SFRTA/TRI-RAIL 2025 - 2029 Strategic Plan

STRATEGIC FY 2025 - 2029

PLAN

SFRTA ON TRACK FOR EXCELLENCE

South Florida Regional Transportation Authority

Letter from Governing Board and Executive Director

We are pleased to share the first Strategic Plan for the South Florida Regional ransportation Authority. This plan represents our collective vision, goals, and strategies to enhance transportation services and support the economic viability of our region.

Throughout its existence, SFRTA has remained steadfast in its commitment to improving the quality of life for the communities it serves by providing greater mobility options. The recent succes ri-Rail services into Downtown Miami, coupled with the notable increase in ridership since 2019, (averaging over 15,000 daily weekday riders), marks a significant milestone for the Agency.

Our Strategic Plan is designed to capitalize on these achievements, while maintaining a strong focus on long term sustainability.

Our Strategic Plan, “SFRTA On Track For Excellence”, is more than a road map; it is a commitment to overcoming challenges, embracing opportunities, and delivering exceptional services. By setting clear goals and measurable objectives we are ensuring that SFRTA remains at the forefront of providing vital transportation services our region needs.

Together we are committed to collaborating with our partners and delivering safe, convenient, and effective transportation services that serves as South Florida’s multimodal backbone.

Commissioner Tim Ryan Governing Board Chair

David W. Dech Executive Director

The Agency: SFRTA

The South Florida Regional Transportation Authority (SFRTA) is an Agency of the State of Florida, created in 2003 by Chapter 343, Florida Statutes, as the successor of the Tri-County Commuter Rail Authority. SFRTA is authorized by Chapter 343, Florida Statutes, to coordinate and develop a regional transportation system in South Florida. Pursuant to its statutory authority, SFRTA provides commuter rail service, known as Tri-Rail, which operates along 72 miles of the South Florida Rail Corridor (SFRC) and eight (8) miles of the Florida East Coast Railway (FECR).

SFRTA oversees the dispatching of daily rail activity on the SFRC, hosting Amtrak passenger services and CSXT Freight Rail Operations. Additionally, SFRTA is responsible for providing right-of-way maintenance on the SFRC, which is owned by the Florida Department of Transportation (FDOT).

Tri-Rail passenger service spans over 80 miles of an urbanized area of approximately six million people, connecting major cities and destinations across Miami-Dade, Broward, and Palm Beach Counties, playing a crucial role in regional transportation.

GOVERNING BOARD STRUCTURE

The Governing Board of SFRTA consists of ten members: one county commissioner, one citizen appointee, and one governor appointee, for each of the three counties of Miami-Dade, Broward, and Palm Beach, for a total of nine appointees and an FDOT District Secretary (one appointment). These representatives advocate for transportation and regional planning efforts and contribute to collaborative decision-making processes that align SFRTA’s initiatives with the diverse needs and priorities of the entire South Florida region.

This governing board structure ensures that SFRTA operates with regional cooperation, effective governance, and strategic planning to enhance connectivity, reduce congestion, and promote sustainable transportation solutions in South Florida.

The System: Tri-Rail

Tri-Rail is a commuter rail system serving South Florida, owned and operated by the SFRTA. It stands as one of only two public regional commuter rail systems in Florida. The system inaugurated on January 9, 1989, and has since been a crucial part of the region’s transportation infrastructure. Tri-Rail’s newest station, MiamiCentral commenced operations on January 13, 2024, adding to the system's accessibility and connectivity.

In 2023, Tri-Rail recorded an average of 13,000 passenger trips each weekday and about 7,000 passenger trips each weekend. In February of 2024, Tri-Rail averaged over 15,000 passenger trips each weekday and approximately 8,000 passenger trips each weekend, reflecting the system’s growing popularity and ridership.

Tri-Rail strives to maintain an on-time performance rate of 90% or higher, in an effort to ensure a reliable and efficient service for its passengers.

