BROWNSVILLE TRANSIT PLAN FINAL REPORT
MAY 2017
IN ASSOCIATION WITH: Alliance Transportation AJM & Associates
This page intentionally left blank.
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Table of Contents 1 2
Executive Summary ....................................................................................................... ES-1 Introduction......................................................................................................................2-1 Guiding Principles .................................................................................................................................. 2-1 3 Existing Conditions ..........................................................................................................3-1 Brownsville Metro .................................................................................................................................. 3-1 Metro Connect ........................................................................................................................................ 3-3 Other Regional Transit Services .......................................................................................................... 3-5 Current Funding Sources ....................................................................................................................... 3-9 Cost and Funding Trends .................................................................................................................... 3-13 4 Market Analysis...............................................................................................................4-1 Transit Potential...................................................................................................................................... 4-1 Transit Need ......................................................................................................................................... 4-10 5 Service Issues and Opportunities .....................................................................................5-1 Fixed Route service ............................................................................................................................... 5-1 Demand Response Service ................................................................................................................... 5-1 Transit Survey ......................................................................................................................................... 5-5 6 Development of Service Scenarios ...................................................................................6-1 Scenario I – Coverage and Connectivity .......................................................................................... 6-1 Scenario II – Frequency and Directness............................................................................................. 6-5 Public Feedback ..................................................................................................................................... 6-8 7 Final Service Recommendations ......................................................................................7-1 Proposed Short-Range Service Plan .................................................................................................. 7-1 Long-Range Recommendations ......................................................................................................... 7-20 Appendix A: Route Profiles Appendix B: On-Board Rider Survey Appendix C: Funding Strategies
Table of Figures Figure ES-1 |Recommended Service Redesign ........................................................................................ ES-3 Figure 2-1 | Brownsville Metro Fixed Route System ............................................................................... 2-3 Figure 3-1 | Brownsville Metro Service Characteristics .......................................................................... 3-2 Figure 3-2 | Metro Connect System Map.................................................................................................. 3-4 Figure 3-3 | Brownsville La Plaza Intercity Bus Terminal ....................................................................... 3-7 Figure 3-4 | Regional Transit Services Characteristics ........................................................................... 3-8 Figure 3-5 | B Metro Operating Fund Sources 2013-2014 ................................................................. 3-9 Figure 3-6 | FTA Apportionments for B-Metro 2013 - 2015 ............................................................. 3-11 Figure 3-7 | Local Share 2003 - 2014 ................................................................................................... 3-12 Figure 3-8 | 2015-2018 Statewide Transportation Improvement Program Funding .................... 3-13 Figure 3-9 | Operating Expenses, FY 2013-FY2014........................................................................... 3-13 Figure 3-10 | Operating Expenses Comparison: 2013 and 2014.................................................... 3-14 Figure 3-11 | Operating Assistance and Other Revenues, FY 2013-FY2014 ................................ 3-14
Nelson\Nygaard Consulting Associates Inc. | i
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-12 | B Metro Fixed-Route Operating and Maintenance Expenses 2009 - 2014 . ....... 3-15 Figure 3-13 | Fixed-Route Capital Fund Use 2013-2014 .................................................................. 3-15 Figure 3-14 | Capital Funds Expended by Source, FY 2013-FY 2014............................................ 3-16 Figure 4-1 | Population Density .................................................................................................................. 4-3 Figure 4-2 | Employment Density................................................................................................................ 4-4 Figure 4-3 | Top 10 Largest Employers in Brownsville........................................................................... 4-5 Figure 4-4 | Major Employers ..................................................................................................................... 4-7 Figure 4-5 | Transit Potential Index ........................................................................................................... 4-9 Figure 4-6 | Density of Older Adults ....................................................................................................... 4-13 Figure 4-7 | Density of Populations with Disabilities ............................................................................ 4-14 Figure 4-8 | Density of Households Living in Poverty ........................................................................... 4-15 Figure 4-9 | Density of Youth and Young Adults ................................................................................... 4-16 Figure 4-10 | Density of Households without Vehicles.......................................................................... 4-17 Figure 4-11 | Transit Need Index ............................................................................................................. 4-19 Figure 5-1 | Brownsville Metro Service Issues and Opportunities (Locations).................................... 5-2 Figure 5-2 | Metro Connect Service Issues and Opportunities (Locations) ......................................... 5-3 Figure 5-3 | Service Issues and Opportunities (Descriptions) ................................................................ 5-4 Figure 6-1 | Scenario I Proposed System Map........................................................................................ 6-3 Figure 6-2 | Scenario I Proposed Weekday Frequencies and Spans of Service ............................. 6-4 Figure 6-3 | Scenario II Proposed System Map....................................................................................... 6-6 Figure 6-4 | Scenario II Proposed Weekday Frequencies and Spans of Service ............................ 6-7 Figure 7-1 | Weekday Service Characteristics ....................................................................................... 7-2 Figure 7-2 | Saturday Service Characteristics ......................................................................................... 7-3 Figure 7-3 | Final Scenario Proposed System Map ................................................................................ 7-4 Figure 7-4 | Final Scenario Proposed Weekday Frequencies and Spans of Service ..................... 7-5 Figure 7-5 | Final Scenario Proposed Saturday Frequencies and Spans of Service ....................... 7-6 Figure 7-6 | Final Scenario ADA Paratransit Impacts........................................................................... 7-19 Figure 7-7 | Proposed Route 20 ............................................................................................................... 7-20 Figure 7-8 | Preferred Transit Service Improvements from Transit Survey Responses .................. 7-21 Figure 7-9 | Phased Implementation ........................................................................................................ 7-22 Figure 7-10 | Proposed System Map for Metro Connect .................................................................... 7-24 Figure 7-11 | Metro Connect Proposed Service Characteristics ........................................................ 7-26 Figure 7-12 | Proposed Shelter Location List ......................................................................................... 7-27 Figure 7-13 | Mini-Hub Site Plan .............................................................................................................. 7-28 Figure 7-14 | Mini-Hub Cost Estimate ...................................................................................................... 7-29 Figure 7-15 | Potential Fare Structure Scenarios .................................................................................. 7-31
Nelson\Nygaard Consulting Associates Inc. | ii
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
1 EXECUTIVE SUMMARY Since 1979, local public transportation in Brownsville has been operated by Brownsville Metro (B Metro), previously known as BUS. B Metro is a coverage-based, hub-and-spoke system with most routes operating hourly. The system includes 13 routes, a primary downtown transit hub known as La Plaza, and a smaller secondary hub called the Northside Transit Station. B Metro also operates ADA complementary paratransit service, and participates in the funding and operation of Metro Connect, a regional express service connecting key hubs in the Lower Rio Grande Valley. Brownsville has many of the community characteristics that typically support higher levels of transit use, including the presence of a major university, a steady stream of international visitors, and an above-average percentage of low-income residents. Brownsville’s population has also grown steadily in recent decades, nearly doubling since 1990. However, B Metro ridership has remained relatively flat for many years. The potential for transit ridership in Brownsville is likely considerably higher than the current figures. The purpose of the Brownsville Transit Plan is to identify the strengths and weaknesses of the existing system, and to develop recommendations that will allow B Metro and Metro Connect to serve existing riders better, attracting new riders, and improving overall system productivity. The study consisted of five major work tasks, corresponding to the chapters of this report:
Assessment of Existing Conditions: A review of the overall transit network in Brownsville, including fixed route, demand response, and regional service providers (Chapter 3).
Market Analysis: An assessment of existing and potential demand for transit service based on population and employment density; socio-economic and demographic characteristics; and land use and the built environment (Chapter 4).
Identification of Service Issues and Opportunities: A detailed diagnostic analyses of each B Metro and Metro Connect route (Chapter 5).
Development of Service Scenarios: Using findings from the market and service analyses, as well as public input, the study team developed two service redesign scenarios aimed at improving ridership and productivity (Chapter 6).
Final Service Recommendations: A set of recommendations designed to better align service with ridership potential (Chapter 7). Final recommendations incorporated elements of the preliminary service redesign scenarios that were most well-received by stakeholders, and reflected feedback provided online and at public meetings.
At key points in the project, the study team elicited feedback from stakeholders and members of the public. On-board surveys were conducted at the start of the project to gauge service design preferences and priorities. A parallel survey was conducted online in order to reach additional riders and non-riders as well. Public and stakeholder meetings were held after the completion of the market analysis and then again after the development of the preliminary service redesign
Nelson\Nygaard Consulting Associates Inc. | ES-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
scenarios. Materials from each meeting were posted online at BrownsvilleTransitPlan.com. Overall, more than 700 surveys were completed over the course of the COA study, helping to guide the study team toward the recommended service redesign illustrated in the proposed system map below (Figure ES-1).
Nelson\Nygaard Consulting Associates Inc. | ES-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure ES-1 |Recommended Service Redesign
Nelson\Nygaard Consulting Associates Inc. | ES-3
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
2 INTRODUCTION Brownsville Metro, also known as B Metro, began operating in its current form in 1979. After acquiring the Brownsville Transportation Company, the City of Brownsville started operating bus service under the name Brownsville Urban System (BUS). Currently, B Metro offers 13 fixed route bus routes serving areas throughout the City of Brownsville (Figure 2-1). Most routes begin service from La Plaza, the downtown intermodal transit hub. B Metro also operates an ADA complementary paratransit service, and through a partnership with Metro McAllen, Island Metro, and Valley Transit Company (VTC), operates a regional inter-city service called Metro Connect. The majority of B Metro’s current riders are transit-dependent and rely on the service for access to jobs, education, social services, and important daily errands. While the population of Brownsville continues to grow, increasing by 58% since 1990, B Metro’s ridership levels have remained relatively flat over the same time period. In 2013, B Metro served 1.78 million passenger trips, or 4,874 daily passengers. However, the potential for transit ridership in Brownsville is likely considerably higher. The aim of the Brownsville Transit Plan, a comprehensive strategic plan, is to identify the strengths and weaknesses of the existing system, in order to build upon the strengths and address the weaknesses. For Brownsville Metro, this means serving existing riders better, attracting new riders, and improving productivity to ensure that the system is a good steward of public funds.
GUIDING PRINCIPLES Transit services are most successful when they are easy to use and intuitive to understand. Therefore, the analysis and recommendations presented in this document are grounded in a set of guiding principles aimed at creating a simple, yet highly functional transit system. These principles include the following:
Service Should Operate at Regular Intervals: −
Routes Should Operate Along a Direct Path: −
The fewer directional changes a route makes, the easier it is to understand. Circuitous alignments are disorienting and difficult to remember.
Routes Should Be Symmetrical: −
In general, people can easily remember repeating patterns, but have difficulty remembering irregular sequences.
Routes should operate along the same alignment in both directions to make it easy for riders to know how to get back to where they came from.
Routes Should Serve Well Defined Markets: −
The purpose of every transit route should be clear to riders and prospective riders. Routes should include strong anchors, and a mix of origins and destinations.
Nelson\Nygaard Consulting Associates Inc. | 2-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Service Should Be Well Coordinated: −
At major transfer locations, schedules should be coordinated to the greatest extent possible to minimize connection times between services.
Nelson\Nygaard Consulting Associates Inc. | 2-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 2-1 | Brownsville Metro Fixed Route System
Nelson\Nygaard Consulting Associates Inc. | 2-3
EXISTING CONDITIONS
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
3 EXISTING CONDITIONS BROWNSVILLE METRO Fixed Route A majority of Brownsville Metro’s 13 fixed routes operate with headways of 60 minutes or more, with three routes operating consistently at a 30-minute frequency. While service span varies by route, most routes run from approximately 6:00 AM to 7:00 PM, Monday through Saturday. A few routes have slightly longer service hours, with service until approximately 7:30 PM or 8:00 PM (Figure 3-1). The regular cash fare on any fixed route is $1.00. Transfers are available for $0.25 and are only valid for two hours after they have been purchased. A discount is given to certain individuals for both fares and passes. Individuals who pay a reduced fare must show proof of eligibility when boarding the bus. Individuals who are eligible to receive a discount include:
Students with a student ID from the enrolled school; $0.75 fare
University of Texas Rio Grande Valley students, who show University ID; Free
Seniors with a valid Brownsville Metro discount card; $0.50 fare
Persons with disabilities with a valid Brownsville Metro discount card; $0.50 fare
Medicare enrollees with proof of enrollment; $0.50 fare
All children aged 6 and under; Free
For riders who would otherwise pay the $1.00 cash fare per trip, there are one-day passes available for $2.50 and weekly passes for $12.00. 20-ride passes are available for some of the individuals who receive discounts listed above. 20-ride student passes cost $9.00 and 20-ride passes for seniors and individuals with disabilities cost $5.00. Similar to purchasing individual reduced fares, valid identification must be presented with 20-ride passes.
Nelson\Nygaard Consulting Associates Inc. | 3-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-1 | Brownsville Metro Service Characteristics
Brownsville Metro Service Name
Service Span
Service Frequency
Route 1 – Westend
Monday – Friday: 6:00 AM – 6:55 PM Saturday: 6:00 AM – 6:55 PM
60 minutes
Route 2 – Jefferson / Central
Monday – Friday: 6:00 AM – 6:55 PM Saturday: 6:00 AM – 6:55 PM
60 minutes
Route 3 – Rockwell
Monday – Friday: 6:00 AM – 7:55 PM Saturday: 6:00 AM – 7:55 PM
60 minutes
Route 5 – Alton Gloor
Monday – Thursday: 6:30 AM – 8:15 PM Friday – Saturday: 6:30 AM – 8:15 PM
30-80 minutes
Route 6 – Southmost
Monday – Friday: 6:20 AM – 6:25 PM Saturday: 6:20 AM – 6:25 PM
30 minutes
Route 7 – Billy Mitchell
Monday – Friday: 6:00 AM – 6:55 PM Saturday: 6:00 AM – 6:55 PM
30 minutes
Route 8 – Lemon
Monday – Friday: 6:25 AM – 6:55 PM Saturday: 6:25 AM – 6:55 PM
60 minutes
Route 9 – Austin
Monday – Friday: 6:00 AM – 7:25 PM Saturday: 6:00 AM – 7:25 PM
30 minutes
Route 11 – Old Port Isabel
Monday – Friday: 6:00 AM – 6:55 PM Saturday: 6:00 AM – 6:55 PM
60-75 minutes
Route 13 – Pablo Kisel
Monday – Friday: 6:30 AM – 7:25 PM Saturday: 6:30 AM – 7:25 PM
60 minutes
Route 14 – Scorpion Connector
Monday – Friday: 7:00 AM – 6:55 PM Saturday: 7:00 AM – 6:55 PM
15 minutes
Route 20 – North
Monday – Friday: 6:30 AM – 7:25 PM Saturday: 6:30 AM – 7:25 PM
60 minutes
Route 30 – Southeast
Monday – Friday: 6:30 AM – 9:25 AM & 4:30 PM – 7:25 PM Saturday: 6:30 AM – 9:25 AM & 4:30 PM – 7:25 PM
60 minutes
Nelson\Nygaard Consulting Associates Inc. | 3-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Demand Response While all fixed route buses meet the standards of the American’s with Disabilities Act (ADA), for people unable to ride fixed route services, the City of Brownsville provides demand response service, called B Metro ADA Paratransit Service. From the B Metro website, a person qualifies for ADA Paratransit Service by meeting one of the following requirements:
Unable to board, ride or disembark independently from any readily accessible vehicle on the regular fixed route system;
Unable to access existing accessible fixed route transportation because that transportation is not available at the needed time on that route; or
Unable to get to pick up and drop off locations of regular fixed route system 1
Brownsville ADA Paratransit Service is provided within ¾ miles of B Metro fixed route service (Figure 3-2). ADA Paratransit Service in Brownsville costs $1.50 per trip and operates similar times as fixed route service, Monday through Saturday from 5:00 AM to 8:00 PM. Trips must be scheduled one to seven days in advance of travel. Ridership for Brownsville ADA Paratransit Service has remained relatively steady over the past few years. In 2015, ADA ridership totaled 20,894 trips, a small increase from 20,772 trips in 2014. Brownsville does not contract out the operations of paratransit service and employs approximately 16 staff members, including call center staff (managers, reservationists, and schedulers/dispatchers), drivers, and supervisors dedicated to both fixed route and paratransit. Reservations, scheduling, and dispatching is done on RouteMatch. Nine total accessible vehicles (seven active and two spare vehicles) are used to operate Brownsville’s paratransit service.
METRO CONNECT Metro Connect began operating in 2013 as an intercity bus service between McAllen, Brownsville, and South Padre Island. After receiving a grant from the Texas Department of Transportation (TxDOT), Brownsville Metro partnered with Metro McAllen, Island Metro, and VTC to provide this new service. Currently, Metro Connect offers three fixed route bus routes making stops in Edinburg, McAllen, Mercedes, Harlingen, Brownsville, and Port Isabel (Figure 3). The three routes operate at a frequency of 90 minutes. While service span does vary slightly by route, Metro Connect service is generally available from approximately 6:00 AM to 9:00 PM, with the Red and Blue line operating Monday through Sunday and the Green line operating Monday through Friday. The regular cash fare is $5.00 for a daily pass for all Metro Connect lines. A $10.00 universal daily pass gives riders unlimited use of all Metro Connect, Brownsville Metro, and Metro McAllen routes for a day. 30-ride passes can be purchased for Metro Connect ($90.00) and for all three systems ($100.00). Students and faculty with a valid ID may buy a reduced fare 30-day Metro Connect pass for $25.00. The Metro Connect-only daily pass can be bought on-board Metro Connect buses. Universal passed can be purchased at Central Station in McAllen, La Plaza in Brownsville, or the Harlingen VTC station. The reduced student and faculty passes can only be purchased at Central Station or La Plaza.
1
B Metro ADA Paratransit Service: http://bmetro.cob.us/599/ADA-Paratransit-Service
Nelson\Nygaard Consulting Associates Inc. | 3-3
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-2 | Metro Connect System Map
Nelson\Nygaard Consulting Associates Inc. | 3-4
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
OTHER REGIONAL TRANSIT SERVICES Valley Metro The Lower Rio Grande Valley Development Council (LRGVDC) operates fixed route and demand response service in urbanized and rural areas across five counties. Valley Metro operates over 20 fixed route or flex route services that primarily serves as inter-town service within the counties. Additional county level curb-to-curb services are offered in some areas, such as Willacy County. Valley Metro provides bus service that overlaps with Metro Connect routes, but the Valley Metro routes either make local stops, provide flex service, or only operate part of the week. Service hours for each route depend on the location of the service and type of service (fixed, flex, or demand response). In general, fixed route service is provided at frequencies between 30 minutes to two hours, with most routes providing hourly service. In Hidalgo, Cameron, and Willacy County, service is provided Monday through Saturday from 6:00 AM to 8:00 PM. In Starr and Zapata County, service is provided Monday through Friday from 7:00 AM to 5:00 PM. Valley Metro service in Cameron County connects to Brownsville at the La Plaza station.
Metro McAllen Public transportation in the City of McAllen is provided by Metro McAllen, a fixed route bus service and ADA demand response service that operates every day of the week. Metro McAllen operates seven fixed routes, which serve a variety of retail, employment, medical, educational, and social service destinations throughout the City of McAllen. Metro McAllen provides connection opportunities to Metro Connect and Valley Metro at McAllen Central Station, expanding mobility options to and from Brownsville. All routes operate from 6:00 AM to 7:00 PM Monday through Saturday. Routes 1, 2, 4, and 6 operate evening service Monday through Saturday from 7:00 PM to 11:00 PM and Sunday service from 8:00 AM to 8:00 PM. Fixed route service in McAllen is complemented by shared Dial-A-Ride service. The service is available to people with disabilities, and picks up and drops off passengers from within the city limits to within a three-quarter mile radius of existing Metro McAllen routes.
Island Metro (The Wave) Island Metro is a free fixed route system that operates within the City of South Padre Island and Port Isabel. Developed by the South Padre Island City Council, the three routes provide service to hotels, businesses, residences, and other landmarks on both sides of the Memorial Queen Isabella Causeway. Island Metro transportation service is a fare-free system which relies upon the continued funding of the Texas Department of Transportation and local match funding from the City of South Padre Island and City of Port Isabel Economic Development Corporation. The three routes operate from 7:00 AM to 9:00 PM. Passengers on Island Metro can connect to Metro Connect and Valley Metro services to Brownsville at the Las Palmas Shopping Center in Port Isabel.
Nelson\Nygaard Consulting Associates Inc. | 3-5
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
UTRGV – Vaquero Express The parking and transportation services of the University of Texas Rio Grande Valley provides two campus shuttles on the Brownsville and Edinburg campuses. The two campuses are also connected to each other and the City Harlingen by the Vaquero Express Connector Shuttle. The Connector Shuttle somewhat overlaps with the Metro Connect Red and Green Lines, by linking together the eastern and western halves of the Rio Grande Valley, but the Vaquero Express operates non-stop between the UTRGV campuses in Edinburg and Brownsville, rather than the Central Station and La Plaza intermodal facilities in McAllen and Brownsville. Vaquero Express service is available free to the general public. The campus shuttles run every 20 minutes, Monday through Friday, from 7:30 AM to 4:30 PM. The Vaquero Express Connector shuttle operates Monday through Friday, from 6:00 AM to 1:30 AM, with trips departing every 1.5-3 hours. In Brownsville, the Vaquero shuttle connects to La Plaza to offer connections to Brownsville Metro, Metro Connect, and Valley Metro.
Intercity Bus Services Brownsville’s La Plaza station serves as a terminal for many intercity and international bus companies. Providing connections to cities in Mexico and the United States, some of the bus companies include:
El Expreso Bus Company – Houston, TX
Greyhound Mexico / Americanos – Dallas, TX
Omnibus Express – El Paso, TX
Tornado Bus Company – Dallas, TX
Transpais Unico – Ciudad Victoria, MX
Van GO Tours LLC – Houston, TX
Lineas Panamericanas – Matamoros, MX
Turimex Internacional – Linares, MX
Nelson\Nygaard Consulting Associates Inc. | 3-6
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-3 | Brownsville La Plaza Intercity Bus Terminal
Nelson\Nygaard Consulting Associates Inc. | 3-7
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-4 | Regional Transit Services Characteristics
Provider
Service Type
Eligibility
Weekday Schedule
Service Coverage
Fare (One Way)
Brownsville Metro
Fixed route and demand response
General public
Route 1, 2, 7, and 11: 6:00 AM – 6:55 PM Route 3: 6:00 AM – 7:55 PM Route 5: 6:30 AM – 8:15 PM Route 6: 6:20 AM – 6:25 PM Route 8: 6:25 AM – 6:55 PM Route 9: 6:00 AM – 7:25 PM Route 13 & 20: 6:30 AM – 7:25 PM Route 14: 7:00 AM – 6:55 PM Route 30: 6:30 AM – 9:25 AM & 4:30 PM – 7:25 PM
Brownsville, TX
Regular: $1.00 Student: $0.75 UTRGV Students: Free Senior, Disabled, Medicare: $0.50 Regular transfer: $0.25 Demand Response: $1.50
Metro Connect
Fixed route
General public
Red: 6:00 AM – 9:10 PM Blue: 5:20 AM – 8:15 PM Green: 6:10 AM – 8:20 PM
Brownsville, Port Isabel Harlingen, Mercedes, McAllen, Edinburg
Day Pass: $5.00
Valley Metro
Fixed route and demand response
General public
6:00 AM – 8:00 PM
Hidalgo, Cameron, Willacy, Starr, and Zapata County
Adults: $1.00 Students, Seniors, Disabled, Veterans: $0.50 UTRGV Students: Free
Metro McAllen
Fixed route and demand response
General public
All Routes: 6:00 AM – 3:30 PM Routes 1, 2, 4, and 6: 7:00 PM – 11:00PM
McAllen, TX
Adults: $1.00 Student, Senior, Disabled, Medicare: $0.50 Regular transfer: Free Demand Response: $0.50
Island Metro (The Wave)
Free Shuttles
General public
Green: 7:00 AM – 9:00 PM Red: 7:00 AM – 9:00 PM Purple: 7:00 AM – 9:00 PM
South Padre Island, Port Isabel, Laguna Heights
Free
Vaquero Express
Free Shuttles
General public
6:00 AM – 1:30 AM
UTRGV Brownsville & Edinburg
Free
Nelson\Nygaard Consulting Associates Inc. | 3-8
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
CURRENT FUNDING SOURCES According to the National Transit Database (NTD), B Metro’s budgeted operating funds of $15 million in 2013 and 2014 were sourced through Federal assistance, local funds, fare revenues, other funds, and state funds (Figure 3-5). Approximately $11.1 million was received through grants from federal, local, and state sources in 2013 and 2014. These grants were used to finance operating expenses, purchased transportation, materials and supplies, and salaries, wages, and benefits. Figure 3-5 | B Metro Operating Fund Sources 2013-2014
Fare Revenues 15%
Other Funds 11%
Local Funds 17% Federal Assistance 49% State Funds 8%
Total Operating Funds = $15,062,212
Nelson\Nygaard Consulting Associates Inc. | 3-9
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Operating Assistance and Other Revenues Federal The Federal Transit Administration (FTA) distributes funding through grant programs that enable states and transit agencies to better serve their populations and manage their assets. From 2013 to 2015 B Metro received funding from multiple FTA grant programs:
Metropolitan & Statewide Planning Programs (Section 5303, 5304, 5305): Funds multimodal transportation planning in metropolitan areas and states through short-range and long-range programs. In 2014, the Texas Department of Transportation was apportioned $10.8 million through Section 5303, 5304, and 5305; funds are distributed through MPOs.
Urbanized Area Formula Grants (Section 5307): Funds capital, planning, and operating expenses for public transit in Urbanized Areas. For capital expenses, Section 5307 grants require a 20 percent local match for most projects. Section 5316, the Job Access and Reverse Commute Program (JARC), which provided transportation assistance to welfare recipients and low-income individuals seeking employment, expired in 2012; funds for JARC activities were consolidated with Section 5307 and Section 5311, NonUrbanized Area formula program. B Metro’s 2014 FTA apportionment through Section 5307 totaled $2,454,109.
Capital Investment Grants (Section 5309): This discretionary grant program is the primary funding mechanism for capital transit investment for heavy rail, commuter rail, light rail, streetcars, and bus transit. B Metro received $3.8 million in 2013 for bus facility improvements (La Plaza at Brownsville Terminal).
Enhanced Mobility of Seniors and Individuals with Disabilities (Section 5310): Provides funding to help non-profit groups increase transportation access for older adults and people with disabilities. Funds from the FTA’s New Freedom program (Section 5317), which expired in 2012, are now consolidated with Section 5310. B Metro’s 2014 FTA apportionment through Section 5310 was $162,180 and the agency received $437,281 in 2015.
Intercity Bus Program (Section 5311[f]): Funds for Section 5311(f) are distributed to designated state grantees through the Non-Urbanized Area Formula Grant program; the designated recipient in Texas is the Texas Department of Transportation (TxDOT). State recipients are required to spend 15% of the annual apportionment to develop and support intercity bus transportation. B Metro received an apportionment of $1,392,438 in 2013 and $822,198 in 2015 from TxDOT to fund Metro Connect.
Buses and Bus Facilities (Section 5339): Provides funding assistance to states and transit agencies to rehabilitate and replace buses, bus equipment, and bus facilities. B Metro received a $246,239 apportionment from the FTA in 2014 and $667,545 in 2015.
An approximate breakdown of FTA funding apportionments received by Brownsville from 2013 to 2015 is detailed in Figure 3-6. Figure totals were sourced primarily through the Brownsville MPO’s FY 2015 Annual Performance & Expenditure Report and the FY 2014 and 2015 Texas Transit Statistics, published by TxDOT; specific totals vary by source.
Nelson\Nygaard Consulting Associates Inc. | 3-10
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-6 | FTA Apportionments for B-Metro 2013 - 2015
FTA Program Apportionments
2013
2014
2015
Urbanized Area Formula (Section 5307)
$3,316,093
$2,454,109
$4,561,083
Capital Investment Grants (Section 5309)
$3,871,909
--
--
Enhanced Mobility of Seniors and Individuals with Disabilities (Section 5310)
$150,000
$162,180
$437,281
Bus and Bus Facilities (Section 5339)
$243,630
$246,239
$667,545
Job Access and Reverse Commute (Section 5316)
$292,679
$421,700
$421,700
New Freedom (Section 5317)
$397,079
$18,415
$453,924
$8,271,390
$3,302,643
$6,317,124
Total
Sources: Brownsville MPO FY 2015 APER, FY 2014 and 2014 Texas Transit Statistics
Section 5316, Job Access and Reverse Commute (JARC), and Section 5317, New Freedom, were both repealed under the Moving Ahead for Progress in the 21st Century (MAP-21) bill passed in 2012. Activities eligible under both programs in urbanized areas are now eligible under Section 5307. Consistent with this change, the urbanized area formula for distributing funds also includes the number of low-income individuals as a factor. There is no floor or ceiling on the amount of funds that can be spent on job access and reverse commute activities. Projects funded as job access and reverse commute projects no longer need to be selected from a coordinated planning process, which provides more flexibility to grantees; however, FTA encourages Section 5307 recipients to continue the coordinated planning process and consider the funding needs of existing job access and reverse commute projects and services. JARC funds in Brownsville enable fixed route service to multiple lower-income neighborhoods in Brownsville. Specifically, JARC funds finance B Metro Route 14, Route 15, and Route 30—areas that were not previously served by public transit. In general, the maximum federal share of planning and capital projects, including preventive maintenance and mobility management activities, is 80% (for some specific types of projects, such as compliance with Americans with Disabilities Act or Clean Air Act requirements, the maximum federal share is 85% or 90%). The maximum federal share for operating assistance is 50%. The non-federal share may be provided by a number of state and/or local sources.
State The City of Brownsville and Cameron County are part of the Pharr District within the Texas Department of Transportation (TxDOT), along with seven other counties in southeastern Texas. According to the National Transportation Database, B Metro received state operating funds amounting to $573,511 in 2013 and $587,793 in 2014. According to TxDOT’s Public Transportation Division, B Metro received $2,071,976 from the state in 2014.
Nelson\Nygaard Consulting Associates Inc. | 3-11
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Local Local funding for B Metro is sourced from contributions from the City of Brownsville and Cameron County. According to the National Transit Database in 2013 B Metro received $876,939 in local funding, which nearly doubled in 2014 to $1.65 million. Additional operating assistance is obtained from farebox revenue. B Metro’s fare revenues decreased by 2% from 2013 to 2014; an increase in local funds marginally offset the reduction in fare revenue. According to Brownsville’s Comprehensive Annual Financial Report, the City of Brownsville maintains a Public Transit Enterprise Fund to finance operating expenses. Twenty-two revenue sources compose the City’s annual local share contribution, including advertising revenue, in-kind utilities, rental revenue, and a cash transfer from the City’s General Fund. The total local share contributed to Brownsville’s Public Transit Fund increased by 36% between 2003 and 2014, from $1.5 million to $2.0 million (Figure 3-7). From 2003 to 2014 the cash transfer from the General Fund accounted for approximately 40-50% of the annual local share. The lowest General Fund contribution occurred in 2012 ($232,000) and the largest contribution was made in 2008 ($972,906). Figure 3-7 | Local Share 2003 - 2014 $2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: City of Brownsville Comprehensive Annual Financial Report, 2014 and 2015
According to the TxDOT’s Public Transportation Division, in 2014 B Metro received $1,583,182 in local cash contributions, $188,163 in non-cash services, $124,020 in auxiliary transit, $382,401 in other contracts (including a contract for service with UTRGV and Texas Southmost College), and $463,153 in non-transit revenue for leasing space at La Plaza at Brownsville Terminal. 2 As a designated urbanized area, B Metro receives state funding for transit capital investment and operating costs. The 2015-2018 Texas Statewide Transportation Improvement Program (STIP) “Sources of Funding For Transit in Urban Areas in Texas”: http://d2dtl5nnlpfr0r.cloudfront.net/tti.tamu.edu/documents/PRC-15-11-1.pdf
2
Nelson\Nygaard Consulting Associates Inc. | 3-12
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
outlines financing for transportation capital and operating expenses. Brownsville Metro—within the Pharr District—is designated to receive $8.1 million in 2015, $7.6 million in 2016, $7.4 million in 2017, and $7.4 million in 2018. Broken down by project type, B Metro is designated to receive $4.9 million for operating assistance and $1.6 million for capital program items in each year from 2015 to 2018. In 2015 funding was also included for revenue rolling stock ($1.1 million), stations stops/terminals ($500,000) and short-range planning assistance ($25,000). Funding for stations stops/terminals is not included in 2017 and 2018, while funding for short range planning assistance was projected to increase to $125,000 in 2016 and then return to 2015 levels (Figure 3-9). Figure 3-8 | 2015-2018 Statewide Transportation Improvement Program Funding
Project Type
2015
2016
2017
2018
Operating Assistance
$ 4,918,796
$ 4,918,796
$ 4,918,796
$ 4,918,796
Other Capital Program Items
$ 1,592,818
$ 1,592,818
$ 1,592,818
$ 1,592,818
Revenue Rolling Stock
$ 1,128,810
$ 490,810
$ 865,810
$ 865,810
Short Range Planning Assistance
$
25,000
$ 125,000
$
$
Stations Stops/Terminals
$ 500,000
$ 500,000
Total
$ 8,165,424
$ 7,627,424
25,000 --
25,000 --
$ 7,402,424
$ 7,402,424
COST AND FUNDING TRENDS Operating Expenses Figure 3-9 shows B Metro’s operating expense from 2013 to 2014, according to the National Transit Database records. Total operating expenses increased by 25% during this time period from $6.68 million to $8.36 million. The largest expense—salaries, wages, and benefits—grew by 65% from 2013 to 2014, likely from costs associated with operating Metro Connect. Conversely, the category of other operating expenses decreased by 50%, from $2.3 million in 2013 to $1.1 million in 2014. Materials and supplies rose by 2%, and purchased transportation increased from zero in 2013 to $750,828 in 2014. Figure 3-9 | Operating Expenses, FY 2013-FY2014
FY 2013
FY 2014
Percent Change FY2013 to FY2014
--
$750,828
--
Materials and Supplies
$1,168,190
$1,186,147
2%
Salaries, Wages, Benefits
$3,190,950
$5,276,882
65%
Other Operating Expenses
$2,328,054
$1,155,161
-50%
Total
$6,687,194
$8,369,018
25%
Expenses Purchased Transportation
Source: National Transit Database, 2013 - 2014
Nelson\Nygaard Consulting Associates Inc. | 3-13
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
B Metro’s operating expenses in 2013 and 2014 are compared by category in Figure 3-10; salaries, wages, and benefits are by far the largest expense in both years. Figure 3-10 | Operating Expenses Comparison: 2013 and 2014
$3,190,950
Salary, Wages, Benefits
$5,276,882 $1,168,190 $1,186,147
Materials and Supplies $-
Purchased Transportation
Other Operating Expenses
$750,828
$1,155,161
$0
$2,328,054
$2,000,000
2013
$4,000,000
$6,000,000
2014
Source: National Transit Database, 2013 - 2014
Operating Assistance and Other Revenues As shown in Figure 3-11, operating assistance and other revenues for B Metro increased overall by 25% between FY 2013 and FY 2014, from $6.68 million to $8.36 million. Fare revenue was the only category that was lower during this period, declining by 2% from $1.15 million to $1.13 million. Local assistance nearly doubled, from $876,000 to $1.65 million; state funds increased marginally by 3%; federal assistance also increased by 23%, from $3.33 million to $4.0 million. Figure 3-11 | Operating Assistance and Other Revenues, FY 2013-FY2014
Funding Sources
FY 2013
FY 2014
Percent Change FY2013 to FY2014
$1,155,988
$1,133,607
-2%
Local Funds
$876,939
$1,658,866
89%
State Funds
$576,068
$592,048
3%
$3,330,021
$4,085,599
23%
$748,178
$898,898
20%
$6,687,194
$8,369,018
25%
Fare Revenues
Federal Assistance Other Funds Total Source: National Transit Database, 2013 - 2014
Nelson\Nygaard Consulting Associates Inc. | 3-14
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
B Metro’s fixed-route service operating expenses and maintenance expenses from 2009 to 2014 are reviewed in Figure 3-12. During this period operating expenses for fixed route service increased by 11%. Maintenance expenses for fixed-route service slightly declined between 2009 to 2013, from $2.15 million to $1.83 million, but readjusted to $2.19 million in 2014. B Metro dedicated $750,828 in 2014 in operating expenses for regional commuter bus service (Metro Connect); the service generated $63,739 in fare revenue. Figure 3-12 | B Metro Fixed-Route Operating and Maintenance Expenses 2009 - 2014
2014
$6,319,319
$2,194,978
2013
$5,711,382
$1,836,598
2012
$5,624,103
$1,879,407
2011
$5,426,717
$2,138,693
2010
$5,181,116
$1,901,631
2009
5,504,519
$2,157,671 $0
$2,000,000
.
$4,000,000
Total operating expense
$6,000,000
$8,000,000
Total maintenance expense
B Metro’s fixed-route capital fund use from 2013 to 2014 is reviewed in Figure 3-13. In this twoyear period use of capital funds for fixed-route service increased by 73%, from $1.29 to $2.24 million. Figure 3-13 | Fixed-Route Capital Fund Use 2013-2014
$1,292,299
Capital Fund Use
$2,240,744
$0
$2,000,000
2013
$4,000,000
2014
Figure 3-14 shows the federal, state, and local grants expended for capital project use from FY 2013 to FY 2014. The table shows the funds expended in a given year, according to the National Transit Database. While the share of capital funds implemented locally increased marginally, the share of federal funding utilized rose by 64%, to $1.93 million in 2014; state funds and other funds represent no percentage of B Metro’s capital expenditures during this period.
Nelson\Nygaard Consulting Associates Inc. | 3-15
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 3-14 | Capital Funds Expended by Source, FY 2013-FY 2014
Funding Source Local Funds
FY 2013
FY 2014
Total
$249,188
$308,302
$557,490
$1,175,493
$1,932,442
$3,107,935
State Funds
$0
$0
$0
Other Funds
$0
$0
$0
$1,424,681
$2,240,744
$3,665,425
Federal Assistance
Total Source: National Transit Database: 2013 - 2014
Recent Grants Recently awarded publicly funded projects include funding for intercity bus implementation, service improvements, and preventative maintenance for paratransit services.
Metro Connect: In 2013, the municipalities of McAllen, Brownsville, and South Padre Island received $1.4 million to fund intercity bus service, which was implemented as Metro Connect. The grant was coordinated by the Texas Department of Transportation through the FTA’s Section 5311 Non-Urbanized Area formula grant program, which required a local match of $313,222. FTA funds 50% of operating expenses, and included funding for three new vehicles and marketing promotion. The system operates three routes, with services from Brownsville to South Padre Island, Brownsville to McAllen, and McAllen to Edinburg.
TIGER Grant: In 2016, Brownsville was awarded a $10 million TIGER grant from the U.S. Department of Transportation to upgrade a regional bus maintenance facility, purchase new vehicles, and fund service improvements for Brownsville Metro, as well as other bicycle and pedestrian improvement projects. These projects have not yet been implemented. 3
FTA Funding: According to the Brownsville MPO’s 2016 Unified Planning Work Program, B Metro is receiving FTA funding from Section 5307, 5310, 5339, and 5311. B Metro was awarded $165,300 through the FTA’s Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities formula grant program to fund preventative maintenance. A local 20% match of $41,325 was also contributed, bringing the grant total to $206,625. 4
“Brownsville wins $10M grant for transportation”: http://www.brownsvilleherald.com/business/article_b640ab1c60b7-11e6-87ae-db40631787b0.html 3
4
City of Brownsville Public Notice: http://www.cob.us/DocumentCenter/View/2964
Nelson\Nygaard Consulting Associates Inc. | 3-16
MARKET ANALYSIS
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
4 MARKET ANALYSIS Successful public transportation serves high densities of population and employment and also fulfills a public service for those who have no other means of transportation. As Brownsville Metro plans for the future, the agency must understand where potential customers live and work, and align routes to serve those markets. The aim of the market analysis is to understand both the need and potential for transit service by examining the following market characteristics:
Population and employment density: Population and employment density are the strongest indicators of transit demand. Larger numbers of people living and working near each other and along corridors leads to a stronger market for transit and indicate transit ridership potential.
Socio-economic characteristics: Characteristics such as income, auto availability, age, and disability status are indicative of a higher propensity to use transit, and thus indicate transit need.
The location of major employment centers: High concentrations of jobs typically equates to major daily destinations, as well as potential transit partners.
Each of these factors indicates demand for transit, but ridership is also affected by urban form, land use, street networks, the pedestrian environment, and the convenience of other alternatives. For example, nearly all transit riders are also pedestrians on at least one end of their trip. Thus, the safety and comfort of the walking environment strongly affects ridership. Likewise, areas with minimal traffic congestion and ample (and cheap) parking will have a more difficult time attracting transit riders then areas with a variety of “pain points” for drivers. The market analysis presented in this chapter is a starting point that broadly identifies regions, neighborhoods, and activity centers that may support B Metro transit service. The methodology of this market analysis is less applicable to Metro Connect, which operates limited-stop service and interacts less with the local environment. Thus, the assessment of Metro Connect opportunities is based more on the service analysis than the market analysis.
TRANSIT POTENTIAL Transit service is generally most efficient in areas with high concentrations of residents and businesses. Combining both residential and employment densities yields a transit potential index. This index illustrates the locations most suitable for transit service based on the number of jobs and people per acre.
Population Density Public transportation is most efficient when it connects population and employment centers where people can easily walk to and from bus stops. The reach of transit is generally limited to
Nelson\Nygaard Consulting Associates Inc. | 4-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
within one-quarter to one-half mile of the transit line (depending on the built environment), or a 10-minute walk. As such, the size of the travel market is directly related to the density of population in that area. As a general rule, a density of 3-6 households, or 6-15 people per acre is needed to support base-level fixed routes transit service (service every 60 minutes). Lowerdensity communities can support different types of transit services, including lower frequency or demand response modes. Higher density areas can support more service, or more frequent service. Figure 4-1 below shows the population density by Census block in the City of Brownsville. The yellow color matches with the densities that can support at least hourly service; areas with darker colors can support more frequent service. Key findings from the Population Density map include the following:
Much of Brownsville features moderate population density, meeting the threshold for supporting fixed route transit service (6-15 people per acre).
Brownsville’s highest population density occurs downtown, in the Southmost neighborhood, in pockets north of Brownsville South Padre Island International Airport, and near the Cameron Park neighborhood.
Most areas of Brownsville with the population density to support fixed route transit service are within ¼ mile of at least one B Metro route. One notable exception is W Alton Gloor Boulevard, near Morrison Road.
Some parts of the Brownsville region have relatively high population density, but are difficult to serve more directly due to the existing roadway network. This is especially true for colonias, such as Cameron Park, where many streets are narrow and lack sidewalks.
