Public transit report

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CITY OF HUNTSVILLE

COMPREHENSIVE OPERATIONALANALYSIS

FINAL

DECEMBER 2011


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COMPREHENSIVE OPERATIONAL ANALYSIS | FINALCity of Huntsville

Nelson\Nygaard Consulting Associates Inc. | i

Table of Contents

Page

Executive Summary .................................................................................................................... 1Introduction .................................................................................................................................................. 1Service Assessment Summary .................................................................................................................. 1

1 Existing Conditions ..........................................................................................................1-1Brief History of Shuttle .......................................................................................................................... 1-1Defining Unmet Needs .......................................................................................................................... 1-2Existing Data Analysis ........................................................................................................................... 1-9Unmet Needs Themes In Huntsville ................................................................................................... 1-28

2 Service Recommendations ...............................................................................................2-1Initial Alternatives and Public Outreach ............................................................................................ 2-1Recommended Short-Term Changes .................................................................................................. 2-1Long Range Recommendations .......................................................................................................... 2-19


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COMPREHENSIVE OPERATIONAL ANALYSIS | FINALCity of Huntsville

Nelson\Nygaard Consulting Associates Inc. | ii

Table of Figures

Page

ES-1 Fiscally-Constrained Short-Term Recommendations ........................................................... 3

ES-2 Proposed Span and Frequency for Fiscally Constrained Recommendations ................ 4ES-3 Proposed Revenue Hours and Buses Required .................................................................... 4

ES-4 Long-Range Recommendations (Fiscally Unconstrained) ................................................... 5

Figure 1-1 Alabama A&M Transit Map ............................................................................................... 1-4

Figure 1-2 Huntsville Zoning ................................................................................................................... 1-5

Figure 1-3 Density of Elderly Residents in Huntsville ......................................................................... 1-6

Figure 1-4 Density of Minority Populations in Huntsville ................................................................... 1-7

Figure 1-5 Concentration of Population under the Poverty Level in Huntsville ............................ 1-8

Figure 1-6 Transfer Activity Matrix for Huntsville Shuttle ................................................................. 1-9

Figure 1-7 Average Daily Ridership by Route ................................................................................. 1-10

Figure 1-8 Trips per Revenue Hour Productivity by Route ............................................................. 1-11

Figure 1-9 Daily Ridership and Productivity by Route .................................................................... 1-12Figure 1-10 System Average Daily Ridership Trends ........................................................................ 1-12

Figure 1-11 Route Ridership Trends ...................................................................................................... 1-13

Figure 1-12 On-Time Trips by Route ..................................................................................................... 1-14

Figure 1-13 On-Time Performance by Route ...................................................................................... 1-15

Figure 2-1 Proposed Route 1 Red Core Loop ................................................................................ 2-3

Figure 2-2 Proposed Route 2 Blue Core Loop ................................................................................ 2-5

Figure 2-3 Proposed Route 3 Bridge Street / Holmes .................................................................. 2-6

Figure 2-4 Proposed Route 4 Madison Square / University ........................................................ 2-7

Figure 2-5 Proposed Route 10 South Huntsville .............................................................................. 2-9

Figure 2-6 Proposed Route 6 Southwest Huntsville ...................................................................... 2-11

Figure 2-7 Proposed Route 7 Medaris Road / Alabama A&M University ............................. 2-12Figure 2-8 Proposed Route 8 Alabama A&M University ............................................................. 2-14

Figure 2-9 Proposed Route 9 Northwest Huntsville / Oakwood University ............................ 2-16

Figure 2-10 Proposed Fiscally-Constrained Shuttle System ............................................................. 2-17

Figure 2-11 Proposed Span and Frequency for Fiscally Constrained Recommendations .......... 2-18

Figure 2-12 Proposed Revenue Hours and Buses Required .............................................................. 2-18

Figure 2-13 Estimated Cost for Increased Frequency ........................................................................ 2-19

Figure 2-14 Estimated Cost for Later Weekday Span of Service .................................................. 2-20

Figure 2-15 Estimated Cost for Saturday Service .............................................................................. 2-21

Figure 2-16 Estimated Cost for Earlier Weekday Service ............................................................... 2-21

Figure 2-17 Estimated Cost for Sunday/Holiday Service ................................................................ 2-22

Figure 2-18 Proposed Route 13 Huntsville Crosstown ................................................................... 2-24Figure 2-19 Proposed Route 14 East Huntsville .............................................................................. 2-25

Figure 2-20 Proposed Route 15 Madison / Airport ....................................................................... 2-26

Figure 2-21 Summary of Long-Term Recommendations .................................................................... 2-27


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COMPREHENSIVE OPERATIONAL ANALYSIS | FINAL

City of Huntsville

Nelson\Nygaard Consulting Associates Inc. | ES-1

EXECUTIVE SUMMARY

INTRODUCTION

Nelson \ Nygaard was hired by the City of Huntsville to conduct a comprehensive operational

analysis. A comprehensive operational analysis includes an in depth assessment of how the

existing system is working, an identification of system strengths, weaknesses, and unmet needs,

and the development of a series of short- and long-term recommendations that address both

unmet needs and operational issues.

