Outreach area should be one of the first functions to unite all personnel between Citrus Connection and PCTS. The current staff of both organizations has discussed the advantages of consolidating these functions as soon as practical because of the strong benefits of providing Polk County residents a single phone number and web site to determine transit itineraries, make paratransit reservations, and provide general transit information. In addition, with the amount of activity required to consolidate into a single county-wide transit system, there are a number of benefits of having a unified function providing a single source of information, be it through the Director of Marketing & Outreach, the Manager of Government Relations, or the Information & Reservations Center. Also, by consolidating the reservations and information functions, the PTA will be able to become and effective mobility manager, so that each individual can be directed to the best combination of prepared this document for the PTA 17

19 Consolidation Framework transit modes that will provide them the most efficient trip based on their ability to use each mode of service and increase the efficiency of the PTA s service delivery. Chief Financial Officer Admin Assistant Represents the base organization. Controller Payroll Supervisor Finance Clerks (4) Payroll Specialists (2) The Finance area, illustrated above, is proposed to follow the existing organization within Citrus Connection, but with an increase in the number of positions based on the size of the consolidated PTA. Essentially there are two sections. The first section is under the Controller, with four finance clerks once the PTA assumes the CTC responsibilities from PCTS. The second section is Payroll, with a supervisor and two payroll specialists. The number of positions can be adjusted at any point of the organization based on the amount of transit service being offered. prepared this document for the PTA 18

20 Consolidation Framework Director, Administration Admin Assistant Represents the base organization. Manager, Human Resources & Risk Manager, Purchasing & Contract Compliance Manager, Planning & Analysis Manager, IT HR Coordinators (2) Buyers (2) Contract Administrator (1) Planner The final functional area is Administration. This area includes several united functions, including Human Resources & Risk, Purchasing & Contract Compliance, Planning & Analysis, and Information Technology (IT). While several of these functions currently exist within Citrus Connection, for PCTS all but the Planning & Analysis function are provided separately by the overall Polk County government. Therefore, the number of positions in Human Resources & Risk and Purchasing & Contract Compliance increase to reflect the workload anticipated within the consolidated organization. The number of positions presented in each of the organizational charts is based on the PTA assuming operation of all of the existing transit services currently operated by Citrus Connection, PCTS, and WHAT. The plan management team identified an initial list of positions, shown in the table on the following page, and determined whether they were fixed or variable. Positions considered fixed will not increase or decrease in number based on the amount of transit service offered. The number of variable positions increases proportionately to an increase in transit service offered, and the number of positions decreases proportionately to a decrease in transit service offered. Based on the assumptions of the service plan provided in Chapter 3, the overall number of positions within the PTA will adjust as follows: NTD Funct Vehicle Operations Vehicle Maintenance Non-Vehicle Maint. General Admin. Total Grand Total Fixed Variable Fixed Variable Fixed Variable Fixed Variable Fixed Variable Jobs Base Phase Phase Phase Phase prepared this document for the PTA 19

21 Consolidation Framework The four areas presented in the table above are derived from the financial plan discussed in Chapter 5 and are based on the federal national transit database reporting functional areas, Vehicle Operations (the Service Delivery functions), Vehicle Maintenance, Non-Vehicle Maintenance (the Facility Maintenance function), and General Administration (the Marketing & Outreach, Finance, Administration, and Executive functions). In total, there are 35 fixed positions, but the variable positions increase from 202 for the base service to 432 for the Phase 4 (2014) service, an increase of 230, for a total of 467 positions. prepared this document for the PTA 20