Employment Density The location and number of jobs is a second strong indicator of transit demand, as traveling to and from work accounts for the largest single segment of transit trips in most markets. Additionally, transit that serves areas of high employment density provides key connections to job opportunities. The minimum level of employment density that is typically needed to support hourly transit service is five jobs per acre. This roughly corresponds to the yellow color in Figure 4-2. Higher densities can support greater frequency. The employment density presented in Figure 4-2 reveals several findings:
As would be expected, relatively high employment density is concentrated in a few key pockets of the service area. These locations include downtown Brownsville, along Central Boulevard, near the I-69 corridor, and north of Boca Chica Boulevard between Old Port Isabel Road and N Central Avenue–which contains multiple “big-box” retailers and shopping plazas.
Additional pockets of high employment density consisting mainly of manufacturing and warehouse jobs exist on Ted Hunt Boulevard, along Billy Mitchel Boulevard west of Brownsville South Padre Island International Airport, on 14th Street north of I-69, and along Paredes Line Road, south of Ruben M Torres Sr. Boulevard.
Many areas of Brownsville served by B Metro have little employment density. However, many of these same areas have high concentrations of population, as discussed previously.
Nelson\Nygaard Consulting Associates Inc. | 4-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-1 | Population Density
Nelson\Nygaard Consulting Associates Inc. | 4-3
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-2 | Employment Density
Nelson\Nygaard Consulting Associates Inc. | 4-4
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Major Employers Identifying large employers in Brownsville is useful, not only because of the large concentration of jobs they represent, but also because of the marketing and other partnership opportunities that they may offer. Partnerships such as employer-supported transit passes, vanpool programs, and on-site transit coordinators can attract choice riders to a transit system and translate into higher overall system ridership. The 10 largest employers in Brownsville in 2014, as reported by the Brownsville Economic Development Council, are shown in Figure 4-3. It is important to note that some of the city’s top employers have more than one office in Brownsville. For example, employees for the Brownsville Independent School District, the City of Brownsville, and Cameron County work at multiple government offices and schools located throughout Brownsville and Cameron County. Additionally, employees for home health care services are likely dispersed at private facilities and residences throughout the city. Figure 4-3 | Top 10 Largest Employers in Brownsville
Employer
Sector
Employees
Brownsville Independent School District
Education
7,708
Caring For You Home Health
Medical/Healthcare
2,632
Cameron County
Government
2,040
University of Texas at Brownsville
Education
1,625
Keppel AmFELS
Manufacturing
1,400
City of Brownsville
Government
1,200
Abundant Life Home Health
Medical/Healthcare
1,200
Wal-Mart
Retail
1,055
H-E-B Grocery
Retail
975
Valley Regional Medical Center
Medical/Healthcare
786
Source: Brownsville Economic Development Council, 2014
The largest employment sectors in Brownsville are education, medical and healthcare services, and government services. The Brownsville Independent School District (BISD) is the city’s largest employer, with approximately 7,700 employees. BISD operates 58 schools, including seven high schools, and featured a peak enrollment of 47,749 in the 2015-16 school year. 5 The University of Texas at Brownsville merged with UT–Pan American to form the University of Texas Rio Grande Valley (UTRGV) in 2015, but employed 1,625 faculty and staff members in 2014. In 2016 UTRGV featured an enrollment of nearly 30,000 students at six regional campuses. The local governments for the City of Brownsville and Cameron County represent approximately 3,200 jobs within the city. Medical services account for three of Brownsville’s top 10 employers. Home health care service providers Caring For You Home Health and Abundant Life Home Health employee approximately 3,800 workers in Brownsville, and Valley Regional Medical Center employees nearly 800 people.
Brownsville Independent School District, “Facts and Statistics”: http://www.bisd.us/html/01_BISD/02_Facts_Stats/01_PeakEnrollment.html
5
Nelson\Nygaard Consulting Associates Inc. | 4-5
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-4 shows the location of some of the largest employers in Brownsville, along with several additional major employers with over 500 employees, such as Teleperformance and Valley Baptist Medical Center. Figure 4-4 shows the relative scale of the largest employers using the main office location for each employer to show the total employees that may be spread across multiple locations. The majority of Brownsville’s largest employers are served by B Metro. The BISD administrative offices are served by Route 3 and Route 20 and many schools are served directly by B Metro services. The City of Brownsville offices are located in downtown Brownsville, and are served by Route 1 and Route 5. Offices for Cameron County and Caring For You Home Health are also located downtown, and are served respectively by Route 13 and Route 1 and Route 11. The UTRGV campus in Brownsville is currently served by Route 8 and connects to La Plaza via the Vaquero Express. The primary Brownsville office for Abundant Life Home Health and the Valley Baptist Medical Center are both served by Routes 2 and 13. Large manufacturing and medical-based employers (such as Keppel AmFELS) often have multiple shifts, some of which fall outside traditional commute hours. In addition, manufacturing and other industrial facilities sometimes require large campuses that tend to be located outside of city centers. Combined, these factors can make manufacturing and medical facilities difficult to serve with traditional fixed route transit service only. Other options such as vanpools and ridematching can either complement or replace fixed route service at these locations.
Nelson\Nygaard Consulting Associates Inc. | 4-6
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-4 | Major Employers
Nelson\Nygaard Consulting Associates Inc. | 4-7
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Transit Potential Index The Transit Potential Index, shown in Figure 4-5, is a composite of the population and employment densities and is an indicator of the viability of fixed route service in a particular area. A higher Transit Potential Index score for a Census block points to a higher likelihood of generating substantial transit ridership in that block. For the transit potential of an area to be fully realized, however, the area must also have transit-supportive infrastructure such as sidewalks and crosswalks. Actual ridership is also highly dependent on service characteristics such as schedule and routing. A review of the Transit Potential Index for the study area suggests:
Much of Brownsville features moderate-to-high transit potential, which is reflected in the current transit coverage provided by B Metro.
Transit potential is particularly high in downtown Brownsville along Elizabeth Street, Washington Street, and 14th Street, near the campus of Texas Southmost College, north of Boca Chica Boulevard between Padre Island Highway and N. Central Avenue, and along Paredes Line Road south of Price Road.
High transit potential also exists north of Brownsville / South Padre Island International Airport, along Central Boulevard, and in the residential neighborhoods of Cameron Park and Southmost.
Several outlying areas demonstrating higher transit potential are currently not served or underserved by B Metro services. These areas include the neighborhoods east of W Alton Gloor Boulevard, north of E Alton Gloor Boulevard, along Dana Avenue, and along Rancho Viejo Boulevard.
Nelson\Nygaard Consulting Associates Inc. | 4-8
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-5 | Transit Potential Index
Nelson\Nygaard Consulting Associates Inc. | 4-9
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
TRANSIT NEED Above all else, public transportation is a mobility tool. Certain population subgroups are more likely to use transit than other modes as their primary means of local and regional transportation. These groups include:
Older Adults, who as they age, often become less comfortable or less able to operate a vehicle.
Individuals in Poverty, typically because transit is less expensive than owning and operating a car.
Persons with Disabilities, many of whom can’t drive and or have difficulty driving.
Young adults, who in general have a significantly higher interest in using many transportation options such as transit, walking, and biking and a lower interest in driving.
People without Access to a Vehicle, whether it be by choice or due to financial or legal reasons, often have no other transportation options besides using transit.
Identifying areas with relatively high concentrations of these groups can help determine where the need for transit service in Brownsville is greatest. It should be noted, however, that high transit need does not necessarily mean that traditional fixed route transit is ideal for an area. In some locations, the density of transit-dependent population is high, but the total population is still quite low, meaning that the transit potential of the area is also low. The maps in this section utilize the same scale as maps in the Transit Potential section to provide an equal understanding of potential and need. Each community, however, has its own priorities and may choose to focus resources on one or both markets.
Older Adults Older adults (ages 65 and older) are more likely to use transit than the general population. Many seniors are retirees, and as a result, take fewer daily trips. Some choose or are forced to stop driving due to health issues, while others simply prefer a car-free lifestyle. Transit provides an important means for this population demographic to remain as active and independent as possible, and to age in place. As of 2014, 10% of Brownsville’s population was 65 years of age or older. In general, the density of older adults in Brownsville is low, although the older adult population is widely dispersed throughout the city. The densest tracts contain one to five older adults per acre, and are located primarily near downtown, in the city’s eastern neighborhoods along Southmost Boulevard, north of Boca Chica Boulevard (west of I-69), south of Cameron Park along Coffee Road, and along Old Military Highway northwest of downtown. Currently the majority of areas featuring the highest density of older adults are served by at least one, and sometimes multiple B Metro routes (Figure 4-6). However, several sections near Cameron Park that contain high densities of older adults are underserved by B Metro or have built environments that make it difficult to access transit. These areas specifically include the residences along Avenida Gregory, neighborhoods west of Paredes Line Road, and the residential area between Coffee Road and Ruben M Torres Boulevard.
Nelson\Nygaard Consulting Associates Inc. | 4-10
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
People with Disabilities Residents with disabilities are another group with a high propensity for transit use. While many disabled individuals are eligible for B Metro’s paratransit service (curb-to-curb service), there has been a strong national trend toward “mainstreaming” in recent years. Mainstreaming encourages people with disabilities to use fixed route transit service instead of paratransit service whenever possible. For the user, this enables a greater level of flexibility, as fixed route service does not require advanced reservations, but less convenience since the passenger must walk or be dropped off at transit stops. For the transit operator, mainstreaming can result in cost reductions and greater service productivity by shifting trips from costly paratransit service to fixed route service. For those with disabilities to reasonably be expected to rely on fixed route service, however, the service must be physically and geographically accessible. Over 22,000 residents—12.5% of Brownsville’s adult population—have a disability, slightly higher than the national average (11%). As Figure 4-7 demonstrates, low densities of disabled residents are spread throughout the city. The highest density of disabled residents is located east of downtown between 14th Street and 17th Street. This population sub-group is currently served relatively well by existing B Metro routes, with the exception of the Cameron Park neighborhood.
People Living in Poverty Poverty status is a strong indicator of a higher-than-average propensity to use transit because as income falls, the cost of owning and using a private vehicle becomes more burdensome, which makes transit a more attractive option. This analysis used the Census classification of poverty status to identify those living in poverty. Since disposable income is largely a factor of household size and household income, the Census considers household income and the number of members in the household in classifying a household as in poverty or not. Thirty-six percent of Brownsville’s residents live below the poverty level. The highest densities of poverty-status individuals reside east of downtown between 14th Street and 17th Street. However, moderate densities of poverty-status individuals are widespread throughout the city, specifically in the following areas: the Southmost neighborhood, the neighborhood near UTRGV, north of Brownsville South Padre Island International Airport, the neighborhood bordered by Rockwell Drive, Old Port Isabel Road, and Los Ebanos Boulevard, along Old Military Highway, and in the neighborhoods directly west and north of downtown Brownsville (Figure 4-8).The density of people in poverty in these neighborhoods may be due to clusters of apartment buildings and public housing developments.
Youth and Young Adult Population In the same way that older adults are more likely to ride transit than the general population, so are young adults and youth aged 15 to 21 who either cannot drive or do not own a vehicle. As of 2014, 11.5% of Brownsville’s population was between 15 to 21 years of age. This demographic is also increasingly seeking alternative transportation options beyond the automobile. A recent survey of Millennials by Transportation for America and the Rockefeller Foundation reported that more than half of Millennials would prefer to live in a place where they do not have to rely on cars
Nelson\Nygaard Consulting Associates Inc. | 4-11
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
to get around, and two-thirds say access to high quality transportation will be one of their top three criteria when deciding where to live. 6 As shown in Figure 4-9, low densities of youth and young adults are dispersed throughout Brownsville. The highest concentrations of this sub-population in Brownsville are located north of downtown, in the Southmost neighborhood, near UTRGV, north of Brownsville South Padre Island International Airport, in Cameron Park, and along Old Military Highway. Nearly all of the areas with concentrated youth and young adult densities are currently served by a B Metro route.
Households without a vehicle For self-evident reasons, individuals without access to a vehicle represent a particularly strong market for transit. In some cases, individuals do not have access to an automobile for health, financial, or legal reasons, while others simply choose to live car-free. Currently, 11% of households in Brownsville do not own a personal vehicle. As shown in Figure 4-10 the highest densities of zero-vehicle households are concentrated between 14th Street and 17th Street east of La Plaza, and in Census block groups between Jefferson Street and Elizabeth Street west of downtown. Lower densities of zero-vehicle households are also located in the Southmost neighborhood, northwest of Brownsville South Padre Island International Airport, near UTRGV, and in Cameron Park.
“Access to Public Transportation a Top Criterion for Millennials When Deciding Where to Live, New Survey Shows”: https://www.rockefellerfoundation.org/about-us/news-media/access-public-transportation-top/
6
Nelson\Nygaard Consulting Associates Inc. | 4-12
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-6 | Density of Older Adults
Nelson\Nygaard Consulting Associates Inc. | 4-13
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-7 | Density of Populations with Disabilities
Nelson\Nygaard Consulting Associates Inc. | 4-14
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-8 | Density of Households Living in Poverty
Nelson\Nygaard Consulting Associates Inc. | 4-15
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-9 | Density of Youth and Young Adults
Nelson\Nygaard Consulting Associates Inc. | 4-16
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-10 | Density of Households without Vehicles
Nelson\Nygaard Consulting Associates Inc. | 4-17
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Transit Need Index The Transit Need Index is a composite measure that aggregates the density of each high transitneed demographic group discussed above. While, the concentration of each population subgroup in that area may be low, the areas with higher Transit Need Index scores have a greater overall density of individuals who are more likely to use transit. As shown in Figure 4-11, high need for public transportation equates to the dark red color. Transit need does not necessarily equate to transit demand; rather, this analysis highlights areas of the community where high concentrations of people who typically rely on transit live. Actual ridership is based upon additional factors such as route structure, frequency, reliability, convenience, and safe access serving these geographic areas. Transit need is moderate to high for most areas of Brownsville. The areas of highest transit need in Brownsville are located around downtown Brownsville, in the Southmost neighborhood, near UTRGV’s Brownsville campus, in the neighborhoods west of Central Boulevard and north of Old Military Highway, in the neighborhoods adjacent to Paredes Line Road (specifically between Price Road and Boca Chica Boulevard), in the neighborhoods northwest of Brownsville South Padre Island International Airport, along 14th Street north of downtown, and in Cameron Park. Downtown Brownsville features a dense and walkable pedestrian grid, with high transit coverage and access to multiple routes. Outside of downtown Brownsville, B Metro routes operate primarily on connector and arterial streets, limiting the level of service provided to residential neighborhoods that are comprised mostly of local streets. Additionally, many of these residential neighborhoods lack effective pedestrian networks, making it dangerous or impractical for residents to reach existing B Metro stops. Neighborhoods exhibiting moderate to high transit need that are currently underserved by B Metro are along Ruben M Torres Sr. Boulevard (east of Old Port Isabel Road) and Robindale Road, Rancho Viejo Boulevard, the neighborhoods east of W Alton Gloor Boulevard, and Cameron Park. Overall, the area of highest transit need in Brownsville correspond closely to areas of high transit potential in the community. This is a positive sign for the prospects of developing a transit system that resonates with a broad range of users, including both choice riders and transit-dependent riders.
Nelson\Nygaard Consulting Associates Inc. | 4-18
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 4-11 | Transit Need Index
Nelson\Nygaard Consulting Associates Inc. | 4-19
SERVICE ISSUES AND OPPORTUNITIES
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
5 SERVICE ISSUES AND OPPORTUNITIES The existing conditions and market analysis, described above, provide context for the analysis of transit service in the study area. Using these analyses as a starting point, the study team developed detailed, diagnostic profiles of each Brownsville Metro and Metro Connect route.
FIXED ROUTE SERVICE The route profiles, found in Appendix A, describe each fixed route’s service characteristics, ridership patterns, productivity, and on-time performance. Ridership and on-time performance data were collected through a “100% ride-check” conducted at the start of the study. A 100% ridecheck consists of a manual tally of boardings, alightings, and on-time performance for every scheduled trip on each B Metro and Metro Connect route. Each trip was sampled once for each unique service period (i.e. weekday service, Saturday service, and Sunday service, when applicable). At the conclusion of each route profile is a list of potential service improvement options for the route. The service improvement options are based on the technical findings of the route profiles (i.e. low ridership at a specific stop or poor on-time performance), as well as the set of guiding principles, described in Chapter 2. Figure 5-1, Figure 5-2 and Figure 5-3 below highlight some of the key service issues and opportunities identified for B Metro and Metro Connect routes.
DEMAND RESPONSE SERVICE Brownsville Metro allows eligible ADA Paratransit Service riders to be accompanied by one Personal Care Attendant (PCA) free of charge (as required by the Americans with Disabilities Act). Brownsville Metro policy also allows one guest, who is not a PCA, to accompany an eligible rider, and additional guest are permitted if space allows. Non-PCA guests are required to pay full fare while accompanying eligible paratransit riders. In 2015, ADA ridership totaled 20,894 completed trips, a small increase from 20,772 trips in 2014. However, 1/3 of these trips were labeled as Personal Care Attendants. This figure is extremely high. PCAs and guests combined account for fewer than 15% of paratransit trips in most systems. ADA Paratransit trips must be scheduled one to seven days in advance of travel. Trips are considered on-time if they occur within a 30-minute window of the scheduled trip time (up to 15 minutes before the scheduled time and up to 15 minutes after). If a paratransit vehicle arrives within the permitted window and the passenger does not approach the vehicle within five minutes, the passenger is considered a no-show and subject to disciplinary action ranging from a verbal warning for the first three offenses to service suspension for sixty days after the sixth offense. In 2015, 13% of scheduled ADA Paratransit trips were recorded as no-shows. This is much higher than the typical rate of 5% for most systems.
Nelson\Nygaard Consulting Associates Inc. | 5-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 5-1 | Brownsville Metro Service Issues and Opportunities (Locations)
H
I
G F
J E D
B A C
Nelson\Nygaard Consulting Associates Inc. | 5-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 5-2 | Metro Connect Service Issues and Opportunities (Locations)
M
L
K
Nelson\Nygaard Consulting Associates Inc. | 5-3
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 5-3 | Service Issues and Opportunities (Descriptions) A. Overcapacity of service – Route 14 provides service every 15 minutes, but few trips carry more than 10 passengers (most carry less than 5). Passenger volumes do not justify the high frequency. B. Routes should serve well defined markets – Routes 6 and 8 serve essentially the same markets, operating along nearly identical loops, but with different frequencies and in opposite directions. Passengers must either ride out-of-direction or refer to two different schedules for their outbound and return trips. C. Forced transfer – Lopez High School and IDEA Frontier Charter School are only served by Route 30, but draw most of their students from other areas of Brownsville. Forcing students to transfer to Route 30 limits the appeal of transit service to these schools, which otherwise have strong ridership potential. D. Large one-way loops – Routes 7 and 9 have large terminal loops, but ridership patterns show a concentration of passenger activity at just a few stops, suggesting more compact loops would be justified. E.
Routes should operate along a direct path – Routes 3 and 20 deviate from Paredes Line Road to serve Rockwell Drive and Lindale Drive. These deviations add complexity to both routes but generate relatively little ridership.
F.
Routes should be symmetrical – Route 13 operates northbound along Jefferson Street and Central Boulevard, but southbound along several corridors, including Old Alice Road, Palm Boulevard and Ringgold Street, that are nearly a mile away.
G. Service should be well coordinated – Routes 1 and 5 operate along similar alignments, with Route 5 providing limited stop service in the Elizabeth Street / Old Military Highway corridor. However, the routes are not coordinated in a way that adds value for most passengers. H. Unserved market potential – Alton Gloor Boulevard, north of Military Highway, currently has no transit service but is adjacent to neighborhoods with relatively high transit potential due to their population density and the presence of two middle schools. I.
Poor access to key destination – Due the difficulty associated with operating along freeway service roads, neither Sunrise Mall nor several hotels on the west side of I-69 are well served by Routes 2 and 13.
J.
Job access opportunity – Improved transit access to the Port of Brownsville would provide potential job access to residents throughout the City.
K. Routes should operate along a direct path - Metro Connect ridership is heavily concentrated at end-of-the-line hubs. Deviations to Brownsville / SPI International Airport force the majority of Blue Line riders to travel out of direction while generating little ridership. L.
Opportunity to streamline service – Red Line trips serving Harlingen travel a significant distance out-of-direction to serve Harlingen Station (VTC), while Valle Vista Mall is located at the I-69 / I-2 interchange and provides Valley Metro transfer opportunities.
M. Forced transfer – Passengers traveling between Edinberg and points east must transfer in McAllen, reducing the appeal of the service compared to UTRGV’s Vaquero Express.
Nelson\Nygaard Consulting Associates Inc. | 5-4
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
TRANSIT SURVEY To complement the study’s technical analyses, the study team conducted an extensive surveying effort targeting both riders and non-riders. In October 2016, the study team administered an onboard survey of B Metro and Metro Connect riders. The survey asked riders about themselves, their trip, their perception of B Metro and Metro Connect service, and potential improvements that they would like to see on either service. A similar survey was available online at www.BrownsvilleTransitPlan.com. Overall, 647 respondents completed the transit survey – 593 on-board and 54 online. Key findings from the survey include the following:
80% of survey participants ride B Metro or Metro Connect multiple days per week. Additionally, 69% of respondents have been using either system for longer than one year.
One-third of survey respondents are not working and 26% identify as students (primary school, high school, and college).
Home-to-work trips (26%) account for the highest single transit trip purpose, but the system also supports a substantial volume of discretionary trips (shopping, medical appointments, etc.).
B Metro’s Route 5 Alton Gloor (10%), Route 2 Jefferson/Central (10%), and Route 20 North (8%) are the most utilized routes among survey participants; Metro Connect accounts for 17% of recent trips made by the respondents.
The most common fare medium among survey respondents is a single ride (39%); no other fare medium was selected by more than 12% of respondents.
The top preferred transit service improvements among survey takers are more frequent bus service (17%), Sunday service (17%), and later bus service (12%).
151 survey participants provided additional written comments. 25% of these comments were complimentary of B Metro and Metro Connect services. Comments also focused on increased service frequency (11%) and improvements to buses (9%).
Passengers feel safe using B Metro and Metro Connect: 79% indicated they feel “very safe” while 20% feel “somewhat safe.”
A full summary of the transit survey, along with a copy of the survey instrument are found in Appendix B.
Nelson\Nygaard Consulting Associates Inc. | 5-5
DEVELOPMENT OF SERVICE SCENARIOS
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
6 DEVELOPMENT OF SERVICE SCENARIOS To address the service issues and opportunities identified through the market analysis, service analysis, and public input, the study team developed two preliminary service redesign scenarios. Both scenarios incorporated service improvement ideas that emerged from the route profiles, each also represented a fundamentally different design approach.
SCENARIO I – COVERAGE AND CONNECTIVITY Scenario I (see Figure 6-1) was designed to maximize the geographic coverage area of transit service in Brownsville and increase the role of the Northside Transfer Station (NTS) and future Eastside Transfer Station (ETS) in facilitating cross-town connections. The key features of this proposed network were the following:
Route 1 would be extended north on Alton Gloor to serve several residential neighborhoods and the Walmart Supercenter. On weekends, it would extend further north to serve the 77 Flea Market.
Route 2 would be extended to the NTS and would provide more direct service from both LaPlaza and the NTS to Sunrise Mall and several hotels along the southbound service road of US 77.
Route 3 would be shortened to provide hourly service between NTS and Walmart Supercenter on W. Alton Gloor Boulevard. Service south of NTS would be provided by other routes.
Route 5 would be restructured to serve the NTS rather than Walmart Supercenter, and would shift service from W. Ruben Torres Sr. Boulevard and McAllen Road to Los Ebanos Boulevard, Price Road, and Old Alice Road.
Route 6 would focus primarily on serving International Boulevard and Southmost Boulevard in both the eastbound and westbound direction. It would also be extended east to serve Lopez High School and the IDEA Frontier campus.
Route 7 would be restructured to connect the NTS with the future East Side Transfer Station and Brownsville / South Padre Island International Airport.
Route 8 would focus primarily on serving neighborhoods south of Southmost Boulevard in both the eastbound and westbound direction. It would also be extended east to serve Lopez High School.
Route 9 would be extended northeast along Padre Island Highway to serve the Port of Brownsville before continuing on to serve Rivera High School. Service would also shift from 14 Street, south of Boca Chica Boulevard, to Palm Boulevard, Mexico Boulevard, and Sam Perl Boulevard on trips to and from La Plaza.
Nelson\Nygaard Consulting Associates Inc. | 6-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 11 would operate along the same alignment as it currently does.
Route 30 would be restructured to operate between Southmost Boulevard and Padre Island Boulevard, via South Dakota Avenue, Iowa Avenue, Houston Road, Vermillion Avenue, and E. Ruben Torres Sr. Boulevard.
Route 13, 14, and 20 would be eliminated, with parts of its service coverage picked by other routes.
Nelson\Nygaard Consulting Associates Inc. | 6-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 6-1 | Scenario I Proposed System Map
Nelson\Nygaard Consulting Associates Inc. | 6-3
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 6-2 | Scenario I Proposed Weekday Frequencies and Spans of Service
Nelson\Nygaard Consulting Associates Inc. | 6-4
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
SCENARIO II – FREQUENCY AND DIRECTNESS Scenario II (see Figure 6-3) was designed to simplify service by making routes more direct. Service coverage would be reduced in this scenario, but service would be more frequent along major corridors. The key features of this proposed network were the following:
Route 1 would be extended to the B&M International Bridge, Sunrise Mall, and Northside Transfer Station.
Route 2 would be extended to the Northside Transfer Station.
Route 3 would be extended to the 77 Flea Market on weekends.
Route 5 would be replaced by Route 1. Walmart would continue to be served by Route 3.
Route 6 would operate two-way service along International and Southmost Boulevard.
Route 7 service west of the Brownsville / South Padre Island International Airport would be replaced with two-way service along Boca Chica Boulevard.
Route 8 would be extended to South Dakota Avenue, California Road and Billy Mitchell Boulevard.
Route 9 would be extended northeast along Padre Island Highway to the Port of Brownsville and Rivera High School.
Route 11 would remain unchanged.
Route 13 would be realigned to operate two-way service along Palm Boulevard and Old Alice Road. The route would be shortened to end at the Northside Transfer Station.
Route 14 would be replaced by Route 1.
Route 20 would replaced by segments of Routes 1, 2, 3 and 13.
The western portion of Route 30 would be replaced by Route 8. The remainder of the route would be discontinued.
Nelson\Nygaard Consulting Associates Inc. | 6-5
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 6-3 | Scenario II Proposed System Map
Nelson\Nygaard Consulting Associates Inc. | 6-6
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 6-4 | Scenario II Proposed Weekday Frequencies and Spans of Service
Nelson\Nygaard Consulting Associates Inc. | 6-7
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
PUBLIC FEEDBACK In February 2017, a series of public meetings were held in Brownsville to gather feedback on the preliminary service redesign scenarios. Meetings locations included the following:
Westside Community Center
Brownsville Public Library – Main Branch
Northside Transfer Station
UTRGV Brownsville
La Plaza
An additional drop-in session was held for B Metro drivers in their break room. This session gave drivers the opportunity to review and comment on the presentation materials between trips. The study team presented the proposed service network and schedule for each scenario at the public meetings. Attendees were encouraged to vote for their preferred scenario or simply leave comments related to either scenario on a large comment board. Similar information was presented concurrently on the project website for members of the community who could not attended the public meetings, or who did attend and wanted to further review the presentation materials. Overall, Scenario I was preferred by 65% of respondents, compared to 35% in favor of Scenario II. Respondents who preferred Scenario I favored the expanded coverage and the increased access for UTRGV students. Multiple respondents submitted opposition to removing Routes 13, 14, and 20. Respondents who preferred Scenario II favored the direct access to UTRGV provided by Route 8. However, several respondents indicated the desire for a stop by Morrison Plaza. In addition to providing feedback on Scenario I and Scenario II, respondents were able to provide general feedback. Several respondents requested more stops along Alton Gloor, and extended span of service for Route 11. Other requests included service to the following areas:
Rockwell Drive
Hanna High School
Boca Chica Boulevard, between Central Avenue and I-69
Concerns regarding the timeliness of routes, delays due to bus breakdowns, and the need for new and enhanced bus shelters were also expressed. Finally, when asked to select their most valued transit improvements, more frequent bus service (59%), later bus service (59%), and Sunday service (48%) were the top-rated choices.
Nelson\Nygaard Consulting Associates Inc. | 6-8
FINAL SERVICE RECOMMENDATIONS
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
7 FINAL SERVICE RECOMMENDATIONS PROPOSED SHORT-RANGE SERVICE PLAN Based on the feedback received online and at the February 2017 public meetings, the study team developed a recommended short-range service redesign scenario (see Figure 7-3, Figure 7-4, and Figure 7-5). The recommended scenario includes elements from both Scenario I and Scenario II, as well as new recommendations developed in response to public and stakeholder feedback. This scenario represents changes that can be made almost immediately and within the current Brownsville Metro operating budget. Figure 7-1 and Figure 7-2 below, show the proposed service characteristics of each route, including peak vehicles and daily revenue hours. Routes that are shown together in one row are proposed for interlining. Interlining is the practice of operating a single bus or group of buses on multiple routes. Interlining is often used to optimize cycle times and recovery times. 7 For example, if one route has insufficient recovery time while another has excessive recovery time, interlining the routes can result in a cycle with an optimal mix of running time and recovery time. Cycle times that are multiples of 60 allow for the greatest range of clock-face schedules. Clockface schedules are schedules that result in buses serving a particular stop at the same time or times past every hour (e.g. 1:10, 2:10, 3:10, etc., or 1:00, 1:30, 2:00, 2:30, etc.). Clock-face frequencies make it easy for riders to remember schedules, and make it easier to coordinate connections at key hubs. Clock-face schedules are proposed for all of the recommended routes, and recovery times are projected to fall between 10 and 20 percent of total cycle time for nearly every route. When recovery time is less than 10 percent of total cycle time, there is a high risk of poor on-time performance because there is insufficient buffering between trips. With insufficient recovery time, one late trip can lead to another, causing a bus to get further and further behind schedule. On the other hand, if there is more than 20 percent recovery time in a schedule, buses are sitting unproductively for long periods of time. The recommended short-range service redesign scenario would require 17 peak vehicles, and would result in 202 weekday revenue hours and 174 Saturday revenue hours. By comparison, the existing B Metro service requires 16 peak vehicles and includes 198 weekday revenue hours and 192 Saturday revenue hours. Assuming 251 weekday and 51 Saturday service days per year, the proposed service would result in 0.14% more annual revenue hours than the current service. In other words, the proposed service is essentially cost-neutral compared to current service. A route by route description of the short-range recommendations follows the proposed system map and schedules.
Recovery time is the time between trips that allows a driver to use the restroom or just prepare for the next trip. For a given trip, cycle time is the running time plus recovery time.
7
Nelson\Nygaard Consulting Associates Inc. | 7-1
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-1 | Weekday Service Characteristics
WEEKDAY SERVICE
Proposed Route
Avg Round Trip Miles
Estimated Average Speed
Run Time
Min Recovery
Min Cycle
Even Cycle
Route 1 + 5
32.6
13
2:30
0:15
2:45
Route 2
16.2
13
1:14
0:07
Route 3 + 9 + 14
46.2
13
3:33
Route 6
11.7
13
Route 7 + 8
23.8
Route 11 Route 30
Daily Trips
Daily Hours of Service
Revenue Hours
3.0
13
13:00
39:00
12
3.0
26
13:00
39:00
6:00
6
4.0
13
13:00
52:00
1:00
6:00
6
1.0
20
13:00
20:00
2.0
1:00
6:00
6
2.0
13
13:00
26:00
14
2.0
1:00
6:00
6
1.0
20
13:00
20:00
6
1.0
0:00
6:00
0
0.0
6
12:00
6:00
Actual Recovery
Actual % Recovery
Off-Peak Frequency
OffPeak Hours
OffPeak Trips
OffPeak Vehicles
Peak Frequency
Peak Hours
Peak Trips
Peak Vehicles
3:00
0:29
16%
1:00
7:00
7
3.0
1:00
6:00
6
1:22
1:30
0:15
17%
0:30
7:00
14
3.0
0:30
6:00
0:21
3:54
4:00
0:26
11%
1:00
7:00
7
4.0
1:00
0:54
0:05
0:59
1:00
0:06
10%
0:30
7:00
14
2.0
13.2
1:48
0:10
1:59
2:00
0:11
10%
1:00
7:00
7
11.8
13.1
0:54
0:05
0:59
1:00
0:05
10%
0:30
7:00
16.6
19
0:52
0:05
0:57
1:00
0:07
13%
1:00
6:00
Nelson\Nygaard Consulting Associates Inc. | 7-2
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-2 | Saturday Service Characteristics
SATURDAY SERVICE
Proposed Route
Avg Round Trip Miles
Estimated Average Speed
Run Time
Min Recovery
Min Cycle
Even Cycle
Route 1 + 5
34
13
2:36
0:15
2:52
Route 2
16.2
13
1:14
0:07
Route 3 + 9 + 14
46.2
13
3:33
Route 6
11.7
13
Route 7 + 8
23.8
Route 11 Route 30
Daily Trips
Daily Hours of Service
Revenue Hours
3.0
12
12:00
36:00
12
3.0
24
12:00
36:00
6:00
6
4.0
12
12:00
48:00
1:00
6:00
6
1.0
12
12:00
12:00
2.0
1:00
6:00
6
2.0
12
12:00
24:00
6
1.0
1:00
6:00
6
1.0
12
12:00
12:00
6
1.0
0:00
0:00
0
0.0
6
6:00
6:00
Actual Recovery
Actual % Recovery
Off-Peak Frequency
OffPeak Hours
OffPeak Trips
OffPeak Vehicles
Peak Frequency
Peak Hours
Peak Trips
Peak Vehicles
3:00
0:23
13%
1:00
6:00
6
3.0
1:00
6:00
6
1:22
1:30
0:15
17%
0:30
6:00
12
3.0
0:30
6:00
0:21
3:54
4:00
0:26
11%
1:00
6:00
6
4.0
1:00
0:54
0:05
0:59
1:00
0:06
10%
1:00
6:00
6
1.0
13.2
1:48
0:10
1:59
2:00
0:11
10%
1:00
6:00
6
11.8
13.1
0:54
0:05
0:59
1:00
0:05
10%
1:00
6:00
16.6
19
0:52
0:05
0:57
1:00
0:07
13%
1:00
6:00
Nelson\Nygaard Consulting Associates Inc. | 7-3
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-3 | Final Scenario Proposed System Map
Nelson\Nygaard Consulting Associates Inc. | 7-4
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-4 | Final Scenario Proposed Weekday Frequencies and Spans of Service
Nelson\Nygaard Consulting Associates Inc. | 7-5
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-5 | Final Scenario Proposed Saturday Frequencies and Spans of Service
Nelson\Nygaard Consulting Associates Inc. | 7-6
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 1 – La Plaza / Driscoll Children’s Hospital via Alton Gloor Walmart The proposed Route 1 would operate between Brownsville’s La Plaza downtown transit hub and Driscoll Children’s Hospital, via Walmart on Alton Gloor Boulevard. On Fridays and Saturdays, the route would extend further north to serve the Seventy Seven Flea Market. The proposed Route 1 would operate hourly throughout the service day, but where it overlaps with proposed Route 5 along Elizabeth Street and Old Military Highway, service would be available approximately every 30 minutes. Route 1 would add service to a segment of Alton Gloor Boulevard, north of Military Highway, that is adjacent to neighborhoods with relatively high population density and two middle schools (Manzano and Stillman). The proposed route would also directly link these neighborhoods, and others along the Elizabeth Street and Old Military Highway corridors, to downtown Brownsville and Walmart Supercenter. In addition, the route would offer multiple transfer opportunities, including to Route 3 at Walmart, Route 5 on Old Military Highway, and Route 14 on Elizabeth Street. Route 1 would be interlined with the proposed Route 5 to provide hourly service on both routes, while optimizing cycle time and recovery time. Key destinations along the proposed alignment include:
La Plaza Brownsville City Hall Pace High School Westside Community Center Alton Gloor Walmart Driscoll Children’s Hospital Seventy Seven Flea Market (Fridays and Saturdays only)
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
60
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
60
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-7
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 2 – La Plaza / North Side Transfer Station via Sunrise Mall The proposed Route 2 would operate between Brownsville’s La Plaza downtown transit hub and the Northside Transfer Station at East Ruben Torres Sr. Boulevard and Habana Street, via Sunrise Mall. The route would operate every 30 minutes throughout the service day to provide frequent and direct service between downtown Brownsville and the retail destinations at Sunrise Mall and along Pablo Kisel Boulevard. In addition, Route 2 would serve as an important link between Sunrise Mall and Northside Transfer Station, where connections to and from Routes 3, 5, and 11 would be available. Connections to Route 5 could also be made at Central Boulevard and Los Ebanos Boulevard where the two routes intersect. Between Ruben Torres Sr. Boulevard and Morrison Road, buses would operate northbound along Old Highway 77 and southbound along the I-69 service road, allowing service in both directions to several hotels located between the two parallel roadways. To improve access to retail destinations, the proposed route would serve Sunrise Mall from perimeter rode on the Eastern edge of the mall property. Key destinations along the proposed alignment include:
La Plaza Brownsville City Hall Valley Baptist Medical Center Central HEB Brownsville Public Library Social Security Administration Target Sunrise Mall Northside Transfer Station
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
30
Midday
9:00 am – 3:00 pm
30
PM Peak
3:00 pm – 7:00 pm
30
Saturday
6:30 am – 6:30 pm
30
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-8
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 3 – La Plaza / Alton Gloor Walmart via Northside Transfer Station The proposed Route 3 would operate between Brownsville’s La Plaza downtown transit hub and the Walmart Supercenter on Alton Gloor Boulevard, via the Northside Transfer Station. Multiple transfer opportunities would be available at the Northside Transfer Station, including to Route 2, 5, and 11. Additional transfers could be made to Route 1 at the Alton Gloor Walmart and to Routes 9 and 11 at Boca Chica Boulevard. Route 3 would operate along a consistent alignment in both directions, with the exception of 13th and 14th Street, where service would be one block apart. While the proposed route does not directly operate along Rockwell or Lindale Drive, the proposed bi-directional alignments of Routes 3, 9, and 11 will provide simpler and more consistent service for area residents. The proposed Route 3 would operate hourly throughout the service day, but where it overlaps with proposed Route 11 between downtown and Boca Chica Boulevard, service would be available approximately every 30 minutes. Route 3 would be interlined with Routes 9 and 14. Each trip on Route 3 and Route 9 would conclude with a trip on Route 14, resulting in hourly service on Routes 3 and 9 and 30-minute service on Route 14. Key destinations along the proposed alignment include:
La Plaza Brownsville Housing Authority Boca Chica HEB Hanna High School Paredes Line HEB Northside Transfer Station IDEA Charter School Valley Regional Medical Center Alton Gloor Walmart
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
60
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
60
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-9
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 5 – La Plaza / Northside Transfer Station via Los Ebanos The proposed Route 5 would operate between Brownsville’s La Plaza downtown transit hub and the Northside Transfer Station, via Los Ebanos Boulevard. The proposed alignment would shift service from W. Ruben Torres Sr. Boulevard and McAllen Road to Los Ebanos Boulevard, Price Road, and Old Alice Road, where the potential for ridership is higher. Route 5 would operate along a consistent alignment in both directions, with the exception of Elizabeth Street and Levee Street, southeast of Palm Boulevard, where service would be one block apart. This consistent alignment would provide bi-directional service along Old Alice Road and introduce east-west cross-town service between I-69 and Old Military Highway. Route 5 would operate hourly, but where it overlaps with Route 1 along Old Military Highway and W. Elizabeth Street, service would be available every 30 minutes. Multiple transfer opportunities would be available at the Northside Transfer Station, including to Route 2, 3, and 11. Additional transfers could be made to Route 1 on Old Military Highway and to Route 14 on Elizabeth Street. Route 5 would be interlined with the proposed Route 1 to provide hourly service on both routes, while optimizing cycle time and recovery time. Key destinations along the proposed alignment include:
La Plaza Brownsville City Hall Pace High School Stell Middle School Workforce Solutions Kaplan College Sunrise Mall Northside Transfer Station
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
60
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
60
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-10
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 6 – La Plaza / Lopez High School via Southmost The proposed Route 6 would operate between Brownsville’s La Plaza downtown transit hub and Lopex High School on Dakota Avenue, via Southmost Boulevard. To simplify service, the route would operate along International Boulevard and Southmost Boulevard for both inbound and outbound trips. The extension of direct service to Lopez High School and IDEA Frontier Charter School will also simplify the service for many riders by eliminating a transfer. The proposed Route 6 would operate every 30 minutes during peak periods and hourly in the offpeak. Where the route overlaps with proposed Route 7 along International Boulevard, service would be available even more frequently. Route 6 passengers would be able to transfer to and from Route 7 along International Boulevard and to and from Route 30 along South Dakota Avenue. Key destinations along the proposed alignment include:
La Plaza UTRGV Porter High School Southmost HEB Brownsville Public Library IDEA Frontier Charter School Lopez High School Besteiro Middle School APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
30
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
30
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-11
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 7 – La Plaza / Eastside Transfer Station (future) via International The proposed Route 7 would operate between Brownsville’s La Plaza downtown transit hub and the Brownsville Metro Garage, site of the future Eastside Transfer Station. To streamline and simplify service, the route would operate primarily along International Boulevard and Boca Chica Boulevard. The route’s terminal loop would become more compact, to focus service where ridership is highest, and to minimize one-way service on the route. Given the very low ridership at Brownsville / SPI International Airport (4 boardings per day), the proposed Route 7 would not directly serve the airport terminal. However, new sidewalks have recently been added along Billy Mitchel Boulevard, making the terminal more accessible from Iowa Avenue, where Route 7 would operate. In addition, future plans for the airport call for a new terminal building west of the current location. This would further reduce the walk-distance from Iowa Avenue. The proposed Route 7 would operate hourly throughout the service day. Where the route overlaps with proposed Route 6 along International Boulevard, service would be available approximately every 30 minutes during off-peak periods, and even more frequently in the peak. Route 7 passengers would be able to transfer to and from Route 6 along International Boulevard and to and from Route 30 along Iowa Avenue. Route 7 would be interlined with the proposed Route 8 to provide hourly service on both routes, while optimizing cycle time and recovery time. Key destinations along the proposed alignment include:
La Plaza UTRGV Porter High School Brownsville / SPI International Airport Brownsville Metro Garage / Eastside Transfer Station (future) Cameron County Health and Human Services APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
60
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
60
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-12
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 8 – La Plaza / Besteiro Middle School via UTRGV The proposed Route 8 would operate between Brownsville’s La Plaza downtown transit hub and Alameda Drive in southeast Brownsville, via UTRGV. A pedestrian path links Alameda Drive to Besteiro Middle School. To simplify service, the route would operate along a consistent alignment, including Calle Milpa Verde, in both the inbound and outbound direction. The proposed route would serve a number of important functions including providing direct service to the UTRGV Brownsville campus and linking high-density residential neighborhoods south of Southmost Boulevard to groceries (Southmost HEB) and two middle schools (Faulk and Besteiro). The proposed Route 8 would operate hourly throughout the service day. The route would not provide any direct transfer opportunities outside of La Plaza, but Route 8 and Route 6 both serve the Southmost HEB from opposite sides of the property. Connections between the two routes would require a one-block walk past the HEB. Route 8 would be interlined with the proposed Route 7 to provide hourly service on both routes, while optimizing cycle time and recovery time. Key destinations along the proposed alignment include:
La Plaza UTRGV Brownsville Community Health Center Faulk Middle School Southmost HEB Besteiro Middle School
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
60
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
60
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-13
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 9 – La Plaza / Port of Brownsville via OPI Walmart The proposed Route 9 would operate between Brownsville’s La Plaza downtown transit hub and the Port of Brownsville, via Walmart Supercenter on Old Port Isabel Road. The route would also serve the Gladys Porter Zoo. The proposed alignment would improve job access by serving the Port of Brownsville, and improve access to retail and groceries by linking neighborhoods in northeast Brownsville and near the Gladys Porter Zoo to Walmart, HEB, and other retail destination on Boca Chica Boulevard and Old Port Isabel Road. The proposed Route 9 would operate hourly throughout the service day. The route would be interlined with Routes 3 and 14. Each trip on Route 3 and Route 9 would conclude with a trip on Route 14, resulting in hourly service on Routes 3 and 9 and 30-minute service on Route 14. Key destinations along the proposed alignment include:
La Plaza Federal Courthouse Gladys Porter Zoo Boca Chica HEB OPI Walmart Public Utilities Board Port of Brownsville Rivera High School APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
60
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
60
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-14
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 11 – La Plaza / Northside Transfer Station via OPI Walmart The proposed Route 11 would operate between Brownsville’s La Plaza downtown transit hub and the Northside Transfer Station, via Walmart Supercenter on Old Port Isabel Road. The proposed route would operate along a similar alignment to the current Route 11, but service near downtown would shift from 12th and 13th Street to 13th and 14th Street. Along with Route 3, Route 11 would help establish a higher-frequency transit corridor along 13th and 14th Street. The proposed Route 11 would operate hourly throughout the service day, but where it overlaps with proposed Route 3 between downtown and Boca Chica Boulevard, service would be available approximately every 30 minutes. Multiple transfer opportunities would be available at the Northside Transfer Station, including to Route 2, 3, and 5. Additional transfers could be made to Route 3 along the 13th/14th Street corridor and to Routes 9 along Old Port Isabel Road. Key destinations along the proposed alignment include:
La Plaza Brownsville Learning Center OPI Walmart Clark Aquatic Center Ruben Torres Walmart Ruben Torres HEB Northside Transfer Station APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
30
Midday
9:00 am – 3:00 pm
60
PM Peak
3:00 pm – 7:00 pm
30
Saturday
6:30 am – 6:30 pm
60
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-15
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 14 – La Plaza / Riverside Boulevard via Mexico Boulevard The proposed Route 14 would operate between Brownsville’s La Plaza downtown transit hub and the start of Riverside Boulevard at St. Charles Street, via Mexico Boulevard. The route is designed to preserve access to the Riverside neighborhood while creating new connections to the Mexican Consulate, ITEC Center, and B&M Bridge. To improve both productivity and accessibility, service on the route would be available every 30 minutes for 13 hours a day, rather than every 15 minutes for just six hours a day. The terminal loop along St. Charles, 8th, and Elizabeth Street could operate either clockwise or counter-clockwise, depending on the assessment of Brownsville Metro staff on the safest way for buses to negotiate the unique intersection at 8th and Elizabeth Street. Route 14 passengers could connect to and from nearly every route at La Plaza. Connections to and from Route 1 and 5 could also be made along Elizabeth Street. The proposed Route 14 would be interlined with both Route 3 and Route 9. Each trip on Route 3 and Route 9 would conclude with a trip on Route 14, resulting in hourly service on Routes 3 and 9 and 30-minute service on Route 14. Key destinations along the proposed alignment include: La Plaza
B&M Bridge Mexican Consulate ITEC Center
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
AM Peak
6:00 am – 9:00 am
30
Midday
9:00 am – 3:00 pm
30
PM Peak
3:00 pm – 7:00 pm
30
Saturday
6:30 am – 6:30 pm
30
Sunday
No Service
--
Weekdays
Nelson\Nygaard Consulting Associates Inc. | 7-16
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Route 30 – La Plaza / Riverside Boulevard via Mexico Boulevard The proposed Route 30 would operate as a circulator service linking several colonias in unincorporated Cameron County with other Brownsville Metro routes. The proposed route would operate in the counter-clockwise direction, and only during peak hours. By operating counterclockwise, the route would be able to share stops with the proposed Route 6 and 7 along Iowa and Dakota Avenue, where transfers could be made between the Route 30 and the other two routes. The alignment of Route 30 would be extended north of Brownsville / SPI International Airport in order to allow for more streamlined service on Route 9. Route 30 would operate hourly for approximately three hours in the morning and three hours in the afternoon. Key destinations along the proposed alignment include:
Lopez High School Lucio Middle School Brownsville / SPI International Airport Brownsville Metro Garage Cameron County Health and Human Services IDEA Frontier Charter School
APPROXIMATE SPAN OF SERVICE
FREQUENCY (MINUTES)
6:00 am – 9:00 am
60
No Service
--
3:00 pm – 6:00 pm
60
Saturday
9:00 am – 3:00 pm
60
Sunday
No Service
--
Weekdays AM Peak Midday PM Peak
Nelson\Nygaard Consulting Associates Inc. | 7-17
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
ADA Paratransit Service The recommended short-range service redesign scenario would have a minimal impact on Brownsville Metro’s ADA Paratransit service obligations. Figure 7-6 shows the areas of Brownsville that would gain or lose ADA Paratransit service based on a ¾ mile buffer around the proposed fixed-routes. Most areas that would either gain or lose service are sparsely populated. The only exception is neighborhoods along Alton Gloor, north of Military Highway. These neighborhoods do have relatively high population densities, but based on the Market Analysis, they have low concentrations of disabled residents who would be most likely to request ADA Paratransit service. In terms of the ridership and service performance of the existing ADA Paratransit service, two metrics in particular stand out – unusually high rates of Personal Care Attendants and no-shows. There are several possibilities to explain both figures and Brownsville Metro can investigate both issues relatively easily in the short-term. Regarding PCA trips, which currently account for 1/3 of completed ADA Paratransit trips, it is possible that some recorded PCA trips are not really being made. For example, if a customer has a PCA noted in their profile, they are automatically booked with a PCA when they reserve a trip. If a PCA is not present for a particular trip, it appears that they may be counted anyway as they are part of the reservation. Secondly, companion trips are likely being misidentified as PCA trips to take advantage of the free fare policy for PCAs. PCAs ride fare-free, while other guests are required to pay full fare. The no-show rate of 13% is far higher than the typical rate of around 5%. The ADA distinguishes between trips that are missed by the rider (no-shows) and missed trips (trips not served) that are the responsibility of the transit agency, but Brownsville Metro does not appear to make this distinction. Thus, all trips that do not occur as scheduled are likely being recorded as missed trips, even if a paratransit vehicle arrives outside of the agreed upon pick-up window, which should result in a missed trip rather than no-show classification. In addition, Brownsville Metro may not be enforcing its own no-show policies, including progressive disciplinary action for multiple noshows. If this is the case, there is little disincentive for passengers to take the no-show policy seriously.