In February of 2023, the SFRTA Governing Board approved what is to become the new look for Tri-Rail trains, changing the emblematic “blue skies, white clouds, and palm trees” design for the first time since its first unveiling on Tri-Rail trains in 2001. The new ‘On Track’ design incorporates Tri-Rail’s logo colors and provides a fresh new modern design that revitalizes Tri-Rail’s look and enhance the customer experience.

TRI-RAIL FACTS

SERVICE AREA

Tri-Rail operates within Miami-Dade, Broward, and Palm Beach counties utilizing the South Florida Rail Corridor (72 miles) and the Florida East Coast Railway (8 miles).

The service corridor spans from Miami International Airport to Mangonia Park, as well as from the Metrorail Transfer Station to the newly opened MiamiCentral Station.

The system runs services seven days a week offering regular service on weekdays and adjusted schedules on weekends and holidays. Trains operate with 30-minute headways during peak times, while off-peak trains run every 60 minutes. The scheduling provides commuters and travelers with convenient options throughout the week.

STATIONS

Tri-Rail has 19 stations strategically located across its service area, ensuring convenient access for passengers across South Florida. There are six (6) in Palm Beach County (Mangonia Park, West Palm Beach, Lake Worth Beach, Boynton Beach, Delray Beach, and Boca Raton), seven (7) in Broward County (Deerfield Beach, Pompano Beach, Cypress Creek, Fort Lauderdale, FLL Airport at Dania Beach, Sheridan Street and Hollywood), and six (6) in Miami-Dade County (Golden Glades, Opa-locka, Metrorail Transfer, Hialeah Market, Miami Airport, and MiamiCentral).

FLEET

Tri-Rail’s fleet consists of 21 Locomotives, 20 Cab Cars, and 29 Coach Cars, for a total of 70 units.

In May of 2023, SFRTA was awarded $71.7 million from the U.S. Department of Transportation to replace 24 rail vehicles, representing 34 percent of Tri-Rail’s fleet. The funding will support new locomotives and passenger cars to replace older vehicles that have exceeded or are near the end of their useful life. The project will provide rail cars that will be safer, more efficient and have improved reliability, minimizing disruptions to rail service.

January 9, 1989

80 miles between Palm Beach, Broward, and Miami-Dade Counties

Weekdays (3:50AM - 11:40PM)

Weekends (4:50AM - 10:40PM)

$1.25 - $17.50 (based on zones traveled and discount eligibility),

$5 flat fare on weekends

50 Weekday trains

26 Weekday train shuttles

30 Weekend/Holiday trains

23 Weekend train shuttles

19

11

15,000 riders

8,000 riders

Broward County Transit, Miami-Dade County Department of Transportation and Public Works (Metrorail, Metromover, and Metrobus), Palm Tran, Brightline, taxis and local municipality trolleys and community bus systems

Meeting Commuter Demands

TRI-RAIL EXPANDS TO DOWNTOWN MIAMI

The highly anticipated opening of the MiamiCentral Tri-Rail Station in Downtown Miami represents a significant milestone in South Florida’s transportation infrastructure. The new station not only offers alternative mobility options but also reduces reliance on single-occupant vehicles, aligning with broader goals of enhancing regional mobility and sustainability.

This station brings forth several key benefits for the greater Southeast Florida region.

Enhanced connectivity and mobility

1 3 2 4

Enhanced accessibility for commuters

Contribution to regional mobility and reduced congestion

Positive economic and social impacts

Significant economic and social impacts are anticipated following the station’s opening, marking it as a pivotal multi-modal transportation hub for Downtown Miami. The station’s seamless integration with other transportation modes such as Brightline, Metrobus, Metrorail, and Metromover connections is poised to stimulate economic growth and enrich community vibrancy in surrounding neighborhoods.