22 Consolidation Framework PTA Consolidated Organization Positions Federal NTD Function # Fixed # Variable CEO Executive Assistant Secretary Director, Marketing & Outreach Department Secretary Manager, Information & Reservations Center Information & Reservations Agents Mobility Specialist Manager, Government Relations Chief Operating Officer 10 1 Director, Service Delivery 10 1 Department Secretary 10 1 Manager, Central Control 10 1 Dispatchers 10 6 Manager of Training Trainers Manager of Safety & Security Manager, West Division 10 1 Supervisors 10 6 Vehicle Operators, bus Vehicle Operators, small vehicle Manager, East Division 10 1 Supervisors 10 6 Vehicle Operators, bus Vehicle Operators, small vehicle Director, Maintenance 41 1 Department Secretary 41 1 Manager, Facilities Maintenance 42 1 Technician I 42 2 Technician II 42 2 Utility Worker 42 2 Manager, Parts 41 1 Parts Coorinators 41 3 Manager, Motorbus Shop 41 1 Supervisor 41 2 Technicians (A,B,C blended rate) Supervisor 41 1 Body Shop Techs 41 3 Manager, Field & Contract Vehicle Maintenance 41 1 Field Technicians (Service Truck) 41 2 Chief Financial Officer Department Secretary Controller Clerk Payroll Supervisor Payroll Specialist Director, Administration Department Secretary Manager, Purchasing &Contract Compliance Buyers / Contract Administrator Manager, IT Manager, Human Resources & Risk Human Resource Coordinator Manager, Planning & Analysis Planner Total Base Consolidated Organization prepared this document for the PTA 21

23 COA/ Strategic Service Plan Chapter 3: COA / Strategic Service Plan The PTA worked with the Center for Urban Transportation Research at the University of South Florida (CUTR) to conduct a comprehensive operations analysis (COA) of the existing transit services offered within Polk County and to develop a strategic service plan to identify needs for new transit services throughout the county. These needs were weighed against the potential funding available to the PTA pending approval of a dedicated revenue source. The potential revenues are discussed in detail in chapter 4, Financial Plan. This plan includes phasing the implementation of new services over five years, based on funding availability, vehicle deliveries, and management capacity. Total funding for the PTA is dependent on a dedicated revenue source being approved through a countywide voter referendum anticipated in November If successful, the new local revenue will not start to be received by the PTA until mid-2011, and during 2011 the dedicated ad valorem revenue collected by the Lakeland Area Mass Transit District will be phased out. Vehicle availability, and delivery of new vehicles, will have a significant impact on when new services can begin. Currently staff at the LAMTD and PCTS believes that five transit vehicles within the existing combined fleets can be added into daily peak service. Existing vehicles, which are typically in service for just eight to 12 hours per day, can operate longer, up to 12 to 16 hours per day. Therefore, initiatives that extend the span of service can be implemented relatively quickly. However, any service that requires additional transit vehicles beyond the five identified cannot be implemented sooner than the PTA can take delivery of new vehicles. For smaller transit vehicles, the lead time for delivery can be as much as 12 months. For transit buses, the lead time for delivery is eighteen to twenty-four months. The final factor impacting the phasing of new service, management capacity, is frequently overlooked but a critical factor in successfully delivering service in a rapidgrowth organization. Since the strategic service plan calls for nearly doubling the amount of transit service provided and therefore nearly doubles number of jobs required to provide it, the PTA must be able to effectively hire, train, and supervise its new employees. The phasing of specific new transit routes and enhancements can be adjusted to address public preferences, although it is limited based on vehicle availability and management capacity. The phasing presented here is incorporated into the capital improvement program (Chapter 4) and the financial plan (Chapter 5). The following two tables present a summary of the phases of service implementation: prepared this document for the PTA 22