Nelson\Nygaard Consulting Associates Inc. | 7-18
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-6 | Final Scenario ADA Paratransit Impacts
Nelson\Nygaard Consulting Associates Inc. | 7-19
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
LONG-RANGE RECOMMENDATIONS While the short-range recommendations described above focus on improvements that can be made within Brownsville Metro’s existing operating budget, additional opportunities exist to improve and expand transit service in Brownsville. Like the short-range recommendations, the long-range recommendations are derived from the market analysis, service analysis, and public input. However, these proposals, which include both capital and operating recommendations are not cost-constrained and would require additional resources for implementation.
Additional Rockwell Drive / Lindale Drive Service The residential neighborhoods bound by E. Price Road, Old Port Isabel Road, Los Ebanos Boulevard, and Paredes Line Road have among the highest population density in the City of Brownsville. However, the existing roadway network and water features of these neighborhoods make them very difficult to service effectively with fixed-route bus service. Many apartment complexes are concentrated along Rockwell Drive and Lindale Drive, on opposite sides of the Resaca de la Palma. However, neither of these streets have signalized intersections at key junctions with major corridors such as Paredes Line Road and E. Price Road. The challenges associated with buses turning left at an un-signalized intersection make it difficult to provide bi-directional service along consistent alignments through these neighborhoods. Thus, both Route 3 and Route 20 operate along different alignments through these neighborhoods in the inbound and outbound directions. This approach attracts relatively few riders and inconveniences other passengers by forcing mid-route deviations. The most effective way to serve the many apartments on Rockwell and Lindale Drive is by making these streets part of an end-of-the-line loop, as Figure 7-7 | Proposed Route 20 shown in Figure 7-7. An end-of-the-line loop would allow for an alignment that includes right turns only, and would not inconvenience any through-passengers, as the current Routes 3 and 20 do. The proposed Route 20 would connect the numerous apartment complexes along Rockwell and Lindale drive directly to Walmart on Old Port Isabel Road and other retail destination, including HEB, on Boca Chica Boulevard. The route would also serve downtown Brownsville, via Palm Boulevard, and Hanna High School. The proposed Route would be just under 10 miles round-trip, meaning that hourly service could be provided with just one bus. Assuming hourly service from 6:00 am until 7:00 pm on weekdays and, from 6:30 am until 6:30 pm on Saturdays, the proposed Route 20 would result in 13 additional revenue hours of service on weekdays, and 12 revenue hours on Saturdays.
Nelson\Nygaard Consulting Associates Inc. | 7-20
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Increase Frequencies and Spans of Service Throughout the Brownsville Transit Plan study, the desire for more frequent service, later service hours, and more weekend service were common themes among survey and public meeting participants (see Figure 7-8). Figure 7-8 | Preferred Transit Service Improvements from Transit Survey Responses More frequent bus service
17%
Sunday service
17%
Later bus service
12%
More comfortable stops (seating, shade, etc)
9%
Faster service (fewer stops, more direct routes)
8%
Earlier bus service
8%
More reliable service (on-time)
7%
More transfer locations between routes
6%
Easier fare payment
6%
Real time arrival app
5%
More service to new areas
5% 0%
5%
10%
15%
20%
Expanding the span and frequency of weekday service, and adding Sunday service should be longterm goals of Brownsville Metro, as these are the top priorities of existing riders and would also help attract new riders. Higher service frequency and longer service hours can only be achieved with additional resources. Thus, a phased approach is recommended. As funding becomes available, B Metro should consider the following steps:
Add 12 hours of Sunday service on all routes, except for Route 30
Extend weekday service by two hours (to 9:00 pm) on all routes, except Route 30.
Increase weekday peak-period frequency to 30 minutes on all routes, except Route 30.
Figure 7-9 shows the incremental costs (in terms of revenue hours) of a phased implementation beginning with the proposed short-term service changes.
Nelson\Nygaard Consulting Associates Inc. | 7-21
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-9 | Phased Implementation DAILY HOURS
Current
Phase
1
Phase
2
Phase
3
Weekday
Saturday
198
ANNUAL HOURS Sunday
PEAK VEHICLES
Weekday
Saturday
Sunday
Total
Weekday
Saturday
Sunday
192
49,698
9,792
0
59,490
16
16
0
202
174
50,702
8,874
0
59,576
17
15
0
215
186
53,965
9,486
0
63,451
18
16
0
215
186
53,965
9,486
9,486
72,937
18
16
16
186
Action(s)
Restructure system
Add Route 20
Add Sunday Service
Extend weekday Phase
4
245
186
186
61,495
9,486
9,486
80,467
18
16
16
service by two hours on all routes except Route 30
Improve all routes, Phase
5
315
186
186
79,065
9,486
9,486
98,037
28
16
16
except Route 30, to 30-minute service in the peak
Restructure Metro Connect Service Metro Connect was envisioned as a regional service linking together key destinations in the Lower Rio Grande Valley. The regional scope of the service is reflected in its funding partners, which include Brownsville Metro, Metro McAllen, Island Metro, VTC, and the Texas Department of Transportation. Since its inception, the market for intra-Valley transit service has increased due to the merger of the University of Texas at Brownsville and the University of Texas Pan-American into a single academic institution. Students can, and sometimes must, take classes at what are now the Brownsville and Edinburg campuses of the University of Texas Rio Grande Valley. To facilitate travel between its two campuses, UTRGV began operating its own inter-campus shuttle called the Vaquero Express. In some ways, the Vaquero Express competes with Metro Connect. However, the two services do operate differently. Metro Connect operates between downtown Brownsville and downtown McAllen, but requires a transfer to reach Edinburg. By contrast, the Vaquero Express operates directly between the UTRGV campuses in Brownsville and Edinburg. This is an important factor for time-sensitive students and faculty. In addition, the
Nelson\Nygaard Consulting Associates Inc. | 7-22
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Vaquero Express is fare-free, whereas Metro Connect has a fare of $5 for a day pass and $25 for a student / faculty 30-day pass. While Metro Connect and the Vaquero Express serve somewhat different markets, there are enough similarities between the two services to present significant opportunities for consolidation that could benefit all of the parties involved in both services. The Vaquero Express operates exclusively with van-based cut-away buses. However, as ridership on the service has steadily increased, seating capacity has become a regular issue. Metro Connect, on the other hand uses a combination of cut-away buses and 35 ft. transit coaches with 32passenger seating capacity, but averages just 7.5 passengers per trip. Consolidating the two services would allow for more frequent trips between Brownsville, McAllen, and Edinburg, while also better aligning supply (seating capacity) with demand (ridership). In fact, Metro Connect was recently awarded funding from TxDOT for the purchase of four 40 ft. transit couches, with delivery expected in late 2018 or early 2019. Figure 7-10 shows a proposed system map for the Metro Connect network. This proposed network includes both express and limited stop service between Brownsville and Edinburg, via McAllen. The proposed Green Route would begin at La Plaza, serve the UTRGV Brownsville Campus, and then continue non-stop to the UTRGV Edinburg campus. The Red Route would also serve La Plaza and the UTRGV Brownsville campus, but would then make stops at Valle Vista Mall in Harlingen and RGV Outlets in Mercedes before continuing on to Central Station in McAllen. Service to Valle Vista Mall has several benefits over the current Metro Connect stop at the VTC station in Harlingen. While the VTC station is located in downtown Harlingen, Valle Vista Mall is directly adjacent to the I-69 / US 83 interchange in Harlingen. Thus, buses would save a considerable amount of time by serving the mall rather than the VTC station. In addition, Valle Vista Mall is an important regional destination that attracts shoppers from throughout the Rio Grande Valle, as well as from Mexico. Direct service to this destination is likely to increase ridership on Metro Connect. Given the mall’s ample parking, Valle Vista Mall is an excellent location for a regional park-andride. A park-and-ride at this location would attract Harlingen residents commuting to Brownsville, McAllen, Edinburg, and Mercedes for work and school, as well as commuters from these locations to Harlingen, who could transfer to Valley Metro service at the mall to reach other destination in the city. Similarly, the RGV Outlets in Mercedes would also make for a good parkand-ride location, as parking is plentiful and near-by residents would benefit from the greater frequency of service to Brownsville, McAllen, Edinburg, and Harlingen (every 90 minutes), as compared to the current Metro Connect service (170 minutes or more).
Nelson\Nygaard Consulting Associates Inc. | 7-23
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-10 | Proposed System Map for Metro Connect
Nelson\Nygaard Consulting Associates Inc. | 7-24
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
The proposed Green Route and Red Route would be interlined in order to provide a one-seat ride Between Brownsville and both McAllen and Edinburg on all trips. For example, an express Green Route bus arriving at UTRGV in Edinburg would continue on to McAllen’s Central Station where it would change its headsign and return to Brownsville along the limited-stop Red Route, including stops in Mercedes and Harlingen. Red Route buses would similarly change headsigns in McAllen and proceed to UTRGV in Edinburg before returning as the express Green Route to Brownsville. With this approach, the following key service features can be achieved:
Non-stop service from UTRGV Brownsville Campus to UTRGV Edinburg Campus (comparable to existing Vaquero Express service)
One-seat ride between downtown Brownsville and downtown McAllen (comparable to existing Metro Connect Red Line service)
One-seat ride between UTRGV Edinburg Campus and Central Station (comparable to existing Metro Connect Green Line service)
Improved access from Harlingen and Mercedes to both UTRGV campuses and both downtown Brownsville and downtown McAllen.
The proposed Blue Route would be similar to the current Metro Connect Blue Line, but without the airport deviation. Blue Line ridership at the airport is very light (fewer than 10 boardings per day). Without serving the airport, Blue Route trips between Brownsville and Port Isabel would be faster and more direct, while transfers to proposed Route 7 (serving Iowa Avenue and Billy Mitchel Boulevard) would be available at Padre Island Highway and Boca Chica Boulevard, as well as at La Plaza in downtown Brownsville. Once the planned multi-modal transit hub is completed on South Padre Island, the Blue Route should be extended from Port Isabel to the new facility. Seven peak vehicles would be required to operate the proposed Metro Connect network with 90-minute headways on each route (see Figure 7-11). Three vehicles would be used for clockwise service on the interlined Green and Red Routes, three vehicles would be used for counter-clockwise service on these same two routes, and one vehicle would be used for Blue Route service.
Nelson\Nygaard Consulting Associates Inc. | 7-25
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-11 | Metro Connect Proposed Service Characteristics
Avg Round Trip Miles
Estimated Average Speed
Run Time
Min Recovery
Min Cycle
Even Cycle
Actual Recovery
Green + Red Clockwise
142.1
35
4:03
0:24
4:27
4:30
0:26
Green + Red CounterClockwise
142.1
35
4:03
0:24
4:27
4:30
Blue
43.3
40
1:04
0:06
1:11
1:30
Proposed Route
Actual % Recovery
Peak Frequency
Peak Hours
10%
1:30
6:00
0:26
10%
1:30
0:25
28%
1:30
Peak Trips
OffPeak Trips
OffPeak Vehicles
Daily Trips
Daily Hours of Service
Peak Vehicles
Off-Peak Frequency
Off-Peak Hours
4
3.0
1:30
6:00
4
3.0
8
12:00
36:00
6:00
4
3.0
1:30
6:00
4
3.0
8
12:00
36:00
6:00
4
1.0
1:30
6:00
4
1.0
8
12:00
12:00
Nelson\Nygaard Consulting Associates Inc. | 7-26
Revenue Hours
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Improved Passenger Amenities The proposed B Metro network is designed to create more transfer opportunities outside of La Plaza and the Northside Transfer Station. By consolidating service along key corridors, the proposed network gives passengers multiple opportunities to transfer between routes serving the same bus stops, but with different final destinations. In addition, the proposed network includes several on-street locations where two or more routes intersect. Each of these locations is a potential transfer point, and together with major ridership generators such as Walmarts and HEBs, should be the focus of future passenger amenity investments. Passenger amenities, such as shelters with benches, enhance the transit experience, decrease perceived wait times for transit services, and can contribute to increased ridership. Well-designed amenities can also be an important marketing tool by increasing the visibility of transit service and projecting a positive image of the user experience. Overall, a strategic investment in passenger amenities is a relatively low-cost, high-reward strategy for Brownsville Metro to pursue in the long-term. Figure 7-12 highlights several locations that are well-suited for passenger shelters under the proposed network plan. Figure 7-12 | Proposed Shelter Location List LOCATION
DIRECTION(S)
ROUTES SERVED
SHELTERS
6 & 30
1
South Dakota Ave. @ Lopez High School
Southbound
Southmost Blvd. @ HEB
Eastbound & Westbound
6
2
Hortencia Blvd. @ HEB
Eastbound & Westbound
8
2
International Blvd @ Southmost Boulevard
Northbound
6&7
1
Iowa Ave. @ Eastside Transfer Station (Future)
Southbound
7 & 30
1
University Blvd. @ UTRGV
Eastbound & Westbound
8
2
Boca Chica @ HEB
Eastbound & Westbound
3&9
2
Old Port Isabel Road @ Walmart
Northbound* & Southbound
9 & 11
1
Los Ebanos Blvd. @ Central Boulevard
Northbound, Southbound*, Eastbound, Westbound
2&5
3
Old Military Highway @ El Paso Road
Eastbound & Westbound
1&5
2
Total:
17
* Site of existing passenger shelter
Nelson\Nygaard Consulting Associates Inc. | 7-27
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
In total, the study team is recommending the installation of 17 new passenger shelters as funds become available. Each shelter has a unit cost of approximately $10,000, for a total cost of approximately $170,000. In addition to individual shelter sites, the study team recommends the development of a minihub on the northern edge of the Alton Gloor Walmart. The Alton Gloor Walmart is one of the highest ridership stops in the B Metro network. However, buses entering the site must contend with the unpredictable traffic conditions of a parking lot, as well as traffic congestion due to the lack of a signalized exit from the property onto Alton Gloor. A mini-hub at the northern edge of the Walmart property, as shown in Figure 7-13, would allow eastbound buses to safely load and unload passengers without entering the site. Westbound buses would enter the site from the southbound service road of I-69, but would only utilize the driveway running along the northern edge of the Walmart parking lot to access the proposed mini-hub. This alignment would minimize the interaction between buses and vehicles pulling in and out of parking spaces. The layout of the proposed mini-hub site would allow for four bus bays. For the facility to be most effective, a traffic signal is recommended for the western-most exit to Alton Gloor. A signal at this location would allow vehicles to safely turn left or right onto Alto Gloor (currently, only right turns are possible). The estimated cost for the construction of a mini-hub and traffic signals is $475,515 (see Figure 7-14). Figure 7-13 | Mini-Hub Site Plan
Nelson\Nygaard Consulting Associates Inc. | 7-28
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-14 | Mini-Hub Cost Estimate MINI-HUB Item
Unit
Unit Price
Qty
Total
Pavement
CY
165
170
$
28,050.00
Curb
LF
35
750
$
26,250.00
Sidewalk
SY
52
475
$
24,700.00
Striping
LF
5
110
$
550.00
Shelter
EA
10,000
4
$
40,000.00
Removal
LF
35
500
$
17,500.00
Fill
CY
150
30
$
4,500.00
Traffic Signal
EA
225,000
1
$ 225,000.00
15% Design
$
54,982.50
15% Contingency
$
54,982.50
Total
$ 476,515.00
All bus riders and potential riders need certain basic information to use a transit service: Can I get to where I want to go from this stop? Is the route running at this time of day? When will the next bus arrive? Much of this information is now provided online, allowing users to access it, when needed, on their personal mobile devices. However, the information available to riders and prospective riders is only as good as what B Metro makes available. Thus, it is more important than ever for B Metro to keep route and schedule information accurate and up to date. Advanced information systems, such as real-time bus arrival information can further enhance the transit experience and increase customer satisfaction. However, investment in this technology must be balanced with the on-going costs associated with equipment maintenance. Increasingly, transit agencies are choosing to forgo investment in digital displays and instead concentrate on making real-time data available directly to the public via smart-phone applications. Given the volume of international visitors in Brownsville, many of whom may not have access to local cellular or data services, digital displays should still be considered for key hubs such as La Plaza, the Northside Transfer Station, and potential future hubs on the east side and at the Alton Gloor Walmart. At other stops, instructions should be posted in English and in Spanish to direct passengers to online trip planning resources and applications.
Restructure Fares Adjusting the fare structures for B Metro is a potential revenue source that can provide additional funding for both capital projects and continuous operations and maintenance. Increasing fares is one option to increase available operations and maintenance funds over time. However, raising fare prices can have an impact on ridership if the raise in fare price is too extreme, particularly in low-income areas. If fare revenues are increased, existing and future reduced fare policies should ensure all income groups have adequate access to the B Metro system. B Metro currently operates using the following fare structure (not including discounted vouchers):
Nelson\Nygaard Consulting Associates Inc. | 7-29
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
General Fare: $1
Transfers: $0.25
Day Pass: $2.50
Weekly Pass: $12
20-ride Student Pass: $9
20-ride Senior/ADA Pass: $5
B Metro could capture more revenue and eliminate inefficiencies and fare evasion by changing its transfer policy. Three possible fare re-structure scenarios are described below. These scenarios are based on revenue and ridership data provided by Brownsville Metro staff in the Monthly Route Summary Report for October 2016. All three of these scenarios call for changing the ratio between a single fare and day pass to ensure that the single fare is always half the price of the day pass. As it is now, it is more economical for a passenger traveling round trip on one bus route to buy two single fares for one dollar each as opposed to purchasing a day pass for $2.50. All the scenarios are only looking at ridership from day pass and transfer users. Suggested fare structure scenarios only account for riders utilizing the transfer system and day pass. Any changes to the base fare would likely result in additional yearly revenue as well, depending on any attrition due to the increase.
Scenario One: The elimination of the transfer pass while keeping the day pass fare the same and raising the single fare to $1.25 could allow B Metro to realize approximately $50,070.00 more per year in revenue (see Figure 7-15). Eliminating the transfer fare would force those currently paying for a single fare plus a transfer to purchase a day pass or an individual fare for each one-way trip, which would be the same price. The new monthly revenue for day passes would be $20,022.50, which would be $50,070.00 more per year. There would also be savings in material costs associated with producing the transfer pass and B Metro would no longer lose revenue to fare evasion that results from passengers passing a transfer pass to another passenger that has not paid. This scenario assumes there would be no attrition due to raising the fares and that all passengers currently using a transfer pass would migrate to using a day pass in its absence.
Scenario Two: Scenario Two is similar to Scenario One in almost all aspects. The difference is the increase in the day pass fare from $2.50 to $3.00 and the single fare from $1.00 to $1.50. B Metro could realize approximately $98k more per year under this structure. The increase would be from the combined numbers of Transfer and Day Pass passengers as explained in Scenario 1 plus the increase in price of the day pass making the annualized revenue $288,324 as opposed to $190,200. B Metro should use caution when considering this structure as raising fare prices can negatively impact ridership. A thorough study should be conducted prior to implementation that ensures a raise in fare price does not disproportionately impact low income riders and that the raise does not invalidate any of B Metro’s fare policies. B Metro can consider maintaining existing reduced fare prices or adjusting per a revised fare. This scenario assumes there would be no attrition due to raising the fares and that all passengers currently using a transfer pass would migrate to using a day pass in its absence.
Nelson\Nygaard Consulting Associates Inc. | 7-30
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Figure 7-15 | Potential Fare Structure Scenarios
SCENARIO
TYPE OF FARE
NUMBER OF PASSENGERS
FARE
OCTOBER 2016 REVENUE
ANNUALIZED REVENUE
REVENUE INCREASE
Single Ride + Current
Scenario
1 Scenario
2
3,338
$1.25
$4,172.50
$50,070.00
Day Pass
4,671
$2.50
$11,677.50
$140,130.00
Sub Total
8,009
$15,850.00
$190,200.00
Day Pass
8,009
$2.50
$20,022.50
$240,270.00
$50,070.00
Day Pass
8,009
$3.00
$24,027.00
$288,324.00
$98,124.00
834
$1.75
$1,459.50
$17,514.00
Day Pass
7,175
$3.00
$21,525.00
$258,300.00
Sub Total
8,009
$22,984.50
$275,814.00
Transfer
Single Scenario
3
Ride + Transfer
$ 85,614.00
Scenario Three: Scenario three would simply change the fare structure by raising the day pass fare to $3.00 and the single fare to $1.50 and leaving the transfer fare at $.25. B Metro could realize approx. $85,614 more per year under this structure by capturing a monthly revenue of $22,984 as opposed to $15,850 under the current structure. This scenario makes an important assumption not applied in the other scenarios about travel behavior. This option assumes that of the current 3,338 transfer users, 75% are following a typical travel pattern of making a round trip each day and that 25% are only making one trip per day. Thus, 75% of the transfer users were added to the day pass figure and 25% were accounted for under the single ride plus a transfer figure. B Metro may have more specific knowledge about the passenger travel behaviors that could influence this assumption and should utilize their data to determine reasonable splits in travel behavior. This scenario would not solve the problem of fare evasion associated with transfer passes and B Metro would still need to use caution when raising fares for the same reasons described in Scenario Two. This scenario does, however, incentivize two-trip riders to utilize the day pass.
Revise UTRGV Partnership Agreement Under the current contract between the City of Brownsville and UTRGV, students, faculty and staff can ride on any routes operated by B Metro. The University pays B Metro $.75 per rider reported to the University by using a unique fare box key. After reviewing the Monthly Route
Nelson\Nygaard Consulting Associates Inc. | 7-31
BROWNSVILLE TRANSIT PLAN | FINAL REPORT City of Brownsville
Summary for October 2016, there are currently 1,860 UTRGV students and 62 UTRGV Faculty and Staff that utilize the B Metro system monthly based on the two fare box keys below:
UTB Fac/Staff (Key_8)
UTB Flash Pass (Key_6)
To analyze potential revenue through the agreement, ‘Key_6’ is the assumed proper designation for UTRGV students and ‘Key_8’ is the proper designation for UTRGV faculty and staff. Based on data from the keys, B Metro collected approximately $1,395 from student fares and $62 for faculty and staff in fares from the University in October of 2016. When annualized, this equates to approximately $16,740 from the University for student fares and $744 for faculty and staff fares. Upon the expiration of the current agreement with UTRGV, Brownsville Metro should consider a new agreement that aims to increase revenue, while growing UTRGV student, faculty and staff ridership. B Metro and UTRGV could enter into an agreement that charges a flat fee per potential rider, which would be the total number of students enrolled at the UTRGV Brownsville campus. Such an agreement would benefits both parties for several reasons. It would eliminate missed revenue that results from operator or fare box error. For example, a fare box may malfunction and not register the entered key properly or an operator may press the wrong key or forget altogether to press the key. In terms of budgeting, this allows the University to budget a specific amount (monthly or annually) to pay to B Metro and gives B Metro a more solid understanding of dedicated revenue from the University over time. The University could raise funds through a “transportation services student fee” added to existing tuition and fees. Transportation services could be treated like all other University services, such as University Recreation, Health Services, Counseling Services, etc. These services are there to benefit the student experience and while not every student may use them, they all have an equal opportunity should the need arise. Prior to implementing any changes to the current agreement, B Metro should analyze the exact number of student riders utilizing the services and the number of UTRGV Brownsville students to determine a logical fee per student. B Metro and UTRGV should determine access to the B Metro system for Faculty and Staff based on a new agreement for students. UTRGV could continue to pay the reduced fare for each faculty and staff member through fare box transactions similar to the current agreement or cover the cost of faculty and staff trips through the student fee discussed above. A broader regional partnership between UTRG, Brownsville Metro, and Metro McAllen would likely be necessary to facilitate the consolidation of Metro Connect and the Vaquero Express into a single service. Metro Connect currently charges fares of $5.00 for a daily pass or $25.00 for student and faculty for a 30-day pass. An expanded Metro Connect, operating through a combination of 5311 funding, a financial agreement with UTRGV, and general public fares would result in substantially higher ridership (by virtue of absorbing current Vaquero Express riders), and a lighter financial burden for UTRGV, Brownsville Metro, and Metro McAllen (as well as Island Metro), compared to the current practice of funding Metro Connect and the Vaquero Express separately. The recommended service plan for Metro Connect could also attract other regional funding partners including the cities of Edinburg, Mercedes, and Harlingen, which would all enjoy higher levels of service than the current services provide. A more extensive inventory of funding strategies was compiled by Alliance Transportation Group, and is included as Appendix C of this document.
Nelson\Nygaard Consulting Associates Inc. | 7-32
APPENDIX A
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
ROUTE 1 Westend SERVICE DESIGN Route 1 is a Brownsville Metro route that operates between La Plaza and the Westside Community Center. The route travels primarily along Elizabeth Street, Old Military Highway, and Military Highway (Figure A-2). Customers can transfer between Route 1 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 1 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 1 travels along Jefferson Street, turns left onto 12th Street, and then turns right onto East Washington Street. Route 1 travels along East Washington Street to Palm Boulevard, turns left, and then makes the first right onto West Elizabeth Street. The route continues on West Elizabeth until it has to veer right onto Old Military Highway. Route 1 stays on Old Military Highway past Boca Chica Boulevard/Military Highway until Old Military Highway reconnects with Military Highway. The route turns right onto Military Highway and then turns onto Midway Drive. Midway Drive veers to the left and then the route turns right onto Center Drive to make a counter-clockwise loop via South Drive and returning on Midway Drive. At Center Drive, the route then turns right to go back to Military Highway. The route continues on Military Drive until Calle Pluton, where the route turns left. The route then turns left onto Calle Cielo to finish the outbound trip. Returning inbound from the Westend Community Center, Route 1 turns left onto Calle Galaxia and then right onto Military Highway. The route turns right onto Father Mestas Drive and then makes a quick jog right onto Florence Lane before immediately turning left onto Lance Lane. The route then turns left onto Jo Ann Lane back to Military Highway. Route 1 then follows the same alignment inbound until West Elizabeth Street. On West Elizabeth Street, the route turns right onto East 13th Street and then left on West Fronton Street. Route 1 then turns left on West 8th Street, right onto West St Charles Street, which then turns left into East 13 th Street to La Plaza. Figure A-1 | Route 1 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
Westend Community Center
La Plaza
INBOUND A
Westend Community Center
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-1
WKD
SAT
SUN
13
13
—
13
13
—
13
13
—
13
13
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-2 | Route 1 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-2
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 1 operates service Monday-Saturday (Figure A-3). On weekdays and Saturday, the route runs every 60 minutes from 6:00 a.m. to 6:55 p.m. Figure A-3 | Route 1 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:00 a.m. to 6:55 p.m.
60
13/13
Saturday
6:00 a.m. to 6:55 p.m.
60
13/13
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 1 ranks 5 of the 13 routes in the study area in terms of weekday ridership and 4 of 13 in terms of ridership per trip (Figure A-4). On average, the route carries 409 passengers, or 15.7 passengers per trip, on Monday-Friday (Figure A-5 and Figure A-6). On Saturdays, Route 1 carries 291 passengers, or 11.2 passengers per trip (Figure A-7 and Figure A-8). Figure A-4 | Route 1 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
409
26
15.7
11.8
4 of 13
Saturday
291
26
11.2
9.5
8 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-3
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-5 | Route 1 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-6 | Route 1 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-4
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-7 | Route 1 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-8 | Route 1 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-5
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 1 are located near Pace Early College High School and the neighborhood along Military Highway (Figure A-9). There are three stops near Pace Early College High School with a combined 138 boardings and alightings per weekday. Other stops with more than 15 boardings and alightings per weekday include: West Elizabeth Street & Villa Maria Boulevard and Old Military Highway & West Hawthorne Street. These stops serve local retail and residential areas without any major destinations. All other stops serve fewer than 12 boardings and alightings (Figure A-10-Figure A-13). Saturday ridership patterns are similar to weekday patterns, but with significantly lower volumes (Figure A-14-Figure A-17). The area near Pace Early College High School has significantly less ridership on Saturdays as compared to weekdays. On Saturdays, stops in downtown Brownsville and near the Westend Community Center have higher ridership activity than near Pace Early College High School. With schools closed on weekends, ridership near them often declines disproportionately on weekends. Figure A-9 | Route 1 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Military Hwy & Midway Dr
63
Pace Early College High School Garden Park Elementary School Local Retail and Residences
Midway Dr & Park St
43
Pace Early College High School Local Residences Oliveira Park
Midway Dr & Water St
32
Pace Early College High School Local Residences
W Elizabeth St & Villa Maria Blvd
28
Villa Maria High School Skinner Elementary School Local Retail and Residences
Old Military Hwy & W Hawthorne St
17
Local Retail and Residences
*Weekday outbound ridership (boardings and alightings) for Route 1 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-6
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-10 | Route 1 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-7
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-11 | Route 1 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-8
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-9 Military Hwy & Calle Galaxia
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Military Hwy & W Ruben M Torres Sr Blvd
Military Hwy & Loredo Rd
Military Hwy & Center Dr
Kennedy Ave & Military Hwy
Kennedy Ave & Center Dr
Boardings
Midway Dr & Western Blvd
North Dr & Kumquat St
Center Dr & Viking Ln
Center Dr & Western Blvd
Midway Dr & Park St
Midway Dr & Water St
Military Hwy & Midway Dr
Military Hwy & East Dr
Old Military Hwy & Avenida Del Palacio
Old Military Hwy & N Camino Del Rey
Old Military Hwy & W Hawthorne St
Old Military Hwy & W Jefferson St
Old Military Hwy & W Adams St
Old Military Hwy & W Washington St
W Elizabeth St & W 16th St
W Elizabeth St & W 14th St
W Elizabeth St & W 12th St
W Elizabeth St & Browne St
W Elizabeth St & Villa Maria Blvd
W Elizabeth St & W 4th St
W Elizabeth St & W 2nd St
E Washington St & E 2nd St
E Washington St & E 7th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-12 | Route 1 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-10 La Plaza
E St Charles St & E 8th St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E St Charles St & E 5th St
E St Charles St & E 2nd St
E St Charles St & E 1st St
W St Charles St & W 1st St
W St Charles St & W 2nd St
Boardings
W St Charles St & W 5th St
W St Charles St & W 7th St
W 8th St & W Fronton St
W Fronton St & W 10th St
W Fronton St & W 12th St
400
W 13th St & W Fronton St
W 13th St & W Levee St
W Elizabeth St & W 14th St
W Elizabeth St & W 16th St
W Elizabeth St & W 17th St
Old Military Hwy & W Jefferson St
Old Military Hwy & Military Hwy
Old Military Hwy & Private Drive
Old Military Hwy & El Paso Rd
Old Military Hwy & Villa Vista Dr
Military Hwy & Midway Dr
Military Hwy & Nell Palmer
Jo Ann Ln & Military Hwy
Jo Ann Ln & Jo Ann Ln
Jo Ann Ln & Florence Ln
Jo Ann Ln & Lance Ln
Lance Ln & Delia Ln
Father Mestas Dr & Military Hwy
Military Hwy & W Ruben M Torres Sr Blvd
Calle Cielo & Calle Galaxia
Military Hwy & Calle Galaxia
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-13 | Route 1 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-14 | Route 1 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-11
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-15 | Route 1 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-12
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-13 Military Hwy & Calle Galaxia
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Military Hwy & W Ruben M Torres Sr Blvd
Military Hwy & Loredo Rd
Military Hwy & Center Dr
Kennedy Ave & Military Hwy
Kennedy Ave & Center Dr
Boardings
Midway Dr & Western Blvd
North Dr & Kumquat St
Center Dr & Viking Ln
Center Dr & Western Blvd
Midway Dr & Park St
Midway Dr & Water St
Military Hwy & Midway Dr
Military Hwy & East Dr
Old Military Hwy & Avenida Del Palacio
Old Military Hwy & N Camino Del Rey
Old Military Hwy & W Hawthorne St
Old Military Hwy & W Jefferson St
Old Military Hwy & W Adams St
Old Military Hwy & W Washington St
W Elizabeth St & W 16th St
W Elizabeth St & W 14th St
W Elizabeth St & W 12th St
W Elizabeth St & Browne St
W Elizabeth St & Villa Maria Blvd
W Elizabeth St & W 4th St
W Elizabeth St & W 2nd St
E Washington St & E 2nd St
E Washington St & E 7th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-16 | Route 1 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-14 La Plaza
E St Charles St & E 8th St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E St Charles St & E 5th St
E St Charles St & E 2nd St
E St Charles St & E 1st St
W St Charles St & W 1st St
W St Charles St & W 2nd St
Boardings
W St Charles St & W 5th St
W St Charles St & W 7th St
W 8th St & W Fronton St
W Fronton St & W 10th St
W Fronton St & W 12th St
400
W 13th St & W Fronton St
W 13th St & W Levee St
W Elizabeth St & W 14th St
W Elizabeth St & W 16th St
W Elizabeth St & W 17th St
Old Military Hwy & W Jefferson St
Old Military Hwy & Military Hwy
Old Military Hwy & Private Drive
Old Military Hwy & El Paso Rd
Old Military Hwy & Villa Vista Dr
Military Hwy & Midway Dr
Military Hwy & Nell Palmer
Jo Ann Ln & Military Hwy
Jo Ann Ln & Jo Ann Ln
Jo Ann Ln & Florence Ln
Jo Ann Ln & Lance Ln
Lance Ln & Delia Ln
Father Mestas Dr & Military Hwy
Military Hwy & W Ruben M Torres Sr Blvd
Calle Cielo & Calle Galaxia
Military Hwy & Calle Galaxia
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-17 | Route 1 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 1 ridership is highest during typical commute times in the morning and evening. Both the inbound and the outbound direction show the patterns of typical commute patterns (Figure A-18 and Figure A-19). Outbound trips have significantly higher boardings than inbound trips, with three trips having over 30 boardings per trip. Also, inbound trips have loads higher than the total number of boardings per trip, signaling that riders are boarding on the outbound trips and staying on during the inbound trip. The highest ridership trip is the 4:00 PM outbound trip with 57 boardings, well over the 32 passenger seating capacity of the 35’ buses on Route 1. The subsequent inbound trip has a maximum load of 55. On Saturdays, Route 1 ridership is highest during the morning in the inbound direction and highest in the evening in the outbound direction (Figure A-20 and Figure A-21). During these periods, trips have about 20 boardings per trip with maximum loads just below total number of boardings in the outbound direction and just above in the inbound direction. This pattern with the maximum load per trip is similar to weekday ridership by trip, where some riders are boarding on the outbound trip and staying on for the inbound trip. Additionally, the ridership pattern suggests trips into downtown Brownsville for shopping or to make connections at La Plaza to other services.
Nelson\Nygaard Consulting Associates, Inc. | A-15
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-18 | Route 1 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-19 | Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-16
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-20 | Route 1 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-21 | Route 1 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-17
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 1 is the 2nd most productive Brownsville Metro bus route (Figure A-22). The route carries 409 passengers per hour on weekdays, exceeding the system average by 126% (Figure A-23). Route 1 carries 22.5 passengers per hour on Saturdays (Figure A-24). Figure A-22 | Route 1 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
409
12.9
31.7
25.1
2 of 13
Saturday
291
12.9
22.5
20.0
7 of 13
Source: Brownsville Metro, 2016
Figure A-23 | Route 1 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-18
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
Figure A-24 | Route 1 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 80% of Route 1 time points were served “on-time” during the survey period (Figure A-25). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 14% of time points served early. On Saturdays, approximately 96% of Route 1 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures with 4% of time points served early. Figure A-25 | Route 1 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
80%
96%
—%
Early
14%
4%
—%
Late
6%
0%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-19
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 1 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 1 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Increase Peak Bus Service on Weekdays. High ridership associated with school trips during weekday peak commute trips indicate the need for additional service during these times.