SFRTA remains committed to expanding and enhancing services throughout the region. With the MiamiCentral Station as a cornerstone of this vision, SFRTA aims to collaborate closely with stakeholders to address evolving transportation needs and elevate the quality of life in Southeast Florida. Sustaining ongoing dialogues and fostering partnerships to drive innovation and meet future demands will be imperative as the Agency moves forward.

SFRTA’s Value to the Region

SFRTA’s significance to Southeast Florida cannot be overstated. The Agency has achieved significant milestones that have, in turn, benefited the region by providing a foundational element to the transit system.

Providing a Backbone to the Region ’s Transit Systems

Tri-Rail is South Florida’s transit backbone linking the three most urban counties in Southeast Florida, Miami-Dade, Broward, and Palm Beach, with a reliable and frequent rail service. Tri-Rail connects with each county’s local transit system – Miami-Dade Department of Transportation and Public Works, Broward Count y Transit, and Palm Tran – and with Brightline, offering seamless transfers and multimodal options for travelers . The train also serves the region’s major destinations such as airports, seaport s, downtowns, hospitals, universities, and business centers, making it an essential component of the region’s mobility network.

Providing an Alternative Option to Driving

Tri-Rail provides a reliable and affordable travel option for those who choose to live a “car-light” or “car-free” lifestyle, those who are without access to a vehicle, or those who cannot drive due to age or physical limitations.

Contributing to Sustainable Land Use Development

The region has recognized the asset rail st ations can be in attracting new development. Transitoriented development (TOD) enhances density, suppor ts economic growth, reduces vehicle trips, and promotes walking and cycling . SFRTA’s TOD Policy incorporates core elements that are intended to maximize higher density mixed-use development, provide limited or no required parking, and offer a continuous infill pattern extending at least a half-mile from the transit station that is safe, pedestrian friendly, and reduces auto- dependency.

Reducing the Region ’s Carbon Footprint

According to the United States Environmental Protection Agency, transportation emissions are the greatest contributor to the greenhouse gases driving climate change. In a 2019 report by the American Public Transportation Association, public transit riders in South Florida saved 197,000 metric tons of carbon dioxide per year compared to driving alone. In 2023, APTA issued a Transit Savings report that indicated public transit users can save as much as 30% of carbon emissions.

Saving Riders Time and Money

By riding Tri-Rail, South Floridians can avoid traffic congestion and save on gas, tolls, parking, and car maintenance costs. According to AAA, the average yearly cost to own and operate a new vehicle in 2022 was $10,728, while the average annual cost of a Tri-Rail monthly pass is $1,320.

Driving the Regional Economy through Employment

SFRTA surveyed major industries and employers to help understand the overall job density, destinations and commuting patterns in the region. Typically, the largest private employers are universities and healthcare systems, while the largest public employers are public school systems. This is reflected in the data for major industries as approximately 20% of people in all three counties are employed in educational services, healthcare, and social assistance. SFRTA also benefits the tourism industry, which is one of the largest economic and employment sectors in South Florida, with the total number of annual visitors exceeding 36 million.

Benefiting Non-riders through Reduced Traffic Congestion

Not only does Tri-Rail save time and money for riders, but it also saves the region as a whole thousands of hours of commute time each day by reducing roadway congestion. If the service did not exist, the system’s 15,000+ daily riders would be back on the roadway network or could not complete their intended trips.

As the region experiences rapid growth, complex environmental factors, and escalating costs, SFRTA will encounter challenges in the years ahead.

Adapting to New Ridership Patterns and Changing Rider Behavior

Thanks to a flourishing state and local economy, the South Florida population continues to grow and the role of the SFRTA becomes even more crucial. With no place to build new highways, the need for mass transit becomes critical. SFRTA is committed to serving as South Florida’s multimodal backbone by continuing to be instrumental in planning and building a transportation network that will provide for efficient and reliable movement of commuters throughout the tri-county region.