24 COA/ Strategic Service Plan Summary Description of the Proposed PTA Service Plan Phasing Elements Include: Phase Base (Exisiting) Phase 1 (2011) Lakeland Expanded Hours Implement all except routes 11, 12, 20, 37 and 41 (because they require new buses). Lakeland New & Modified Service None. Phase 2 (2012) None. None. None. Winter Haven New & Modified Service Restore route 10 and enhance routes 15 and 30 for building to US 27 corridor service. New County Service Provide $500,000 additional paratransit trips annually. New flex services building US 27 connections + flex route, Haines City - Poinciana. New Complementary ADA Paratransit Svc. Related to restored routes and expanded service hours. Complementary for new County service. Phase 3 (2013) Phase 4 (2014) Implement routes 11, 12, 20, 37, and 41 (includes USF Polytech). Completed in Phase 3. None. New routes 16, 26, 34 and 54. Enhance route 32 and, if Kathleen HSR station, route 56. Restore routes 40 and 44. Enhance routes 22XW, 50/20, 25 and 35. Completed in Phase 3. New routes: US 27 and Lake Wales- Lake Hamilton- Haines City. New routes: Auburndale - USF Poly (enhanced if site of HSR station), Lakeland-Polk City- Auburndale Complementary for new County service. Complementary for new County service. Summary Impacts of the Proposed PTA Service Plan Phasing Annual Service Hours Jobs New Vehicles Phase Incremental Hours Total Service Hours Fixed Variable Total Jobs Small Vehicles Buses Total Total Transit Vehicles Base 0 231, Phase 1 (2011) 73, , Phase 2 (2012) 34, , Phase 3 (2013) 83, , Phase 4 (2014) 44, , prepared this document for the PTA 23

25 Master Business Plan COA/ Strategic Service Plan For all of the figures presented above, both fixed-route bus service and paratransit service are included. Overall, the service expansion envisioned here more than doubles the total amount of transit service offered in terms of service hours, from 231,628 with the base, or existing operation, to and estimated 467,266 service hours once phase 4 is implemented in As discussed in Chapter 2, the total number of jobs increase from 237 needed for the base service to 467 with phase 4 implemented in The number of transit vehicles increases from 113 in the base to 168 with the implementation of phase 4 in Base The base phase is the existing transit network in operation in This network is illustrated in the map below. Base Network as provided by Citrus Connection, PCTS, and WHAT The green lines indicate the existing fixed routes, and the darker green shaded area represents the paratransit service area as required by the federal Americans with Disabilities Act (ADA). In addition, PCTS also provides paratransit service throughout Polk County through the Medicaid and Transportation Disadvantaged funding programs prepared this document for the PTA 24

26 COA/ Strategic Service Plan provided by the state of Florida. If assumed as is by the PTA, this service provides 231,628 service hours with 237 jobs and 113 transit vehicles. Phase 1 (2011) The proposed first phase of service expansion is limited by the lead time for the PTA to receive its first orders of new transit vehicles. Therefore, new services offered in phase 1 utilize just five additional buses, believed to be available within the existing consolidated transit fleet, and extend the hours of service the existing fleet operates each day. In the Lakeland area, most routes, with the exception of routes 11, 12, 20, 37, and 41, will have their service spans extended on Mondays through Saturdays until later in the evening. In the Winter Haven area, route 10, which was discontinued in late 2008 due to funding limitations, is restored, and routes 15 and 30 are enhanced in providing connections from downtown Winter Haven to the US Highway 27 corridor, to prepare for new service in phases 2 and 3. In addition, $500,000 in funding is provided to offer additional paratransit trips to the transportation disadvantaged countywide. The map below illustrates the services that will operate in Phase 1. POINCIANA LAKELAND WINTER HAVEN BARTOW PTA Phase 1 Network, Proposed for 2011 prepared this document for the PTA 25

27 COA/ Strategic Service Plan The red lines indicate the existing fixed routes, and the pink shaded area represents the paratransit service area as required by the ADA. The total of the proposed phase 1 service provides 304,937 service hours with 270 jobs and 118 transit vehicles. Phase 2 (2012) In Phase 2, the PTA is assumed to receive five small transit vehicles, the first of its new vehicle orders. Smaller transit vehicles tend to have a shorter delivery lead time than larger buses, so they are expected to arrive here within one year from order. These vehicles will provide for new flex route services to Poinciana and along the US Highway 27 corridor. All of the transit services that are part of phase 2 are illustrated in the map below. POINCIANA LAKELAND WINTER HAVEN BARTOW PTA Phase 2 Network, Proposed for 2012 The red lines indicate the existing fixed routes, and the pink shaded area represents the paratransit service area as required by the ADA. The total of the proposed phase 2 service provides 339,041 service hours with 336 jobs and 123 transit vehicles. prepared this document for the PTA 26