Either Operate Along the Same Alignment as Route 5, or Completely Separate the Two Alignments. Route 1 and Route 5 operate along similar, and in some places overlapping alignments from La Plaza to Ruben Torres Boulevard. However, the routes are not consistently staggered in a way that would result in predictable highfrequency service in the corridor. In fact, Route 5 operates as a limited-stop service in this corridor. This inconsistency of alignment and schedules likely creates confusing options for some riders and potential riders. A better approach would be to either operate both routes along the same alignment and with the same frequency (although offset by 30 minutes), or to operate just one of the two routes in the corridor with a higher frequency. The second route could then be redesigned to serve a different corridor or to serve as a feeder route requiring a transfer.
Eliminate Deviations from Military Highway and Extend Service along Military Highway and West Alton Gloor Boulevard. Route 1 makes several time-consuming deviations on the norther end of the route, including circulating through neighborhoods on the east and west side of Military Highway. Of the dozen or so stops off of Military Highway, only one (Midway Drive & Park Street) generates more than 6 boardings per day. Streamlining Route 1 could free up more than two miles of the routing, which could be used to extend service further north to Alton Gloor Boulevard.
Nelson\Nygaard Consulting Associates, Inc. | A-20
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
ROUTE 2 Jefferson/Central SERVICE DESIGN Route 2 is a Brownsville Metro route that operates between La Plaza in Downtown Brownsville and Sunrise Commons. The route travels primarily along Jefferson Street and Central Boulevard (Figure A-27). Route 2 provides service to Valley Baptist Medical Center and the Brownsville Main Public Library. Customers can transfer between Route 2 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 2 has a single consistent service pattern for weekday and Saturday service. Brownsville Metro routes do not operate on Sunday. Departing outbound from La Plaza, Route 2 travels via East Jefferson Street and East 12th Street to East Washington Street. The route turns right onto East 7th Street to East Jefferson Street. The route then continues onto West Jefferson Street and then turns right onto Central Boulevard. The route stays on Central Boulevard until turning right onto Ruben M Torres Boulevard. Route 2 then immediately turns left onto Frontage Road. The route turns right onto Sunrise Boulevard and then turns right onto Pablo Kisel Boulevard to serve Sunrise Commons. Returning inbound from Sunrise Commons, Route 2 turns right onto North Frontage Road, left on Morrison Road to then travel on South Frontage Road to Ruben M Torres Boulevard and Central Boulevard. From there, the route returns on the same alignment until using East 6 th Street and East Adams Street to return to La Plaza. Figure A-26| Route 2 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
La Plaza
Sunrise Commons
INBOUND A
Sunrise Commons
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-21
WKD
SAT
SUN
13
13
—
13
13
—
13
13
—
13
13
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-27 | Route 2 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-22
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 2 operates service Monday-Saturday (Figure A-28). On weekdays and Saturday, the route runs every 60 minutes from 6:00 a.m. to 6:55 p.m. Route 2 and the outbound alignment for Route 13 both run on Jefferson Street and Central Boulevard to Sunrise Commons. The routes have offsetting route schedules to provide service along the corridor in the outbound direction every 30 minutes. Figure A-28 | Route 2 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:00 a.m. to 6:55 p.m.
60
13/13
Saturday
6:00 a.m. to 6:55 p.m.
60
13/13
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 2 ranks 4 of the 13 routes in the study area in terms of weekday ridership and 2 of 13 in terms of ridership per trip (Figure A-29). On average, the route carries 488 passengers, or 18.8 passengers per trip, on Monday-Friday (Figure A-30 and Figure A-31). On Saturdays, Route 2 carries 438 passengers, or 16.8 passengers per trip (Figure A-32 and Figure A-33). Figure A-29 | Route 2 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
488
26
18.8
11.8
2 of 13
Saturday
438
26
16.8
9.5
3 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-23
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-30 | Route 2 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-31 | Route 2 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-24
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-32 | Route 2 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-33 | Route 2 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-25
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 2 are located near Sunrise Commons and the Brownsville Main Public Library (Figure A-34). The Sunrise Commons is served by two stops, although only the stop on Pablo Kisel Boulevard has ridership on weekdays. Other stops with more than 25 boardings and alightings per weekday include: West Jefferson Street & Central Boulevard, Central Boulevard & Boca Chica Boulevard, and Central Boulevard & West Price Road. These stops serve the Valley Baptist Medical Center, local grocery stores, and other local retail and residences. All other stops serve fewer than 25 boardings and alightings (Figure A-35 and Figure A-36). Saturday ridership patterns are similar to weekday patterns, but with significantly lower volumes, except for near Sunrise Commons, which is a major retail destination (Figure A-37 to Figure A42). Figure A-34 | Route 2 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Pablo Kisel Blvd & Sunrise Common
49
Sunrise Commons
Central Blvd & Veterans Park
32
Brownsville Main Public Library Local Retail and Residences
W Jefferson St & Central Blvd
29
Valley Baptist Medical Center
Central Blvd & Boca Chica Blvd
26
H-E-B Local Retail and Residences
Central Blvd & W Price Rd
26
Local Retail
*Weekday outbound ridership (boardings and alightings) for Route 2 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-26
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-35 | Route 2 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-27
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-36 | Route 2 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-28
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-29 Pablo Kisel Blvd & Sunrise Common
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Sunrise Blvd & Pablo Kisel Blvd
N Frontage Rd & Sunrise Mall
Central Blvd & Old Highway 77
Central Blvd & Social Security
Boardings
Central Blvd & Costal Lane
Central Blvd & Veterans Park
Central Blvd & W Price Rd
Central Blvd & Colonial Dr
Central Blvd & Pecan St
Central Blvd & Stoval Rd
Central Blvd & H-E-B
Central Blvd & Boca Chica Blvd
Central Blvd & Lakeside Blvd
Central Blvd & Harmony Science Academy
Central Blvd & Valley Baptist Hospital
W Jefferson St & Central Blvd
W Jefferson St & W 6th St
W Jefferson St & W 4th St
W Jefferson St & W 1st St
E Jefferson St & E 2nd St
E Jefferson St & E 4th St
E Jefferson St & E 6th St
E Washington St & E 7th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-37 | Route 2 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-30 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Adams St & E 8th St
E Jefferson St & E 4th St
E Jefferson St & E 2nd St
E Jefferson St & E 1st St
Boardings
W Jefferson St & W 1st St
W Jefferson St & W 4th St
W Jefferson St & W 6th St
W Jefferson St & Bouganvillia Dr
400
W Jefferson St & Central Blvd
Central Blvd & Valley Baptist Hospital
Central Blvd & Harmony Science Academy
Central Blvd & Lakeside Blvd
Central Blvd & Boca Chica Blvd
Central Blvd & H-E-B
Central Blvd & Stoval Rd
Central Blvd & Los Ebanos Blvd
Central Blvd & W Price Rd
Central Blvd & Wild Rose Ln
Central Blvd & Costal Lane
Central Blvd & Social Security
Central Blvd & Old Highway 77
S Frontage Rd & Melinda St
S Frontage Rd & Homewood Suites
S Frontage Rd & Holiday Inn
S Frontage Rd & Residence Inn
Pablo Kisel Blvd & Sunrise Common
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-38 | Route 2 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-39 | Route 2 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-31
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-40 | Route 2 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-32
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-33 Pablo Kisel Blvd & Sunrise Common
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Sunrise Blvd & Pablo Kisel Blvd
N Frontage Rd & Sunrise Mall
Central Blvd & Old Highway 77
Central Blvd & Social Security
Boardings
Central Blvd & Costal Lane
Central Blvd & Veterans Park
Central Blvd & W Price Rd
Central Blvd & Colonial Dr
Central Blvd & Pecan St
Central Blvd & Stoval Rd
Central Blvd & H-E-B
Central Blvd & Boca Chica Blvd
Central Blvd & Lakeside Blvd
Central Blvd & Harmony Science Academy
Central Blvd & Valley Baptist Hospital
W Jefferson St & Central Blvd
W Jefferson St & W 6th St
W Jefferson St & W 4th St
W Jefferson St & W 1st St
E Jefferson St & E 2nd St
E Jefferson St & E 4th St
E Jefferson St & E 6th St
E Washington St & E 7th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-41 | Route 2 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-34 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Adams St & E 8th St
E Jefferson St & E 4th St
E Jefferson St & E 2nd St
E Jefferson St & E 1st St
Boardings
W Jefferson St & W 1st St
W Jefferson St & W 4th St
W Jefferson St & W 6th St
W Jefferson St & Bouganvillia Dr
400
W Jefferson St & Central Blvd
Central Blvd & Valley Baptist Hospital
Central Blvd & Harmony Science Academy
Central Blvd & Lakeside Blvd
Central Blvd & Boca Chica Blvd
Central Blvd & H-E-B
Central Blvd & Stoval Rd
Central Blvd & Los Ebanos Blvd
Central Blvd & W Price Rd
Central Blvd & Wild Rose Ln
Central Blvd & Costal Lane
Central Blvd & Social Security
Central Blvd & Old Highway 77
S Frontage Rd & Melinda St
S Frontage Rd & Homewood Suites
S Frontage Rd & Holiday Inn
S Frontage Rd & Residence Inn
Pablo Kisel Blvd & Sunrise Common
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-42 | Route 2 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 2 ridership is highest during typical morning commute times in the outbound direction and in the late afternoon in the inbound direction (Figure A-43 and Figure A44). During the outbound peak periods, boardings are consistently higher than 20 passengers per trip with the highest trips reaching just below 50 passengers per trip. For the inbound trips, only one trip has more than 20 boardings, but the highest trip around 3:30 PM has 50 passengers per trip. On most inbound trips, maximum loads are higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This usually occurs near the end of the outbound section of the route. Additionally, multiple trips in the outbound direction, and one trip in the inbound direction have maximum loads that are above the 32 passenger seating capacity of the 35’ buses used on Route 2. On Saturdays, Route 2 ridership is highest during midday in the outbound direction and in the afternoon in the inbound direction (Figure A-45 and Figure A-46). During these periods, the number of boardings per trip is near 30, with the highest boardings per trip being in the inbound direction. The trip has almost 50 boardings per trip and is the same high ridership trip as on weekdays, at 3:30 PM. Similar to weekday ridership, some Saturday inbound trips have maximum loads higher than the total number of boardings during the trip. Saturday ridership also has maximum loads closer to the total number of boardings in both directions, signaling less turnover throughout the route. As mentioned in the previous section, the reduction in passenger turnover on Saturdays can also be seen in the lower volume of ridership by stop between La Plaza and Sunrise Commons, as compared to weekday service.
Nelson\Nygaard Consulting Associates, Inc. | A-35
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-43 | Route 2 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-44 | Route 2 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-36
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-45 | Route 2 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-46 | Route 2 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-37
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 2 is the most productive Brownsville Metro bus route (Figure A-47). The route carries 37.8 passengers per hour on weekdays, exceeding the system average by 151% (Figure A-48). Route 2 carries 33.9 passengers per hour on Saturdays, exceeding the system average by 170% (Figure A-49). With many key destinations, like Valley Baptist Medical Center and Sunrise Common, and retail service along the route, Route 2 has the highest ridership for a route with only one bus in service, resulting in very high productivity per service hour. Figure A-47 | Route 2 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
488
12.9
37.8
25.1
1 of 13
Saturday
438
12.9
33.9
20.0
1 of 13
Source: Brownsville Metro, 2016
Figure A-48 | Route 2 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-38
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
Figure A-49 | Route 2 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 78% of Route 2 time points were served “on-time” during the survey period (Figure A-50). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 13% of time points served early. On Saturdays, approximately 90% of Route 2 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures with 10% of time points served early. Figure A-50 | Route 2 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
78%
90%
—%
Early
13%
10%
—%
Late
9%
0%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-39
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 2 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 2 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Increase Service Frequency. Route 2 overlaps the outbound segment of Route 13 to provide 30-minute service frequency between La Plaza and Sunrise Mall. To simplify this service for riders and prospective riders, this 30-minute service could be provided by a single route. If Route 2 frequency is increased to every 30 minutes, Route 13 could be restructured to provided bi-directional service in another corridor.
Modify Alignment near Sunrise Mall and Sunrise Commons. The current alignment of Route 2 includes a stop adjacent to Sunrise Commons, but not Sunrise Mall. As a result, many passengers are forced to walk a long distance between the stop location and the mall entrance (often with shopping bags). To make mall access more convenient, Route 2 could be re-routed to serve the mall from Sunrise Mall Drive, a private roadway along the eastern edge of the mall property. This alignment would likely require an access agreement between Brownsville Metro and Sunrise Mall management.
Shift Service from the Northbound Service Road to Old Highway 77. There are several hotels located along the southbound service road of US 77. These are currently served by Route 2 in the southbound direction only, via the southbound service road. Serving these destinations via Old Highway 77 in the northbound direction, and via the US 77 service road in the southbound direction, would make the route more convenient for all users by allowing bi-directional service along the entire route (considering Old Highway 77 and the southbound service road as essentially the same corridor). This alignment could also allow for Route 2 to either end at Sunrise Mall or be extended to the Northside Transfer Station.
Nelson\Nygaard Consulting Associates, Inc. | A-40
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
ROUTE 3 Rockwell SERVICE DESIGN Route 3 is a Brownsville Metro route that operates between La Plaza in Downtown Brownsville and the Walmart Super Center on West Alton Gloor Boulevard. The route travels primarily along Boca Chica Boulevard, Paredes Line Road and Alton Gloor Boulevard. (Figure A-52). Route 3 provides service to Walmart and Sam’s Club, the Brownsville Events Center, the Northside Transfer Station, and the Cameron Park neighborhood. Customers can transfer between Route 3 and other services at several locations, including La Plaza, Northside Transfer Station, and Walmart.
ALIGNMENT/SERVICE PATTERNS Route 3 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 3 travels on East 13th Street before turning right on Roosevelt Street and then left on East 14th Street. The route continues by turning right onto Southmost Boulevard and then turns left onto International Boulevard. Route 3 then turns left onto Security Drive, left onto Boca Chica Boulevard, right onto Los Ebanos Boulevard, and then right on North Street. After continuing onto North Street, the route turns right onto Rockwell Drive, left onto East Price Road, and right onto Paredes Line Road. The route serves the Northside Transfer Station via Ruben M Torres Sr Boulevard and Habana Street before returning to Parades Line Road. Route 9 turns left onto East Alton Gloor Boulevard, turns left to travel south on Frontage Road, left on Morrison Road, and left to travel north on Frontage Road to serve Target. The route turns left onto East Alton Gloor Boulevard and ends the outbound trip by taking an immediate left into the Walmart Super Center parking lot. Returning inbound from the Walmart Super Center, Route 3 bypasses Frontage Road to return on the same alignment, until East Price Road. The inbound trip continues south on Paredes Line Road before turning left on Shidler Drive, right on Lindale Drive, and left to return to Paredes Line Road. The route then continues south on Parades Line Road before turning left on Boca Chica Boulevard, where Route 9 returns via the same alignment until Roosevelt Street. Here, the route continues on East 14th Street to return to La Plaza. Figure A-51 | Route 3 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND 3
Walmart – Alton Gloor Boulevard
La Plaza
INBOUND 3
Walmart – Alton Gloor Boulevard
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-41
WKD
SAT
SUN
13
13
—
13
13
—
14
14
—
14
14
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-52 | Route 3 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-42
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 3 operates service Monday-Saturday (Figure A-53). On weekdays and Saturday, the route runs every 60 minutes from 6:00 a.m. to 7:55 p.m. Figure A-53 | Route 3 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:00 a.m. to 7:55 p.m.
60
13/14
Saturday
6:00 a.m. to 7:55 p.m.
60
13/14
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 3 ranks 2nd of the 13 routes in the study area in terms of weekday ridership and 1st of 13 in terms of ridership per trip (Figure A-54). On average, the route carries 605 passengers on weekdays, or 22.4 passengers per trip, 90% higher than the system average of 11.8 (Figure A-55 and Figure A-56). On Saturdays, Route 3 carries 508 passengers, or 18.8 passengers per trip 98% higher than the system average of 9.5 (Figure A-57 and Figure A-58). Figure A-54 | Route 3 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
605
27
22.4
11.8
1 of 13
Saturday
508
27
18.8
9.5
1 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-43
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-55 | Route 3 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-56 | Route 3 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-44
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-57 | Route 3 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-58 | Route 3 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-45
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 3 are located at the Northside Transfer Station and the Walmart Super Center on West Alton Gloor Boulevard (Figure A-59). There are also two stops in both directions near Strawberry Square with a combined 73 boardings and alightings per weekday. Other stops with 20 or more boardings and alightings per weekday include: East Price Road & South Price Road, East Alton Gloor Boulevard & IBC Circle, and Paredes Line Road & South Price Road. These stops serve South Price Plaza Shopping Center, Valley Regional Medical Center, and other local retail. All other stops serve 15 or fewer boardings and alightings (Figure A-60 to Figure A-63). Saturday ridership patterns are similar to weekday patterns, but with slightly lower volumes on many stops. However, several stops serving large retail destinations have ridership volumes at or above weekday ridership volumes (Figure A-65 to Figure A-67). Ridership can change disproportionately on the weekends compared to weekdays. Stops near schools have significantly lower ridership volumes, while many shopping areas have higher ridership. Figure A-59 | Route 3 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Northside Transfer Station
49
Paseo Plaza Shopping Center H-E-B Plus!
Walmart @ W Alton Gloor Blvd
33
Walmart Supercenter Retail and Commercial Hotels
Boca Chica Blvd & Strawberry Square
30
Strawberry Square Shopping Center Retail and Commercial Local Residences
Boca Chica Blvd & Victory St
24
Strawberry Square Shopping Center Retail and Commercial Local Residences
E Price Rd & S Price Rd
22
South Price Plaza Shopping Center South Price Medical Plaza
*Weekday outbound ridership (boardings and alightings) for Route 3 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-46
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-60 | Route 3 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-47
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-61 | Route 3 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-48
La Plaza E 13th St & E Monroe St E 13th St & E Polk St E 13th St & Grant St E 13th St & Roosevelt St E 14th St & Taft St Southmost Blvd & International Blvd International Blvd & Gladys-Porter High School International Blvd & E 14th St Security Dr @ Four Corners Boca Chica Blvd & Strawberry Square Boca Chica Blvd & Victory St Boca Chica Blvd & Rentfro Blvd Los Ebanos Blvd & Cedar St Los Ebanos Blvd & North St North St & Goodwin St North St & Hipp Ave Rockwell Dr & Shidler Dr Rockwell Dr & Rockwell Cir Rockwell Dr & Higgins Dr E Price Rd & Lindale Dr E Price Rd & S Price Rd Paredes Line Rd & Palo Verde Rd Paredes Line Rd & Galveston Rd Paredes Line Rd & Don Quixote St Paredes Line Rd & La Mancha St Paredes Line Rd & Coffee Rd Northside Transfer Station Paredes Line Rd & Main St Paredes Line Rd & Rocky Rd Paredes Line Rd & Emerald Valley Blvd - South Paredes Line Rd & Emerald Valley Blvd - North Paredes Line Rd & Heritage Trail Paredes Line Rd & IDEA School Paredes Line Rd & Avenida Gregory Paredes Line Rd & Avenida Eduardo Paredes Line Rd & Carlos Ave Paredes Line Rd & Berta Ave Paredes Line Rd & Avenido Rancho Viejo E Alton Gloor Blvd & Paredes Line Blvd E Alton Gloor Blvd & Ridgeline Rd E Alton Gloor Blvd & Centerline Rd E Alton Gloor Blvd & Stagecoach Trail E Alton Gloor Blvd & Espada Grande Ave E Alton Gloor Blvd & IBC Circle S Frontage Rd & Alton Gloor Blvd S Frontage Rd & Morrison Rd N Frontage Rd & Morrison Rd N Frontage Rd & Avenida del Sol N Frontage & Doctors Hospital N Frontage & Valley Regional (Closed) Walmart @ W Alton Gloor Blvd
Boardings and Alightings 400 Boardings
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-49
Alightings
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-62 | Route 3 – Weekday Outbound Ridership by Stop Chart Load 400
Walmart @ W Alton Gloor Blvd
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-50 Security Dr @ Four Corners
La Plaza
E 12th St & E Madison St
E 14th St & E Van Buren St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 14th St & E Polk St
E 14th St & Lincoln St
E 14th St & Hayes St
E 14th St & Arthur St
E 14th St & McKinley St
E 14th St & Taft St
Boardings
Southmost Blvd & E 17th St
Southmost Blvd & International Blvd
International Blvd & Magnetek Dr
International Blvd & Gladys-Porter High School
International Blvd & E 14th St
400
Boca Chica Blvd & Strawberry Square
Boca Chica Blvd & Elm St
Boca Chica Blvd & North St
Paredes Line Rd & Stanford Ave
Lindale Dr & Paredes Line Rd
Shidler Dr & Lindale Dr
Shidler Dr & Private Drive
Paredes Line Rd & Shidler Dr
Paredes Line Rd & S Price Rd
Paredes Line Rd & Lakeshore Dr
Paredes Line Rd & Cove Cir
Paredes Line Rd & Don Quixote St
Paredes Line Rd & La Mancha St
Paredes Line Rd & H-E-B
Northside Transfer Station
Paredes Line Rd & Main St
Paredes Line Rd & Rocky Rd
Paredes Line Rd & Emerald Valley Blvd - South
Paredes Line Rd & Emerald Valley Blvd - North
Paredes Line Rd & Avenida Eduardo
Paredes Line Rd & Berta Ave
Paredes Line Rd & Avenida Ana
Paredes Line Rd & Avenido Rancho Viejo
E Alton Gloor Blvd & Sugar Mill Rd
E Alton Gloor Blvd & Pablo Kissel Blvd
E Alton Gloor Blvd & Windwood Way
E Alton Gloor Blvd & Valley Regional
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-63 | Route 3 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-64 | Route 3 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-51
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-65 | Route 3 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-52
La Plaza E 13th St & E Monroe St E 13th St & E Polk St E 13th St & Grant St E 13th St & Roosevelt St E 14th St & Taft St Southmost Blvd & International Blvd International Blvd & Gladys-Porter High School International Blvd & E 14th St Security Dr @ Four Corners Boca Chica Blvd & Strawberry Square Boca Chica Blvd & Victory St Boca Chica Blvd & Rentfro Blvd Los Ebanos Blvd & Cedar St Los Ebanos Blvd & North St North St & Goodwin St North St & Hipp Ave Rockwell Dr & Shidler Dr Rockwell Dr & Rockwell Cir Rockwell Dr & Higgins Dr E Price Rd & Lindale Dr E Price Rd & S Price Rd Paredes Line Rd & Palo Verde Rd Paredes Line Rd & Galveston Rd Paredes Line Rd & Don Quixote St Paredes Line Rd & La Mancha St Paredes Line Rd & Coffee Rd Northside Transfer Station Paredes Line Rd & Main St Paredes Line Rd & Rocky Rd Paredes Line Rd & Emerald Valley Blvd - South Paredes Line Rd & Emerald Valley Blvd - North Paredes Line Rd & Heritage Trail Paredes Line Rd & IDEA School Paredes Line Rd & Avenida Gregory Paredes Line Rd & Avenida Eduardo Paredes Line Rd & Carlos Ave Paredes Line Rd & Berta Ave Paredes Line Rd & Avenido Rancho Viejo E Alton Gloor Blvd & Paredes Line Blvd E Alton Gloor Blvd & Ridgeline Rd E Alton Gloor Blvd & Centerline Rd E Alton Gloor Blvd & Stagecoach Trail E Alton Gloor Blvd & Espada Grande Ave E Alton Gloor Blvd & IBC Circle S Frontage Rd & Alton Gloor Blvd S Frontage Rd & Morrison Rd N Frontage Rd & Morrison Rd N Frontage Rd & Avenida del Sol N Frontage & Doctors Hospital N Frontage & Valley Regional (Closed) Walmart @ W Alton Gloor Blvd
Boardings and Alightings 400 Boardings
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-53
Alightings
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-66 | Route 3 – Saturday Outbound Ridership by Stop Chart Load 400
Walmart @ W Alton Gloor Blvd
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-54 La Plaza
E 12th St & E Madison St
E 14th St & E Van Buren St
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 14th St & E Polk St
E 14th St & Lincoln St
E 14th St & Hayes St
E 14th St & Arthur St
E 14th St & McKinley St
E 14th St & Taft St
Southmost Blvd & E 17th St
Boardings
Southmost Blvd & International Blvd
International Blvd & Magnetek Dr
International Blvd & Gladys-Porter High School
International Blvd & E 14th St
Security Dr @ Four Corners
Boca Chica Blvd & Strawberry Square
Boca Chica Blvd & Elm St
Boca Chica Blvd & North St
Paredes Line Rd & Stanford Ave
Lindale Dr & Paredes Line Rd
Shidler Dr & Lindale Dr
Shidler Dr & Private Drive
Paredes Line Rd & Shidler Dr
Paredes Line Rd & S Price Rd
Paredes Line Rd & Lakeshore Dr
Paredes Line Rd & Cove Cir
Paredes Line Rd & Don Quixote St
Paredes Line Rd & La Mancha St
Paredes Line Rd & H-E-B
Northside Transfer Station
Paredes Line Rd & Main St
Paredes Line Rd & Rocky Rd
Paredes Line Rd & Emerald Valley Blvd - South
Paredes Line Rd & Emerald Valley Blvd - North
Paredes Line Rd & Avenida Eduardo
Paredes Line Rd & Berta Ave
Paredes Line Rd & Avenida Ana
Paredes Line Rd & Avenido Rancho Viejo
E Alton Gloor Blvd & Sugar Mill Rd
E Alton Gloor Blvd & Pablo Kissel Blvd
E Alton Gloor Blvd & Windwood Way
E Alton Gloor Blvd & Valley Regional
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-67 | Route 3 – Saturday Inbound Ridership by Stop Chart Load 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 3 ridership is highest in the morning during typical commute hours in the outbound direction (Figure A-68 and Figure A-69). In addition to this peak, the sustained higher ridership throughout the midday in the outbound direction is typical of shopping trips, which matches the high ridership at many shopping centers along the route. Inbound ridership is generally below 20 passengers per trip, but the peak inbound trip has the highest ridership on any trip in either direction. The trip occurs at 3:55 PM with 61 boardings. Many inbound trips in the afternoon have maximum loads higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This usually occurs near the end of the outbound section of the route. Additionally, three trips in the outbound direction, and one trip in the inbound direction have maximum loads that are above the 32 passenger seating capacity of the 35’ buses used on Route 3. On Saturdays, Route 3 ridership is highest during the morning in the outbound direction and during the midday in the inbound direction (Figure A-70 and Figure A-71). Ridership is generally lower on Saturday with all but three outbound trips and one inbound trip above 30 boardings per trip. Since Route 3 serves many shopping centers, these higher ridership times most likely represent shopping or weekend service job trips. Similar to weekday activity, consistent outbound ridership during the day in the outbound direction is typical of shopping trips. Additionally, one trip in the outbound direction, and one trip in the inbound direction have maximum loads that are above the 32 passenger seating capacity of the 35’ buses used on Route 3.
Nelson\Nygaard Consulting Associates, Inc. | A-55
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-68 | Route 3 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-69 | Route 3 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-56
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-70 | Route 3 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-71 | Route 3 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-57
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 3 is the 11th most productive Brownsville Metro bus route (Figure A-72). The route carries 22.5 passengers per hour on weekdays, 10% less than the system average (Figure A-73). Route 3 carries 18.9 passengers per hour on Saturdays (Figure A-74). Although Route 3 has the highest ridership per trip in the system, the length of the route requires two concurrent buses to maintain a sixty-minute headway. This increases the revenue vehicle hours per day and subsequent poor service productivity. Figure A-72 | Route 3 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
Monday–Friday
605
13.9
22.5
25.1
11 of 13
Saturday
508
13.9
18.9
20.0
8 of 13
SYSTEM RANK
Source: Brownsville Metro, 2016
Figure A-73 | Route 3 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-58
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
Figure A-74 | Route 3 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 44% of Route 3 time points were served “on-time” during the survey period (Figure A-75). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by 18% early departures and 38% late departures. On Saturdays, approximately 55% of Route 3 time points were served “on-time” during the survey period. Saturday on-time performance was affected by 33% early departures and 12% late departures. Figure A-75 | Route 3 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
44%
55%
—%
Early
18%
33%
—%
Late
38%
12%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-59
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 3 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 3 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Adjust Schedule for Peak Periods. Route 3 currently operates hourly service all day, but there are signs of higher demand during the morning and afternoon peak periods on weekdays and during midday service on Saturday. Operating the route every 30 minutes during commute times and hourly at all other times would better match the existing demand for service.
Simplify Service Alignment. Route 3 has a separate inbound and outbound alignment in the neighborhood north of Boca Chica Boulevard and between Paredes Line Road and Old Port Isabel Road. Operating inbound and outbound service on a single alignment would simply the system for users. Additionally, Route 20 overlaps with Route 3 for most of this section of the alignment, which would allow more direct service with one alignment on Route 3, while maintaining local service with Route 20.
Remove Frontage Road Deviation. Route 3 currently serves the Target on Morrison Road via the Frontage Road along Interstate I-69E. The deviation has almost no ridership on weekdays and low ridership on Saturdays. The deviation is also served by Route 5, which Route 3 riders can transfer to at the Walmart at West Alton Gloor Boulevard. By eliminating this route deviation, Route 3 can use the time savings to better manage ontime performance.
Truncate Route 3 at Northside Transfer Station and Interline to La Plaza. The majority of Route 3’s alignment south of Ruben M Torres Sr Boulevard is duplicated by other routes, while the northern half of the alignment is unique. Longer bus routes are more difficult to keep on-time and, as the route requires multiple buses to operate hourly service, can be less productive with a high number of service hours. By keeping the northern section of the route and ending at the Northside Transfer Station, Route 3 can provide more efficient service with passengers transferring to and from other routes. Additionally, by interlining the buses of Route 3 with a route that goes to La Plaza, such as Route 20, passengers could maintain a one-seat ride when traveling from north of Ruben M Torres Sr Boulevard to the south, or vice versa.
Nelson\Nygaard Consulting Associates, Inc. | A-60
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
ROUTE 5 Alton Gloor SERVICE DESIGN Route 5 is a Brownsville Metro route that operates between La Plaza and the Walmart on West Alton Gloor Boulevard. The route travels primarily along Elizabeth Street, Ruben M Torres Sr Boulevard, McAllen Road, and Frontage Road (Figure A-77). Route 5 provides service to Pace Early College High School, Valley Regional Medical Center, and many residential and retail areas. Customers can transfer between Route 5 and other services at several locations, including La Plaza and the Walmart on West Alton Gloor Boulevard.
ALIGNMENT/SERVICE PATTERNS Route 5 has multiple service patterns for weekday and Saturday service (Figure A-76). The primary alignment (5) runs from La Plaza to the Walmart on West Alton Gloor Boulevard from Monday to Thursday. Departing outbound from La Plaza, Route 5 turns left onto East Jefferson Street and left onto East 12th Street to reach E Washington Street. The route turns right onto E Washington Street, left onto Palm Boulevard, and right onto West Elizabeth Street. The route continues on West Elizabeth until it has to veer right onto Old Military Highway. Route 5 stays on Old Military Highway past Boca Chica Boulevard/Military Highway until Old Military Highway reconnects with Military Highway. The route continues on Military Highway and then turns right onto West Ruben M Torres St Boulevard. Route 5 turns left onto McAllen Road, right onto Morrison Road, and then left onto Frontage Road. The route then turns left onto West Alton Gloor Boulevard to the Walmart. Returning inbound from the Walmart on West Alton Gloor Boulevard, Route 5 returns on the same alignment until Palm Boulevard. At Palm Boulevard, the route continues on East Elizabeth Street and then turns left onto East 13th Street to return to La Plaza. Route 5 has one alternative service pattern that operates in both the outbound and inbound direction on Fridays and Saturdays:
Via 77 Flea Market (5W). The alternative route extension (5W) provides service to destinations along Frontage Road north of Alton Gloor Boulevard such as the 77 Flea Market. From Frontage Road at East Alton Gloor Boulevard, 5W extension continues north on Frontage Road. After going past Alice Road, the route turns back to the south via an underpass under Interstate 69E. The 5W extension serves 77 Flea Market and continues south on Frontage Road to reach West Alton Gloor Boulevard and return to the primary Route 5 outbound alignment.
Nelson\Nygaard Consulting Associates, Inc. | A-61
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-76 | Route 5 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND 5
La Plaza
Alton Gloor Walmart
5W
La Plaza
Alton Gloor Walmart
Via 77 Flea Market
INBOUND 5
Alton Gloor Walmart
La Plaza
5W
Alton Gloor Walmart
La Plaza
Via 77 Flea Market
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-62
MONTHUR
FRI & SAT
SUN
12
11
—
12
—
—
—
11
—
12
11
—
12
—
—
—
11
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-77 | Route 5 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-63
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 5 operates service Monday-Saturday (Figure A-78). From Monday to Thursday, the route runs every 60 to 80 minutes from 6:30 a.m. to 8:15 p.m. On Fridays and Saturday, the route typically runs every 80 minutes, though the last trip is only 30 minutes after the previous trip. Due to the longer cycle time due to the extension to 77 Flea Market and not increasing the number of buses during service, Route 5 has one fewer trip on Friday and Saturday than Monday through Thursday. Figure A-78 | Route 5 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Thursday
6:30 a.m. to 8:15 p.m.
60-80
12/12
Friday & Saturday
6:30 a.m. to 8:15 p.m.
30-80
11/11
—
—
—/—
SERVICE DAY
Sunday Source: Brownsville Metro
RIDERSHIP Route 5 ranks 9 of the 13 routes in the study area in terms of weekday ridership and 8 of 13 in terms of ridership per trip (Figure A-79). On average, the route carries 347 passengers, or 14.5 passengers per trip, on Monday-Friday (Figure A-80 and Figure A-81). On Saturdays, Route 5 carries 396 passengers, or 18.0 passengers per trip (Figure A-82 and Figure A-83). Figure A-79 | Route 5 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
347
24
14.5
11.8
8 of 13
Saturday
396
22
18.0
9.5
2 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-64
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-80 | Route 5 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-81 | Route 5 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-65
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-82 | Route 5 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-83 | Route 5 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-66
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 5 are located near many local residences and retail and Downtown Brownsville (Figure A-84). Many of these high ridership stops have over 20 boardings and alightings per weekday. These stops are also generally served by Route 1, however, Route 5 has more direct service by skipping many in-between stops. All other stops serve fewer than 15 boardings and alightings (Figure A-85 to Figure A-88). Weekend ridership patterns are similar to weekday patterns, but with slightly higher volumes on many stops and an additional service area to the 77 Flea Market (Figure A-89-Figure A-92). On Saturday, the 77 Flea Market becomes the highest ridership stop apart from La Plaza with 157 boardings and alightings per Saturday. Figure A-84 | Route 5 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Walmart @ W Alton Gloor Blvd
119
Old Military Hwy & Avenida Del Palacio
36
Pace Early College High School Local Residences A&V Supermarket
E Washington St & E 10th St
22
Downtown Brownsville Local Residences & Retail
Military Hwy & W Ruben M Torres Sr Blvd
15
Local Retail
N Frontage Rd & Driscoll Children’s
13
Driscoll Children’s Specialty Center
Walmart Sam’s Club
*Weekday outbound ridership (boardings and alightings) for Route 5 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-67
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-85 | Route 5 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-68
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-86 | Route 5 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-69
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-70 Walmart @ W Alton Gloor Blvd
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
Friday Only -400
Load
Alightings
N Frontage Rd & E Tandy Rd
N Frontage Rd & Sybil Dr
-400 N Frontage Rd & Fleamarket
Boardings
N Frontage Rd & Old Alice Rd
N Frontage Rd & Driscoll Children's
N Frontage Rd & Valley Regional
N Frontage Rd & Doctors Hospital
N Frontage Rd & Avenida del Sol
N Frontage Rd & Morrison Rd
McAllen Rd & Sweet Rose Ct
McAllen Rd & Cream Rose Ct
McAllen Rd & Red Rose St
McAllen Rd & Benevidas Elementary School
McAllen Rd & Gilson Rd
McAllen Rd & Sugar Grove Ln
McAllen Rd & Honeybee Ln
W Ruben M Torres Sr Blvd & La Feria Rd
W Ruben M Torres Sr Blvd & Railroad
W Ruben M Torres Sr Blvd & Private Drive
W Ruben M Torres Sr Blvd & Paseo Reforma
W Ruben M Torres Sr Blvd & Lois Ln
W Ruben M Torres Sr Blvd & Laredo Rd
W Ruben M Torres Sr Blvd & El Mar St
Military Hwy & W Ruben M Torres Sr Blvd
Military Hwy & Jo Ann Ln
Old Military Hwy & Avenida Del Palacio
W Elizabeth St & W 14th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-87 | Route 5 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-71 La Plaza
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Elizabeth St & E 10th St
E Elizabeth St & E 8th St
E Elizabeth St & E 4th St
E Elizabeth St & E 2nd St
Boardings
W Elizabeth St & W 6th St
W Elizabeth St & W 14th St
Old Military Hwy & Avenida Del Palacio
Military Hwy & Nell Palmer
Military Hwy & W Ruben M Torres Sr Blvd
W Ruben M Torres Sr Blvd & Laredo Rd
W Ruben M Torres Sr Blvd & Silver Oak Rd
W Ruben M Torres Sr Blvd & Lois Ln
W Ruben M Torres Sr Blvd & Mercedes Rd
W Ruben M Torres Sr Blvd & Wild Horse Valley Dr
W Ruben M Torres Sr Blvd & La Feria Rd
McAllen Rd & W Ruben M Torres Sr Blvd
McAllen Rd & Gilson Rd
McAllen Rd & Benevidas Elementary School
McAllen Rd & Morrison Rd
Morrison Rd & McAllen Rd
S Frontage Rd & Morrison Rd
S Frontage Rd & Sam's Club
S Frontage Rd & Alton Gloor Blvd
Walmart @ W Alton Gloor Blvd
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-88 | Route 5 – Weekday Inbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-89 | Route 5 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-72
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-90 | Route 5 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-73
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-74 Walmart @ W Alton Gloor Blvd
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
N Frontage Rd & E Tandy Rd
N Frontage Rd & Sybil Dr
N Frontage Rd & Fleamarket
N Frontage Rd & Old Alice Rd
N Frontage Rd & Driscoll Children's
Boardings
N Frontage Rd & Valley Regional (Closed)
N Frontage Rd & Doctors Hospital
N Frontage Rd & Avenida del Sol
N Frontage Rd & Morrison Rd
McAllen Rd & Sweet Rose Ct
McAllen Rd & Cream Rose Ct
McAllen Rd & Red Rose St
McAllen Rd & Benevidas Elementary School
McAllen Rd & Gilson Rd
McAllen Rd & Sugar Grove Ln
McAllen Rd & Honeybee Ln
W Ruben M Torres Sr Blvd & La Feria Rd
W Ruben M Torres Sr Blvd & Railroad
W Ruben M Torres Sr Blvd & Private Drive
W Ruben M Torres Sr Blvd & Paseo Reforma
W Ruben M Torres Sr Blvd & Lois Ln
W Ruben M Torres Sr Blvd & Laredo Rd
W Ruben M Torres Sr Blvd & El Mar St
Military Hwy & W Ruben M Torres Sr Blvd
Military Hwy & Jo Ann Ln
Old Military Hwy & Avenida Del Palacio
W Elizabeth St & W 14th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-91 | Route 5 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-75 La Plaza
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Elizabeth St & E 10th St
E Elizabeth St & E 8th St
E Elizabeth St & E 4th St
E Elizabeth St & E 2nd St
Boardings
W Elizabeth St & W 6th St
W Elizabeth St & W 14th St
Old Military Hwy & Avenida Del Palacio
Military Hwy & Nell Palmer
Military Hwy & W Ruben M Torres Sr Blvd
W Ruben M Torres Sr Blvd & Laredo Rd
W Ruben M Torres Sr Blvd & Silver Oak Rd
W Ruben M Torres Sr Blvd & Lois Ln
W Ruben M Torres Sr Blvd & Mercedes Rd
W Ruben M Torres Sr Blvd & Wild Horse Valley Dr
W Ruben M Torres Sr Blvd & La Feria Rd
McAllen Rd & W Ruben M Torres Sr Blvd
McAllen Rd & Gilson Rd
McAllen Rd & Benevidas Elementary School
McAllen Rd & Morrison Rd
Morrison Rd & McAllen Rd
S Frontage Rd & Morrison Rd
S Frontage Rd & Sam's Club
S Frontage Rd & Alton Gloor Blvd
Walmart @ W Alton Gloor Blvd
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-92 | Route 5 – Saturday Inbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 5 ridership is highest during typical commute times in the morning and evening. Both the inbound and the outbound direction show the patterns of typical commute patterns (Figure A-93 and Figure A-94). Outbound trips have significantly higher boardings than inbound trips, with three trips having over 25 boardings per trip. Also, inbound trips have loads higher than the total number of boardings per trip, signaling that riders are boarding on the outbound trips and staying on during the inbound trip. The highest ridership trip is the 7:35 AM outbound trip with 49 boardings, well over the 32 passenger seating capacity of the 35’ buses on Route 5. On Saturdays, Route 5 ridership is highest during the midday period in the outbound direction (Figure A-95 and Figure A-96). During this period, four trips have 40 or more boardings, with the highest ridership trip being at 10:30 AM with 62 boardings. This pattern with the maximum load per trip is similar to weekday ridership by trip, where some riders are boarding on the outbound trip and staying on for the inbound trip. This is even more pronounced due to the 77 Flea Market being on just the outbound trip.
Nelson\Nygaard Consulting Associates, Inc. | A-76
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-93 | Route 5 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-94 | Route 5 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-77
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-95 | Route 5 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
9:00 PM
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-96 | Route 5 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-78
9:00 PM
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 5 is the 6th most productive Brownsville Metro bus route (Figure A-97). The route carries 25.2 passengers per hour on weekdays, exceeding the system average by 0.4% (Figure A-98). Route 5 carries 28.8 passengers per hour on Saturdays, exceeding the system average by 44% (Figure A-99). Service productivity is much higher on Saturday due to the increased ridership because of the 77 Flea Market. Figure A-97 | Route 5 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
347
13.8
25.2
25.1
6 of 13
Saturday
396
13.8
28.8
20.0
3 of 13
Source: Brownsville Metro, 2016
Figure A-98 | Route 5 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-79
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Figure A-99 | Route 5 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 19% of Route 5 time points were served “on-time” during the survey period (Figure A-100). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by late departures, with 79% of time points served late. On Saturdays, approximately 44% of Route 5 time points were served “on-time” during the survey period. Weekend on-time performance was affected by both late and early departures. Figure A-100 | Route 5 – On-Time Performance WEEKDAY On-Time
SATURDAY
SUNDAY
19%
44%
—%
Early
2%
26%
—%
Late
79%
30%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-80
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 5 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Either Operate Along the Same Alignment as Route 1, or Completely Separate the Two Alignments. Route 1 and Route 5 operate along similar, and in some places overlapping alignments from La Plaza to Ruben Torres Boulevard. However, the routes are not consistently staggered in a way that would result in predictable high-frequency service in the corridor. In fact, Route 5 operates as a limited-stop service in this corridor. This inconsistency of alignment and schedules likely creates confusing options for some riders and potential riders. A better approach would be to either operate both routes along the same alignment and with the same frequency (although off-set by 30 minutes), or to operate just one of the two routes in the corridor with a higher frequency. The second route could then be redesigned to serve a different corridor or to serve as a feeder route requiring a transfer.