Funding

SFRTA’s uncertainty with its funding sources is hindering operational capacity and infrastructure improvement efforts. SFRTA relies on funding from its partners at the federal, state, and local government levels, as well as farebox revenue, to cover its operating, maintenance, and capital expenses. SFRTA received approximately $268 million of federal operating funding relief to cover fare revenue losses during the COVID-19 global pandemic. Under current projections, the relief funding will sustain the Agency into Fiscal Year 2026. Given this timeline and the expiration of the Operating Agreement between FDOT and SFRTA on June 13, 2027, it is imperative for SFRTA to identify financial commitments from its funding partners and/or identify a dedicated funding source. Establishing a stable, dedicated funding source is critical for sustaining SFRTA’s ongoing and long-term operations.

Sustainability of Infrastructure

Tri-Rail’s aging infrastructure, encompassing rolling stock, facilities and tracks necessitates continuous maintenance and upgrades to uphold safe and reliable service standards. Sustaining operational efficiency involves ongoing maintenance, rehabilitation, and equipment replacement, demanding substantial funding. Balancing the continued need for maintenance with limited resources remains a challenge.

Addressing Equity

Public transit is a key element in addressing equity. Over the next five years, addressing the travel needs of the region through a racial and socioeconomic equity lens is needed, and SFRTA must prioritize this in service provision and capital programming.

Keeping up with Technology

Public transit is undergoing a rapid transformation as new technologies emerge and create new possibilities and challenges for service delivery and customer experience. SFRTA must keep pace with these changes and ensure that its system is safe, modern, efficient, and accessible. Some of the technological issues that SFRTA faces include integrating fare payment systems, enhancing real-time information and communication, adopting smart infrastructure and vehicles, and exploring innovative mobility solutions

Environmental Stressors

Environmental stressors, such as extreme weather events, sea-level rise, and air pollution, pose significant threats to the operation and maintenance of rail systems. SFRTA must adopt strategies to mitigate the impacts of climate change and enhance the resilience of its infrastructure and services. Additionally, SFRTA must continue to pursue sustainability goals and reduce its environmental footprint by increasing energy efficiency, using renewable sources, and promoting low-emission modes of transportation.

STRATEGIC PLAN PURPOSE

SFRTA is moving forward with a Strategic Plan to reestablish itself as a safe, reliable, and efficient transportation option in the region. The strategic plan serves as a measurable guide for SFRTA to execute its mission and achieve its long-term vision. The Plan’s purpose is to:

• Guide SFRTA’s long-term strategy and short-term activities based on a set of values, its mission and vision, goals and objectives, concrete initiatives and metrics, to measure and monitor progress and success.

• Improve the customer experience by providing services that meet the region’s needs through the development of operational and capital priorities for enhanced service, improved customer communications, enhanced safety, and station improvements.

• Direct actions to improve partnerships with county transit agencies, the region’s Metropolitan Planning Organizations, the Florida Department of Transportation, other stakeholders and the South Florida community.

• Inform future capital programs and operating budgets by aligning funding with agency initiatives informed by the new goals and objectives.

Overall, the strategic planning process and regional alignment for SFRTA is aimed at revitalizing its role as a leading transportation provider, enhancing customer satisfaction, building strong partnerships and ensuring efficient resource allocation for sustainable growth and success.

PLAN BENEFITS

Clear Direction

The Plan provides a clear and defined direction for SFRTA outlining its mission, vision, values, goals, and objectives. This clarity helps align organizational efforts and resources towards common strategic priorities.

Measurable Goals

By setting measurable goals and objectives, the Plan enables SFRTA to track progress and success over time. This allows for effective performance monitoring and accountability at all levels of the organization.

Financial Sustainability

The Plan aligns funding with Agency initiatives and priorities ensuring that resources are allocated strategically to support SFRTA’s long-term sustainability and growth.