28 COA/ Strategic Service Plan Phase 3 (2013) With the arrival of 18 new buses and an additional six new small transit vehicles, the PTA will establish new fixed-route service along the US Highway 27 corridor and new service between Lake Wales, Lake Hamilton, and Haines City with connections to LYNX to Orlando. In the Lakeland area, the PTA will extend service span on Mondays through Saturdays for routes 11, 12, 20, 37, and 41. In the Winter Haven area, route 40/44 will be restored to its levels of service prior to the late 2008 reductions due to financial limitations. In addition, routes 22XW, 50/20, 25, and 35 will be enhanced. POINCIANA LAKELAND WINTER HAVEN BARTOW PTA Phase 3 Network, Proposed for 2013 The red lines indicate the existing fixed routes, and the pink shaded area represents the paratransit service area as required by the ADA. The total of the proposed phase 3 service provides 422,330 service hours with 412 jobs and 147 transit vehicles. Phase 4 (2014) With the remaining 17 new buses and 4 new small transit vehicles delivered in 2014, the PTA phase 4 service expansion completes the initial countywide transit network. Three new fixed routes throughout the county include service between Auburndale and the planned University of South Florida (USF) Polytechnic campus; between Mulberry, - Bartow, and Lake Wales; and between Lakeland, Polk City and Auburndale. prepared this document for the PTA 27

29 Master Business Plan COA/ Strategic Service Plan New Lakeland area routes (16, 26, 34, 54, and high speed rail station service) extend coverage throughout the urbanized area, including service to the planned University of South Florida (USF) Polytechnic campus, and provide for a peak-hour connection to HARTline express bus service to Tampa. PTA Phase 4 Network, Proposed for 2014 The green lines indicate the existing fixed routes, and gold lines represent the proposed routes. The darker green shaded area represents the paratransit service area as required by the ADA for the existing service, and the gold shaded area represents the expansion of the paratransit service area with the full proposed route structure. The total of the proposed phase 4 service provides 467,266 service hours with 467 jobs and 168 transit vehicles. prepared this document for the PTA 28

30 CIP Chapter 4: Capital Improvement Program The PTA s planned growth of transit service envisioned throughout Polk County in the service plan presented in chapter 3 will require a number of strategic investments to provide it. This new transit infrastructure includes the following needs: Transit Vehicles Pedestrian Connections Station/Stop Improvements Operating & Maintenance Facilities Communications & ITS The Capital Improvement Program (CIP) identifies the individual investments needed in each of these five primary areas, and incorporates them into the financial plan presented in chapter 5. The CIP requires an investment of over $90.1 million over the 10 year plan period through The tables below present a summary of these investments, broken up between fiscal years , and then between fiscal years : FY2011 FY2012 FY2013 FY2014 FY2015 Improvement Plan Capital Investment Capital - Base Vehicle Replacement $2,700,000 $1,800,000 $2,640,000 $7,340,000 $300,000 Capital - Expansion Vehicles (COA) 0 500,000 8,520,000 7,880,000 0 Planning & Engineering Studies 200, , , , ,000 Transition Support 200, , , ,000 0 Capital - Pedestrial Connection Program 681, , , , ,640 Capital - Passenger Stops/Stations (COA) 250, , , , ,000 Capital - Lakeland Terminal Improvements 50,000 50,000 50,000 50,000 0 Capital - Set Aside for Maintenance Fac. 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Capital - Other Building Improvements 25,000 25,000 25,000 25,000 25,000 Capital - Maintenance Tools/Equipment 150, , , , ,000 Capital - Support Vehicles 100, , , , ,000 Capital - Associated Capital/PM 250, , , , ,000 Capital - Security 50,000 50,000 50, , ,000 Capital - Intelligent Trans Systems 100, , , , ,000 Capital - Communications / Fare Collection 50,000 50,000 50,000 50, ,000 Capital - Other IT and Associated 100, , , , , Total Improvement Plan Capital Investment $6,906,640 $6,576,640 $15,936,640 $20,471,640 $5,351,640 prepared this document for the PTA 29