Shift Service from Ruben Torres Boulevard to Alton Gloor Boulevard. Route 5 generates very little ridership along Ruben Torres Boulevard, in large part due to the low population and employment density along the corridor. Future development is limited along this segment due to the presence of the meandering canal. Ridership may increase if Route 5 is instead extended north along the Alton Gloor Boulevard corridor, which has substantially more population, as well as two middle schools. The route could terminate at the Walmart on Alton Gloor.
Shift Service from Ruben Torres Boulevard to Los Ebanos Boulevard. An alternate alignment to Ruben Torres or Alton Gloor Boulevard is to use Route 5 to provide cross-town service along Los Ebanos Boulevard and Price Road to Walmart on Port Isabel. These corridors have a relatively high concentration of potential trip generators including apartment complexes, retail centers, government services, and middle/high schools. If Route 1 and 5 ran along the same alignment south of Boca Chica, but then served different final destinations, they could contribute to higher service frequency between Boca Chica and downtown, while also expanding coverage to new corridors that would likely support transit service.
Shift Service from McAllen Road and the Walmart on Alton Gloor Boulevard to the Northside Transfer Center. Another alternate alignment is to extend Route 5 east on Ruben Torres Boulevard to the Northside Transfer Center. This alignment would create a 60-minute cycle time, which would allow for clock-face schedules and provide access to the H-E-B plus! located directly across Ruben Torres Boulevard from Northside Transfer Center. Riders could also directly connect to routes serving other major destinations including Sunrise Mall and Walmart on Alton Gloor Boulevard.
Clock-face Schedules. Service along Route 5 is currently provided at various frequencies from 60 to 80 minutes on weekdays and 30 to 80 minutes on Saturday. More consistent service frequencies, preferably hourly or better, would make Route 5 more convenient for passengers and prospective riders.
Sunday Service. During Saturday service, the 77 Flea Market becomes the highest ridership stop on Route 5, besides La Plaza. The service currently operates the extended service to 77 Flea Market on Fridays and Saturdays, but the flea market is open on Saturdays and Sundays. Therefore, Route 5 should not serve the extension on Fridays but potentially operate Sunday service to the flea market.
Nelson\Nygaard Consulting Associates, Inc. | A-81
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 5 EVALUATION Brownsville Metro
Adjust Schedule for Peak Periods. Route 5 currently operates hourly or longer service all day, but there are signs of higher demand during the morning and afternoon peak periods on weekdays and during midday service on Saturday. Operating the route every 30 minutes during commute times and hourly at all other times would better match the existing demand for service.
Nelson\Nygaard Consulting Associates, Inc. | A-82
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
ROUTE 6 Southmost SERVICE DESIGN Route 6 is a Brownsville Metro route that operates between La Plaza and the Aiken Elementary School in the Southmost neighborhood. The route travels primarily along International Boulevard, Southmost Boulevard, La Posada Drive, and Hortencia Boulevard (Figure A-102). Route 6 provides service to Porter Early College High School, the Brownsville Community Health Center, the Brownsville Public Library Southmost Branch, and ten elementary or middle schools. Customers can transfer between Route 6 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 6 has multiple service patterns for weekday and Saturday service (Figure A-101). The primary alignment (6) runs in a clockwise loop from La Plaza to Aiken Elementary School and back. Departing outbound from La Plaza, Route 6 turns right onto East Jefferson Street and then turns left onto International Boulevard. The route then turns right onto Southmost Boulevard and continues until reaching Aiken Elementary School. Returning inbound from Aiken Elementary School, Route 6 turns right from Southmost Boulevard onto Monsees Road. The route then turns right onto Alameda Drive, left onto Miramar Drive, left onto La Plaza Drive, and right onto La Posada Drive. After following La Posada Drive through a right and left turn, Route 6 turns left onto Esperanza Road and then turns right onto Calle Milpa Verde. The route then turns right on Tulipan Street, left on East Avenue, and right onto East 30th Street. Route 6 turns left onto Hortencia Boulevard to Roosevelt Street and then turns left. The route then turns right onto Lemon Street, right onto Lincoln Street, left onto East 24th Street, and right onto East Polk Street. The route then turns left onto International Boulevard to East Jefferson Street to return to La Plaza. Route 6 has one unique inbound service pattern that operates every other trip. The trips that leave La Plaza on the hour has the following service pattern:
Via Impala Drive (6A). This alternative alignment (6A) provides inbound service along Impala Drive. The 6A alignment follows the primary alignment until it diverges by continuing on Calle Milpa Verde to Impala Drive. The route turns left onto Impala Drive and continues as the road veers right. 6A continues on Impala Drive until turning right onto East 30th Street. The route then continues on East 30th Street to East Avenue to return to the primary Route 6 inbound alignment.
Nelson\Nygaard Consulting Associates, Inc. | A-83
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-101 | Route 6 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND 6
Aiken Elementary School
La Plaza
—
INBOUND
WKD
SAT
SUN
24
24
—
24
24
—
24
24
—
6
Aiken Elementary School
La Plaza
—
12
12
—
6A
Aiken Elementary School
La Plaza
Via Impala Drive
12
12
—
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-84
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-102 | Route 6 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-85
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 6 operates service Monday-Saturday (Figure A-103). On weekdays and Saturday, the route runs every 30 minutes from 6:20 a.m. to 6:25 p.m. Figure A-103 | Route 6 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:20 a.m. to 6:25 p.m.
30
24/24
Saturday
6:20 a.m. to 6:25 p.m.
30
24/24
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 6 ranks 3 of the 13 routes in the study area in terms of weekday ridership and 11 of 13 in terms of ridership per trip (Figure A-104). On average, the route carries 559 passengers, or 11.6 passengers per trip, on Monday-Friday (Figure A-105 and Figure A-106). On Saturdays, Route 6 carries 395 passengers, or 8.2 passengers per trip (Figure A-107 and Figure A-108). Route 6 uses two buses to serve the route every 3o minutes. While Route 6 has the third highest total ridership, the higher number of trips by having 30 minute service, results in lower performance in ridership per trip, as compared to the rest of the system. Figure A-104 | Route 6 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
559
48
11.6
11.8
11 of 13
Saturday
395
48
8.2
9.5
9 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-86
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-105 | Route 6 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-106 | Route 6 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-87
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-107 | Route 6 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-108 | Route 6 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-88
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 6 are located near Porter Early College High School at International Boulevard & Southmost Boulevard and two stops near East 30th Street, Southmost Boulevard & East 30th Street and Hortencia Boulevard & East 30th Street (Figure A-109). The ridership at these two locations is between 60 and 70 boardings and alightings per weekday. Other stops with more than 20 boardings and alightings per weekday include: two stops near Southmost Boulevard & Aiken Elementary School/Besteiro Middle School and also the stop at Southmost Boulevard & Esperanza Boulevard. These stops serve residential areas, small retail areas, and a few primary education facilities. All other stops serve fewer than 20 boardings and alightings (Figure A-110-Figure A-113). Weekend ridership patterns are similar to weekday patterns, but with significantly lower volumes (Figure A-114 to Figure A-117). Ridership volumes are significantly lower at stops near both Porter Early College High School and the stops near Aiken Elementary School/Besteiro Middle School. With schools closed on weekends, ridership near them often declines disproportionately on weekends. Figure A-109 | Route 6 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
International Blvd & Southmost Blvd
70
Porter Early College High School Local Retail and Residences
Southmost Blvd & E 30th St
37
H-E-B Local Retail and Residences
Southmost Blvd & E 26th St
24
Local Retail and Residences
Southmost Blvd & Esperanza Blvd
23
Morningside Park Local Retail and Residences
Southmost Blvd & Bruce Aiken Elementary School
22
Aiken Elementary School
*Weekday outbound ridership (boardings and alightings) for Route 6 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-89
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro Figure A-110 | Route 6 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-90
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro Figure A-111 | Route 6 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-91
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-92 Southmost Blvd & Bruce Aiken Elementary School
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Southmost Blvd & Besteiro Middle School
Southmost Blvd & Maverick Rd
5824 Southmost Blvd
Southmost Blvd & Isbell Dr
Boardings
Southmost Blvd & Private Drive
Southmost Blvd & Cottage Dr
Southmost Blvd & Palma Tejana Dr
Southmost Blvd & Villa Bonita St
Southmost Blvd & Esperanza Rd
Southmost Blvd & Palmera Dr
Southmost Blvd & Monclova Dr
Southmost Blvd & Palma Blanca Dr
Southmost Blvd & Linda Ln
Southmost Blvd & La Villita St
Southmost Blvd & E 30th St
Southmost Blvd & E 26th St
Southmost Blvd & E 24th St
Southmost Blvd & E 19th St
International Blvd & Southmost Blvd
International Blvd & Dan St
International Blvd & Arthur St
International Blvd & Lincolon St
International Blvd & E Polk St
International Blvd & E Van Buren St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-112 | Route 6 – Weekday Outbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-113 | Route 6 – Weekday Inbound Ridership by Stop Chart
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-93
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro Figure A-114 | Route 6 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-94
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro Figure A-115 | Route 6 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-95
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-96 Southmost Blvd & Bruce Aiken Elementary School
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Southmost Blvd & Besteiro Middle School
Southmost Blvd & Maverick Rd
5824 Southmost Blvd
Southmost Blvd & Isbell Dr
Boardings
Southmost Blvd & Private Drive
Southmost Blvd & Cottage Dr
Southmost Blvd & Palma Tejana Dr
Southmost Blvd & Villa Bonita St
Southmost Blvd & Esperanza Rd
Southmost Blvd & Palmera Dr
Southmost Blvd & Monclova Dr
Southmost Blvd & Palma Blanca Dr
Southmost Blvd & Linda Ln
Southmost Blvd & La Villita St
Southmost Blvd & E 30th St
Southmost Blvd & E 26th St
Southmost Blvd & E 24th St
Southmost Blvd & E 19th St
International Blvd & Southmost Blvd
International Blvd & Dan St
International Blvd & Arthur St
International Blvd & Lincolon St
International Blvd & E Polk St
International Blvd & E Van Buren St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-116 | Route 6 – Saturday Outbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro Figure A-117 | Route 6 – Saturday Inbound Ridership by Stop Chart
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-97
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 6 ridership is highest during typical morning and afternoon commutes in the outbound direction (Figure A-118 and Figure A-119). During these periods, trips are at or above 15 boardings with the highest trip reaching over 30 boardings. However, the highest outbound trip is outside these periods at 1:00 PM with 34 boardings. Inbound ridership is fairly consistent across the service span with most trips below 10 boardings and the highest ridership trip at 7:25 AM with 21 boardings. On most inbound trips, maximum loads are higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This is common near the end of the outbound section of a route, but may be happening at any point on the outbound trip due to Route 6 being one large loop. Additionally, the first trips of the day had some of the highest boardings in both directions and may indicate a demand for earlier service. Note: Since the first two trips of the day start at Southmost Boulevard & Esperanza Road and not at La Plaza, no ridership information was collected for these trips. On Saturdays, Route 6 ridership is highest during the mid-morning, mid-afternoon, and the last trip in the outbound direction (Figure A-120 and Figure A-121). During these periods, boardings are at or above 15 boardings per trip with the highest trip reaching 22 boardings. Inbound ridership is fairly consistent across the service span with most trips below 10 boardings and the highest ridership trip at 8:55 AM with 15 boardings. Similar to weekday ridership, some Saturday inbound trips have maximum loads higher than the total number of boardings during the trip. The last Saturday outbound trip had the third highest number of boardings, which may indicate demand for later service on Saturdays.
Nelson\Nygaard Consulting Associates, Inc. | A-98
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-118 | Route 6 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-119 | Route 6 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-99
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-120 | Route 6 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-121 | Route 6 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-100
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 6 is the 8th most productive Brownsville Metro bus route (Figure A-122). The route carries 24.1 passengers per hour on weekdays, 4% less than the system average (Figure A-123). Route 6 carries 17.1 passengers per hour on Saturdays, 15% less than the system average (Figure A-124). As stated earlier, Route 6 uses two buses to serve the route every 3o minutes. While Route 6 has the third highest total ridership, the two buses increases the service hours of the route and results in lower performance in ridership per hour, as compared to the rest of the system. Figure A-122 | Route 6 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
559
23.2
24.1
25.1
8 of 13
Saturday
395
23.2
17.1
20.0
9 of 13
Source: Brownsville Metro, 2016
Figure A-123 | Route 6 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-101
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
Figure A-124 | Route 6 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 79% of Route 6 time points were served “on-time” during the survey period (Figure A-125). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 18% of time points served early and 3% served late. On Saturdays, approximately 70% of Route 6 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures with 28% of time points served early and 2% served late. Figure A-125 | Route 6 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
79%
70%
—%
Early
18%
28%
—%
Late
3%
2%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-102
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 6 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 6 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Split Northern and Southern Halves of Route 6 into Separate Routes. Route 6 and Route 8 both currently operate as one-way loops along similar alignments, but in opposite directions, in order to provide bi-directional service to the neighborhoods and destinations that they serve. While this approach is functional, it is somewhat confusing to prospective riders. A simpler approach would be to brand all service along Southmost Boulevard as Route as Route 6 and all service along Hortencia Boulevard, 30 th Street, La Posada Drive, etc. as Route 8 (or vice-versa). Route 6 buses arriving at the outer end of the route could either turn around and return along the same alignment, or change destination signs to Route 8 and continue along the inbound Route 8 alignment.
Serve Schools Along Dakota Avenue. Route 6 currently ends near Besteiro Middle School and Aiken Elementary School, and these are among the highest-ridership stops on the route. However, middle schools and elementary schools typically don’t generate as much transit ridership as high schools, so the high ridership at these stops is likely due more to transfers from Route 30 than ridership associated with the schools. If Route 6 is split from Route 8, it could be restructured to end at Lopez High School instead of Aiken Elementary School. From Southmost Boulevard, the route could continue east on Dockberry Road, south on Dakota Avenue (to serve IDEA and Lopez High School), and then back west on Maverick Road to form a terminal loop. Aiken Elementary could still be served by Route 8. An alternative approach would be to extend Route 6 from the north and Route 8 from the south to Dakota Avenue and have both routes change destination signs at Lopez High School for their return trips to La Plaza. This would allow bidirectional service along Dakota Avenue similar to today’s bi-directional service along the end of Southmost Boulevard.
Eliminate Impala Drive Variant (6A). The high ridership stops along the Impala Drive variant are located within an eighth of a mile of stops on the main alignment. Eliminating the variant is easier for operations and reduces confusion for passengers.
Expanded Service Hours. High ridership at the beginning and end of weekday service may indicate demand for earlier and later service on Route 8.
Adjust Weekday Schedule for Peak Periods. Route 6 currently operates 30-minute service all day. Mid-day ridership fluctuates every other trip, which is likely a reflection of passengers transferring to Route 6 from other routes that run hourly. Given this midday drop in demand on every other trip, the Route 6 schedule could be adjusted to operate 30-minute service during commute times, but hourly in the mid-day. The resulting savings in resources could be reinvested in other routes, including Route 8, which could allow for 30-minute peak period service on that route as well.
Reduce Service Frequency on Saturdays and Off-Peak on Weekdays. With many trips having maximum loads less than half the capacity of the buses during weekday off-peak commute trips and on Saturday suggests that service could be cut to hourly service. This would help save resources that could be used for other routes.
Nelson\Nygaard Consulting Associates, Inc. | A-103
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
ROUTE 7 Billy Mitchell SERVICE DESIGN Route 7 is a Brownsville Metro route that operates between La Plaza and the Brownsville Metro Garage (B Metro Garage). The route travels primarily along East 13th Street, Boca Chica Boulevard, Iowa Avenue, Central Avenue, and East 14th Street (Figure A-127). Route 7 provides service to Porter Early College High School, 4 Corners retail area (Boca Chica Boulevard and East 14th Street), several apartments near Boca Chica Boulevard and Billy Mitchell Boulevard, and the Mary P. Lucio Women, Infant and Children (WIC) Clinic. Customers can transfer between Route 7 and other services at several locations, including La Plaza and the B Metro Garage.
ALIGNMENT/SERVICE PATTERNS Route 7 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 7 turns right onto East 13th Street to Roosevelt Street. The route then turns right onto Roosevelt Street, left onto East 14th Street, and then right onto Southmost Boulevard. Route 7 turns left onto International Boulevard and continues onto East 14 th Street before turning right onto Boca Chica Boulevard. The route then forks right onto Billy Mitchell Boulevard, turns right onto South Central Avenue, left onto Morningside Road, and then left on Jose Colunga Jr Street to end the outbound trip at the B Metro Garage. Returning inbound from the B Metro Garage, Route 7 continues north on Jose Colunga Jr Street past Billy Mitchell Boulevard onto South Iowa Street. The route continues onto North Iowa Street past Boca Chica Boulevard before turning left onto McKenzie Road. Route 7 then turns left onto North Central Ave and then turns right onto Boca Chica Boulevard. The route returns on the same alignment until reaching East 14th Street, where the route returns to La Plaza via East 14th Street instead of East 13th Street, due to one-way street alignments. Figure A-126 | Route 7 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
La Plaza
B Metro Garage
INBOUND A
B Metro Garage
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-104
WKD
SAT
SUN
13
13
—
13
13
—
13
13
—
13
13
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-127 | Route 7 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-105
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 7 operates service Monday-Saturday (Figure A-128). On weekdays and Saturday, the route runs every 60 minutes from 6:00 a.m. to 6:55 p.m. Figure A-128 | Route 7 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:00 a.m. to 6:55 p.m.
60
13/13
Saturday
6:00 a.m. to 6:55 p.m.
60
13/13
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 7 ranks 7 of the 13 routes in the study area in terms of weekday ridership and 6 of 13 in terms of ridership per trip (Figure A-129). On average, the route carries 378 passengers, or 14.5 passengers per trip, on Monday-Friday (Figure A-130 and Figure A-131). On Saturdays, Route 7 carries 292 passengers, or 11.2 passengers per trip (Figure A-132 and Figure A-133). Figure A-129 | Route 7 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
378
26
14.5
11.8
6 of 13
Saturday
292
26
11.2
9.5
7 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-106
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-130 | Route 7 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-131 | Route 7 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-107
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-132 | Route 7 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-133 | Route 7 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-108
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 7 are located near Porter Early College High School, B Metro Garage, and 4 Corners (Figure A-134). These three areas have ridership of over 30 boardings and alightings. The two stops near Porter Early College High School have 52 boardings and alightings per weekday, the B Metro Garage has 47 boardings and alightings, and the two 4 Corners stops have 35 boardings and alightings per weekday. Other stops with more than 15 boardings and alightings per weekday include: Boca Chica Boulevard & North Central Avenue, South Central Avenue & Morningside Road, and Morningside Road & Jose Colunga Jr Street. These stops serve mostly residential areas. All other stops serve fewer than 15 boardings and alightings (Figure A-135 to Figure A-138). Weekend ridership patterns are similar to weekday patterns, but with slightly lower volumes (Figure A-139 to Figure A-142). Ridership volumes are significantly lower near both Porter Early College High School. With schools closed on weekends, ridership near them often declines disproportionately on weekends. Figure A-134 | Route 7 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
B Metro Garage
47
Mary P Lucio WIC Clinic Brownsville South Padre Island International Airport
International Blvd & Porter Early College High School
44
Porter Early College High School Frontera Plaza
E 14th St & Boca Chica Blvd
19
4 Corners Retail
S Central Ave & Morningside Rd
16
Local Residences
Morningside Rd & Jose Colunga Jr St
16
Local Apartment Residences
*Weekday outbound ridership (boardings and alightings) for Route 7 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-109
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro Figure A-135 | Route 7 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-110
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro Figure A-136 | Route 7 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-111
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-112 B Metro Garage
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Morningside Rd & Jose Colunga Jr St
1020 Morningside Rd
Morningside Rd & Morningside Elementary School
Boardings
S Central Ave & Morningside Rd
S Central Ave & Waco Rd
S Central Ave & Acacia Lake Dr
Billy Mitchell Blvd & S Clubhouse Rd
Billy Mitchell Blvd & Conquistador Apartments
Billy Mitchell Blvd & Boca Chica Blvd
Boca Chica Blvd & Acacia Lake Dr
Boca Chica Blvd & Estero Dr
Boca Chica Blvd & ABC Medical Plaza
Boca Chica Blvd & Reina Esther Dr
E 14th St & Boca Chica Blvd
International Blvd & E 14th St
International Blvd & Gladys-Porter High School
Southmost Blvd & International Blvd
E 14th St & Taft St
E 13th St & Roosevelt St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-137 | Route 7 – Weekday Outbound Ridership by Stop Chart 400
Load
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-113 La Plaza
E 12th St & E Madison St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 14th St & E Van Buren St
E 14th St & E Polk St
E 14th St & Lincoln St
E 14th St & Hayes St
E 14th St & Arthur St
Boardings
E 14th St & McKinley St
E 14th St & Taft St
Southmost Blvd & E 17th St
Southmost Blvd & International Blvd
International Blvd & Magnetek Dr
400
International Blvd & Gladys-Porter High School
International Blvd & E 14th St
E 14th St & Boca Chica Blvd
Boca Chica Blvd & Estero Dr
Boca Chica Blvd & Owens Rd
Boca Chica Blvd & Acacia Lake Dr
Boca Chica Blvd & E Cowan Terrace
Boca Chica Blvd & N Central Ave
N Central Ave & New Mexico Way
N Central Ave & Central Cir
N Central Ave & Burnett Rd
Mc Kenzie Rd & John Ave
Mc Kenzie Rd & Clarissa Dr
N Iowa Ave & Mc Kenzie Rd
N Iowa Ave & N Bernal Dr
N Iowa Ave & El Valle Dr
N Iowa Ave & Angel Dr
144 N Iowa Ave
S Iowa Ave & Boca Chica Blvd
S Iowa Ave & Kee St
S Iowa Ave & Les Mauldin Rd
B Metro Garage
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-138 | Route 7 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro Figure A-139 | Route 7 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-114
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro Figure A-140 | Route 7 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-115
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-116 B Metro Garage
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Morningside Rd & Jose Colunga Jr St
1020 Morningside Rd
Morningside Rd & Morningside Elementary School
Boardings
S Central Ave & Morningside Rd
S Central Ave & Waco Rd
S Central Ave & Acacia Lake Dr
Billy Mitchell Blvd & S Clubhouse Rd
Billy Mitchell Blvd & Conquistador Apartments
Billy Mitchell Blvd & Boca Chica Blvd
Boca Chica Blvd & Acacia Lake Dr
Boca Chica Blvd & Estero Dr
Boca Chica Blvd & ABC Medical Plaza
Boca Chica Blvd & Reina Esther Dr
E 14th St & Boca Chica Blvd
International Blvd & E 14th St
International Blvd & Gladys-Porter High School
Southmost Blvd & International Blvd
E 14th St & Taft St
E 13th St & Roosevelt St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-141 | Route 7 – Saturday Outbound Ridership by Stop Chart 400
Load
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-117 La Plaza
E 12th St & E Madison St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 14th St & E Van Buren St
E 14th St & E Polk St
E 14th St & Lincoln St
E 14th St & Hayes St
E 14th St & Arthur St
Boardings
E 14th St & McKinley St
E 14th St & Taft St
Southmost Blvd & E 17th St
Southmost Blvd & International Blvd
International Blvd & Magnetek Dr
400
International Blvd & Gladys-Porter High School
International Blvd & E 14th St
E 14th St & Boca Chica Blvd
Boca Chica Blvd & Estero Dr
Boca Chica Blvd & Owens Rd
Boca Chica Blvd & Acacia Lake Dr
Boca Chica Blvd & E Cowan Terrace
Boca Chica Blvd & N Central Ave
N Central Ave & New Mexico Way
N Central Ave & Central Cir
N Central Ave & Burnett Rd
Mc Kenzie Rd & John Ave
Mc Kenzie Rd & Clarissa Dr
N Iowa Ave & Mc Kenzie Rd
N Iowa Ave & N Bernal Dr
N Iowa Ave & El Valle Dr
N Iowa Ave & Angel Dr
144 N Iowa Ave
S Iowa Ave & Boca Chica Blvd
S Iowa Ave & Kee St
S Iowa Ave & Les Mauldin Rd
B Metro Garage
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-142 | Route 7 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 7 ridership is highest during the morning in the outbound direction (Figure A-143 and Figure A-144). During this period, ridership by trip is between 30 to 50 boardings. The highest number of boardings occurs on the 8:00 AM trip with 51 boardings. Most inbound trips have less than 10 boardings per trip, with the highest trip only reaching 14 boardings at 10:27 AM. On most inbound trips, maximum loads are higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This usually occurs near the end of the outbound section of the route. Additionally, only the 8:00 AM outbound trip has a maximum load that is above the 32 passenger seating capacity of the 35’ buses used on Route 7. On Saturdays, Route 7 ridership is highest during the morning and afternoon in the outbound direction (Figure A-145 and Figure A-146). During these periods, ridership per trip is just over 20 boardings per trip. Only two trips in the inbound direction have more than 10 boardings, with many trips having 5 or fewer boardings. Similar to weekday ridership, some Saturday inbound trips have maximum loads higher than the total number of boardings during the trip.
Nelson\Nygaard Consulting Associates, Inc. | A-118
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-143 | Route 7 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-144 | Route 7 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-119
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-145 | Route 7 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-146 | Route 7 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-120
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 7 is tied for the 4th most productive Brownsville Metro bus route (Figure A-147). The route carries 29.3 passengers per hour on weekdays, exceeding the system average by 17% (Figure A-148). Route 7 carries 22.6 passengers per hour on Saturdays, exceeding the system average by 13% (Figure A-149). Figure A-147 | Route 7 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
378
12.9
29.3
25.1
4 of 13
Saturday
292
12.9
22.6
20.0
6 of 13
Source: Brownsville Metro, 2016
Figure A-148 | Route 7 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-121
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
Figure A-149 | Route 7 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 61% of Route 7 time points were served “on-time” during the survey period (Figure A-150). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 33% of time points served early and 6% of time points served late. On Saturdays, approximately 63% of Route 7 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures with 35% of time points served early. Figure A-150 | Route 7 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
61%
63%
—%
Early
33%
35%
—%
Late
6%
2%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-122
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 7 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 7 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Directly Serve Airport. Instead of requiring passengers to transfer to Route 30 to directly access Brownsville South Padre Island International Airport, Route 7 could be extended further east to serve the terminal building.
Restructure Terminal Loop to Reduce One-Way Service. Route 7 ends with a large one-way loop that extends from Morningside Road on its southern end, to McKenzie Road on the north. Ridership along this loop is primarily concentrated at three stops: Boca Chica Boulevard & North Central Avenue, South Central Avenue & Morningside Road, and the stop across from the B-Metro Garage. Route 7 could be restructured to serve these three stops, as well as the airport terminal, if outbound buses continue east along Boca Chica Boulevard to Central Avenue, turn right on South Central Avenue, left on Morningside Road, left on Iowa Avenue, and right on Billy Mitchell Boulevard. Buses could then turn around at the airport terminal and return along the same alignment to provide bi-directional service along the entire route. Stops north of Billy Mitchell Boulevard are generally not well used and could be considered for elimination, or could potentially be served by a restructured Route 9.
Improve Access to Retail Destinations. Route 7 serves several areas of highpopulation density, but relatively few retail destinations. To improve the balance of origins and destinations, Route 7 could be restructured to operate further west on Boca Chica Boulevard. If service is shifted from International Boulevard, north of Southmost Boulevard, to McDavitt Boulevard, the route would come within walking distance of Walmart on Old Port Isabel Road and Dollar Tree of Boca Chica Boulevard. These additional destinations could have a significant impact on ridership.
Nelson\Nygaard Consulting Associates, Inc. | A-123
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
ROUTE 8 Lemon SERVICE DESIGN Route 8 is a Brownsville Metro route that operates between La Plaza and the Aiken Elementary School in the Southmost neighborhood. The route travels primarily along East 24 th Street, Hortencia Boulevard, La Posada Drive, Southmost Boulevard, and International Boulevard (Figure A-152). Route 8 provides service to the Brownsville Community Health Center, the Brownsville Public Library Southmost Branch, Porter Early College High School, and ten elementary or middle schools. Customers can transfer between Route 8 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 8 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 8 travels east on East Jefferson Street to International Boulevard. The route turns right onto International Boulevard and then turns right onto East Jackson Street. Route 8 then turns left on East 24th Street and continues as the street changes to East 22nd Street and then Cleveland Street. On Cleveland Street, the route then turns right onto Hortencia Boulevard until reaching East 30th Street and then turns right. Route 8 then turns left onto East Avenue, right onto Tulipan Street, and then left onto Manzano Street. Past the Brownsville Public Library, the route turns right onto Esperanza Road, left onto La Posada Drive, right onto La Plaza Drive, and then left on Monsees Road. Route 8 then turns left onto Southmost Boulevard to Bruce Aiken Elementary School to finish the outbound trip. Returning inbound from the Aiken Elementary School, Route 8 continues on Southmost Boulevard until International Boulevard. The route turns left on International Boulevard and then turns right onto East Jefferson Street to return to La Plaza. Figure A-151 | Route 8 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
Aiken Elementary School
La Plaza
INBOUND A
Aiken Elementary School
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-124
WKD
SAT
SUN
12
12
—
12
12
—
13
13
—
13
13
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-152 | Route 8 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-125
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 8 operates service Monday-Saturday (Figure A-153). On weekdays and Saturday, the route runs every 60 minutes from 6:25 a.m. to 6:55 p.m. Figure A-153 | Route 8 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:25 a.m. to 6:55 p.m.
60
12/13
Saturday
6:25 a.m. to 6:55 p.m.
60
12/13
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 8 ranks 10 of the 13 routes in the study area in terms of weekday ridership and 10 of 13 in terms of ridership per trip (Figure A-154). On average, the route carries 313 passengers, or 12.5 passengers per trip, on Monday-Friday (Figure A-155 and Figure A-156). On Saturdays, Route 8 carries 196 passengers, or 7.8 passengers per trip (Figure A-157 and Figure A-158). Figure A-154 | Route 8 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
313
25
12.5
11.8
10 of 13
Saturday
196
25
7.8
9.5
10 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-126
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-155 | Route 8 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-156 | Route 8 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-127
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-157 | Route 8 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-158 | Route 8 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-128
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 8 are located near Porter Early College High School at International Boulevard & Southmost Boulevard and at Bruce Aiken Elementary School (Figure A-159). The ridership at these two locations is 43 and 28 boardings and alightings per weekday, respectively. Other stops with more than 15 boardings and alightings per weekday include: Southmost Boulevard & East 25th Street and Southmost Boulevard & Morningside Road. These stops serve Del Castillo Elementary School and local retail and residences. All other stops serve fewer than 15 boardings and alightings (Figure A-160 to Figure A-163). Weekend ridership patterns are similar to weekday patterns, but with significantly lower volumes (Figure A-164 to Figure A-167). Ridership volumes are significantly lower at stops near both Porter Early College High School and the stops near Aiken Elementary School/Besteiro Middle School. With schools closed on weekends, ridership near them often declines disproportionately on weekends. Figure A-159 | Route 8 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Southmost Blvd & Bruce Aiken Elementary School
28
Bruce Aiken Elementary School Besteiro Middle School
Manzano St & Gloria St
13
Brownsville Public Library – Southmost Branch Local Retail and Residences
E Jackson St & E 19th St
13
Texas Southmost College Local Residences
Cleveland St & Tangelo St
12
Faulk Middle School Brownsville Community Health Center Local Residences
Hortencia Blvd & Morton St
11
Faulk Middle School Canales Elementary School Local Retail and Residences
*Weekday outbound ridership (boardings and alightings) for Route 8 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-129
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro Figure A-160 | Route 8 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-130
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro Figure A-161 | Route 8 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-131
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-132 Southmost Blvd & Bruce Aiken Elementary School
La Plaza Dr & Taxco Dr
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
La Plaza Dr & Del Prado Dr
La Posada Dr & La Plaza Dr
La Posada Dr & Siesta Dr
La Posada Dr & Sahara Dr
La Posada Dr & Headstart Center
La Posada Dr & Fiesta Dr
Boardings
La Posada Dr & Ramada Dr
Manazno St & Esperanza Rd
Manazno St & St James Dr
Manazno St & Gloria St
Tulipan St & Gardenia St
Tulipan St & Daisy Dr
Tulipan St & East Ave
East Ave & Naranjo St
East Ave & E 32nd St
E 30th St & Jessica St
E 30th St & Tampico St
E 30th St & Dana St
Hortencia Blvd & E 30th St
Hortencia Blvd & E 27th St
Hortencia Blvd & E 25th St
Hortencia Blvd & E 23th St
Hortencia Blvd & E 22nd St
Hortencia Blvd & E 20th St
Hortencia Blvd & Dan St
Hortencia Blvd & Taft St
Hortencia Blvd & Morton St
Cleveland St & E 20th St
Cleveland St & Tangelo St
E 24th St & E Ringgold St
E 24th St & E Polk St
E 24th St & E Van Buren St
E Jackson St & E 24th St
E Jackson St & E 21th St
E Jackson St & E 19th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-162 | Route 8 – Weekday Outbound Ridership by Stop Chart 400
Load
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-133 La Plaza
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
International Blvd & E Van Buren St
International Blvd & E Polk St
International Blvd & Lincolon St
International Blvd & Arthur St
Boardings
International Blvd & Roosevelt St
International Blvd & Southmost Blvd
Southmost Blvd & E 20th St
Southmost Blvd & E 22nd St
Southmost Blvd & E 25th St
Southmost Blvd & E 28th St
Southmost Blvd & E 30th St
Southmost Blvd & Tulipan St
Southmost Blvd & Morningside Rd
Southmost Blvd & Linda Ln
Southmost Blvd & Palma Blanca Dr
Southmost Blvd & Calle Chiquita
Southmost Blvd & Palmera Dr
Southmost Blvd & Esperanza Rd
Southmost Blvd & Camellia Dr
Southmost Blvd & S Minnesota Ave
Southmost Blvd & Cottage Dr
Southmost Blvd & Isbell Dr
5824 Southmost Blvd
Southmost Blvd & Maverick Rd
Southmost Blvd & Besteiro Middle School
Southmost Blvd & Bruce Aiken Elementary School
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-163 | Route 8 – Weekday Inbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro Figure A-164 | Route 8 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-134
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro Figure A-165 | Route 8 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-135
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-136 Southmost Blvd & Bruce Aiken Elementary School
La Plaza Dr & Taxco Dr
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
La Plaza Dr & Del Prado Dr
La Posada Dr & La Plaza Dr
La Posada Dr & Siesta Dr
La Posada Dr & Sahara Dr
La Posada Dr & Headstart Center
La Posada Dr & Fiesta Dr
Boardings
La Posada Dr & Ramada Dr
Manazno St & Esperanza Rd
Manazno St & St James Dr
Manazno St & Gloria St
Tulipan St & Gardenia St
Tulipan St & Daisy Dr
Tulipan St & East Ave
East Ave & Naranjo St
East Ave & E 32nd St
E 30th St & Jessica St
E 30th St & Tampico St
E 30th St & Dana St
Hortencia Blvd & E 30th St
Hortencia Blvd & E 27th St
Hortencia Blvd & E 25th St
Hortencia Blvd & E 23th St
Hortencia Blvd & E 22nd St
Hortencia Blvd & E 20th St
Hortencia Blvd & Dan St
Hortencia Blvd & Taft St
Hortencia Blvd & Morton St
Cleveland St & E 20th St
Cleveland St & Tangelo St
E 24th St & E Ringgold St
E 24th St & E Polk St
E 24th St & E Van Buren St
E Jackson St & E 24th St
E Jackson St & E 21th St
E Jackson St & E 19th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-166 | Route 8 – Saturday Outbound Ridership by Stop Chart 400
Load
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-137 La Plaza
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
International Blvd & E Van Buren St
International Blvd & E Polk St
International Blvd & Lincolon St
International Blvd & Arthur St
Boardings
International Blvd & Roosevelt St
International Blvd & Southmost Blvd
Southmost Blvd & E 20th St
Southmost Blvd & E 22nd St
Southmost Blvd & E 25th St
Southmost Blvd & E 28th St
Southmost Blvd & E 30th St
Southmost Blvd & Tulipan St
Southmost Blvd & Morningside Rd
Southmost Blvd & Linda Ln
Southmost Blvd & Palma Blanca Dr
Southmost Blvd & Calle Chiquita
Southmost Blvd & Palmera Dr
Southmost Blvd & Esperanza Rd
Southmost Blvd & Camellia Dr
Southmost Blvd & S Minnesota Ave
Southmost Blvd & Cottage Dr
Southmost Blvd & Isbell Dr
5824 Southmost Blvd
Southmost Blvd & Maverick Rd
Southmost Blvd & Besteiro Middle School
Southmost Blvd & Bruce Aiken Elementary School
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-167 | Route 8 – Saturday Inbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 8 ridership is highest during the typical morning and evening commutes in both directions (Figure A-168 and Figure A-169). During these periods, trips in the outbound direction have over 20 boardings. During these times in the inbound direction, trips generally have near 15 boardings, except the inbound trip at 4:32 PM that has 40 boardings, the highest of any trip in either direction. Weekday midday trips generally have maximum loads around the same as the total number of boardings, which indicated less turnover throughout the route. The typical commute time trips in the outbound direction have maximum loads below the total number of boardings, while the inbound trips during these periods have maximum loads above the total number of boardings. The outbound loads indicate a high amount of turnover during the route. The inbound loads are a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This is common near the end of the outbound section of a route, but may be happening at any point on the outbound trip due to Route 8 being one large loop. On Saturdays, Route 8 ridership is highest during the midday in both directions (Figure A-170 and Figure A-171). During this period, trips have 10 to 20 boardings per trip. All other trips have less than 10 boardings per trip. The trip with the most number of boardings is an outbound trip at 2:00 PM with 18 boardings. Similar to weekday trips, many inbound trips have maximum loads above the total number of boardings.
Nelson\Nygaard Consulting Associates, Inc. | A-138
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-168 | Route 8 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-169 | Route 8 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-139
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-170 | Route 8 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-171 | Route 8 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-140
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 8 is the 7th most productive Brownsville Metro bus route (Figure A-172). The route carries 25.0 passengers per hour on weekdays, 0.5% less than the system average (Figure A-173). Route 8 carries 15.7 passengers per hour on Saturdays, 22% less than the system average (Figure A-174). Figure A-172 | Route 8 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
313
12.5
25.0
25.1
7 of 13
Saturday
196
12.5
15.7
20.0
10 of 13
Source: Brownsville Metro, 2016
Figure A-173 | Route 8 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-141
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
Figure A-174 | Route 8 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 75% of Route 8 time points were served “on-time” during the survey period (Figure A-175). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 24% of time points served early. On Saturdays, approximately 89% of Route 8 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures with 7% of time points served early and 4% served late. Figure A-175 | Route 8 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
75%
89%
—%
Early
24%
7%
—%
Late
1%
4%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-142
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 8 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 8 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Split Northern and Southern Halves of Route 8 into Separate Routes. Route 8 and Route 6 both currently operate as one-way loops along similar alignments, but in opposite directions, in order to provide bi-directional service to the neighborhoods and destinations that they serve. While this approach is functional, it is somewhat confusing to prospective riders. A simpler approach would be to brand all service along Southmost Boulevard as Route as Route 6 and all service along Hortencia Boulevard, 30 th Street, La Posada Drive, etc. as Route 8 (or vice-versa). Route 8 buses arriving at the outer end of the route could either turn around and return along the same alignment, or change destination signs to Route 6 and continue along the inbound Route 8 alignment.
Serve Lopez High School. Route 8 currently ends near Besteiro Middle School and Aiken Elementary School, and these are among the highest-ridership stops on the route. However, middle schools and elementary schools typically don’t generate as much transit ridership as high schools, so the high ridership at these stops is likely due more to transfers from Route 30 than ridership associated with the schools. If Route 8 is split from Route 6, it could be restructured to end at Lopez High School instead of Aiken Elementary School. From Monsees Road, the route could continue east and turn south on Paloma Blanca Drive, east on Del Rio Road (to serve the Angel Haven Colonia), north on Dakota Avenue, and then back west on Maverick Road to form a terminal loop. An alternative approach would be to extend Route 8 from the south and Route 6 from the north to Dakota Avenue and have both routes change destination signs at Lopez High School for their return trips to La Plaza. This would allow bi-directional service along Dakota Avenue similar to today’s bi-directional service along the end of Southmost Boulevard.
Expanded Service Hours. High ridership at the beginning and end of weekday service may indicate demand for earlier and later service on Route 8.
Adjust Weekday Schedule for Peak Periods. Route 8 currently operates hourly all day, but there are signs of higher demand during the morning and afternoon peak periods. Operating the route every 30 minutes during commute times and hourly at all other times would better match the existing demand for service.