SERVICE ASSESSMENT SUMMARY

An examination of operating data, land use data, the needs and concerns of existing passengers

and stakeholders, as well as Shuttle staff, revealed several findings regarding Shuttle services.

On-Time Performance The average percentage of trips arriving at timepoints 0-5

minutes late is 50 percent. Passengers cannot depend on the existing schedule and they

cannot depend on transfers being made due to the schedule unreliability. Reliability of

service is one of the key considerations of attracting and maintaining existing riders.

Travel Time is Too Long Shuttle serves a large geographic area, often with one-way

loops, which add significant travel time due to out-of-direction travel. Travel times are

also lengthened by going into multiple business or commercial area parking lots, some of

which have low ridership. The long route travel times are often compounded by long

transfer waits. Most routes come hourly, and they are not timed to meet, which translates

into trip patterns having an average 30-minute wait for a transfer from one bus to

another. Long travel times are a severe disincentive to using Shuttle.

Frequency is Insufficient The Red Core and Blue Core Loops are the only two

routes that operate at 30-minute frequencies. Large portions of both the Red and Blue

Core Loops are served by other routes. In order to attract riders, service must be more

convenient to the places where riders need to go. Operating more routes at 30-minute

service will lead to dramatic ridership increases.

Span of Service The current Shuttle span of service is more designed for social

services than for employment purposes because the service shuts down just after 6 p.m.It is very difficult for anyone working outside of downtown Huntsville to be able to use

Shuttle to access a job that requires an 8 hour shift. Service workers in particular, a

target market for Shuttle, need later service.

Geographical Coverage Overall, Shuttle provides good coverage in areas that can

support fixed-route transit service. The suburban office park environment found in

Research Park is extraordinarily difficult to serve with fixed-route service. The outreach


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process identified several locations for expanded coverage, but the market potential for

each of these is limited.

Short-Term Recommendations

Recommendations were developed to address these operational issues within the existing budget.

Recommendations include the following:

Adjust alignment and schedule of each route to have a 60 or 120 minute running time. In

some cases, routes were extended, and in some cases, routes were shortened. This

recommendation will also cause routes to operate on time all the time.

Create a timed transfer at the downtown Transit Center so that transfers require 10-

minutes or less.

Eliminate the need to transfer in areas outside of downtown Huntsville.

Operate an hour later on key routes in Huntsville.

In order to make these improvements within the existing budget, service was reduced

where duplication with other routes was occurring or demand was low.


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ES-1 Fiscally-Constrained Short-Term Recommendations


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ES-2 Proposed Span and Frequency for Fiscally Constrained Recommendations

Route Proposed Span of Service Proposed Frequency

1 Red Core Loop 6:00 17:52 60-minutes

2 Blue Core Loop 6:00 17:52 60-minutes

3 Holmes 6:00 17:52 60-minutes

4 University 6:00 18:52 30-minutes

6 SW Huntsville 5:15 18:52 30-minutes

7 Medaris / Alabama A&M 6:00 18:52 60-minutes

8 Alabama A&M 6:00 17:52 60-minutes

9 NW Huntsville 6:00 18:30 60-minutes

10 South Huntsville 6:00 18:45 60-minutes

Notes:

First trip begins service at Transit Center at 6:00 a.m. for most routes

All routes except for Route 9 end service at the Transit Center. Route 9 ends service at Jordan Lane/ Sparkman Drive.

Route 4 begins 30-minute service at 6:00 a.m. and ends 30-minute service at 17:00.

Route 6 begins 30-minute service at 6:00 a.m. and ends 30-minute service at 17:00.

ES-3 Proposed Revenue Hours and Buses Required

Route

Proposed Weekday

Revenue Hours Buses Necessary

1 Red Core Loop 11.87 1

2 Blue Core Loop 11.87 1

3 Holmes 11.87 1

4 University 23.73 2

6 SW Huntsville 24.41 2

7 Medaris / Alabama A&M 12.87 1

8 Alabama A&M 11.87 1

9 NW Huntsville 12.5 1

10 South Huntsville 23.5 2

Total 144.51 12

Notes:

Existing Revenue Hours are 142.8, which does not include report time, deadhead time, and closeup time.

The revenue hour figures in this table also do not include report time, deadhead time, and closeup time.

Long Range Recommendations

Transit needs are evident in Huntsville that cannot be accommodated by the existing budget.

Multiple areas of need were identified, including geographic areas where service is necessary,

earlier and later service on weekdays, frequency on weekdays, and service on weekends. The

following recommendations address these transportation needs and the show the approximate

cost for the improved service:

Operate all routes more frequently. Running all routes at 30-minute frequencies will

likely cause system ridership to double.

Operate all routes later in the evening. Students and service workers in particular need

service that ends later at night. A 10:00 p.m. system end time is recommended.


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Operate service on Saturdays. This is one of the single biggest requests by existing riders.