31 CIP FY2016 FY2017 FY2018 FY2019 FY2020 Total Period Improvement Plan Capital Investment Capital - Base Vehicle Replacement $440,000 $1,760,000 $2,200,000 $1,320,000 $0 $25,680,000 Capital - Expansion Vehicles (COA) ,900,000 Planning & Engineering Studies 250, , , , ,000 2,450,000 Transition Support ,000 Capital - Pedestrial Connection Program 681, , , , ,640 6,816,400 Capital - Passenger Stops/Stations (COA) 750, , , , ,000 5,500,000 Capital - Lakeland Terminal Improvements ,000 Capital - Set Aside for Maintenance Fac. 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 20,000,000 Capital - Other Building Improvements 25,000 25,000 25,000 25,000 25, ,000 Capital - Maintenance Tools/Equipment 200, , , , ,000 1,850,000 Capital - Support Vehicles 145, , , ,065,000 Capital - Associated Capital/PM 500, , , , ,000 4,250,000 Capital - Security 100, , , , , ,000 Capital - Intelligent Trans Systems 200, , , , ,000 1,700,000 Capital - Communications / Fare Collection 100, , , , , ,000 Capital - Other IT and Associated 100, , , , ,000 1,000, Total Improvement Plan Capital Investment $5,491,640 $6,561,640 $7,001,640 $5,976,640 $4,656,640 $90,111,400 Transit Vehicles The PTA envisions using a mix of transit vehicles to best meet the needs of the transit markets it serves. These include larger, heavy duty transit buses (in lengths ranging from 30 to 40 feet) for fixed-route services to smaller, lighter-duty vans and cutaways for paratransit and flex-route services. First, the authority will inherit the existing transit vehicle fleets of the Lakeland Area Mass Transit District and Winter Haven Area Transit, and later, from Polk County Transit Services. The current fleet inventory is displayed in the following two tables: prepared this document for the PTA 30

32 CIP Lakeland Area Mass Transit District Transit Vehicle Inventory Vehicle Type Year of Manufacture Manufacturer Model Number Active Fleet ADA Lift Fleet Fuel Type Vehicle Length Seating Capacity Standing Capacity Vans 2006 General Motors Corporation CHAMPION 5 5 Diesel fuel Vans 2000 Startrans (Supreme Corporation) STARVAN 1 1 Diesel fuel Vans 2003 Startrans (Supreme Corporation) STARVAN 8 8 Diesel fuel Vans 2009 General Motors Corporation CHAMPION 3 3 Diesel fuel Buses 2006 Gillig Corporation GILLIG 5 5 Diesel fuel Buses 2005 Gillig Corporation GILLIG 4 4 Diesel fuel Orion Bus Industries Ltd. (formerly Buses 1999 Ontario Bus Industries) ORION 5 5 Diesel fuel Buses 1999 Gillig Corporation GILLIG 5 5 Diesel fuel Buses 1992 Orion Bus Industries Ltd. (formerly Ontario Bus Industries) ORION 4 4 Diesel fuel Buses Orion Bus Industries Ltd. (formerly 1997 Ontario Bus Industries) ORION Diesel fuel Buses 2001 Gillig Corporation GILLIG 6 6 Diesel fuel Buses 2002 Gillig Corporation GILLIG 8 8 Diesel fuel Buses 2004 Gillig Corporation GILLIG 1 1 Diesel fuel Total prepared this document for the PTA 31