Strengthen Partnerships

The Plan emphasizes the importance of partnerships with county transit agencies, government entities and the community. Thus, providing transparency and accountability to all stakeholders. Stronger partnerships lead to collaborative initiatives, shared resources, and a more integrated transit network.

Participants in the Plan’s Development

Collaborating with our stakeholders, partners, vendors, customers, and staff was a critical component in the development of the Strategic Plan. The following activities were conducted to ensure inclusiveness, transparency, and buy-in from all parties.

STAKEHOLDER INTERVIEWS

Stakeholder interviews were scheduled during the months of April, May, and June 2023 with the following groups:

• SFRTA Governing Board Members

• SFRTA staff

• SFRTA vendors

• Miami-Dade, Broward and Palm Beach County Administrators, transit agency Executive Directors, and MPO Executive Directors

• FDOT District’s Four and Six Secretaries

• Tri-Rail passengers

• SFRTA Planning Technical Advisory Committee (PTAC)

PASSENGER SURVEY

There were 294 Tri-Rail customers who participated in a Strategic Plan Survey. The surveys were conducted in English, Spanish and Haitian-Creole on Thursday, May 18, 2023, from 5:30 a.m. to 7:00 p.m. In addition to conducting the survey on the trains, SFRTA staff shared the survey online via the SFRTA newsletter, as well as partners’ newsletters.

BOARD AND COMMITTEE PRESENTATIONS

The Strategic Plan was presented in two phases to the SFRTA Planning Technical Advisory Committee (PTAC) and the SFRTA Governing Board. Phase 1 focused on collecting feedback on the Mission, Vision and Core Values, and Phase 2 focused on collecting feedback on the goals, objectives, and overall draft Strategic Plan.

PLANS & PROJECTS REVIEW

It was important to recognize and account for the past planning efforts conducted by SFRTA staff, consultants and vendors. All relevant data related to agency projects, activities, and future plans was reviewed in March and April 2023. This included the SFRTA Transit Development Plan (TDP), Capital Plan, Annual and Five-Year Budgets, Transit Asset Management Plan, and the Rail Fleet Management Plan. In total, over 10 plans and projects were reviewed.

Connect communities, deliver exceptional service, and provide safe, reliable transportation options.

MISSION COMMITMENT

& VALUES

Our organization’s values are the beliefs, philosophies, and principles that drive us daily. They impact the employee experience as well as the relationship we develop with our customers, partners, and stakeholders, and ultimately drives our important decisions and major investments.

Essentially, our values are our organization’s DNA and help us fulfill our image of being “The Region’s Multimodal Backbone”.

In collaboration with partners, deliver a safe, convenient, and effective service that serves as South Florida’s multimodal backbone.

MISSION VISION VALUES

Affordable Safe Partnership Innovation Reliability Excellence Service Oriented

SFRTA A.S.P.I.R.E.S TO BE THE BACKBONE FOR THE REGION

Removing economic barriers to transportation with cost-effective service

Prioritizing safety across all operations

Collaborating with stakeholders to improve transportation needs

Encouraging creative thinking and advanced solutions

Providing a service that is convenient and dependable

Instituting a culture of continuous improvement that strives for the best

Establishing a service that enhances the rider experience and strengthens the region’s mobility

Strategic Goals & Key Initiatives

The SFRTA goals and objectives presented below reflect the internal and external strategies and initiatives that the SFRTA is committing to pursue over the next five years. The goals and objectives were developed with input from the SFRTA Governing Board, SFRTA Internal Review Committee, agency departments, regional partners and stakeholders, various committees including the SFRTA Planning Technical Advisory Committee, along with on-going public outreach efforts. The seven (7) strategic goals identified are:

STRATEGIC GOALS

1 Provide a safe system

2 Increase ridership and enhance the customer experience

3 Enhance system operations

4 Nurture all partnerships

KEY INITIATIVES

Promote safety/reduce trespassing incidents and fatalities

Invest in customer experience and loyalty

Maintain and upgrade system infrastructure

Implement TOD initiatives

5 Seek additional forms of revenue

6 Provide a productive, invested, and valued workplace

7 Effectively manage administrative services

Foster partnerships with stakeholders and peers

Identify and secure additional funding sources

Recruit and retain qualified staff

1.