Nelson\Nygaard Consulting Associates, Inc. | A-143
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
ROUTE 9 Austin SERVICE DESIGN Route 9 is a Brownsville Metro route that operates between La Plaza and Ruben M Torres Boulevard & North Vermillion Avenue. The route travels primarily along East 14 th Street/South Padre Island Highway, Austin Road, North Minnesota Avenue, Boca Chica Boulevard, North Indiana Avenue, and Ruben M Torres Boulevard (Figure A-177). Route 9 provides service near the Four Corners area, to the Brownsville Public Utilities, the Brownsville Community Health Center, and the Rivera Early College High School. Customers can transfer between Route 9 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 9 has multiple service patterns for weekday and Saturday service (Figure A-176). The regular service alignment is described below. However, due to construction on Boca Chica Boulevard the primary route and the alternative alignment (9A) were detoured away from their typical alignments. The primary alignment (9) runs from La Plaza to Ruben M Torres Boulevard & North Vermillion Avenue. Departing outbound from the La Plaza, Route 9 turns right onto East 13th Street to Roosevelt Street and then turns right. The route turns left onto East 14 th Street to Security Drive and then turns left before turning left onto Boca Chica Boulevard. Route 9 then turns right onto Kings Highway, right onto Robinhood Drive, and left onto Roberto Vargas Drive. The route continues by turning left onto Pub Drive, right onto Land-O-Lakes Drive, and then another right onto East Price Road. Route 9 then turns left onto South Padre Island Highway and then turns right onto Austin Road. The route then proceeds to make a large counter-clockwise loop by turning right onto North Minnesota Avenue, left onto Boca Chica Boulevard, left onto North Indiana Avenue, and left onto Ruben M Torres Boulevard to reach Ruben M Torres Boulevard & North Vermillion Avenue. Returning inbound from Ruben M Torres Boulevard & North Vermillion Avenue, Route 9 continues on Ruben M Torres Boulevard and then turns left onto North Minnesota Avenue to return to Austin Road, completing the counter-clockwise loop. After turning right onto Austin Road, the route then turns right onto North Central Avenue before turning left onto South Padre Island Highway. From here, Route 9 returns along the same alignment until East 14th Street. Instead of using East 13th Street, the route continues on East 14th Street to return to La Plaza. Route 9 has 1 alternative service pattern that operates in both the outbound and inbound direction:
Clockwise End Loop (9A). This alternative alignment (9A) provides service along the end loop in a clockwise direction. The 9A alignment follows the primary alignment until it diverges by turning left on North Minnesota Avenue and then right onto Ruben M Torres Boulevard. After ending the outbound trip at Ruben M Torres Boulevard & North Vermillion Avenue, the 9A alignment continues the clockwise loop by turning right onto North Indiana Avenue, right onto Boca Chica Boulevard, and right onto North Minnesota
Nelson\Nygaard Consulting Associates, Inc. | A-144
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Avenue to return to Austin Road. From there, the alternative alignment follows the primary Route 9 alignment inbound to La Plaza. Figure A-176 | Route 9 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND
WKD
SAT
SUN
18
18
—
9
La Plaza
Ruben M Torres Blvd & N Vermillion Ave
Counter-clockwise End Loop
9
9
—
9A
La Plaza
Ruben M Torres Blvd & N Vermillion Ave
Clockwise End Loop
9
9
—
18
18
—
INBOUND 9
Ruben M Torres Blvd & N Vermillion Ave
La Plaza
Counter-clockwise End Loop
9
9
—
9A
Ruben M Torres Blvd & N Vermillion Ave
La Plaza
Clockwise End Loop
9
9
—
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-145
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-177 | Route 9 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-146
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 9 operates service Monday-Saturday (Figure A-178). On weekdays and Saturday, the route runs every 30 to 60 minutes from 6:00 a.m. to 7:25 p.m. As seen in Figure A-177, because the length of the cycle time is 90 minutes and the route is served by two buses, the frequency alternates between 30 minutes and 60 minutes between trips. Figure A-178 | Route 9 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:00 a.m. to 7:25 p.m.
30-60
18/18
Saturday
6:00 a.m. to 7:25 p.m.
30-60
18/18
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 9 ranks 1st of the 13 routes in the study area in terms of weekday ridership and 3 rd of 13 in terms of ridership per trip (Figure A-179). On average, the route carries 610 passengers, or 16.9 passengers per trip, on Monday-Friday (Figure A-180 and Figure A-181). On Saturdays, Route 9 carries 263 passengers, or 7.3 passengers per trip (Figure A-182 and Figure A-183). Figure A-179 | Route 9 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
Monday–Friday
610
36
16.9
11.8
3 of 13
Saturday
263
36
7.3
9.5
11 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-147
RANK
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-180 | Route 9 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-181 | Route 9 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-148
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-182 | Route 9 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-183 | Route 9 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-149
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 9 are located near Austin Road & North Minnesota Avenue and the Brownsville Community Health Center (Figure A-184). Both of these areas have ridership over 50 boardings and alightings per weekday. The inbound and outbound stops near the Brownsville Community Health Center have a combined ridership of 76 boardings and alightings per weekday. While the area near Austin Road and North Minnesota Avenue has high ridership, the detours due to the construction on Boca Chica Boulevard may have inflated the number of people using this stop. Other stops with more than 20 boardings and alightings per weekday include: Security Drive at Four Corners and both the inbound and outbound stops for Kings Highway and Boca Chica Boulevard. These stops serve local retail and big box stores. All other stops serve fewer than 20 boardings and alightings (Figure A-185 to Figure A-188). Weekend ridership patterns are similar to weekday patterns, but with significantly lower volumes (Figure A-189 to Figure A-192). While some stops near retail centers have similar volumes of ridership, many residential areas have much lower ridership. In the following figures, the ridership recorded along the detours are outlined in red. Figure A-184 | Route 9 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Austin Rd & N Minnesota Ave
51
St. Eugene de Mazenod Catholic Church Local Residences Note: Due to construction detours on the route, ridership at this stop may be inflated.
E Price Rd & Ridgemott Ct
28
Brownsville Community Health Center Local Residences
Security Dr @ Four Corners
22
Four Corners Retail
Kings Hwy & Boca Chica Blvd
22
Strawberry Square Local Retail
Roberto Vargas Dr & Public Utilities
18
Brownsville Public Utilities
*Weekday outbound ridership (boardings and alightings) for Route 9 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-150
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro Figure A-185 | Route 9 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-151
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro Figure A-186 | Route 9 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-152
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-153 N Minnesota Ave & Boca Chica
N Minnesota Ave & Angel Dr
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
N Minnesota Ave & N Bernal Dr
N Minnesota Ave & Paso Real Dr
N Minnesota Ave & Austin Rd
Austin Rd & N Minnesota Ave
Boardings
Austin Rd & Headstart Center
Austin Rd & N Iowa Ave
Austin Rd & Clarissa Dr
Austin Rd & Zena Dr
Austin Rd & Mebec Ct
Austin Rd & Milam Ave
Austin Rd & N Central Ave
Austin Rd & Agua Dulce Dr
S Padre Island Hwy & Cheers St
S Padre Island Hwy & Mc Kenzie Rd
S Padre Island Hwy & E Price Rd
E Price Rd & S Padre Island Hwy
E Price Rd & Ridgemott Ct
Pub Dr & Oliveira Middle School
Roberto Vargas Dr & Public Utilities
Kings Hwy & Boca Chica Blvd
Security Dr @ Four Corners
E 14th St & Industrial Dr
3620 E 14th St
E 14th St & Cement St
E 14th St & Taft St
E 13th St & Roosevelt St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-187 | Route 9 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-154 La Plaza
E 12th St & E Madison St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 14th St & E Van Buren St
E 14th St & E Polk St
E 14th St & Lincoln St
E 14th St & Hayes St
E 14th St & Arthur St
Boardings
E 14th St & McKinley St
E 14th St & Taft St
E 14th St & Texas Ave
E 14th St & Industrial Dr
Security Dr @ Four Corners
400
Kings Hwy & Boca Chica Blvd
Roberto Vargas Dr & Public Utilities
Land-O-Lakes Dr & E Price Rd
E Price Rd & S Padre Island Hwy
S Padre Island Hwy & Portway St
S Padre Island Hwy & Cheers St
S Padre Island Hwy & Austin Rd
S Padre Island Hwy & N Central Ave
Austin Rd & N Central Ave
Detour via Central (9)
N Minnesota Ave & Boca Chica
Austin Rd & Crockett Ave
Austin Rd & Anita Ct
Austin Rd & Chilton St
Austin Rd & N Iowa Ave
Austin Rd & Headstart Center
Austin Rd & N Minnesota Ave
Detour (9A)
Austin Rd & N Minnesota Ave
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-188 | Route 9 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro Figure A-189 | Route 9 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-155
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro Figure A-190 | Route 9 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-156
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-157 N Minnesota Ave & Boca Chica
N Minnesota Ave & Angel Dr
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
N Minnesota Ave & N Bernal Dr
N Minnesota Ave & Paso Real Dr
N Minnesota Ave & Austin Rd
Austin Rd & N Minnesota Ave
Boardings
Austin Rd & Headstart Center
Austin Rd & N Iowa Ave
Austin Rd & Clarissa Dr
Austin Rd & Zena Dr
Austin Rd & Mebec Ct
Austin Rd & Milam Ave
Austin Rd & N Central Ave
Austin Rd & Agua Dulce Dr
S Padre Island Hwy & Cheers St
S Padre Island Hwy & Mc Kenzie Rd
S Padre Island Hwy & E Price Rd
E Price Rd & S Padre Island Hwy
E Price Rd & Ridgemott Ct
Pub Dr & Oliveira Middle School
Roberto Vargas Dr & Public Utilities
Kings Hwy & Boca Chica Blvd
Security Dr @ Four Corners
E 14th St & Industrial Dr
3620 E 14th St
E 14th St & Cement St
E 14th St & Taft St
E 13th St & Roosevelt St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-191 | Route 9 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-158 La Plaza
E 12th St & E Madison St
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 14th St & E Van Buren St
E 14th St & E Polk St
E 14th St & Lincoln St
E 14th St & Hayes St
E 14th St & Arthur St
Boardings
E 14th St & McKinley St
E 14th St & Taft St
E 14th St & Texas Ave
E 14th St & Industrial Dr
Security Dr @ Four Corners
400
Kings Hwy & Boca Chica Blvd
Roberto Vargas Dr & Public Utilities
Land-O-Lakes Dr & E Price Rd
E Price Rd & S Padre Island Hwy
S Padre Island Hwy & Portway St
S Padre Island Hwy & Cheers St
S Padre Island Hwy & Austin Rd
S Padre Island Hwy & N Central Ave
Austin Rd & N Central Ave
Detour via Central (9)
N Minnesota Ave & Boca Chica
Austin Rd & Crockett Ave
Austin Rd & Anita Ct
Austin Rd & Chilton St
Austin Rd & N Iowa Ave
Austin Rd & Headstart Center
Austin Rd & N Minnesota Ave
Detour (9A)
Austin Rd & N Minnesota Ave
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-192 | Route 9 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 9 ridership is highest during the typical morning and evening commute periods in the outbound direction (Figure A-193 and Figure A-194). During these periods, many trips have higher than 20 boardings with the highest morning trip having 37 boardings and the highest evening trip having 51 boardings. During the other periods in the outbound direction, trips typically have between 10 and 20 boardings, with some midday trips having nearly 30 passengers per trip. Almost all inbound trips have less than 20 boardings. The highest weekday inbound trip only has 25 boardings. On most inbound trips, maximum loads are higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This usually occurs near the end of the outbound section of the route, where there is a large one-way loop for Route 9. Additionally, two outbound trips have a maximum load that is above the 32 passenger seating capacity of the 35’ buses used on Route 9. On Saturdays, Route 9 ridership is much lower compared to weekdays (Figure A-195 and Figure A-196). Generally, boardings per trip are nearly equal across the day in the outbound direction. Outbound trips have 5 to 15 boardings throughout the day. In the inbound direction, there is a slight peak in the midday with a maximum of 15 boardings. After, no inbound trip has higher than 6 boardings. Similar to weekday but at lower levels, inbound trips have maximum loads higher than the number of boardings per trip.
Nelson\Nygaard Consulting Associates, Inc. | A-159
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-193 | Route 9 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-194 | Route 9 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-160
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-195 | Route 9 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-196 | Route 9 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-161
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 9 is the 10th most productive Brownsville Metro bus route (Figure A-197). The route carries 23.2 passengers per hour on weekdays, 8% less than the system average (Figure A-198). Route 9 carries 10.0 passengers per hour on Saturdays, 50% less than the system average (Figure A-199). Figure A-197 | Route 9 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
610
26.3
23.2
25.1
10 of 13
Saturday
263
26.3
10.0
20.0
11 of 13
Source: Brownsville Metro, 2016
Figure A-198 | Route 9 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-162
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
Figure A-199 | Route 9 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 66% of Route 9 time points were served “on-time” during the survey period (Figure A-200). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 22% of trips departing early. On Saturdays, approximately 66% of Route 9 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures, with 26% of trips departing early. Figure A-200 | Route 9 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
66%
66%
—%
Early
22%
26%
—%
Late
12%
8%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-163
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 9 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 9 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Extend Route to Port of Brownsville. Extending Route 9 to the Port of Brownsville via Padre Island Highway and North Indiana Avenue would provide job access and increased service coverage to the neighborhoods north of Ruben Torres Boulevard. Outbound buses could travel north on Minnesota Avenue, east on Padre Island Boulevard, south on Indiana Avenue, and west of Ruben Torres Boulevard. This alignment would serve Rivera High School as well as retail and restaurant destinations near Ruben Torres and Padre Island Boulevard.
Extend Service to the Brownsville & Matamoros Bridge. Route 9 could be extended to the Brownsville & Matamoros Bridge via Palm Boulevard. From Kings Highway, inbound buses could travel west on Boca Chica Boulevard to Palm Boulevard, and then southwest on Palm Boulevard to Mexico Boulevard. From Mexico Boulevard, the route would follow a similar alignment to the current Route 14 to La Plaza. The routing would improve access to Walmart and other retail destinations along Boca Chica Boulevard for residents of southwest Brownsville and northeast Brownsville. It would also allow for the elimination of Route 14 and more appropriate service frequency to the Brownsville & Matamoros Bridge via the proposed Route 9.
Nelson\Nygaard Consulting Associates, Inc. | A-164
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
ROUTE 11 Old Port Isabel SERVICE DESIGN Route 11 is a Brownsville Metro route that operates between La Plaza and the Northside Transfer Station. The route travels primarily along Mc Davitt Boulevard, Old Port Isabel Road, and Ruben M Torres Sr Boulevard (Figure A-202). Route 11 provides service to the Brownsville and Cameron County Housing Authorities, Strawberry Square, and many apartments. Customers can transfer between Route 11 and other services at several locations, including La Plaza and the Northside Transfer Station.
ALIGNMENT/SERVICE PATTERNS Route 11 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 11 turns right onto East 13th Street. The route travels north of Interstate 69E to Arthur Street and turns left. Route 11 then turns right onto Mc Davitt Boulevard to Boca Chica and continues onto Old Port Isabel Road. The route continues until Ruben M Torres St Boulevard and then turns left. Route 11 continues past Parades Line Road and then turns right onto Habana Street to reach the Northside Transfer Station. Returning inbound from the Northside Transfer Station, Route 11 returns on the same alignment until Arthur Street. On Arthur Street, the route turns right onto East 12th Street to return to La Plaza, due to one-way street patterns. Figure A-201 | Route 11 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
Northside Transfer Station
La Plaza
INBOUND A
Northside Transfer Station
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-165
WKD
SAT
SUN
11
11
—
11
11
—
12
12
—
12
12
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-202 | Route 11 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-166
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 11 operates service Monday-Saturday (Figure A-203). On weekdays and Saturday, the route runs every 60-75 minutes from 6:00 a.m. to 6:55 p.m. Figure A-203 | Route 11 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:00 a.m. to 6:55 p.m.
60-75
11/12
Saturday
6:00 a.m. to 6:55 p.m.
60-75
11/12
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 11 ranks 11 of the 13 routes in the study area in terms of weekday ridership and 9 of 13 in terms of ridership per trip (Figure A-204). On average, the route carries 301 passengers, or 13.1 passengers per trip, on Monday-Friday (Figure A-205 and Figure A-206). On Saturdays, Route 11 carries 332 passengers, or 14.4 passengers per trip (Figure A-207 and Figure A-208). Figure A-204 | Route 11 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
Monday–Friday
301
23
13.1
11.8
9 of 13
Saturday
332
23
14.4
9.5
5 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-167
RANK
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-205 | Route 11 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-206 | Route 11 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-168
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-207 | Route 11 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-208 | Route 11 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-169
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 11 are located near Strawberry Square and the Northside Transfer Station (Figure A-209). The two stops near Strawberry Square and the Walmart on Old Port Isabel Road have a combined 80 boardings and alightings on average per weekday. Other stops with more than 50 boardings and alightings per weekday include: Northside Transfer Station. All other stops serve fewer than 10 boardings and alightings (Figure A-210-Figure A-213). Most other stops along the route serve local retail and residences along Old Port Isabel Road and Ruben M Torres Sr. Boulevard. Weekend ridership patterns are similar to weekday patterns, but with slightly higher volumes (Figure A-214-Figure A-217). Ridership is slightly higher due to the large retail areas near Strawberry Square. Figure A-209 | Route 11 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Old Port Isabel Rd & Walmart
69
Walmart Strawberry Square Local Retail & Residences
Northside Transfer Station
54
H-E-B Local Retail & Residences
Mc Davitt Blvd & Boca Chica Blvd
11
Strawberry Square Local Retail & Residences
Old Port Isabel Rd & Dolores Ave
9
Local Residences
Old Port Isabel Rd & White Mobile Park
9
Local Residences
*Weekday outbound ridership (boardings and alightings) for Route 11 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-170
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-210 | Route 11 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-171
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-211 | Route 11 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-172
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-173 Northside Transfer Station
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Ruben M Torres Sr Blvd & Village Center Blvd
E Ruben M Torres Sr Blvd & Hudson Blvd
E Ruben M Torres Sr Blvd & Seville Blvd
E Ruben M Torres Sr Blvd & Castellano Cir
Boardings
E Ruben M Torres Sr Blvd & Dana Ave
E Ruben M Torres Sr Blvd & Old Port Isabel Rd
Old Port Isabel Rd & White Mobile Park
Old Port Isabel Rd & Sunview Apartments
Old Port Isabel Rd & Dana Ave
Old Port Isabel Rd & Dolores Ave
Old Port Isabel Rd & Hackberry Ln
Old Port Isabel Rd & Coveway St
Old Port Isabel Rd & Linda Vista Dr - North
Old Port Isabel Rd & Linda Vista Dr - South
Old Port Isabel Rd & Rosalee Ave
Old Port Isabel Rd & Walmart
Mc Davitt Blvd & Boca Chica Blvd
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Villa Verde Dr
Mc Davitt Blvd & Ash St
Arthur St & Keith Ln
Arthur St & E 12th St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-212 | Route 11 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-174 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 12th St & E Madison St
E 12th St & E Harrison St
E 12th St & E Polk St
E 12th St & E Ringgold St
E 12th St & Lincoln St
Boardings
E 12th St & Garfield St
Arthur St & Keith Ln
Mc Davitt Blvd & Ash St
Mc Davitt Blvd & Villa Verde Dr
400
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Velma St
Old Port Isabel Rd & Rosalee Ave
Old Port Isabel Rd & Linda Vista Dr - South
Old Port Isabel Rd & Coveway St
Old Port Isabel Rd & Hackberry Ln
Old Port Isabel Rd & Dolores Ave
Old Port Isabel Rd & Dana Ave
Old Port Isabel Rd & Lantana Apartments
Old Port Isabel Rd & Sunview Apartments
Old Port Isabel Rd & White Mobile Park
E Ruben M Torres Sr Blvd & Old Port Isabel Rd
E Ruben M Torres Sr Blvd & Dana Ave
E Ruben M Torres Sr Blvd & Castellano Cir
E Ruben M Torres Sr Blvd & Seville Blvd
E Ruben M Torres Sr Blvd & Hudson Blvd
E Ruben M Torres Sr Blvd & America Dr
Northside Transfer Station
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-213 | Route 11 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-214 | Route 11 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-175
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-215 | Route 11 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-176
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-177 Northside Transfer Station
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Ruben M Torres Sr Blvd & Village Center Blvd
E Ruben M Torres Sr Blvd & Hudson Blvd
E Ruben M Torres Sr Blvd & Seville Blvd
E Ruben M Torres Sr Blvd & Castellano Cir
Boardings
E Ruben M Torres Sr Blvd & Dana Ave
E Ruben M Torres Sr Blvd & Old Port Isabel Rd
Old Port Isabel Rd & White Mobile Park
Old Port Isabel Rd & Sunview Apartments
Old Port Isabel Rd & Dana Ave
Old Port Isabel Rd & Dolores Ave
Old Port Isabel Rd & Hackberry Ln
Old Port Isabel Rd & Coveway St
Old Port Isabel Rd & Linda Vista Dr - North
Old Port Isabel Rd & Linda Vista Dr - South
Old Port Isabel Rd & Rosalee Ave
Old Port Isabel Rd & Walmart
Mc Davitt Blvd & Boca Chica Blvd
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Villa Verde Dr
Mc Davitt Blvd & Ash St
Arthur St & Keith Ln
Arthur St & E 12th St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-216 | Route 11 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-178 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 12th St & E Madison St
E 12th St & E Harrison St
E 12th St & E Polk St
E 12th St & E Ringgold St
E 12th St & Lincoln St
Boardings
E 12th St & Garfield St
Arthur St & Keith Ln
Mc Davitt Blvd & Ash St
Mc Davitt Blvd & Villa Verde Dr
400
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Velma St
Old Port Isabel Rd & Rosalee Ave
Old Port Isabel Rd & Linda Vista Dr - South
Old Port Isabel Rd & Coveway St
Old Port Isabel Rd & Hackberry Ln
Old Port Isabel Rd & Dolores Ave
Old Port Isabel Rd & Dana Ave
Old Port Isabel Rd & Lantana Apartments
Old Port Isabel Rd & Sunview Apartments
Old Port Isabel Rd & White Mobile Park
E Ruben M Torres Sr Blvd & Old Port Isabel Rd
E Ruben M Torres Sr Blvd & Dana Ave
E Ruben M Torres Sr Blvd & Castellano Cir
E Ruben M Torres Sr Blvd & Seville Blvd
E Ruben M Torres Sr Blvd & Hudson Blvd
E Ruben M Torres Sr Blvd & America Dr
Northside Transfer Station
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-217 | Route 11 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 11 ridership is highest during the morning and midday in the outbound direction (Figure A-218 and Figure A-219). During these periods, boardings are generally above 15 boardings per trip with four trips having greater than 20 boardings. The highest ridership trip occurs at 12:45 PM and has 36 boardings. All other outbound trips and all inbound trips have 15 boardings or less. Most inbound trips have maximum loads equal or greater than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This usually occurs near the end of the outbound section of the route. On Saturdays, Route 11 ridership is similar to weekday ridership, with the highest ridership during the midday in the outbound direction (Figure A-220 and Figure A-221). This pattern is usually associated with shopping trips, and high stop activity near Strawberry Square supports this. During this period, most outbound trips have more than 20 boardings per trip. Two trips have more than 30 boardings with the highest ridership trip occurring at 10:30 AM with 37 boardings. On inbound trip at 12:07 AM has 23 boardings per trip, while the rest have less than 15 boardings. Similar to weekday trips, all inbound trips have maximum loads equal or greater than the number of boardings.
Nelson\Nygaard Consulting Associates, Inc. | A-179
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-218 | Route 11 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-219 | Route 11 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-180
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-220 | Route 11 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-221 | Route 11 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-181
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 11 is the 9th most productive Brownsville Metro bus route (Figure A-222). The route carries 23.3 passengers per hour on weekdays, 7% less than the system average (Figure A-223). Route 11 carries 25.7 passengers per hour on Saturdays, exceeding the system average by 29% (Figure A-224). Figure A-222 | Route 11 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
Monday–Friday
301
12.9
23.3
25.1
9 of 13
Saturday
332
12.9
25.7
20.0
5 of 13
SYSTEM RANK
Source: Brownsville Metro, 2016
Figure A-223 | Route 11 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-182
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
Figure A-224 | Route 11 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 69% of Route 11 time points were served “on-time” during the survey period (Figure A-225). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by both late and early departures with 21% of departures leaving early and 10% of departures leaving late. On Saturdays, approximately 57% of Route 11 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures with 36% of departures leaving early. Figure A-225 | Route 11 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
69%
57%
—%
Early
21%
36%
—%
Late
10%
6%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-183
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 11 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 11 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Improve service frequency. Route 11 currently operates hourly for the first five trips in the morning, and every 75 minutes after that. Given the important destinations that the route serves (Walmart and the Northside Transfer Center), or could serve in the future, it likely justifies higher service frequency. The routes relatively low current ridership may be a reflection of its unappealing service frequency, as well as potentially missed market opportunities (including better connections between mid-town apartment complexes and retail destinations.
Interline with another route serving Sunrise Mall. Route 11 currently terminates at the Northside Transfer Center, forcing passengers to transfer buses in order to reach Sunrise Mall. Interlining Route 11 with another route that serves the mall would provide a one-seat ride for passengers traveling to the mall from points east of the Northside Transfer Center. Interlining Route 11 would also extend the afternoon cycle time (currently 75 minutes) to potentially improve to clock-face headways.
Create Mid-Town Circulator. Rather than serving downtown Brownsville, Route 11 could form a mid-town circulator using primarily Old Port Isabel Road, Boca Chica Road, Barnard Road, Old Alice Road, and Ruben Torres Boulevard. This area of Brownsville is rich in transit trip generators including numerous apartment complexes, schools, medical facilities, retail centers, and the Northside Transfer Center. The circulator would interest with several other routes providing multiple transfer opportunities for service to downtown or other destinations.
Nelson\Nygaard Consulting Associates, Inc. | A-184
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
ROUTE 13 Pablo Kisel SERVICE DESIGN Route 13 is a Brownsville Metro route that operates between La Plaza and Las Tiendas Plaza. The route travels primarily along Central Boulevard, Pablo Kisel Boulevard, Frontage Road, Old Alice Road, and 10th Street (Figure A-227). Route 13 provides service to multiple destinations, including the Brownsville Convention and Visitors Bureau, Gladys Porter Zoo, Valley Baptist Medical Center, Sunrise Commons, Sam’s Stadium, Brownsville Public Main Library, and the Cameron County Courthouse. Customers can transfer between Route 13 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 13 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 13 travels along Jefferson Street, turns left onto 12th Street, and then turns right onto East Washington Street. Route 13 travels along East Washington Street to 7th Street, turns right, and turns left onto Jefferson Street. The route continues on Jefferson Street and turns right on Central Boulevard. Route 13 follows Central Boulevard, turns right on Ruben M Torres Sr Boulevard, and makes an immediate left onto Frontage Road. Route 13 travels on Frontage Road makes a right on Pablo Kisel Boulevard, a left on Morrison Road, and then a left on Frontage Road, completing a loop of Sunrise Commons Shopping Center. Returning inbound from Las Tiendas Plaza, Route 13 travels toward downtown on Frontage Road. From Frontage Road the route turns right on Barnard Road, left on West Price Road, and right on Old Alice Road. From Old Alice Road the route turns left onto Boca Chica Boulevard for one block and then turns right onto Palm Boulevard. Route 13 then turns left from Palm Boulevard onto E Ringgold, turns right on 10th Street, and left on E Adams Street before returning to La Plaza. Figure A-226 | Route 13 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
La Plaza
Las Tiendas Plaza
INBOUND A
Las Tiendas Plaza
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-185
WKD
SAT
SUN
13
13
—
13
13
—
13
13
—
13
13
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-227 | Route 13 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-186
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 13 operates service Monday-Saturday (Figure A-228). On weekdays and Saturday, the route runs every 60 minutes from 6:30 a.m. to 7:25 p.m. Figure A-228 | Route 13 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:30 a.m. to 7:25 p.m.
60
13/13
Saturday
6:30 a.m. to 7:25 p.m.
60
13/13
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 13 ranks 6th of the 13 routes in the study area in terms of weekday ridership and 5th of 13 in terms of ridership per trip (Figure A-229). On average, the route carries 398 passengers, or 15.3 passengers per trip, on Monday-Friday; ridership by trip is 30% higher than the system average (Figure A-230 and Figure A-231). On Saturdays, Route 13 carries 368 passengers, or 14.2 passengers per trip (Figure A-232 and Figure A-233). Figure A-229 | Route 13 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
Monday–Friday
398
26
15.3
11.8
5 of 13
Saturday
368
26
14.2
9.5
6 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-187
RANK
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-230 | Route 13 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-231 | Route 13 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-188
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-232 | Route 13 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-233 | Route 13 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-189
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops in the outbound direction on Route 13 are located near the Sunrise Commons shopping center and on Central Boulevard at the H-E-B (Figure A-234). The Sunrise Commons is served by two stops with a combined ridership of 78 boardings and alightings per average weekday. Other stops with more than 15 boardings and alightings per weekday include: East Washington Street & East 10th Street, Central Boulevard & West Price Road, and Pablo Kisel Boulevard & Sunrise Boulevard. These stops primarily serve national and local retail destinations. All other outbound stops serve fewer than 15 combined boardings and alightings (Figure A-235 to Figure A-238). Saturday ridership patterns are similar to weekday patterns, but with slightly lower volumes, except for near Sunrise Commons, which is a major retail destination (Figure A-239 to Figure A-243). Figure A-234 | Route 13 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Pablo Kisel Blvd & Sunrise Commons
61
Sunrise Commons
Central Blvd & H-E-B
29
H-E-B Local Retail and Residences
E Washington St & E 10th St
24
Downtown Brownsville Local Retail and Residences
Central Blvd & W Price Rd
17
Local Retail
Pablo Kisel Blvd & Sunrise Blvd
17
Sunrise Commons
*Weekday outbound ridership (boardings and alightings) for Route 13 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-190
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-235 | Route 13 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-191
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-236 | Route 13 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-192
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-193 Morrison Rd & Target
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Pablo Kisel Blvd & Sunrise Blvd
Pablo Kisel Blvd & Sunrise Common
N Frontage Rd & Sunrise Mall
Central Blvd & Old Highway 77
Boardings
Central Blvd & Social Security
Central Blvd & Costal Lane
Central Blvd & Veterans Park
Central Blvd & W Price Rd
Central Blvd & Colonial Dr
Central Blvd & Pecan St
Central Blvd & Stoval Rd
Central Blvd & H-E-B
Central Blvd & Boca Chica Blvd
Central Blvd & Lakeside Blvd
Central Blvd & Harmony Science Academy
Central Blvd & Valley Baptist Hospital
W Jefferson St & Central Blvd
W Jefferson St & W 6th St
W Jefferson St & W 4th St
W Jefferson St & W 1st St
E Jefferson St & E 2nd St
E Jefferson St & E 4th St
E Jefferson St & E 6th St
E Washington St & E 7th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-237 | Route 13 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-194 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 10th St & E Monroe St
E 10th St & E Tyler St
E Ringgold St & E 9th St
E Ringgold St & E 7th St
Boardings
E Ringgold St & E 6th St
E Ringgold St & Dean Porter Park Dr
E Ringgold St & Belvedere Dr
E Ringgold St & Palm Blvd
400
Palm Blvd & Ebony Ave
Palm Blvd & Acacia Dr
Old Alice Rd & Martin Elementary School
Old Alice Rd & Cottonwood Dr
Old Alice Rd & Yale Ave
Old Alice Rd & Evergreen Ln
Old Alice Rd & W Price Rd
W Price Rd & Old Alice Rd
Barnard Rd & Wild Rose Ln
Barnard Rd & S Frontage Rd
S Frontage Rd & Media Luna Rd
S Frontage Rd & Melinda St
S Frontage Rd & Homewood Suites
S Frontage Rd & Holiday Inn
S Frontage Rd & Residence Inn
Morrison Rd & Target
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-238 | Route 13 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-239 | Route 13 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-195
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-240 | Route 13 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-196
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-197 Morrison Rd & Target
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Pablo Kisel Blvd & Sunrise Blvd
Pablo Kisel Blvd & Sunrise Common
N Frontage Rd & Sunrise Mall
Central Blvd & Old Highway 77
Boardings
Central Blvd & Social Security
Central Blvd & Costal Lane
Central Blvd & Veterans Park
Central Blvd & W Price Rd
Central Blvd & Colonial Dr
Central Blvd & Pecan St
Central Blvd & Stoval Rd
Central Blvd & H-E-B
Central Blvd & Boca Chica Blvd
Central Blvd & Lakeside Blvd
Central Blvd & Harmony Science Academy
Central Blvd & Valley Baptist Hospital
W Jefferson St & Central Blvd
W Jefferson St & W 6th St
W Jefferson St & W 4th St
W Jefferson St & W 1st St
E Jefferson St & E 2nd St
E Jefferson St & E 4th St
E Jefferson St & E 6th St
E Washington St & E 7th St
E Washington St & E 10th St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-241 | Route 13 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-198 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 10th St & E Monroe St
E 10th St & E Tyler St
E Ringgold St & E 9th St
E Ringgold St & E 7th St
Boardings
E Ringgold St & E 6th St
E Ringgold St & Dean Porter Park Dr
E Ringgold St & Belvedere Dr
E Ringgold St & Palm Blvd
400
Palm Blvd & Ebony Ave
Palm Blvd & Acacia Dr
Old Alice Rd & Martin Elementary School
Old Alice Rd & Cottonwood Dr
Old Alice Rd & Yale Ave
Old Alice Rd & Evergreen Ln
Old Alice Rd & W Price Rd
W Price Rd & Old Alice Rd
Barnard Rd & Wild Rose Ln
Barnard Rd & S Frontage Rd
S Frontage Rd & Media Luna Rd
S Frontage Rd & Melinda St
S Frontage Rd & Homewood Suites
S Frontage Rd & Holiday Inn
S Frontage Rd & Residence Inn
Morrison Rd & Target
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-242 | Route 13 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 13 ridership is highest in the outbound direction during the morning period (Figure A-243 and Figure A-244). The majority of weekday outbound trips have more than 20 boardings, with the highest ridership stop at 9:30 AM with 41 boardings. Weekday inbound ridership is significantly lower than outbound ridership, with most trips having less than 10 boardings. The highest ridership trip is at 10:00 AM with 21 boardings, and only three inbound trips record 10 or more boardings. On all weekday inbound trips, maximum loads are higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This usually occurs near the end of the outbound section of the route. Additionally, two trips in the outbound direction have maximum loads that are above the 32 passenger seating capacity of the 35’ buses used on Route 13. On Saturdays, Route 13 ridership is highest during midday in the outbound direction (Figure A-245 and Figure A-246). During this period, most outbound trips have near or above 30 boardings per trip. Throughout the service day, most outbound trips have at least 20 boardings. The trip with the highest ridership is at 11:30 AM with 57 boardings. Only two inbound trips have more than 10 boardings. Similar to weekday inbound trips, all inbound trips have maximum loads at or above the total number of boardings per trip. Additionally, two trips in the outbound direction have maximum loads that are above the 32 passenger seating capacity of the 35’ buses used on Route 13. Ridership patterns for both weekday and Saturday trips suggest that riders are traveling from downtown or transferring to Route 13 at La Plaza to reach the commercial destinations along Central Boulevard and at Sunrise Commons.
Nelson\Nygaard Consulting Associates, Inc. | A-199
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-243 | Route 13 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-244 | Route 13 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-200
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-245 | Route 13 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-246 | Route 13 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-201
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 13 is the 3rd most productive Brownsville Metro bus route during weekday service (Figure A-247). The route carries 30.8 passengers per hour on weekdays, exceeding the system average by 23% (Figure A-248). Route 13 carries 28.5 passengers per hour on Saturdays, 43% higher than the system average (Figure A-249). Figure A-247 | Route 13 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
Monday–Friday
398
12.9
30.8
25.1
3 of 13
Saturday
368
12.9
28.5
20.0
4 of 13
SYSTEM RANK
Source: Brownsville Metro, 2016
Figure A-248 | Route 13 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-202
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
Figure A-249 | Route 13 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 43% of Route 13 time points were served “on-time” during the survey period (Figure A-250). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by late departures with 54% of time points served late. On Saturdays, approximately 65% of Route 13 time points were served “on-time” during the survey period. Weekend on-time performance was equally affected by early and departures with 19% of time points served early and 17% of time points served late. Figure A-250 | Route 13 – On-Time Performance WEEKDAY On-Time
SATURDAY
SUNDAY
43%
65%
—%
Early
3%
19%
—%
Late
54%
17%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-203
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 13 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 13 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Increase Peak Service Frequency. High ridership during the morning on weekdays and on Saturdays could warrant additional trips. It should be noted that Route 2 provides concurrent service along Central Boulevard and to Sunrise Commons, with trips departing La Plaza on the half hour (as opposed to at the top of the hour).
Eliminate Route and Reinvest Resources. Currently, Route 13 duplicates the outbound alignment with Route 2 with offset scheduling to provide 30-minute service along the corridor. Eliminating Route 13 could allow for simpler and more frequent Route 2 service along Central Boulevard. Ridership along the inbound segment of Route 13 is concentrated at a few stops which could be picked up by proposed modifications to other nearby routes (see Route 1, Route 9, and Route 11 profiles).
Nelson\Nygaard Consulting Associates, Inc. | A-204
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
ROUTE 14 Scorpion Connector SERVICE DESIGN Route 14 is a Brownsville Metro route that operates between La Plaza and the Brownsville & Matamoros Bridge. The route travels primarily along Sam Perl Boulevard and Mexico Boulevard (Figure A-252). Figure A-252 shows a Saturday service variant for Route 14. However, this is no longer the case. The current service alignment is described in the section below. Route 14 provides service to the Brownsville and Matamoros Bridge, the Amigo Land Events Center, and Hope Park. Customers can transfer between Route 14 and other services at La Plaza.
ALIGNMENT/SERVICE PATTERNS Route 14 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 14 uses East 13th Street and East Jefferson Street to access East 12th Street. Once on East 12th Street, the route continues onto Sam Perl Boulevard before serving the Brownsville & Matamoros Bridge. The route then turns right onto Mexico Boulevard to East 6th Street to turn around for the inbound trip. While not an official stop, the bus will allow passengers to alight and board at Mexico Boulevard & East 6th Street. After turning back on Mexico Boulevard, Route 14 returns inbound by turning left onto Sam Perl Boulevard to again serve the Brownsville & Matamoros Bridge towards Brownsville. The route then turns right onto East St Charles Street, which turns left to connect with East 13 th Street. Once on East 13th Street, Route 14 returns back to La Plaza. Figure A-251 | Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
Brownsville & Matamoros Bridge
La Plaza
INBOUND A
Brownsville & Matamoros Bridge
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-205
WKD
SAT
SUN
24
24
—
24
24
—
24
24
—
24
24
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-252 | Route 14 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-206
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
SERVICE SCHEDULE Although Figure A-252 suggests that Route 14 operates until 6:55 p.m., this is no longer the case. Currently, Route 14 operates Monday-Saturday (Figure A-253). On weekdays and Saturday, the route runs every 15 minutes from 7:00 a.m. to 1:00 p.m. Figure A-253 | Route 14 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
7:00 a.m. to 1:00 p.m.
15
24/24
Saturday
7:00 a.m. to 1:00 p.m.
15
24/24
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 14 ranks 12 of the 13 routes in the study area in terms of weekday ridership and 13 of 13 in terms of ridership per trip (Figure A-254). On average, the route carries 125 passengers, or 1.3 passengers per trip, on Monday-Friday (Figure A-255 and Figure A-256). On Saturdays, Route 14 carries 60 passengers, or 1.3 passengers per trip based on schedules posted online (Figure A-257 and Figure A-258). Figure A-254 | Route 14 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
Monday–Friday
120
48
60
48
Saturday
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
2.5
11.8
13 of 13
1.3
9.5
12 of 13
Note: Productivity based on schedules posted online Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-207
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-255 | Route 14 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-256 | Route 14 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-208
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-257 | Route 14 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-258 | Route 14 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-209
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops on Route 14 are located near the Brownsville & Matamoros Bridge. The two stops at Sam Perl Boulevard & Mexico Boulevard have 102 boardings and alightings on average per weekday. The other two areas, which both have two stops, have less than 30 boardings and alightings per weekday. These stops serve the retail and residential areas to the south of Downtown Brownsville and the Amigo Land Events Center (Figure A-259 to Figure A-262). Weekend ridership patterns are similar to weekday patterns, but with significantly lower volumes (Figure A-263 to Figure A-266).
Nelson\Nygaard Consulting Associates, Inc. | A-210
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro Figure A-259 | Route 14 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-211
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro Figure A-260 | Route 14 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-212
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-261 | Route 14 – Weekday Outbound Ridership by Stop Chart 400
400 Load 300
200
200
100
100
0
0
-200
-300
-300
-400
-400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-213
Mexico Blvd & 6th St
-200
Sam Perl Blvd & Mexico Blvd
-100
Sam Perl Blvd & E St Francis St
-100
Load
Alightings
300
La Plaza
Boardings and Alightings
Boardings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-262 | Route 14 – Weekday Inbound Ridership by Stop Chart Alightings
Load
400
300
300
200
200
100
100
0
0
-200
-300
-300
-400
-400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-214
La Plaza
-200
E St Charles St & E 13th St
-100
Sam Perl Blvd & Mexico Blvd
-100
Load
Boardings
Mexico Blvd & 6th St
Boardings and Alightings
400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro Figure A-263 | Route 14 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-215
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro Figure A-264 | Route 14 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-216
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro Figure A-265 | Route 14 – Saturday Outbound Ridership by Stop Chart 400
400 Load 300
200
200
100
100
0
0
-200
-300
-300
-400
-400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-217
Mexico Blvd & 6th St
-200
Sam Perl Blvd & Mexico Blvd
-100
Sam Perl Blvd & E St Francis St
-100
Load
Alightings
300
La Plaza
Boardings and Alightings
Boardings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro Figure A-266 | Route 14 – Saturday Inbound Ridership by Stop Chart Alightings
Load
400
300
300
200
200
100
100
0
0
-200
-300
-300
-400
-400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-218
La Plaza
-200
E St Charles St & E 13th St
-100
Sam Perl Blvd & Mexico Blvd
-100
Load
Boardings
Mexico Blvd & 6th St
Boardings and Alightings
400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 14 ridership is highest during the early morning in the inbound direction (Figure A-267 and Figure A-268). During this period, trips typically have around 10 boardings, with maximum loads equal to the number of boardings. With the ridership by stop information, we know that most of this ridership is people crossing the border and going toward Downtown Brownsville. Most of the other inbound trips have 5 or less boardings. Except for two early morning outbound trips, all other outbound trips have less than 3 boardings. Similar to weekday ridership, Saturday ridership is highest during the early morning as well as the late morning in the inbound direction (Figure A-269 and Figure A-270). During these periods, most trips have between 3 and 6 boardings. The highest ridership trips in the outbound direction only have 2 boardings. Both directions have maximum loads similar to the total number of boardings.
Nelson\Nygaard Consulting Associates, Inc. | A-219
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-267 | Route 14 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-268 | Route 14 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-220
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-269 | Route 14 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-270 | Route 14 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-221
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 14 is the 12th most productive Brownsville Metro bus route (Figure A-271). The route carries 10.6 passengers per hour on weekdays, using the schedules posted online. Route 14 is 58% less productive than the system average (Figure A-272). Route 14 carries 10.0 passengers per hour on Saturdays (Figure A-273). Route 14 would be more productive on weekdays using the service hours of recorded during surveyed trips, serving 20.8 passengers per hour. Figure A-271 | Route 14 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
Monday–Friday
125
11.8
10.6
25.1
12 of 13
60
6.0
10.0
20.0
12 of 13
Saturday
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Note: Productivity based on schedules posted online Source: Brownsville Metro, 2016
Figure A-272 | Route 14 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-222
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
Figure A-273 | Route 14 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 34% of Route 14 time points were served “on-time” during the survey period (Figure A-274). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by both late and early departures. On Saturdays, approximately 24% of Route 14 time points were served “on-time” during the survey period, with 64% of trips being served late. Route 14 also had multiple trips cancelled during the survey period in order to get the route back on schedule. Figure A-274 | Route 14 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
34%
24%
—%
Early
36%
12%
—%
Late
30%
64%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-223
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 14 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 14 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Interline or Combine with Another Route. Route 14 provides very frequent service, but few trips carry more than 10 passengers (most carry less than five). This ridership volume doesn’t justify the very frequent service that the route provides. The current service frequency is a function of the route’s short length. Interlining the route with another route such as a potential UTRGV circulator route, or extending another route to serve the areas currently served by Route 14 could allow for a more appropriate service frequency along Sam Perl Boulevard and Mexico Boulevard.