33 CIP Polk County Transit Service Transit Vehicle Inventory Vehicle Number Vehicle Type Year of Manufacture Manufacturer Model Active Fleet T-19 STATION WAGON 1997 Ford Escort s/w 1 T-59 PASS/VAN 1998 Dodge Ram T-23 CUTAWAY 1999 Dodge 3500 van 1 T-29 22' BUS CUTAWAY 2000 Ford E450 1 T-30 22' BUS CUTAWAY 2000 Ford E450 1 S-03 STRETCHER 2000 Dodge George's CARGO VAN 2000 Ford E250 1 T PASS/VAN 2001 Ford E T-37S STRETCHER 2001 Dodge E T-38S STRETCHER 2001 Dodge E T-02 20' Bus Para-Transit 2001 Chevrolet T-21 20' Bus Para-Transit 2001 Chevrolet T-34 MAXI-VAN 2001 Ford E350 1 T-35 MAXI-VAN 2001 Ford E350 1 T-36 MAXI-VAN 2001 Ford E350 1 T-39 20' Bus Para-Transit 2001 Ford E450 1 T-40 20' Bus Para-Transit 2001 Ford E450 1 T-31 22' BUS CUTAWAY 2002 Ford E450 1 T-32 22' BUS CUTAWAY 2002 Ford E450 1 T-33 22' BUS CUTAWAY 2002 Ford E450 1 T-43 22' BUS CUTAWAY 2002 Ford E450 1 T-41 20' Bus Para-Transit 2002 Ford E450 1 T-42 20' Bus Para-Transit 2002 Ford E450 1 T-50 MINI-VAN 2002 Chevrolet Entervan 1 T-61 SUV 2003 Ford ESCAPE 1 T-62 SUV 2003 Ford ESCAPE 1 S-04 STRETCHER 2003 Ford E350 1 T-44 STRETCHER 2003 Ford E T-45 MAXI-VAN 2003 Ford E T-46 STRETCHER 2003 Ford E350 1 T-47 MAXI-VAN 2003 Ford E350 1 T-48 MAXI-VAN 2003 Ford E350 1 Mike's STATION WAGON 2003 Ford EXPLORER 1 T-51 20' Bus Para-Transit 2004 Ford E350 1 T-52 20' Bus Para-Transit 2004 Ford E350 1 T-70 PICK UP 2005 Ford F350 1 T-49 20' Bus Para-Transit 2005 Ford E350 1 T-53 20' Bus Para-Transit 2005 Ford E350 1 T-54 20' Bus Para-Transit 2005 Ford E350 1 T-55 20' Bus Para-Transit 2005 Ford E350 1 T-56 20' Bus Para-Transit 2005 Ford E350 1 T-57 20' Bus Para-Transit 2005 Ford E350 1 T-58 20' Bus Para-Transit 2005 Ford E350 1 T-66 24' BUS CUTAWAY 2006 Chevrolet T-67 24' BUS CUTAWAY 2006 Chevrolet T-68 24' BUS CUTAWAY 2006 Chevrolet T-69 24' BUS CUTAWAY 2006 Chevrolet T-71 20' Bus Para-Transit 2006 Chevrolet T-72 20' Bus Para-Transit 2006 Chevrolet T-73 20' Bus Para-Transit 2006 Chevrolet T-74 20' Bus Para-Transit 2006 Chevrolet T-75 26' BUS CUTAWAY 2008 Chevrolet T-76 26' BUS CUTAWAY 2008 Chevrolet T-77 26' BUS CUTAWAY 2008 Chevrolet fleet Gillig Fleet (Four Buses) 2002 Gillig Phantom 4 Total 58 Note: All PCTS vehicles are smaller transit vehicles, with the exception of four 2002 Gillig Phantom buses assigned to Winter Haven Area Transit Service fixed routes. prepared this document for the PTA 32