Provide a Safe System

Ensuring a safe transit system is a fundamental priority for SFRTA, reflecting its unwavering commitment to passenger wellbeing, operational excellence, and community trust. The strategic focus on safety encompasses a comprehensive approach with stringent safety protocols, continuous risk assessment, proactive maintenance practices, and robust emergency preparedness measures.

Safety is engrained in every aspect of SFRTA’s operations. SFRTA understands the critical importance of providing a safe and secure environment for passengers, employees, and the public. Therefore, a strong emphasis is made on initiatives that promote a culture of safety, adherence to regulatory standards and continuous improvement in safety performance measures.

SFRTA is committed to providing a safe system by ensuring that all operations, infrastructure, equipment, and personnel comply with the highest standards of safety compliance at all levels - local, state, and federal. Through targeted investments in safety technologies, on-going training programs and collaborative partnerships with industry experts and regulatory agencies, SFRTA is dedicated to upholding the highest standards of safety across all facets of its transit operations.

By fostering a safety-first mind set and embracing innovative solutions, SFRTA aims to ensure that every journey on its transit system is not only efficient and reliable, but also safe and secure for everyone.

SFRTA collaborates with partners, operators, and contractors to achieve the safest and most efficient utilization of the rail corridors it maintains and/or operates. It also monitors all safety and operating rules, testing and certifications for its contractors, tenants and SFRTA departments. The agency is focused on reducing safety incidents, accidents and supports trespasser education initiatives in coordination with local law enforcement and agency partners.

AGENCY OBJECTIVES

• Provide the highest safety and security measures

• Instill a culture of safety

• Implement processes and technology to maintain the highest rail system safety protocols

SUCCESS MEASURES

2.

Increase Ridership and Enhance the Customer Experience

SFRTA’s commitment to excellence goes beyond providing a safe and reliable transit service; it encompasses a vision of enriching the lives of its passengers and communities. At the center of SFRTA’s mission is a rider-centric approach that prioritizes the passenger’s needs, preferences, and satisfaction. We recognize that a positive customer experience is fundamental to attracting new riders and fostering long term loyalty among existing ones.

In February 2024, the Tri-Rail system achieved an average weekday ridership of 15,000 rides. This milestone marks the first since February 2020, exactly four years ago, that Tri-Rail’s weekday ridership surpassed 14,000 in a month. As such, 15,000 daily rides now serve as the new baseline for measuring ridership.

With convenient service to the region’s three (3) International Airports and the recent expansion of service to downtown Miami, SFRTA is now positioned to offer enhanced service options to both commuters and tourists. This strategic approach is aimed at maintaining and attracting new ridership, further solidifying SFRTA’s role as a vital transit provider in the region.

SFRTA will continue investing to uphold a high safety standard on trains and at stations. Efforts will also target enhancing customer communications, upgrading station areas and facilities and prioritizing system accessibility. These measures aim to boost ridership and customer satisfaction.

Additionally, SFRTA is focusing on transit-oriented development (TOD) around Tri-Rail stations in an effort to increase ridership and monetize its assets effectively. Furthermore, we are exploring new service offerings and expansion opportunities in collaboration with our regional partners and stakeholders.

AGENCY OBJECTIVES

• Maintain service that is convenient, reliable and accessible for everyone

• Maintain a high-quality customer experience

• Implement processes and technology that benefits the customer experience

SUCCESS MEASURES

System ridership

Implementation of feedback from passenger surveys

On-time performance

3.