Extend Route to Serve Additional Areas. Extending Route 14 to other areas would result in a route with a more appropriate service frequency for the market it serves. One possibility is to extend the route to the Consulate General of Mexico and return to La Plaza via Palm Boulevard and St Charles Street. Another option would be to extend the route northwest to Riverside Boulevard (via Palm Boulevard and St Charles Street), which is currently not well-served. Another option would be to extend the route northeast along Palm Boulevard to Boca Chica and then follow an alignment similar to the current Route 9 to Ruben Torres Boulevard.
Nelson\Nygaard Consulting Associates, Inc. | A-224
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
ROUTE 20 North SERVICE DESIGN Route 20 is a Brownsville Metro route that operates between La Plaza and the Northside Transfer Station. The route travels primarily along East 12th Street, Paredes Line Road, Old Alice Road, and East 13th Street (Figure A-276). Figure A-276 shows an old alignment from the online schedules; the arrows for the northern loop are backwards and along Old Alice Road is different. The current alignment is given in the description below. Route 20 provides service to multiple destinations, including the Brownsville Independent School District (BISD) Administration, Brownsville Housing Authority, Northside Transfer Station, and Strawberry Square. Customers can transfer between Route 20 and multiple services at La Plaza and the Northside Transfer Station.
ALIGNMENT/SERVICE PATTERNS Route 20 has a single consistent service pattern for weekday and Saturday service. Departing outbound from La Plaza, Route 20 travels along East Jefferson Street, turns right on East 13th Street, left on Arthur Street, and then turns right on McDavitt Boulevard. From McDavitt Boulevard the route turns left on Boca Chica Boulevard, right Los Ebanos Boulevard, right on North Street, right on Rockwell Drive, and then turns left on East Price Road. Past Paredes Line Road, Route 20 continues on East Price Road, and then turns right onto Frontage Road with another immediate right onto Old Alice Road. The route then turns left onto Media Luna Road, right onto Frontage Road, and then right on Ruben M Torres Sr Boulevard, where the route serves the Northside Transfer Station via a left on Habana Street. From the Northside Transfer Station, Route 20 turns left from Habana Street back onto Ruben M Torres Sr Boulevard. The route then turns right onto Paredes Line Road continuing past East Price Road until Shidler Drive. Route 20 then makes a small loop by turning left on Shidler Drive and a right on Lindale Drive before turning left and returning to Paredes Line Road. The route turns left at Boca Chica Boulevard followed by a right turn on McDavitt Boulevard, a left turn on Arthur Street, and a right turn on East 12th Street. The route follows East 12th Street to downtown, and then turns left on East Adams Street to return to La Plaza. Figure A-275 | Route 20 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND 20
Northside Transfer Station
La Plaza
INBOUND 20
Northside Transfer Station
La Plaza
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-225
WKD
SAT
SUN
13
13
—
13
13
—
13
13
—
13
13
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-276 | Route 20 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-226
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 20 operates service Monday-Saturday (Figure A-277). On weekdays and Saturday, the route runs every 60 minutes from 6:30 a.m. to 7:25 p.m. Figure A-277 | Route 20 – Schedule Statistics SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
Monday-Friday
6:30 a.m. to 7:25 p.m.
60
13/13
Saturday
6:30 a.m. to 7:25 p.m.
60
13/13
Sunday
—
—
—/—
SERVICE DAY
Source: Brownsville Metro
RIDERSHIP Route 20 ranks 7th of the 13 routes in the study area in terms of weekday ridership and 6th of 13 in terms of ridership per trip (Figure A-278). On weekdays, the route carries an average of 378 passengers, or 14.5 passengers per trip. Ridership by trip is 24% higher than the system average (Figure A-279 and Figure A-280). On Saturdays, Route 20 carries 400 passengers, or 15.4 passengers per trip (Figure A-281 and Figure A-282). Figure A-278 | Route 20 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
378
26
14.5
11.8
6 of 13
Saturday
400
26
15.4
9.5
4 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-227
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-279 | Route 20 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-280 | Route 20 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-228
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-281 | Route 20 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-282 | Route 20 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-229
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from La Plaza, the highest weekday ridership stops in the outbound direction on Route 20 are located near retail destinations and at the Northside Transfer Station (Figure A-283). The stop at Old Alice Road & Wild Rose Lane is adjacent to two shopping plazas and generates 68 combined boardings and alightings. Stops at Media Luna Road & Bluebonnet Drive, providing service to Boot Jack Plaza, McDavitt Boulevard & Velma Street, and the Northside Transfer Station each generate just over 20 daily boardings and alightings. Other stops with 15 0r more boardings and alightings per weekday include: Boca Chica Boulevard & North Street, East 12th Street & East Harrison Street, and East 12th Street & East Madison Street. All other outbound stops serve 12 or fewer combined boardings and alightings (Figure A-284 to Figure A-287). Saturday ridership patterns are similar to weekday patterns, but with slightly higher volumes (Figure A-288 to Figure A-291). Excluding La Plaza, the highest outbound ridership is recorded at Old Alice Road & Stillinger Drive, with 114 combined boardings and alightings. Several highdensity apartment complexes are located nearby, which could account for the increased Saturday ridership. Additional stops that record more than 20 combined boardings and alightings include: E Price Road & S Price Road, Old Alice Road & Wild Rose Lane, and Old Alice Road & Hidden Valley Drive. Figure A-283 | Route 20 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
Old Alice Rd & Wild Rose Ln
68
North Park Plaza Shopping Center Local Retail and Residences
Media Luna Rd & Bluebonnet Dr
22
Boot Jack Plaza Local Retail and Residences
Northside Transfer Station
21
Paseo Plaza Shopping Center H-E-B Plus! Local Retail and Residences
E Price Rd & S Price Rd
12
Texas Human Service Department Local Retail
Los Ebanos Blvd & Cedar St
12
Local Retail and Residences
*Weekday outbound ridership (boardings and alightings) for Route 20 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-230
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-284 | Route 20 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-231
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-285 | Route 20 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-232
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-233 Northside Transfer Station
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Ruben M Torres Sr Blvd & Old Alice Rd
N Frontage Rd & Texas Oncology
Media Luna Rd & Bluebonnet Dr
Old Alice Rd & Cardinal Ln
Boardings
Old Alice Rd & Hidden Valley Dr
Old Alice Rd & Stillinger Dr
Old Alice Rd & Wild Rose Ln
E Price Rd & S Price Rd
E Price Rd & Lindale Dr
Rockwell Dr & Higgins Dr
Rockwell Dr & Rockwell Cir
Rockwell Dr & Shidler Dr
North St & Hipp Ave
North St & Goodwin St
Los Ebanos Blvd & North St
Los Ebanos Blvd & Cedar St
Boca Chica Blvd & Rentfro Blvd
Mc Davitt Blvd & Boca Chica Blvd
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Villa Verde Dr
Mc Davitt Blvd & Ash St
Arthur St & Keith Ln
Arthur St & E 12th St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-286 | Route 20 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-234 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 12th St & E Madison St
E 12th St & E Harrison St
E 12th St & E Polk St
Boardings
E 12th St & E Ringgold St
E 12th St & Lincoln St
E 12th St & Garfield St
Arthur St & Keith Ln
400
Mc Davitt Blvd & Ash St
Mc Davitt Blvd & Villa Verde Dr
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Velma St
Boca Chica Blvd & Elm St
Boca Chica Blvd & North St
Paredes Line Rd & Stanford Ave
Paredes Line Rd & Shidler Dr
Paredes Line Rd & S Price Rd
Paredes Line Rd & Lakeshore Dr
Paredes Line Rd & Cove Cir
Paredes Line Rd & Don Quixote St
Paredes Line Rd & La Mancha St
Paredes Line Rd & H-E-B
Northside Transfer Station
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-287 | Route 20 – Weekday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-288 | Route 20 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-235
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-289 | Route 20 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-236
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-237 Northside Transfer Station
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E Ruben M Torres Sr Blvd & Old Alice Rd
N Frontage Rd & Texas Oncology
Media Luna Rd & Bluebonnet Dr
Old Alice Rd & Cardinal Ln
Boardings
Old Alice Rd & Hidden Valley Dr
Old Alice Rd & Stillinger Dr
Old Alice Rd & Wild Rose Ln
E Price Rd & S Price Rd
E Price Rd & Lindale Dr
Rockwell Dr & Higgins Dr
Rockwell Dr & Rockwell Cir
Rockwell Dr & Shidler Dr
North St & Hipp Ave
North St & Goodwin St
Los Ebanos Blvd & North St
Los Ebanos Blvd & Cedar St
Boca Chica Blvd & Rentfro Blvd
Mc Davitt Blvd & Boca Chica Blvd
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Villa Verde Dr
Mc Davitt Blvd & Ash St
Arthur St & Keith Ln
Arthur St & E 12th St
E 13th St & Grant St
E 13th St & E Polk St
E 13th St & E Monroe St
La Plaza
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-290 | Route 20 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-238 La Plaza
Load
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
E 12th St & E Madison St
E 12th St & E Harrison St
E 12th St & E Polk St
Boardings
E 12th St & E Ringgold St
E 12th St & Lincoln St
E 12th St & Garfield St
Arthur St & Keith Ln
400
Mc Davitt Blvd & Ash St
Mc Davitt Blvd & Villa Verde Dr
Mc Davitt Blvd & Bon Aire Ln
Mc Davitt Blvd & Velma St
Boca Chica Blvd & Elm St
Boca Chica Blvd & North St
Paredes Line Rd & Stanford Ave
Paredes Line Rd & Shidler Dr
Paredes Line Rd & S Price Rd
Paredes Line Rd & Lakeshore Dr
Paredes Line Rd & Cove Cir
Paredes Line Rd & Don Quixote St
Paredes Line Rd & La Mancha St
Paredes Line Rd & H-E-B
Northside Transfer Station
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-291 | Route 20 – Saturday Inbound Ridership by Stop Chart 400
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 20 ridership is highest during the typical commute period in both the inbound and the outbound direction (Figure A-292 and Figure A-293). Note: Due to mechanical issues on the bus during the ridecheck, weekday ridership was not collected for the 3:30 PM outbound trip or the 4:00 PM inbound trip. Outbound ridership peaks at 7:30 AM, with 43 boardings. All other outbound trips have 15 to 30 boardings. Weekday inbound ridership peaks at 5:00 PM, with 28 boardings. Half of the weekday inbound trips record 10 or fewer boardings. On most inbound trips, maximum loads are higher than the number of boardings, which is a result of passengers boarding the bus in the outbound direction and staying on the bus for the inbound direction. This is common near the end of the outbound section of a route, but may be happening earlier in the outbound trip due to Route 20 having two one-way loops in the route. Additionally, one outbound trip and one inbound trip have maximum loads that are above the 32 passenger seating capacity of the 35’ buses used on Route 20. On Saturdays, Route 20 ridership is highest traveling outbound at 9:30 AM, recording 41 boardings. Outbound trips have ridership near 30 boardings or more throughout the morning, with ridership decreasing in the afternoon (Figure A-294 and Figure A-295). Only one inbound trip has more than 10 boardings on Saturday. Similar to weekday ridership, most Saturday inbound trips have maximum loads higher than the total number of boardings during the trip. During the peak outbound trips, the returning inbound trips have loads twice more than the total number of boardings on those trips. Saturday ridership patterns indicate that passengers primarily use the route to travel from downtown Brownsville to retail and commercial destinations located along Old Alice Road.
Nelson\Nygaard Consulting Associates, Inc. | A-239
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-292 | Route 20 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-293 | Route 20 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-240
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-294 | Route 20 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-295 | Route 20 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-241
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 20 is the 4th most productive Brownsville Metro bus route during weekday service (Figure A-296). The route carries 29.3 passengers per hour on weekdays, exceeding the system average by 17% (Figure A-297). Route 20 carries 31.0 passengers per hour on Saturdays, 55% more than the system average and the second highest in the system (Figure A-298). Figure A-296 | Route 20 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
Monday–Friday
378
12.9
29.3
25.1
4 of 13
Saturday
400
12.9
31.0
20.0
2 of 13
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Source: Brownsville Metro, 2016
Figure A-297 | Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-242
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
Figure A-298 | Route 20 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 72% of Route 20 time points were served “on-time” during the survey period (Figure A-299). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures with 26% of time points served early. On Saturdays, approximately 70% of Route 20 time points were served “on-time” during the survey period. 28% of time points were served early on Saturday and only 2% of time points on both weekday and Saturday were served late. Figure A-299 | Route 20 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
72%
70%
—%
Early
26%
28%
—%
Late
2%
2%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-243
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 20 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 20 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Eliminate Route and Reinvest Resources. Route 20 is a complex route consisting of multiple one-way segments. The route also duplicates the service of portions of Route 3 and Route 11. Eliminating Route 20 could allow for simpler and more frequent service on both Route 3 and Route 11.
Nelson\Nygaard Consulting Associates, Inc. | A-244
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
ROUTE 30 Southeast SERVICE DESIGN Route 30 is a Brownsville Metro route that operates between the Brownsville Metro Garage (B Metro Garage) and South Browne Avenue & Arkansas Road. The route travels primarily along Minnesota Avenue, South Dakota Avenue, Southmost Boulevard, South Browne Avenue, and South Indiana Avenue (Figure A-301). Route 30 provides service to the Brownsville South Padre Island International Airport, Lopez High School, Pete Benavides Park, and the Cameron County Community Center. Customers can transfer at the B Metro Garage. This service is provided to connect the unincorporated colonias in Cameron County located to the south and east of the airport to the rest of the Brownsville Metro service. The service is funded by the county and not the City of Brownsville.
ALIGNMENT/SERVICE PATTERNS Route 30 has a single consistent service pattern for weekday and Saturday service. Departing outbound from the B Metro Garage, Route 30 travels north on Jose Colunga Jr Street and turns right onto Billy Mitchell Boulevard. The route then turns right onto Minnesota Avenue to serve the airport before continuing to California Road. Route 30 turns right onto California Road, left onto South Dakota Avenue, and then right on Del Rio Road. The route then turns right on Paloma Blanca Drive, left on Monsees Road, and another left onto Southmost Boulevard. The route continues on Southmost Boulevard as the road turns to the left until Arkansas Road. Route 30 then turns left onto Arkansas Road and travels to South Browne Avenue to end the outbound trip. Returning inbound from South Browne Avenue and Arkansas Road, Route 30 turns left and travels north on South Browne Avenue. The route turns left onto Boca Chica Boulevard, left onto South Indiana Avenue, and right onto Dockberry Road to return to South Dakota Avenue. Route 30 returns on California Road and Minnesota Avenue before turning left on Norton Road. The route then turns right onto Morningside Road and then turns right onto Jose Colunga Jr Street to return to the B Metro Garage. Figure A-300 | Route 30 – Service Variants TRIPS PER DAY VARIANT
ORIGIN
DESTINATION
UNIQUE FEATURE
OUTBOUND A
B Metro Garage
S Browne Ave & Arkansas Rd
INBOUND A
S Browne Ave & Arkansas Rd
B Metro Garage
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-245
WKD
SAT
SUN
6
6
—
6
6
—
6
6
—
6
6
—
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-301 | Route 30 Map
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-246
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
SERVICE SCHEDULE Route 30 operates service Monday-Saturday (Figure A-302). On weekdays and Saturday, the route runs every 60 minutes in the morning from 6:30 a.m. to 9:25 a.m. and in the evening from 4:30 p.m. to 7:25 p.m. No service is provided during the midday. Figure A-302 | Route 30 – Schedule Statistics SERVICE DAY Monday-Friday
Saturday
SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
60
6/6
60
6/6
—
—/—
6:30 a.m. to 9:25 a.m. 4:30 p.m. to 7:25 p.m. 6:30 a.m. to 9:25 a.m. 4:30 p.m. to 7:25 p.m.
Sunday
—
Source: Brownsville Metro
RIDERSHIP Route 30 ranks 13 of the 13 routes in the study area in terms of weekday ridership and 12 of 13 in terms of ridership per trip (Figure A-303). On average, the route carries 49 passengers, or 4.1 passengers per trip, on Monday-Friday (Figure A-304 and Figure A-305). On Saturdays, Route 30 carries 11 passengers, or 0.9 passengers per trip (Figure A-306 and Figure A-307). Due to the rural areas this route serves, the ridership is much lower than ridership on other more traditional bus routes. Figure A-303 | Route 30 – Ridership Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
TRIPS
AVERAGE RIDERSHIP PER TRIP
BROWNSVILLE METRO AVERAGE RIDERSHIP PER TRIP
RANK
Monday–Friday
49
12
4.1
11.8
12 of 13
Saturday
11
12
0.9
9.5
13 of 13
Source: Brownsville Metro
Nelson\Nygaard Consulting Associates, Inc. | A-247
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-304 | Route 30 – Weekday Ridership by Route 800 700 600 500
System Average: 382
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-305 | Route 30 – Weekday Ridership per Trip by Route 25.0
20.0
System Average: 11.8 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-248
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-306 | Route 30 – Saturday Ridership by Route 800 700 600 500
System Average: 304
400 300 200 100
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0
Source: Ride Check, October 2016
Figure A-307 | Route 30 – Saturday Ridership per Trip by Route 25.0
20.0
System Average: 9.5 15.0
10.0
5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-249
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
RIDERSHIP BY STOP Apart from the B Metro Garage, the highest weekday ridership stops on Route 30 are located near Lopez High School (Figure A-308). South Dakota Avenue & Lopez High School has 25 boardings and alightings per average weekday. Other stops with more than 5 boardings and alightings per weekday include: California Road & Santa Maria Road and Morningside Road & Apollo Avenue. These stops serve local residences and the Mary P Lucio Health Center. All other stops serve 4 or fewer boardings and alightings (Figure A-309 to Figure A-312). Saturday ridership patterns are similar to weekday patterns, but with significantly lower volumes (Figure A-313 to Figure A-316). The area near Lopez High School has significantly less ridership on Saturdays as compared to weekdays. With schools closed on weekends, ridership near them often declines disproportionately on weekends. Figure A-308 | Route 30 – Top 5 Highest Ridership Stops and Key Trip Generators (Weekday) BUS STOP
RIDERSHIP*
MAJOR LOCAL DESTINATIONS
South Dakota Ave & Lopez High School
25
Lopez High School
California Rd & Santa Maria Dr
10
Local Residences
Morningside Rd & Apollo Ave
6
Mary P Lucio Health Center Local Retail & Residences
Billy Mitchell Blvd & Minnesota Ave (Airport)
4
Brownsville South Padre Island International Airport
S Indiana Ave & Boca Chica Blvd
4
Local Retail & Residences
*Weekday ridership (boardings and alightings) for Route 30 only Note: Does not include La Plaza
Nelson\Nygaard Consulting Associates, Inc. | A-250
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-309 | Route 30 – Weekday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-251
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-310 | Route 30 – Weekday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-252
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-253
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
S Browne Ave & Arkansas Rd
Southmost Blvd & Sabal Palm Grove Rd
Southmost Blvd & South Dakota Ave
Boardings
Southmost Blvd & Monsees Rd
5975 Del Rio Rd
Del Rio Rd & Pierre Ave
South Dakota Ave & Del Rio Rd
South Dakota Ave & Monte Bonito Dr
South Dakota Ave & Maverick Rd
South Dakota Ave & Lopez High School
South Dakota Ave & Kansas Cir
South Dakota Ave & Dockberry Rd
South Dakota Ave & Santa Rosa Dr
California Rd & Santa Maria Dr
Billy Mitchell Blvd & Minnesota Ave (Airport)
B Metro Garage
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-311 | Route 30 – Weekday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-254 B Metro Garage
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Morningside Rd & Apollo Ave
California Rd & Santa Maria Dr
South Dakota Ave & Santa Rosa Dr
Boardings
Dockberry Rd & Jaime Cir
Dockberry Rd & S Indiana Ave
S Indiana Ave & California Rd - South
S Indiana Ave & California Rd - North
S Indiana Ave & Florida Rd
S Indiana Ave & Utah Rd
S Indiana Ave & Toronja Ave
S Indiana Ave & Boca Chica Blvd
Boca Chica Blvd & S Medford Ave
Boca Chica Blvd & Naranjal Dr
Boca Chica Blvd & S Browne Ave
S Browne Ave & Hockaday St
S Browne Ave & Florida Rd
S Browne Ave & California Rd (Pete Benavides Park)
S Browne Ave & Alaska Rd
S Browne Ave & Capilla Catolica San Juan Diego
S Browne Ave & Alabama Rd
S Browne Ave & Arkansas Rd
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-312 | Route 30 – Weekday Inbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-313 | Route 30 – Saturday Outbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-255
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-314 | Route 30 – Saturday Inbound Daily Ridership by Stop Map
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-256
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-257
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
S Browne Ave & Arkansas Rd
Southmost Blvd & Sabal Palm Grove Rd
Southmost Blvd & South Dakota Ave
Boardings
Southmost Blvd & Monsees Rd
5975 Del Rio Rd
Del Rio Rd & Pierre Ave
South Dakota Ave & Del Rio Rd
South Dakota Ave & Monte Bonito Dr
South Dakota Ave & Maverick Rd
South Dakota Ave & Lopez High School
South Dakota Ave & Kansas Cir
South Dakota Ave & Dockberry Rd
South Dakota Ave & Santa Rosa Dr
California Rd & Santa Maria Dr
Billy Mitchell Blvd & Minnesota Ave (Airport)
B Metro Garage
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-315 | Route 30 – Saturday Outbound Ridership by Stop Chart Load 400
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-258 B Metro Garage
400
300 300
200 200
100 100
0 0
-100 -100
-200 -200
-300 -300
-400 -400
Load
Alightings
Morningside Rd & Apollo Ave
California Rd & Santa Maria Dr
South Dakota Ave & Santa Rosa Dr
Boardings
Dockberry Rd & Jaime Cir
Dockberry Rd & S Indiana Ave
S Indiana Ave & California Rd - South
S Indiana Ave & California Rd - North
S Indiana Ave & Florida Rd
S Indiana Ave & Utah Rd
S Indiana Ave & Toronja Ave
S Indiana Ave & Boca Chica Blvd
Boca Chica Blvd & S Medford Ave
Boca Chica Blvd & Naranjal Dr
Boca Chica Blvd & S Browne Ave
S Browne Ave & Hockaday St
S Browne Ave & Florida Rd
S Browne Ave & California Rd (Pete Benavides Park)
S Browne Ave & Alaska Rd
S Browne Ave & Capilla Catolica San Juan Diego
S Browne Ave & Alabama Rd
S Browne Ave & Arkansas Rd
Boardings and Alightings
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-316 | Route 30 – Saturday Inbound Ridership by Stop Chart 400
Load
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, Route 30 ridership is highest during the morning in the outbound direction (Figure A-317 and Figure A-318). During this period, two trips have ridership above 10 boardings with the highest ridership stop at 7:30 AM with 16 boardings. All other trips in either direction have less than 6 boardings per trip. The morning trips with the high ridership at Lopez High School indicate that students are taking Route 30 to access Lopez High School but then are finding another way home. This may be due to the long loop of Route 30 or that service is not provided at the right time in the afternoon for these students. On Saturdays, Route 30 ridership is highest in the afternoon in the outbound direction (Figure A-319 and Figure A-320). All Saturday trips in both directions have less than 4 boardings per trip.
Nelson\Nygaard Consulting Associates, Inc. | A-259
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-317 | Route 30 – Weekday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-318 | Route 30 – Weekday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-260
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-319 | Route 30 – Saturday Outbound Ridership by Trip Chart 80
Outbound
Boardings
Max Load
70 60 50 40 30 20 10
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Brownsville Metro, October 2016
Figure A-320 | Route 30 – Saturday Inbound Ridership by Trip Chart 80
Inbound
Boardings
Max Load
70 60 50 40 30 20 10
Source: Brownsville Metro, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-261
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of average passengers per hour, Route 30 is the least productive Brownsville Metro bus route (Figure A-321). The route carries 8.4 passengers per hour on weekdays, 67% less than the system average (Figure A-322). Route 30 carries 1.9 passengers per hour on Saturdays, 90% less than the system average (Figure A-323). Figure A-321 | Route 30 – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
BROWNSVILLE METRO AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
Monday–Friday
49
5.8
8.4
25.1
13 of 13
Saturday
11
5.8
1.9
20.0
13 of 13
Source: Brownsville Metro, 2016
Figure A-322 | Route 30 – Weekday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 25.1
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-262
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
Figure A-323 | Route 30 – Saturday Ridership per Service Hour by Route 50.0 45.0 40.0
System Average: 20.0
35.0 30.0 25.0 20.0 15.0 10.0 5.0
Route 30
Route 20
Route 14
Route 13
Route 11
Route 9
Route 8
Route 7
Route 6
Route 5
Route 3
Route 2
Route 1
0.0
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, approximately 74% of Route 30 time points were served “on-time” during the survey period (Figure A-324). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. Weekday on-time performance was affected by early departures, with 24% of time points served early. On Saturdays, approximately 81% of Route 30 time points were served “on-time” during the survey period. Weekend on-time performance was affected by early departures, with 19% of time points served early. Figure A-324 | Route 30 – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
On-Time
74%
81%
—%
Early
24%
19%
—%
Late
2%
0%
—%
Note: Total may not sum to 100% due to rounding. Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-263
BROWNSVILLE TRANSIT PLAN | APPENDIX A | ROUTE 30 EVALUATION Brownsville Metro
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Route 30 are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Eliminate Route. Route 30 is the lowest ridership route in the B-Metro network, and serves a very large area with low population density, and very little ridership potential. Few stops along the route serve more than three passengers per day, and those that do (primarily along Dakota Avenue) could be served by extensions of other near-by routes, including Routes 6 and 8. Route 30 is funded by Cameron County, and is intended to provide a minimal level of service to unincorporated parts of the county. Rather than funding a separate route, Cameron County could instead fund the extension of Routes 6 and 8 past the Brownsville city boundary.
Provide Bi-Directional Service Where Ridership Potential is Highest. – Route 30 could be restructured as a north-south crosstown route extending from Southmost Boulevard to Padre Island Boulevard, via the B-Metro Garage and the future Eastside Transfer Center. The route would operate primarily along Dakota Avenue, Iowa Avenue, Austin Road, Houston Road, Vermont Avenue, and Ruben Torres Boulevard. This alignment would capture the vast majority of existing Route 30 ridership and also provide multiple transfer opportunities. To extend coverage further, the route could operate as a “flex” service with the ability to deviate off its designated route upon request.
Nelson\Nygaard Consulting Associates, Inc. | A-264
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
METRO CONNECT Red Line, Blue Line, & Green Line SERVICE DESIGN Metro Connect has three routes across the Rio Grande Valley (Figure A-326). The service is funded through the Texas Department of Transportation and jointly operated by Brownsville Metro, Metro McAllen, Valley Metro, and Island Metro. The service provides intercity express service between the local services of Brownsville Metro, Metro McAllen, Valley Metro, and Island Metro on South Padre Island.
ALIGNMENT/SERVICE PATTERNS Each of the Metro Connect routes have multiple service patterns for weekday, Saturday, and Sunday service (Figure A-325). The Red Line’s primary alignment operates between La Plaza in Brownsville and Central Station in McAllen via Harlingen Station. The alternative alignment does not serve Harlingen Station and instead serves the RGV Outlets in Mercedes. The route travels primarily along Interstate 69E and Interstate 2. The Blue Line’s primary alignment operates between La Plaza in Brownsville and Las Palmas Shopping Center in Port Isabel. However, South Padre Island is the starting point for the first trip of the day and the end point for the last trip of the day. Metro Connect also serves Brownsville/South Padre Island International Airport in one direction per round trip – alternating between serving the airport in the inbound and outbound direction on every other trip. The route travels primarily along South Padre Island Highway and Brownsville-Port Isabel Highway. The Green Line operates between Central Station in McAllen and UTRGV Edinburg campus in Edinburg. The alternative alignment serves the McAllen Public Library. The route travels primarily along North Bicentennial Boulevard, North 23 rd Street, and West University Drive.
Nelson\Nygaard Consulting Associates, Inc. | A-265
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-325 | Metro Connect – Service Variants TRIPS PER DAY ROUTE
VARIANT
WKD
SAT
SUN
OUTBOUND Red Line
Blue Line
Green Line
La Plaza (Brownsville)
10
10
10
Via Harlingen
5
5
5
Via RGV Outlets – Mercedes
4
4
4
Non-Stop
1
1
1
La Plaza (Brownsville)
Central Station (McAllen)
10
10
10
Via Brownsville Airport
6
6
6
To South Padre Island via Brownsville Airport
1
1
1
Non-Stop
3
3
3
10
—
—
Non-Stop
6
—
—
Via McAllen Public Library
4
—
—
10
10
10
Via Harlingen
5
5
5
Via RGV Outlets – Mercedes
4
4
4
Non-Stop
1
1
1
10
10
10
Non-Stop
6
6
6
Via Brownsville Airport
3
3
3
From South Padre Island
1
1
1
10
—
—
Non-Stop
6
—
—
Via McAllen Public Library
4
—
—
Central Station (McAllen)
Port Isabel
UTRGV Edinburg
INBOUND Red Line
Blue Line
Green Line
Central Station (McAllen)
Port Isabel
La Plaza (Brownsville)
La Plaza (Brownsville)
UTRGV Edinburg
Central Station (McAllen)
Source: Metro Connect
Nelson\Nygaard Consulting Associates, Inc. | A-266
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-326 | Metro Connect – Route Map
Source: Metro Connect
Nelson\Nygaard Consulting Associates, Inc. | A-267
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
SYSTEM INTERACTIONS AND TRANSFER OPPORTUNITIES Customers can transfer between Metro Connect routes at La Plaza in Brownsville and Central Station in McAllen. Every stop served by the Metro Connect routes connect to local bus services. Figure A-327 | Metro Connect – System Interactions STOP
ROUTES SERVICED
La Plaza
LOCAL SYSTEM CONNECTIONS
Red Line
Brownsville Metro
Blue Line
Valley Metro Vaquero Express Brownsville Campus Shuttle
Harlingen
Red Line
Valley Metro Vaquero Express Connector Shuttle
RGV Outlets – Mercedes
Red Line
Valley Metro
Central Station
Red Line
Metro McAllen
Green Line
Valley Metro
McAllen Public Library
Green Line
Metro McAllen
UTRGV Edinburg
Green Line
Valley Metro Vaquero Express
Brownsville Airport
Blue Line
Brownsville Metro Valley Metro
Las Palmas Shopping Center – Port Isabel
Blue Line
Island Metro Valley Metro
SERVICE SCHEDULE Metro Connect operates service Monday-Sunday (Figure A-328). The Red Line and Blue Line operate service Monday-Sunday. The Red Line runs every 85 to 95 minutes from 5:20 a.m. to 8:15 p.m. The Blue Line runs every 85 to 100 minutes from 6:00 a.m. to 9:10 p.m. The Green Line only operates service Monday-Friday every 80 to 100 minutes from 6:10 a.m. to 8:20 p.m. Figure A-328 | Metro Connect – Schedule Statistics SERVICE DAY
SPAN OF SERVICE
FREQUENCY (MIN)
DAILY TRIPS (OUTBOUND/INBOUND)
5:20 a.m. to 8:15 p.m.
85-95
10/10
6:00 a.m. to 9:10 p.m.
85-100
10/10
6:10 a.m. to 8:20 p.m.
80-100
10/10
RED LINE Monday-Sunday BLUE LINE Monday-Sunday GREEN LINE Monday-Friday Source: Metro Connect
Nelson\Nygaard Consulting Associates, Inc. | A-268
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
RIDERSHIP In terms of weekday ridership, the Green Line ranks 1st in both total daily ridership and in terms of ridership per trip (Figure A-329). On average, the route carries 167 passengers, or 8.4 passengers per trip, on Monday-Friday (Figure A-330 and Figure A-331). The Red Line ranks 2nd on weekdays and the Blue Line ranks last. On Saturdays, the Red Line’s ridership increases to carry 201 passengers, or 10.1 passengers per trip. The Blue Line’s ridership also increases to 159 passengers, or 8.0 passengers per trip (Figure A-332 and Figure A-334). On Sundays, both the routes carry fewer passengers, but still higher than weekday service (Figure A-334 and Figure A-335). The increase of ridership on weekends is most likely due to weekend shopping and entertainment trips. Additionally, the Vaquero Express is a no fare service open to the general public and provided between Edinburg and Brownsville by UTRGV. This route only operates on weekdays, while the Red Line, which operates along a similar alignment, runs all week. This may help explain the difference in ridership between weekdays and the weekend, especially on the Red Line. Ridership on Metro Connect is subject to fluctuations over certain parts of the year. During the school year, travel by students increases between the UTRGV campuses. However, the concurrent operation of the Vaquero Express may suppress this ridership. During the summer months, many residents and tourists increase their leisure travel, especially to South Padre Island along the Blue Line. Figure A-329 | Metro Connect – Ridership Statistics TYPICAL DAILY RIDERSHIP
TRIPS
Monday–Friday
145
20
7.3
7.5
2 of 3
Saturday
201
20
10.1
9.0
1 of 2
Sunday
186
20
9.3
8.6
1 of 2
Monday–Friday
140
20
7.0
7.5
3 of 3
Saturday
159
20
8.0
9.0
2 of 2
Sunday
156
20
7.8
8.6
2 of 2
167
20
8.4
7.5
1 of 3
SERVICE DAY
AVERAGE RIDERSHIP PER TRIP
METRO CONNECT AVERAGE RIDERSHIP PER TRIP
RANK
RED LINE
BLUE LINE
GREEN LINE Monday–Friday Source: Metro Connect
Nelson\Nygaard Consulting Associates, Inc. | A-269
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-330 | Metro Connect – Weekday Ridership by Route 300
250
200
System Average: 151
167 150
145
140
Red Line
Blue Line
100
50
0
Green Line Source: Ride Check, October 2016
Figure A-331 | Metro Connect – Weekday Ridership per Trip by Route 20.0 18.0 16.0 14.0 12.0 10.0
System Average: 7.5 8.4
8.0
7.3
7.0
Red Line
Blue Line
6.0 4.0 2.0 0.0
Green Line Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-270
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-332 | Metro Connect – Saturday Ridership by Route 300
250
System Average: 180
201 200
159
150
100
50
0
Red Line
Blue Line
Source: Ride Check, October 2016
Figure A-333 | Metro Connect – Saturday Ridership per Trip by Route 20.0 18.0 16.0 14.0 12.0
System Average: 9.0
10.1 10.0
8.0
8.0 6.0 4.0 2.0 0.0
Red Line
Blue Line
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-271
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-334 | Metro Connect – Sunday Ridership by Route 300
250
200
System Average: 171
186
156 150
100
50
0
Red Line
Blue Line
Source: Ride Check, October 2016
Figure A-335 | Metro Connect – Sunday Ridership per Trip by Route 20.0 18.0 16.0 14.0 12.0 10.0
System Average: 8.6 9.3
7.8
8.0 6.0 4.0 2.0 0.0
Red Line
Blue Line
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-272
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
RIDERSHIP BY STOP The highest weekday ridership stops in the Metro Connect system are located at the two transfer centers, Central Station in McAllen and La Plaza in Brownsville. The stops have 276 and 263 boardings and alightings per weekday, respectively. Other stops with more than 100 boardings and alightings per weekday are the two destinations that are served from the transfer centers, the UTRGV Edinburg campus and the Las Palmas Shopping Center in Port Isabel. These stops serve have 167 and 136 boardings and alightings per weekday, respectively. All other stops serve fewer than 30 boardings and alightings (Figure A-336-Figure A-342). Since the Green Line does not operate on the weekend, La Plaza is the highest ridership stop with 343 boardings and alightings on Saturday and 309 on Sunday (Figure A-343-Figure A-352). The RGV Outlets in Mercedes have higher ridership on Saturdays, as presumably more people make shopping trips. Port Isabel ridership is higher on the weekend, showing an increased number of entertainment trips to Port Isabel or South Padre Island. Additionally, ridership to the airport is highest on Sunday, which may be due to the lack of service by Brownsville Metro routes on Sunday.
Nelson\Nygaard Consulting Associates, Inc. | A-273
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro Figure A-336 | Metro Connect – Weekday Daily Ridership by Stop Map
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-274
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-337 | Metro Connect – Red Line Weekday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-338 | Metro Connect – Red Line Weekday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-275
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-339 | Metro Connect – Blue Line Weekday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-340 | Metro Connect – Blue Line Weekday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-276
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-341 | Metro Connect – Green Line Weekday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-342 | Metro Connect – Green Line Weekday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-277
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro Figure A-343 | Metro Connect – Saturday Daily Ridership by Stop Map
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-278
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-344 | Metro Connect – Red Line Saturday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-345 | Metro Connect – Red Line Saturday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-279
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-346 | Metro Connect – Blue Line Saturday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-347 | Metro Connect – Blue Line Saturday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-280
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro Figure A-348 | Metro Connect – Sunday Daily Ridership by Stop Map
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-281
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-349 | Metro Connect – Red Line Sunday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-350 | Metro Connect – Red Line Sunday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-282
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-351 | Metro Connect – Blue Line Sunday Outbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Load
Boardings and Alightings
200
Source: Metro Connect, October 2016
Figure A-352 | Metro Connect – vBlue Line Sunday Inbound Ridership by Stop Boardings
Alightings
Load
200
150
150
100
100
50
50
0
0
-50
-50
-100
-100
-150
-150
-200
-200
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-283
Load
Boardings and Alightings
200
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
RIDERSHIP BY TRIP On weekdays, the Green Line has the highest ridership by trip out of all the routes (Figure A-353 to Figure A-358). This occurs in the outbound direction in the morning and the inbound direction in the evening. These trips match the typical commuting patterns of both work trips and students going to the UTRGV Edinburg campus. These trips have over 25 boardings per trip, with the highest trip having 36 boardings. This exceeds the seating capacity for the 29’ High Floor and the 35’ Low Floor buses that may be used on the Green Line. The Red has higher ridership by trip in the afternoon in both directions, with the highest ridership trip having 16 boardings. The Blue Line has fairly consistent ridership throughout the service period, with outbound ridership tailing off in the evening and inbound service ramping up in the morning. The highest ridership trip has 15 boardings. Only about 1/3 of ridership during peak Green Line trips may be attributed to corresponding Red Line trips that connect within five minutes of the Green Line trips. Note: Ridership information for the first and last trips on the Green Line is not available. The majority of Green Line ridership is most likely coming from local connections with Metro McAllen and Valley Metro. On the weekend (Figures A-359 to Figure A-366), Red Line ridership increases, possibly due to the Vaquero Express Connector Shuttle only operating Monday through Friday. On Saturday, ridership is highest during the morning in the outbound direction and during the midday in the inbound direction. The highest ridership trip, 10:30 a.m. in the outbound direction, has 20 boardings with about half of all trips having more than 10 boardings per trip. Sunday ridership is highest in the afternoon with the highest ridership having 27 boardings. Ridership on the Blue Line is consistent with weekday service patterns with ridership distributed fairly evenly across the service day and no trips having more than 20 boardings. Across all service days and routes, maximum loads are fairly high compared with boardings due to the few number of stops along the route.
Nelson\Nygaard Consulting Associates, Inc. | A-284
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-353 | Metro Connect – Red Line Weekday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-354 | Metro Connect – Red Line Weekday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-285
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-355 | Metro Connect – Blue Line Weekday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-356 | Metro Connect – Blue Line Weekday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-286
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-357 | Metro Connect – Green Line Weekday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-358 | Metro Connect – Green Line Weekday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-287
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-359 | Metro Connect – Red Line Saturday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-360 | Metro Connect – Red Line Saturday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-288
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-361 | Metro Connect – Blue Line Saturday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-362 | Metro Connect – Blue Line Saturday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-289
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-363 | Metro Connect – Red Line Sunday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-364 | Metro Connect – Red Line Sunday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-290
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-365 | Metro Connect – Blue Line Sunday Outbound Ridership by Trip 40
Outbound
Boardings
Max Load
35 30 25 20 15 10 5
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
Source: Metro Connect, October 2016
Figure A-366 | Metro Connect – Blue Line Sunday Inbound Ridership by Trip 40
Inbound
Boardings
Max Load
35 30 25 20 15 10 5
Source: Metro Connect, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-291
8:00 PM
7:00 PM
6:00 PM
5:00 PM
4:00 PM
3:00 PM
2:00 PM
1:00 PM
12:00 PM
11:00 AM
10:00 AM
9:00 AM
8:00 AM
7:00 AM
6:00 AM
5:00 AM
0
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
SERVICE PRODUCTIVITY In terms of weekday average passengers per hour, the Green Line is the most productive Metro Connect bus route (Figure A-367). The route carries 11.3 passengers per hour on weekdays. (Figure A-368). The Blue Line carries 9.4 passengers per weekday, and the Red Line carries 4.8. The Red Line has significantly lower ridership per hour due to the need to have two buses operating along the route, while the Blue and Green Line only require one bus each. The Blue Line carries 10.7 passengers per hour on Saturdays and carries 10.5 passengers per hour on Sundays (Figure A-369 and Figure A-370), while the Red Line carries 6.6 passengers per hour on Saturdays and 6.1 on Sunday. Since the routes are served by the same number of trips and have the same routing on weekends as weekdays, the passengers per hour increases for the Red and Blue Lines on the weekend compared to weekdays. As mentioned, the productivity of certain Metro Connect routes can often fluctuate over the course of the year due to seasonal ridership by students or tourists. Figure A-367 | Metro Connect – Service Productivity Statistics
SERVICE DAY
TYPICAL DAILY RIDERSHIP
SERVICE HOURS
AVERAGE RIDERSHIP PER HOUR
METRO CONNECT AVERAGE RIDERSHIP PER HOUR
SYSTEM RANK
RED LINE Monday–Friday
145
30.3
4.8
7.5
3 of 3
Saturday
201
30.3
6.6
8.0
2 of 2
Sunday
186
30.3
6.1
7.6
2 of 2
Monday–Friday
140
14.9
9.4
7.5
2 of 3
Saturday
159
14.9
10.7
8.0
1 of 2
Sunday
156
14.9
10.5
7.6
1 of 2
167
14.8
11.3
7.5
1 of 3
BLUE LINE
GREEN LINE Monday–Friday
Source: Metro Connect, 2016
Nelson\Nygaard Consulting Associates, Inc. | A-292
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-368 | Metro Connect – Weekday Ridership per Service Hour by Route 20.0 18.0 16.0 14.0 12.0
System Average: 8.5
11.3
9.4
10.0 8.0 6.0
4.8
4.0 2.0 0.0
Green Line
Red Line
Blue Line
Source: Ride Check, October 2016
Figure A-369 | Metro Connect – Saturday Ridership per Service Hour by Route 20.0 18.0 16.0 14.0
System Average: 8.0
12.0
10.7
10.0 8.0
6.6
6.0 4.0 2.0 0.0
Red Line
Blue Line
Source: Ride Check, October 2016
Nelson\Nygaard Consulting Associates, Inc. | A-293
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
Figure A-370 | Metro Connect – Sunday Ridership per Service Hour by Route 20.0 18.0 16.0 14.0
System Average: 7.6
12.0
10.5
10.0 8.0
6.1
6.0 4.0 2.0 0.0
Red Line
Blue Line
Source: Ride Check, October 2016
ON-TIME PERFORMANCE On weekdays, the Green Line served 100% of time points on-time during the survey period. (Figure A-371). Buses are considered early when they depart a time point before their scheduled departure time. Buses are considered late when they depart a time point more than five minutes behind schedule. The Red Line served 79% of time points on-time, with late departures affecting performance. The Blue Line served 81% of time points on-time, with early departures affecting performance. On the weekend, on-time performance was worse on Saturday as compared to weekdays, but Sunday service was significantly better at on-time performance. For both routes on both weekend days, early departures affected on-time performance more than late departures. Figure A-371 | Metro Connect – On-Time Performance WEEKDAY
SATURDAY
SUNDAY
79%
71%
91%
Early
7%
18%
9%
Late
14%
11%
0%
On-Time
81%
74%
83%
Early
17%
14%
12%
Late
2%
12%
5%
RED LINE On-Time
BLUE LINE
Nelson\Nygaard Consulting Associates, Inc. | A-294
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
WEEKDAY
SATURDAY
SUNDAY
100%
—%
—%
Early
0%
—%
—%
Late
0%
—%
—%
GREEN LINE On-Time
Note: Total may not sum to 100% due to rounding. Source: Metro Connect
POTENTIAL SERVICE IMPROVEMENT OPTIONS Opportunities to strengthen Metro Connect are listed below. Some suggestions may be contradictory, as there is usually more than one approach to improving a route.