34 CIP Between now and fiscal year 2020, the PTA will need to make a $24.28 million investment in replacing the transit vehicle fleet. Initially, 17 buses will be re-powered, receiving new, more fuel efficient engines, as well as receiving refurbished interiors and freshlypainted exteriors. This re-powering program is estimated to cost $200,000 per bus. In addition, new buses and smaller transit vehicles are required to replace the existing fleet as it ends its useful life. For purposes of the CIP and consistent with Federal Transit Administration requirements, a bus is assumed to reach the end of its useful life after 12 years in revenue service, and a small transit vehicle is assumed to reach the end of its useful life after six years in revenue service. The CIP assumes a price of $440,000 for a new transit bus, and a price of $100,000 of a new small transit vehicle. During the 10 year plan period, nearly all of the transit vehicles that will be inherited by the PTA from Citrus Connection and PCTS will be replaced. In order to provide the growth in transit service as phased in by the service plan, the PTA will also need to acquire 55 new transit vehicles between fiscal years 2011 and Of these, 15 will be new small transit vehicles, and 40 will be new buses. The table below presents the number of vehicles needed by phase. New Vehicles Phase Small Vehicles Buses Total Total Transit Vehicles Base (Exisiting) Phase 1 (2011) Phase 2 (2012) Phase 3 (2013) Phase 4 (2014) prepared this document for the PTA 33

35 CIP Planning & Engineering Studies and Transitional Support The initial consolidation period of the PTA will be an exciting yet challenging time for the organization. It will be faced with the challenges of consolidating three separate entities and doubling the amount of the service it offers within its first five years. Throughout the 10 year plan period, various plans and engineering studies will be needed, ranging from market research to designs for new transit facilities. The CIP includes $200,000 to $250,000 per year, for a total of $2,450,000 over the 10 year plan period, to fund these plans and studies. In addition, during the fiscal year 2011 through 2014 period when the consolidation and service expansion will occur, an additional $200,000 per year, for a total of $800,000 over the four years, is included for transitional support, which can range from support for transit service design and scheduling of the planned new services to management support services as new staff members are recruited and trained. Pedestrian Connections New and expanded transit routes do people little good if they cannot reach a station or stop to board or alight a transit vehicle. As Polk County continues to develop, the owners of roadways, ranging from the Florida Department of Transportation to Polk County to the many municipalities, must include provisions for transit stops and pedestrian access if the PTA s services are to truly enhance the county s mobility and provide a true transportation alternative. The PTA envisions having a matching fund program where it can encourage and assist municipalities and developers to provide pedestrian connections along roadways and to activity centers to transit stops. The CIP assumes the equivalent of four miles of sidewalk per year based on rates obtained by the Florida Department of Transportation, excluding right of way costs. The CIP includes $681,640 per year for a total of $6,816,400 over the 10 year plan period, to establish the matching fund program to provide enhancements of pedestrian connections to transit services. Station/Stop Improvements The CIP includes several investments to improve transit stations and stops. These include: Acquisition and installation of new transit shelters and other amenities such as benches, trash cans, and lighting. Acquisition and installation of new larger transit shelters at critical transfer points. Improvements to the existing downtown Lakeland Terminal. prepared this document for the PTA 34

36 CIP No specific funding is included for the Winter Haven Terminal as it is relatively new and has adequate capacity for the planned growth in transit service. The CIP includes a total of $5.7 million for station and stop improvements over the 10 year plan period, ranging from $300,000 to $800,000 per year. Operating & Maintenance Facilities With the rapid planned growth in service, not only will the PTA be purchasing more transit vehicles and hiring more staff to operate and maintain them, but it will need new facilities to store and maintain its new vehicles and house its new staff. The largest single investment included in this category is a planned new maintenance facility. It is likely that this will be in the form of a new motorbus shop in the eastern portion of the county, with the existing Citrus Connection motorbus shop in Lakeland becoming a running repair and service shop. However, depending on the ultimate location of the new maintenance facility or facilities, the PTA could determine to upgrade its existing motorbus shop and strategically locate one or more satellite facilities. To determine this, the PTA will need to conduct a separate maintenance facilities plan to address the services adopted in the strategic service plan. A total of $20 million is included in the CIP for this effort, spread evenly over the 10 year plan period. However, the PTA also has several ways that it could advance these funds, including issuing bonds or using a state infrastructure bank loan. Another $25,000 per year for other facility maintenance costs is included in the CIP, for a total of $2.5 million over the 10 year plan period. This category is for items ranging from repairing or installing heating and air conditioning systems to roof replacement. The CIP also includes $150,000 to $200,000 annually, for a total of $1,850,000 over the 10 year plan period, for various maintenance tools and equipment. These can range from vehicle lifts to evacuation pumps. While a focus is placed on replacing and acquiring new revenue transit vehicles, the PTA will also require several support vehicles, ranging from field maintenance service trucks to street supervisor cars and vans. The CIP includes a total of $1,065,000 for new support vehicles. Finally in this category, the CIP includes associated capital generally used for capitalized maintenance activities, such as transit vehicle overhauls and preventative maintenance. A total of $4.25 million is included for associated capital over the 10 year plan period, ranging from $250,000 to $500,000 per year. prepared this document for the PTA 35