Enhance System Operations

Enhancing system operations is a strategic imperative for SFRTA, reflecting its commitment to delivering efficient and reliable transportation services. It encompasses a range of initiatives aimed at optimizing the performance and effectiveness of the transit system, from improving scheduling and maintenance practices to enhancing technological capabilities and infrastructure resilience. SFRTA understands that the smooth operation of its transit system is essential for providing a safe, seamless, and enjoyable experience for passengers. Therefore, a strong emphasis is made on strategies and actions that will enhance system operations, minimize disruptions, and maximize the efficiency of its services.

The operation of SFRTA’s commuter rail system, including its facilities and corridor infrastructure, represents a significant investment in the region’s mobility. These vital capital assets require ongoing capital maintenance, as well as periodic investments in their rehabilitation and replacement to remain viable and in a State of Good Repair (SGR). Capital investment is also necessary to meet safety compliance standards and other regulatory requirements, while supporting system enhancements that attract and retain our commuter rail passengers.

Through targeted investments, innovative solutions, and collaborative partnerships, SFRTA is dedicated to achieving operational excellence. By leveraging data driven insights, embracing technological advancements, and implementing best practices it aims to elevate the safety and reliability of its operations.

AGENCY OBJECTIVES

• Maintain the system in a State of Good Repair

• Provide reliable and accessible service that meets current and future needs

• Implement processes and technology that benefits system operations

SUCCESS MEASURES

Optimize system performance and effectiveness

State of Good Repair/capital investments

Technological advancements

4.

Nurture All Partnerships

SFRTA is dedicated to nurturing all partnerships, both internal and external, by emphasizing the organization’s commitment to collaboration, mutual support, and shared success within the transportation industry. By fostering strong and meaningful partnerships, SFRTA aims to leverage collective expertise, resources, and networks to enhance service delivery, drive innovation, and create sustainable transportation solutions that benefit the entire community. This reflects SFRTA’s belief in the power of collaboration to achieve common goals and address complex challenges facing the transit industry and the region as a whole. SFRTA will collaborate with key stakeholders, transit agencies, cities, and counties to enhance mobility, access and regional connectivity. Currently, SFRTA is partnering with stakeholders to improve connectivity to essential destinations such as jobs, schools, hospitals, and airports across the region. Efforts will continue in addressing first and last mile challenges. Additionally, open communication between staff and the vendor community will strengthen relationships while improving operational coordination.

AGENCY OBJECTIVES

• Collaborate and solidify all partnerships

• Instill effective, strong, positive relationships with the vendor community

SUCCESS MEASURES

Collaboration with county transit agencies and stakeholders

Collaboration with state and federal partners

Coordination with the vendor community

Seek Additional Forms of Revenue

SFRTA, as a public agency, relies on diverse funding sources to cover its operational and capital expenses. Operating revenues and expenses are directly attributed to the daily operations of Tri-Rail trains. The vast majority of SFRTA’s defined revenue, approximately 90%, originates from subsidies provided by federal, state, and local entities. The remaining 10% of operating revenue is generated from fare collections directly linked to Tri-Rail train services. Capital revenues and expenses are those related to system infrastructure that provide benefits for greater than one (1)year. These expenditures are currently funded 100% by federal, state, and local entities.

Currently, SFRTA’s operating budget is balanced by COVID relief funds, and these funds are projected to be expended in Fiscal Year 2026, thus resulting in future year budget deficits. This current business model is deemed unsustainable with the anticipated outcome being a decline in the level of service offered to passengers. This will be counterproductive to SFRTA’s desire to increase service reliability to attract additional riders. Consequently, SFRTA recognizes the imperative need to seek additional forms of revenue to insure the sustained delivery of highquality transportation services.

2024 REVENUE

AGENCY OBJECTIVES

• Pursue projects to seek additional operating revenues

• Advocate for new and increased sources and amounts of federal, state and local funding

SUCCESS MEASURES

6.