Extend Green Line to Brownsville. UTRGV students traveling between Edinburg and Brownsville campuses on Metro Connect must transfer at Central Station McAllen in each direction. Alternatively, Vaquero Express offers a one-seat ride between campuses. In an effort to provide a faster, more convenient service for students traveling between campuses, the Green Line could be extended to from UTRGV-Edinburg and Central Station McAllen to La Plaza and UTRGV-Brownsville with no intermediate stops. This would result in a limited stop service utilizing higher capacity vehicles than Vaquero Express cutaways. Service could be tailored to demand with more frequent service during the morning and afternoon and less frequent service during the midday and evening. The one-seat ride between the campuses must be clearly emphasized to achieve maximum ridership. For this reason, a single route designation is preferable to interlining the Green and Red lines, which could also provide a one-seat ride between the campuses.
Simplify Service Patterns. All routes of Metro Connect have multiple variants during the service day either serving mid route stops or providing non-stop service. Most of the stops are not located very far from the main alignment and could be served by most trips. The Red Line could serve Harlingen and RGV outlets on each trip, providing consistent headways and increased flexibility for riders. The Blue Line could either serve the airport every time or not serve the airport. Valley Metro Route 50 and Brownsville Metro Route 7 both serve the airport as well. The Green Line could discontinue serving McAllen Library to provide faster service for the majority of riders. McAllen Library is served by McAllen Metro Routes 2, 3, 5 and 6.
Adjust Service to Demand. The Blue Line has more consistent utilization throughout the day with fewer ridership spikes than Red and Green Lines despite its 90-minute headway. Increasing the Blue Line headway to 45 minutes would attract new riders and provide increased trip options for existing riders. On weekends, the last trips of the Red and Blue Lines have fairly high ridership compared to other trips during the day, possibly indicating demand for later service. Many morning trips have low or no ridership on these service days. By adjusting the schedules to have later trips, the service can better serve ridership demand.
Coordinate Regional Services. On several service days, multiple inter-city services are provided that serve similar or identical services as Metro Connect. While Metro Connect offers more direct service between Brownsville and McAllen city centers, other
Nelson\Nygaard Consulting Associates, Inc. | A-295
BROWNSVILLE TRANSIT PLAN | APPENDIX A | METRO CONNECT EVALUATION Brownsville Metro
services, such as the Vaquero Express or Valley Metro routes, charge a reduced fare or no fare. The different complimentary services can also contribute to passenger confusion about services that are offered in the region. By coordinating operations or funding sources across the other regional services, service could be more efficiently provided.
Nelson\Nygaard Consulting Associates, Inc. | A-296
APPENDIX B
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Nelson\Nygaard Consulting Associates, Inc. | B-1
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Nelson\Nygaard Consulting Associates, Inc. | B-2
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
1 OVERVIEW This following document summarizes the on-board and online Transit Survey responses collected from October 2016 through February 2017. The on-board and online survey were largely the same; however, similar questions were worded slightly differently in some cases because the online respondents were not on a vehicle when completing the survey. The survey was available in English and Spanish. This analysis also summarizes the Service Concepts Survey, conducted primarily online between January and March 2017 and completed by 72 respondents.
Nelson\Nygaard Consulting Associates, Inc. | B-3
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
2 TRANSIT SURVEY Overall, 647 respondents completed the B Metro and Metro Connect Transit Survey: 593 completed the survey on-board a B Metro bus and 54 people completed the survey online. Preliminary analysis of these survey efforts includes the following key findings:
B Metro and Metro Connect are well used by survey respondents—80% ride B Metro or Metro Connect multiple days per week. Additionally, 69% of respondents have been using either system for longer than one year.
The highest number of trips completed on either system are made between riders’ homes and places of employment, but the system also supports a substantial volume of discretionary trips (shopping, school, medical, etc.).
B Metro’s Route 5 Alton Gloor (10%), Route 2 Jefferson/Central (10%), and Route 20 North (8%) are the most utilized routes in the system; Metro Connect accounts for 17% of recent trips made by survey respondents.
The highest rated preferred transit service improvements were more frequent bus service (17%), Sunday service (17%), and later bus service (12%).
One-quarter of all additional written comments were complementary towards B Metro and Metro Connect’s services. Comments also focused on increased service frequency (11%) and improvements to buses (9%).
One-third of survey respondents are not working and 26% identify as students (primary school, high school, and college).
The most common fare medium among survey respondents is a single ride (39%); no other fare medium was selected by more than 12% of respondents.
Passengers feel safe using B Metro and Metro Connect: 79% indicated they feel “very safe” while 20% feel “somewhat safe.”
Nelson\Nygaard Consulting Associates, Inc. | B-4
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
PROFILE OF RESPONDENTS Age Middle age adults, between 41 and 64 years old, are the most represented age group, accounting for 36% of survey respondents. Younger adults—age 18 to 24— represent just over one-fifth of respondents. Ten-percent of respondents are 65 or older (Figure 1). Figure 1 | What is your age? 65 and over
10%
41 - 64
36%
25 - 40
27%
18 - 24
21%
Under 18
7% 0%
10%
20%
30%
40%
Employment and Student Status Nearly 60% of survey respondents reported being employed in either a full-time (29%) or parttime (29%) positions. However, one-third of respondents are not working, significantly higher than the average rate of unemployment in Brownsville. Brownsville’s unemployment rate was 7% in October 2016, when the on-board survey was completed. Nearly 10% of respondents are retired (Figure 2). Students may account for the above-average percentage of respondents that are not currently employed. Over one-quarter of respondents are students, including primary school, high school, and colleges and universities. College and university students represent 18% of all respondents (Figure 3). Figure 2 | What is your employment status?
Not working
33%
Full-time employed
29%
Part-time employed
29%
Retired
9% 0%
10%
20%
30%
Nelson\Nygaard Consulting Associates, Inc. | B-5
40%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Figure 3 | Are you a student?
Yes, college/university
18%
Yes, high school
6%
Yes, K - 8
2%
No
74% 0%
20%
40%
60%
Nelson\Nygaard Consulting Associates, Inc. | B-6
80%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Passenger Behavior B Metro and Metro Connect are well used by survey respondents—80% ride B Metro or Metro Connect multiple days per week, and more than half of respondents use either system 4-6 days per week (Figure 4). Online respondents ride slightly less: 42% ride 4-6 days per week, 22% ride 2-3 days per week, and 26% ride less than once a week. Moreover, nearly 70% of B Metro and Metro Connect riders have been using the system for longer than one year, and 28% have used either system for longer than five years. Just over 30% of riders have been using either system for less than one year (Figure 5). Figure 4 | How often do you normally ride the bus?
4-6 days per week
53%
2-3 days per week
27%
Once a week
12%
Less than once a week
8% 0%
20%
40%
60%
Figure 5 | How long have you been riding B Metro or Metro Connect?
1 to 5 years
41%
Less than 1 year
31%
More than 5 years
28% 0%
10%
20%
30%
Nelson\Nygaard Consulting Associates, Inc. | B-7
40%
50%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
SERVICE PREFERENCES A primary goal of this survey is to gain a better understanding of how users interact with B Metro and Metro Connect on a daily basis. Survey respondents provided feedback on the routes they most typically use, common trip purposes, fare mediums, passenger safety, and transit service improvements. B Metro Route 5 Alton Gloor (10%), Route 2 Jefferson/Central (10%), and Route 20 North (8%) are the most utilized routes in the system (Figure 6). Metro Connect routes account for 17% of responses, with the Green Line recording the highest response (7%). The Green Line connects the University of Texas Rio Grande Valley to Central Station in McAllen; the line is Metro Connect’s shortest route and also the only Metro Connect route that does not operate on Sunday. Figure 6 | Which bus route did you (or will you) ride to complete your trip? Route 5 Alton Gloor
10%
Route 2 Jefferson/Central
10%
Route 20 North
8%
Route 1 Westend
7%
Route 3 Rockwell
7%
Route 7 Billy Mitchell
7%
Route 8 Lemon
6%
Route 11 Old Port Isabel
6%
Route 13 Pablso Kisel
6%
Route 6 Southmost
5%
Route 9 Austin
5%
Route 14 Scorpion Connector
4%
Route 30 Southeast
3%
Metro Connect - Green Line
7%
Metro Connect - Red Line
5%
Metro Connect - Blue Line
5% 0%
5%
Nelson\Nygaard Consulting Associates, Inc. | B-8
10%
15%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Trip Purpose Survey respondents were asked to indicate a general trip origin and destination for their most recent trip using B Metro or Metro Connect. The majority of survey respondents, 65%, begin their trips at home, 11% began their trips following a shopping or grocery store trip, and 8% were coming from work (Figure 7). Ending destinations were more evenly distributed between work (26%), home (21%), shopping destinations (17%), and school/college (17%) (Figure 8). These responses indicate that although a high percentage of riders use B Metro and Metro Connect to commute between home and work, the service also supports a range of secondary discretionary trips. Figure 7 | Where did you just come from? Home
65%
Shopping/grocery store
11%
Work
8%
Other
7%
School/college
6%
Medical appointment
4% 0%
20%
40%
60%
80%
Figure 8 | Where are you going to now (final destination of your trip)? Work
26%
Home
21%
School/College
17%
Shopping/grocery store
17%
Other
14%
Medical appointment
5% 0%
10%
20%
Nelson\Nygaard Consulting Associates, Inc. | B-9
30%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Fare Medium The most common fare medium among survey respondents is a single ride, selected by 39% of respondents. Day passes (12%) and 20-ride passes (12%) were the second most common options (Figure 9). Eleven percent of survey respondents pay no fare, representing University of Texas Rio Grande Valley Students (with valid university identification). The last popular fare option is 30day passes, which is only used by 2% of survey respondents. Figure 9 | What type of fare did you use (or will you use) for your trip? Single ride
39%
Day pass
12%
20-Ride pass
12%
Free/No fare
11%
Weekly Pass
9%
Transfer slip
8%
Other
7%
30-Day Pass
2% 0%
10%
20%
30%
40%
50%
Passenger Safety The majority of survey respondents (79%) feel “very safe” using B Metro or Metro Connect, while 20% feel “somewhat safe” using either system. Only 1% of respondents indicated they do not feel safe using B Metro or Metro Connect (Figure 10). However, online respondents feel less safe using the systems, with 47% answering “very safe.” Figure 10 | How safe do you feel using B Metro or Metro Connect?
Very safe
79%
Somewhat safe
20%
Not safe
1% 0%
20%
40%
60%
Nelson\Nygaard Consulting Associates, Inc. | B-10
80%
100%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Service Improvements To identify the priorities of B Metro and Metro Connect users, survey respondents were asked to select up to three preferred transit service improvements. More frequent bus service (17%), Sunday service (17%), and later bus service (12%) were the most requested transit service improvements. The lowest rated service improvements were expanding service to new areas and a real time arrival app; each were selected by 5% of respondents (Figure 11). However, three-quarters of respondents indicated they own smart phones, and 28% would prefer to receive service updates through a mobile app. Nearly half of respondents are interested in receiving service updates through text/SMS messaging, which does not require smart phone technology. Receiving service updates through email was preferred by 16% of respondents, and 11% preferred updates via Twitter or Facebook. Ideally, B Metro will provide simultaneous service updates over a range of communication mediums (Figure 12). Figure 11 | Preferred Transit Service Improvements More frequent bus service
17%
Sunday service
17%
Later bus service
12%
More comfortable stops (seating, shade, etc)
9%
Faster service (fewer stops, more direct routes)
8%
Earlier bus service
8%
More reliable service (on-time)
7%
More transfer locations between routes
6%
Easier fare payment
6%
Real time arrival app
5%
More service to new areas
5% 0%
5%
10%
15%
Figure 12 | How would you prefer to receive service updates?
Twitter/Facebook
11%
Email
16%
App
28%
Text/SMS
45% 0%
10%
20%
30%
40%
Nelson\Nygaard Consulting Associates, Inc. | B-11
50%
20%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
ADDITIONAL COMMENTS The survey included an open-ended written comment form. Out of the 647 completed surveys, 151 respondents (23%) included a written comment. While many riders discussed one specific topic, a number of the responses included comments and suggestions on a variety of topics. For this analysis, each comment was assigned to broader categories to help identify recurring themes (Figure 13). One-quarter of all comments provided positive service quality feedback. The primary passenger requests are increased service frequencies (11%) and improved transit vehicles (9%). Passengers commented that B Metro service is often late or delayed, and they are not satisfied with current levels of service (typically one bus per hour). Comments pertaining to bus improvements were focused on the following: purchasing new buses and buses that are accessible to all users, buses that do not break down as frequently, more bus seats, and adding GPS and WiFi capabilities. Six-percent of comments requested that B Metro and Metro Connect expand their current service area, with the following destinations specifically mentioned: Alton Gloor, Perdido Street, Daniel Breed School, and Dana Street, San Pedro, Sunrise Mall, Harmony Science Academy, Breeden Elementary School, and additional stops between McAllen and Edinburg. Negative driver quality comments outnumbered positive driver feedback. Comments include bus drivers not waiting for passengers, unfriendly drivers that are rude to passengers, drivers that do not begin service on time, and inattentive driver behavior. Based on the comments received, fares are not a major concern; only 3% of comments addressed fare reductions. Figure 13 | Additional Comments Service quality (positive)
25%
Increase service frequency
11%
Bus improvements
9%
Other
9%
Expand service area
6%
Bus stop improvements
6%
Service quality (negative)
6%
Driver quality (negative)
6%
Information quality
5%
Increase service span
5%
Add Sunday service
5%
Driver quality (positive)
4%
Fares (decrease)
3%
Fares (positive)
0% 0%
10%
20%
Nelson\Nygaard Consulting Associates, Inc. | B-12
30%
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
3 SERVICE CONCEPTS SURVEY The Nelson\Nygaard team developed two preliminary service redesign scenarios for B Metro aimed at addressing the service improvement opportunities identified through the existing service analysis, market analysis, and stakeholder input. Members of the public were invited to comment on these proposed scenarios in person at public meetings or online via the Service Concepts Survey. The survey was featured on the study website from January to March 2017, and was completed by 72 total respondents. Overall, Scenario 1 was preferred by 65% of respondents, compared to 35% in favor of Scenario 2. Respondents that preferred Scenario 1 favor the expanded coverage and the increased access for UTRGV students. Multiple respondents submitted opposition to removing routes 13, 14, and 20. Respondents that preferred Scenario 2 favor the direct access to UTRGV provided by Route 8. However, several respondents indicated the desire for a stop by Morrison Plaza. B Metro use corresponds with the results of the original B Metro Community Survey: service concepts survey respondents most frequently use Route 2 Jefferson/Central and Route 5 Alton Gloor (Figure 14). Survey respondents were asked to select their most valued transit improvements. More frequent bus service (59%), later bus service (59%), and Sunday service (48%) were the highest rated service improvements (Figure 15). In addition to providing feedback on Scenario 1 and Scenario 2, respondents were able to provide general feedback. Respondents requested more stops in the Alton Gloor area, extended span of service for Route 11 Old Port Isabel, and requested service to the following areas: Rockwell Drive, Hanna High, Boca Chica, and between Central Avenue and the expressway. Concerns regarding the timeliness of routes, delays due to bus breakdowns, and the need for new and enhanced bus shelters were also expressed.
Nelson\Nygaard Consulting Associates, Inc. | B-13
BROWNSVILLE TRANSIT PLAN | APPENDIX B | ON BOARD RIDER SURVEY City of Brownsville
Figure 14 | Which bus routes do you typically take? 2 Jefferson/Central
14%
5 Alton Gloor
13%
3 Rockwell
11%
6 Southmost
10%
13 Pablo Kisel
10%
7 Billy Mitchell
9%
9 Austin
9%
1 Westend
6%
20 North
6%
14 Scorpion Connector
4%
30 Southeast
3%
11 Old Port Isabel
3%
Metro Connect Red Line
1%
I don't currently take transit
1% 0%
5%
10%
15%
20%
Figure 15 | What type of transit improvements are most important to you? More frequent bus service
59%
Later bus service
59%
Sunday service
48%
Earlier bus service
30%
Improved bus stop amenities
30%
Google Transit and real-time arrival app
23%
Improved pedestrian access
13%
Improved bike amenities
8% 0%
20%
40%
Nelson\Nygaard Consulting Associates, Inc. | B-14
60%
80%
APPENDIX C
MEMORANDUM DATE: TO: CC: FROM: RE:
May 2, 2017 Boris Palchik, Nelson/Nygaard Bradley Brey, AICP, Alliance Transportation Group Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
AUSTIN OFFICE 11500 Metric Blvd. Bldg. M-1, Ste. 150 Austin, TX 78758 Phone: 512.821.2081 Fax: 512.821.2085 Toll Free: 866.576.0597 TBPE Firm Registration No. 812
In order to implement the short- or long-term recommendations of the strategic plan, B Metro must be able to sustainably fund both transit operations and maintenance costs, as well as ongoing capital needs. This memo will serve as a “road map” that identifies new and expands upon existing funding strategies that B Metro could potentially utilize to bolster its current financial resources.
Potential Local and Regional Funding Mechanisms Limited federal and state transit funding creates a difficulty for transit agencies who are seeing an increase in operation and capital costs required to maintain an efficient system. While federal and state funding levels can be estimated on a yearly basis, it is important that B Metro builds upon their existing funding mechanisms, to both diversify and strengthen their local funding portfolio. According to the National Transit Database, local funding for B Metro increased from $876,939 in FY 2013 to $1,658,866 in FY 2014, representing an 89% increase. Continuing this trend in local funding moving forward can help offset potential shortages in federal and state funding in the future. B Metro should explore the following local funding opportunities to increase the pool of available funds for operations and maintenance costs and ongoing capital needs. Table 1. Potential Funding Sources Potential Funding Source Fare Structure Bonds Sponsorship Private Partnerships Institutional Partnerships Parking Benefits District Fuel Tax Local Sales Tax Land Value Capture
Description Raises costs associated with utilizing B Metro services A municipal bond that finances income producing projects and are secured and paid back using a specific revenue source Allows local business and corporations to purchase ad space on B Metro buses or stations for a fee Partnerships between B Metro and key businesses to increase available funds over time Partnerships between B Metro and key public entities, such as universities, to increase both ridership and funds over time An increase in parking fees in specific areas to assist with funding transit improvements Collects additional taxes or allocates a proportion of the existing funds raised through fuel taxes to fund public transit Recent State legislation gives cities new flexibility in the allocation of up to 2% of local sales tax Allows transit agencies to benefit from the increased property value associated with the high-quality transit they provide
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
Transit Access/Utility Fee Tax Increment Financing District Benefit Assessment District Transportation Impact Fees Toll Fees Grants Crowd Funding
A fee paid by businesses in areas with high quality transit services A program that defines a specific geographic area where general revenue tax is set at a specific level and any growth in tax revenue above that level is dedicated to improvements within that area Assesses a fee on businesses within defined areas that directly benefit from access to transit services A fee levied on new development that can be utilized for transit capital projects that may be required to improve service to that area due to increased demand Revenues generated by regional tolling authorities can potentially be utilized on transit infrastructure improvements Grants are funds that B Metro can utilize to fund transit improvements and that do not have to be paid back An innovative solution to funding local capital improvements in which members of the public or businesses donate to fund a specific project
Fare Structure Adjusting the fare structures for B Metro is a potential revenue source that can provide additional funding for both capital projects and continuous operations and maintenance.
Increased Fare Revenues Increasing fares is one option to increase available operations and maintenance funds over time, however, raising fare prices can have an impact on ridership if the raise in fare price is too extreme, particularly in low income areas. If fare revenues are increased, existing and future reduced fare policies should ensure all income groups have adequate access to the B Metro system. B Metro currently operates using the following fare structure (not including discounted vouchers): General Fare: $1 Transfers: $0.25 Day Pass: $2.50 Weekly Pass: $12 B Metro could capture more revenue and eliminate inefficiencies and fare evasion by changing its transfer policy. Three possible fare re-structure scenarios are meant to both address this policy and increase revenue for B Metro. Before presenting the options, it is important to understand the assumptions used in the development of the scenarios. The estimations of potential annual revenue increases were generated by annualizing the data found in the Monthly Route Summary Report for October 2016. All three of these scenarios call for changing the ratio between a single fare and day pass to ensure that the single fare is always half the price of the day pass. As it is now, it is more economical for a passenger traveling round trip on one bus route to buy two single fares for one dollar each as opposed to purchasing a day pass for $2.50. All the scenarios are only looking at ridership from day pass and transfer users. Suggested fare structure scenarios only account for riders utilizing the transfer system and day pass. Any changes to the base fare would likely result in additional yearly revenue as well, depending on any attrition due to the increase. Scenario One: The elimination of the transfer pass while keeping the day pass fare the same and raising the single fare to $1.25 could allow B Metro to realize approximately $50,070.00 more per year in revenue. Eliminating Nelson\Nygaard Consulting Associates, Inc. | C-2
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
the transfer fare would force those currently paying for a single fare plus a transfer to purchase a day pass or an individual fare for each one-way trip, which would be the same price. The new monthly revenue for day passes would be $20,022.50, which would be $50,070.00 more per year. There would also be savings in material costs associated with producing the transfer pass and B Metro would no longer lose revenue to fare evasion that results from passengers passing a transfer pass to another passenger that has not paid. This scenario assumes there would be no attrition due to raising the fares and that all passengers currently using a transfer pass would migrate to using a day pass in its absence. Scenario Two: Scenario Two is similar to Scenario One in almost all aspects. The difference is the increase in the day pass fare from $2.50 to $3.00 and the single fare from $1.00 to $1.50. B Metro could realize approximately $98k more per year under this structure. The increase would be from the combined numbers of Transfer and Day Pass passengers as explained in Scenario 1 plus the increase in price of the day pass making the annualized revenue $288,324 as opposed to $190,200. B Metro should use caution when considering this structure as raising fare prices can negatively impact ridership. A thorough study should be conducted prior to implementation that ensures a raise in fare price does not disproportionately impact low income riders and that the raise does not invalidate any of B Metro’s fare policies. B Metro can consider maintaining existing reduced fare prices or adjusting per a revised fare. This scenario assumes there would be no attrition due to raising the fares and that all passengers currently using a transfer pass would migrate to using a day pass in its absence. Scenario Three: Scenario three would simply change the fare structure by raising the day pass fare to $3.00 and the single fare to $1.50 and leaving the transfer fare at $.25. B Metro could realize approx. $85,614 more per year under this structure by capturing a monthly revenue of $22,984 as opposed to $15,850 under the current structure. This scenario makes an important assumption not applied in the other scenarios about travel behavior. This option assumes that of the current 3,338 transfer users, 75% are following a typical travel pattern of making a round trip each day and that 25% are only making one trip per day. Thus, 75% of the transfer users were added to the day pass figure and 25% were accounted for under the single ride plus a transfer figure. B Metro may have more specific knowledge about the passenger travel behaviors that could influence this assumption and should utilize their data to determine reasonable splits in travel behavior. This scenario would not solve the problem of fare evasion associated with transfer passes and B Metro would still need to use caution when raising fares for the same reasons described in Scenario Two. This scenario does, however, incentivize two trip riders to utilize the day pass.
Additional Fare Structure Opportunities In addition to simply raising fare costs for all riders, various fare structures could be utilized to capture additional revenues and riders. ► Bulk, Group or Student Pass: A group pass programs would allow organizations to purchase bus passes for 100% of their students, employees or residents in bulk at lower rates. Programs such as these help promote sustainable transit, alleviate parking issues and traffic congestion and can be a great benefit to employees and students. Student passes typically occur through a formal arrangement between a school and the transit agency, that allows all students to receive free or reduced fares. The university typically utilizes a fee lumped into tuition to cover this cost.
Nelson\Nygaard Consulting Associates, Inc. | C-3
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
► Zone Fares: Zonal fare structures price fares differently based on distance traveled. For example trips between distant zones will cost more per ride than trips between close zones. B Metro should examine trip distances, ridership demographics and possible rider attrition before implementing any zonal fare structures.
Bonds Both general obligation or revenue bonds through the City of Brownsville may be utilized to fund transit improvements. These bonds require approval from the voting public and must be paid to investors throughout the duration of the bond. Revenues generated from property and sales tax are generally used to pay off bonds, however, B Metro could coordinate with the City of Brownsville to discuss bond feasibility and pay-back options.
Sponsorship Sponsorships are one opportunity to both raise capital and provide long term funding opportunities for operations and maintenance. B Metro can build upon its current sponsorships to create a more robust portfolio of sponsorship revenues. Revenue from advertising is typically modest, from 0.1 percent to over 3.0 percent of operating revenue.
Advertising According to Lamar Advertising Company, bus advertising offers exposure to local commuters, drivers and pedestrians. These ‘moving billboards’ are typically displayed on the bus exterior and come in a variety of sizes and high-impact formats to reach your audience, ranging from small scale panels to bus wraps. Some B Metro buses already display advertisements. Additional buses should be utilized to increase revenue potential. In addition to exterior advertising, smaller advertisements on the interior of buses provide additional revenue. One form of advertising package that is becoming more and more popular is known as “station domination”. This is when one brand occupies all possible ad spaces in a station but can also occur in other forms. For example, a private company could buy out all of the ad space for a given bus route that would include the wrap and any internal ad space such as rail holders or overhead ads. This can have significant impacts on operations as only certain vehicles with the appropriate wrap can operate on the purchased bus line and this can limit interlining efficiencies.
Case Study: An example of this is the Emerald Express (EmX) Bus Rapid Transit (BRT) line in Eugene, Oregon. The University of Oregon purchased all of the advertising rights for the entire EmX line that included internal and external advertising space. The client benefited by receiving a more comprehensive advertising campaign and a discount for buying the complete rights. The agency benefited from having no vacant advertising space on its BRT line and it strengthened its partnership with the University.
Naming Rights Selling naming rights of transit stations or lines mostly occurs in large cities such as Boston, New York, or Chicago where having a name on a busy rail station will guarantee millions of views. Although this is unlikely for most B Metro stops, large transfer stations or hubs could potentially garner some interest from the business community. B Metro should assess high ridership routes to determine which routes or stations would be most appropriate for naming rights and gauge interest from local businesses.
Nelson\Nygaard Consulting Associates, Inc. | C-4
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
Partnerships between B Metro and local businesses or public entities are another option for raising both capital planning funds and on-going operations and maintenance funds.
Partnerships Public/Private Partnerships Many transit agencies across the United States have looked to the private sector to partner on transit projects. Public-Private Partnerships between transit agencies and private businesses take a variety of forms. B Metro should seek to explore opportunities for partnerships with businesses that assist with funding capital investments or joint developments. For example, stations and amenities constructed near existing and future businesses can be funded through Public-Private Partnerships that ensure that the private entity benefits from the provided transit service. Private partnerships with major employers could also provide a constant source of revenue through the purchasing of bulk passes for their employees.
Institutional Partnerships B Metro should look to build upon existing relationships with public institutions such as UTRGV and Texas Southmost College to increase ridership and revenues through additional and expanded contract agreements. B Metro should look to expand partnerships with other public institutions, such as K12 schools or city agencies. Other institutional partners could include Brownsville ISD, Cameron County, and state agencies. In addition to local institutional partnerships, B Metro should continue to coordinate with regional partners, such as Metro Connect, to fund transit investments at transfer stations between the two services. Collaborative partnerships with regional communities and entities will position B Metro and the region well to expand upon recently awarded grants through TxDOT and the FTA.
B Metro/UTRGV Funding Agreement Recommendation
Case Studies: The Greensboro Transit Authority (North Carolina) serves 130,000 student passengers on their Higher Education Area Transit (HEAT) services that are specially operated to meet the needs of seven area educational institutions, each of which supports the program financially.
At Iowa State University in Ames, students are charged $52.50 each semester and the University contributes half the cost of CyRide in Ames. Eighteen percent of the remaining funding is provided by the city and the balance from other sources.
Under the current contract between the City of Brownsville Source: “Transit Finds Increasing Connections and UTRGV, students, faculty and staff can ride on any routes with Universities,” Passenger operated by B Metro. The University pays B Metro $.75 per Transport, Vol. 65, No. 46, November 19, 2007, p. 8. rider reported to the University by using a unique fare box key. After reviewing the Monthly Route Summary for October 2016, there are currently 1,860 UTRGV students and 62 UTRGV Faculty and Staff that utilize the B Metro system monthly based on the two fare box keys below: UTB Fac/Staff (Key_8) UTB Flash Pass (Key_6) To analyze potential revenue through the agreement, ‘Key_6’ is the assumed proper designation for UTRGV students and ‘Key_8’ is the proper designation for UTRGV faculty and staff. Based on data from the keys, B Metro collected approximately $1,395 from student fares and $62 for faculty and staff in fares from the University in October of 2016. When annualized, this equates to approximately $16,740
Nelson\Nygaard Consulting Associates, Inc. | C-5
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
from the University for student fares and $744 for faculty and staff fares. B Metro should consider a new agreement that aims to increase revenue, UTRGV student, faculty and staff ridership, and eliminate inconsistencies with the University when the contract expires. B Metro and UTRGV could enter into an agreement that charges a flat fee per potential rider, which would be the total number of students enrolled at the UTRGV Brownsville campus. This agreement benefits both parties for several reasons. This would eliminate missed revenue that results from operator or fare box error. For example, a fare box may malfunction and not register the entered key properly or an operator may press the wrong key/forget altogether to press the key. In terms of budgeting, this allows the University to budget a specific amount (monthly or annually) to pay to B Metro and gives B Metro a more solid understanding of dedicated revenue from the University over time. The University could raise funds through a “transportation services student fee” added to existing tuition and fees. Transportation services could be treated like all other University services, such as University Recreation, Health Services, Counseling Services, etc. These services are there to benefit the student experience and while not every student may use them, they all have an equal opportunity to should the need arise. Prior to implementing any changes to the current agreement, B Metro should analyze the exact number of student riders utilizing the services and the number of UTRGV Brownsville students to determine a logical fee per student. B Metro and UTRGV should determine access to the B Metro system for Faculty and Staff based on a new agreement for students. UTRGV could continue to pay the reduced fare for each faculty and staff member through fare box transactions similar to the current agreement or allow them to ride for free without reimbursement per rider under the “student fee” agreement.
Vaquero Express The Vaquero Express Campus Shuttle connects the Brownsville and Edinburg UTRGV campuses and is free to all who utilize the service. Metro Connect offers regional express service between UTRGV – Brownsville and UTRGV – Edinburg. Metro Connect riders must transfer between the Red and Green Lines in McAllen, making the route less convenient for people traveling directly between the University campuses. Metro Connect also charges fares of $5.00 for a daily pass or $25.00 for student and faculty for a 30-day pass. B Metro should coordinate with its regional partners to assess the possibility of operating the Vaquero Express Campus Shuttle as one direct route through Metro Connect and providing free service for students, faculty and staff with financial commitment from UTRGV. This would eliminate duplication of services in the region and better integrate the existing transit services. Connect Metro operating the “Vaquero Express” through 5311 funding, a financial agreement with UTRGV and user fees would generate additional revenue potential for Connect Metro and lighten the financial burden of the University. B Metro should coordinate with UTRGV to determine financial feasibility and estimated ridership prior to entering this collaborative partnership.
Parking Benefit District A parking benefit district apportions a proportion of revenue raised within certain geographic areas, such as downtown Brownsville, to fund transit improvements. Jurisdictions can allot an amount of the existing revenues generated from parking fees in an area or raise parking costs to allocate revenue to transit improvements.
Nelson\Nygaard Consulting Associates, Inc. | C-6
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
Local Taxes Fuel Tax A fuel tax could be collected within a jurisdiction to assist with operations and maintenance and capital funding for public transit providers. Revenue raised through an additional fuel tax or an allotted proportion of the existing fuel tax can be dedicated to fund public transit improvements.
Local Sales Tax In 2015, the State Legislature approved H.B. 157 giving cities more flexibility on the allocation of up to 2% of local sales tax. The bill authorizes cities to hold an election to impose either a general sales and use tax, or a dedicated sales and use tax for sports and venue districts, crime control and prevention districts, economic development corporations, property tax relief, or street maintenance. In either case, the proposed tax must be an increment of at least 1/8 of 1% and cannot exceed the maximum local sales and use tax rate of 2%. Prior to this bill, local sales taxes were capped at 2% but only 1% could be allocated to general revenue. The remaining 1% could be assessed as long as it was allocated to a specific dedicated purpose. As B-Metro currently receives contributions from the City’s general fund, an increase in allocation to the City’s general fund could result in additional funding for the transit system.
Land Value Capture Land value captures allow jurisdictions to collect revenue in specific geographic locations that can help with ongoing operations and capital funding. Land value capture mechanisms allow transit agencies to benefit from the increased property value associated with high quality transit to those areas.
Transit Access/Utility Fee A transit access fee is paid by each property monthly, residential and commercial, within the service area and can generate continuous revenue for a transit agency. Monthly fees can vary in price and equity concerns should be addressed before implementing this program throughout the B Metro service area
Tax Increment Financing While property tax revenue is a major contributor to local transit funding, opportunities exist to increase the available pot of property tax funds through a Tax Increment Financing (TIF) structure. A TIF may take the form of a Transportation Infrastructure Reinvestment Zone (TIRZ) where a geographic area is identified and the property tax revenue allotted to the general fund is set. Any growth in property tax revenue above the original set allotment as the area develops is dedicated to fund transportation improvements that are located or operate within the boundaries of the TIRZ. The City of Brownsville currently contains two Reinvestment Zones. Reinvestment Zone #1 (Figure 1) is located in West Brownsville where Morrison and Laredo Roads intersect. Much of the land in Zone #1 is still vacant, which leaves opportunity for future development that may warrant expanded transit service investments. Transit service investment and expansions could use money generated from the TIRZ for ongoing funding and service implementation of enhanced service. Reinvestment Zone #2 (Figure 2) is located near South Palm Blvd and Mexico Blvd and is relatively small and disconnected from other areas. Similar to Reinvestment Zone #1, Reinvestment Zone #2 may warrant expanded transit service and investment should additional development occur within the zone.
Nelson\Nygaard Consulting Associates, Inc. | C-7
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
Figure 1. Brownsville Reinvestment Zone Boundary 1
Figure 2: Brownsville Reinvestment Zone Boundary 2
Another opportunity associated with TIRZs is the ability to expand the geographic footprint of the Reinvestment Zone should new development and market demands change. If development created new transit market demands and expanded transit services would meet these demands and provide Nelson\Nygaard Consulting Associates, Inc. | C-8
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
connectivity within and to the TIRZ then this would warrant boundary expansion and the use of TIRZ funds.
Benefit Assessment Districts A benefit assessment district, also known as a special assessment district, allows local jurisdictions to impose new fees or tax increases on owners in those geographic areas. Jurisdictions can then allocate a portion, or all of those fees to a transit agency. Typically, the fee is based on property values, sales, or a special business fee.
Transportation Impact Fees Transportation impact fees are revenues collected from new development, both residential and commercial, in which developers pay an upfront fee to offset any demand their development may place on the existing transportation system. Local jurisdictions can allocate some of those funds to improve transit access to those areas. Impact fees, in many situations, are utilized to fund station and stop amenities.
Tolls The Cameron County Regional Mobility Authority (CCRMA) operates SH 550 in Brownsville. B Metro should coordinate with the CCRMA to determine the feasibility of allocating a proportion of toll fees collected to assist with transit investment. Tolling can also take the form of Congestion Pricing, Emissions Fees and Vehicle Miles Traveled (VMT) Fees.
Grants B Metro has recently received several grants from various sources, including TxDOT, TIGER grants, and other grants through the FTA. B Metro should continue to explore local, regional, state and federal grant funding opportunities as they become available. Potential competitive grant opportunities to pursue include the following: •
•
FTA – Buses and Bus Facilities Program (Section 5339): Provides funding to transit agencies to replace, rehabilitate and purchase buses and related equipment and to construct bus-related facilities. B Metro received $667,545 in funding in 2015 under this program.
FTA – Capital Investment Grants (Section 5309): Provides funding for major transit capital investments, including
Case Study: Oregon has implemented a pilot project in the Portland region to demonstrate how a VMT concept might be implemented. Volunteers are using hybrid odometer/GPS technology on 280 vehicles as part of the Road User Fee Pilot Program to measure distance and assess costs at the pump. Similar exercises are currently underway in Austin, TX; Baltimore, MD; Boise, ID; Eastern Iowa; the Research Triangle Area of North Carolina; and in San Diego, CA. Source: TCRP Report 129: Local and Regional Funding Mechanisms for Public Transportation
heavy rail, commuter rail, light rail, streetcars, and bus rapid transit. Note that, instead of an annual call for applications and selection of awardees, the law requires that projects seeking CIG funding complete a series of steps over several years to be eligible for funding. B Metro received $3.8 million in 2013 under this program for bus facility improvements.
o
Bus Livability Discretionary Grants: Provides unallocated Section 5309 Bus and Bus Facilities money to projects that fulfill the six livability principles of the Interagency Partnership for Sustainable Communities, which consist of the Environmental Protection Agency (EPA), Department of Transportation (DOT), and Housing and Urban Development (HUD). This program aims to increase transportation options, provide Nelson\Nygaard Consulting Associates, Inc. | C-9
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
•
•
•
• •
•
access to jobs and affordable housing, improve accessibility and encourage economic development. This program funds capital costs for projects ranging from intermodal facilities, to active transportation infrastructure. FTA – Low or No Emission Vehicle Program (Section 5339c): Provides funding to transit agencies to purchase or lease low or no emission transit buses and related equipment, or to lease, construct, or rehabilitate facilities to support low or no emission transit buses. FTA – Mobility on Demand (MOD) Sandbox Demonstration Program (Section 5312): Funds projects that promote innovative business models to deliver high quality, seamless and equitable mobility options for all travelers. FTA – Pilot Program for Transit-Oriented Development Planning (Section 5309): Provides funding to local communities to integrate land use and transportation planning with a transit capital investment that will seek funding through the Capital Investment Grant (CIG) Program. FTA – Public Transportation Innovation (Section 5312): Provides funding to develop innovative products and services assisting transit agencies in better meeting the needs of their customers. FTA – Safety Research and Demonstration Program: Provides technical and financial support for transit agencies to pursue innovative approaches to eliminate or mitigate safety hazards, focusing on demonstration of technologies and safer designs. FTA – Transit Cooperative Research Program (Section 5312i): Research program that develops near-term, practical solutions such as best practices, transit security guidelines, testing prototypes, and new planning and management tools.
In addition to FTA grants, TxDOT administers several grants that can be utilized for transit and active transportation capital investments. The Surface Transportation Block Grant Program is one example and provides a flexible funding opportunity for agencies. Surface Transportation Block Grant Program: The Surface Transportation Block Grant Program is administered by the Federal Highway Administration (FHWA) and can be utilized by state and urban areas to fund a variety of transportation projects. Available funds can be used to fund active transportation investments to improve access and connectivity to B Metro stations and stops where current gaps exist. B Metro should coordinate with the Brownsville MPO to include B Metro capital investment projects into the MPO list of projects eligible for potential STBG funding apportioned through TxDOT.
Crowd Funding Crowd funding is an innovative and increasingly attractive option to fund local capital improvements. Crowd funding allows individuals to donate money to collectively fund a specific project. Potential projects funded through crowd funding should be smaller scale improvements, such as stop amenities. While crowd funding can help raise funds for specific projects, it can also serve as a tool to raise community awareness for transit needs and, in turn, potentially attract additional donors and community support for continued investment in transit infrastructure.
Funding Source Evaluation While the above sources can provide additional revenues for B Metro, their duration, amount of potential revenue generated, feasibility/ease of implementation, and political acceptance differ significantly. Some sources can be easily implemented, but may have a low level of political acceptance Nelson\Nygaard Consulting Associates, Inc. | C-10
May 2, 2017 RE: Task 1.2.3 - B Metro Transit Operations and Capital Funding Plan
and vice versa. B Metro should consider how each potential funding program may impact all transit users before implementation. B Metro should strive to ensure that all implemented programs are equitable and fair for all Brownsville residents, particularly those that are low-income or transit dependent. Table 2. Funding Source Evaluation Funding Source Increased Fare Revenue Various Fare Structures Bonds Advertising Naming Rights Public Private Partnerships Institutional Partnerships Parking Benefit District Fuel Taxes Local Sales Tax Transit Access / Utility Fee Tax Increment Financing Benefit Assessment District Transportation Impact Fees Tolling Grants Crowd Funding
Revenue Duration
Revenue Potential
Feasibility / Ease of Implementation
Political Acceptance
Long Term
High
High
Low
Long Term
Medium
High
Medium
Long Term Short – Mid Term Mid – Long Term
High Low Medium/High
High High High
Medium High High
Short – Mid Term
Low/Medium
Low/Medium
High
Mid – Long Term
Medium
Medium
High
Long Term
Medium
High
Low
Long Term Mid-Long Term
High High
Low High
Low Medium
Long Term
Medium/High
Medium
Medium
Long Term
Medium
High
Medium
Long Term
Low
Low
Medium
Short Term
Medium/High
Low/Medium
Medium
Long Term Short Term Short Term
High Medium/High Low
Low Low Medium
Low High High
Nelson\Nygaard Consulting Associates, Inc. | C-11