37 CIP Communications and ITS The current Polk County transit organizations have a history of investing in Intelligent Transportation Systems (ITS) and communications technologies. These technologies are developing rapidly for the transit industry, and have proven their ability to improve reliability and efficiency in transit operations. To date, both Citrus Connection and PCTS have invested in automatic vehicle location (AVL) technology and mobile data terminals (MDTs). Both also have acquired paratransit reservation, scheduling, and dispatching software. Citrus Connection is currently in the process of installing automatic passenger counters (APCs) on its entire fixed-route bus fleet. Further needs include merging these applications across all three systems for a unified PTA application, as well as a universal fare collection system, fixed-route scheduling and runcutting software, ongoing security enhancements, and further enhancements to accounting and enterprise software. The CIP includes a total of $4.35 million for these investments over the 10 year plan period, ranging from $300,000 to $500,000 per year. prepared this document for the PTA 36

38 Financial Plan Chapter 5: Financial Plan The financial plan is the compilation of all of the activities and investments proposed on the preceding chapters. All of the figures presented here are 2009 constant dollars. Constant dollars are used since, at the time of this writing in the midst of the nation s worst financial recession since the Great Depression, typical assumptions for cost inflation and revenue growth are uncertain going forward. However, it can be anticipated that tax, advertising, and farebox revenues will increase sufficiently to cover increases in operating costs. To develop the financial plan, the PTA s consultant, Runways, gathered fiscal year 2009 budget data from Citrus Connection and PCTS. It worked with the finance staff in both organizations to arrive at a common base budget to reflect the total existing revenues and total existing expenses. Establishing this base meant removing inter-agency revenue and expense transfers, which are common as Citrus Connection operates some bus service for WHAT which is funded through PCTS among other operating arrangements. Since much of PCTS services are purely funded at the state and county level, a significant portion are not included in traditional unifying reporting mechanisms such as the National Transit Database. Using this basis, Runways determined that there are a number of revenue sources for the three operating agencies, including: Passenger fares Advertising Agency grants/payments for trips (Medicaid, TD, county programs, etc.) State grants Federal grants Private contributions These are listed in the following table. prepared this document for the PTA 37

39 Financial Plan Existing Revenue Sources for Public Transportation in Polk County In future years, the plan assumes several changes in the revenue stream, including: Approval of a new dedicated countywide revenue source, generating $31.75 million per year The new dedicated revenue begins to be received by the PTA in mid fiscal year 2011 The Citrus Connection dedicated ad valorem is discontinued with the approval of the new dedicated revenue source Polk County general funds of nearly $1 million are discontinued with the approval of the new dedicated revenue source and assumed by the PTA The PTA will be successful in attracting $1 million in federal discretionary funds annually The Florida Department of Transportation will continue its strong support with block grants and service development funds The following table details the revenue assumptions phased in from the 2009 base to the first full year of receipt of a dedicated revenue source in fiscal year 2012: prepared this document for the PTA 38