Provide a Productive, Invested, and Valued Workplace

SFRTA recognizes that its employees are its greatest asset. Emphasizing initiatives that promote employee productivity, engagement and satisfaction is crucial to having a successful working environment. Investing in its workforce not only enhances individual performance, but also contributes to the overall growth and effectiveness of the organization. Through targeted programs, professional development opportunities and supportive policies, SFRTA is committed to creating a workplace where every employee feels valued, empowered, and motivated to achieve their full potential. By fostering a culture of inclusivity, respect, and recognition, SFRTA will strive to build a cohesive team that is dedicated to serving stakeholders and fulfilling the Agency’s mission.

SFRTA will continue to implement its Equal Employment Opportunity (EEO) Program and continue to diversify its applicant pool by working with industry organizations, universities, and community-based organizations. By fostering a positive and engaging workplace, the Agency aims to improve its performance, customer service, and reputation as a leader in public transit.

AGENCY OBJECTIVES

• Be an employer of choice that proactively retains a diverse and engaged workforce

• Recruit and develop a diverse and highly skilled workforce

SUCCESS MEASURES

EEO workforce program

Professional development programs

Performance reviews

7.

Effectively Manage Administrative Services

As a fiscally responsible steward of public funds, SFRTA prioritizes operational efficiency, transparency, and accountability in managing administrative services. As a recipient of federal, state and county financial assistance, SFRTA is responsible for implementing and maintaining adequate internal controls to safeguard the agency’s assets. This oversight ensures the Agency’s core operations and adherence to local, state, and federal regulations. Ensuring operational efficiency allows the organization to streamline processes, reduce redundancy and allocate resources effectively. This efficiency translates into cost savings and improved productivity. Effective administrative management promotes transparency and accountability, fostering trust among stakeholders, employees, and the public. SFRTA’s success in managing its administrative services effectively leads to long-term sustainability.

AGENCY OBJECTIVES

• Be a fiscally responsible and transparent steward of public funds

• Improve collaboration among and within departments

• Utilize processes and technology to facilitate efficiencies in agency administration

SUCCESS MEASURES

State and Federal Audits

Operating and Capital Budgets

Interdepartmental Project Initiatives

Conclusion

As we conclude this Strategic Plan for SFRTA , our mission is clear: in collaboration with partners, deliver a safe, convenient, and effec tive service that serves as South Florida’s multimodal backbone. Our vision is to connect communities, deliver exceptional ser vice, and provide safe, reliable transportation options.

To achieve our vision, SFRTA has set strategic goals that include providing a safe system, increasing ridership, enhancing the customer experience, enhancing system operations, nurturing all partnerships, seeking additional forms of revenue, providing a productive, invested and valued workplace, and effectively managing administrative services. SFRTA is committed to doing everything it can to make our vision a reality. We are proud of everything that we have accomplished to date. However, for SFRTA to truly succeed, we must not be satisfied with our achievements and must strive to evolve, understand our funding constraints, and continue to contribute to the economic growth and mobility of the region.

Looking ahead, we are excited about the opportunities to enhance mobility and connectivity across the region. By prioritizing operational excellence, financial stewardship, and customer experience, SFRTA will continue to be a leader in the transportation indus try, improving the lives of those we serve.

TO BE THE BACKBONE FOR THE REGION

Removing economic barriers to transportation with cost-effective service

Prioritizing safety across all operations

Collaborating with stakeholders to improve transportation needs

Encouraging creative thinking and advanced solutions

Providing a service that is convenient and dependable

Instituting a culture of continuous improvement that strives for the best

Establishing a service that enhances the rider experience and strengthens the region’s mobility

ACKNOWLEDGEMENTS

We extend our sincere appreciation to all stakeholders, inc luding SFRTA’s dedicated Board Members, hardworking staff, valued par tners and the communities we serve. Your suppor t and collaboration has been instrumental in shaping this strategic plan and will be crucial as we work together to achieve our goals.

Thank you for your commitment to SFRTA’s vision of a safe and connected future for South Florida.