Service jobs happen 7 days a week, and not having service on Saturdays inhibits the

ability of Huntsville residents to access jobs. Hourly service between 7:00 a.m. and 7:00

p.m. should be provided.

Operate weekday service earlier. Currently, it is difficult for most Huntsville residents touse Shuttle to access jobs that begin prior to 7:00 a.m. Shuttle should begin service on all

routes at 5:00 a.m.

Operate service on Sundays and Holidays. Service jobs happen 7 days a week, and not

having service on Sunday inhibits the ability of Huntsville residents to access jobs.

Sunday ridership would be less than on Saturday, and Holiday ridership will be less than

on Sundays. Hourly service between 9:00 a.m. and 7:00 p.m. should be provided.

Operate service to new destinations, including:

Huntsville Crosstown Service connecting Alabama A&M, Sparkman Drive, Madison

Square Mall, Calhoun Community College, southwest Huntsville, and Parkway Place

Mall with hourly service on weekdays.

Cinram and Madison County Industrial Park Peak Service connecting downtownHuntsville with East Huntsville and the Madison County Industrial Park. Three

morning and three afternoon trips should be provided.

Madison / Airport Service extending the proposed Route 3 from Bridge Street to

Madison and the Airport with hourly service. This would connect the Airport to

downtown Huntsville as well as connect Madison residents with Bridge Street,

Calhoun Community College, and UAH.

The total cost of the fiscally unconstrained recommendations is $2,744,000 annually for fixed-

route service. Handi-Ride, the complementary ADA paratransit service, would also need to be

expanded to fit the expanded service times as well as any geographic expansion that would occur.

As money becomes available, Huntsville should choose the recommendations that best fit its

needs. From a ridership perspective, adding more frequent service on weekdays and extending

weekday evening service will lead to the biggest ridership increases.

ES-4 Long-Range Recommendations (Fiscally Unconstrained)

RecommendationEstimated

Annual CostBuses

RequiredOperate all weekday routes at 30-minute frequency $1,135,000 8End service on all weekday routes at 10:00 p.m. $445,000 0Operate all routes on Saturday between 7:00 a.m. and 7:00 p.m. $284,000 0Begin weekday service on all weekday routes at 5:00 a.m. $94,000 0

Operate all routes on Sunday between 9:00 a.m. and 7:00 p.m. $269,000 0Proposed Route 13 Huntsville Crosstown $281,000 2Proposed Route 14 Cinram and Madison County Industrial Park $71,000 1Proposed Route 15 Madison / Airport Service $153,000 1Total Shuttle Cost Increases $2,732,000 12

Handi-Ride Service Increases for all Recommendations $486,000 1

Total Cost for Implementing all Recommendations $3,218,000Notes:

Costs are based on revenue hours and the rate of $45.87. Costs do not include Handi-Ride.


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Nelson\Nygaard Consulting Associates Inc. | 1-1

1 EXISTING CONDITIONSThis chapter summarizes efforts to define unmet needs in the community, analyze existing

transfer patterns, and complete an assessment of current operating conditions of each route.

BRIEF HISTORY OF SHUTTLE

Between 1901 and 1931, Huntsville had a streetcar line that

operated between Dallas Mill, Five Points, Downtown and

Merrimack. Streetcar service ended during the great

depression. The Citys privately operated fixed route busservice ceased operation in 1974. At the time, it provided a

very limited service to the citizens of Huntsville.

For many years, Huntsville did not have fixed-route transit

service. In 1990, Shuttle service was initiated, with two

initial routes: the Red and Blue Core routes. In 1990,

these routes served virtually all Huntsville social service

agencies and public housing areas.

Since 1990, the City of Huntsville has grown

tremendously, and Shuttle service has grown with it. As

resources became available, new bus routes were added incrementally to serve new markets. This

incremental approach led to several routes overlapping each other. By 2004, there were 10

different routes and a Tourist Trolley Route. In addition, the new Terminal just north of

downtown opened.

Service characteristics have also changed since Shuttle began service. Many social service

agencies that were in or around downtown Huntsville have shifted their locations. For instance,

the Senior Center, the Social Security office, and the Madison County Health Department have

moved from the downtown area. Route changes have been required to serve the new locations of

these agencies. These route changes coupled with increasing ridership, more riders with mobility

aides using the system and increased traffic on Huntsvilles major streets have led to significant

scheduling and on-time performance issues on most routes.

This Comprehensive Operational Analysis represents the first systemwide look at Shuttles

configuration since service inception.

Source: Wikimedia/Huntsville-Madison

County Public Library


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DEFINING UNMET NEEDS

One of the first steps of the Comprehensive Operational Analysis was to begin the process of

identifying unmet needs within the community. Nelson\Nygaard staff studied plans and projects

from several public and private agencies in Huntsville to assess potential impacts on the delivery

of transit service and to gain a larger understanding of the needs and goals of the community at

large. In addition, Nelson\Nygaard staff met with Shuttle operators and supervisors to better

understand local transportation needs and elements to be examined as part of the analysis.

Staff and Operator Comments on Service

Between August 30 and September 1, 2011 Nelson\Nygaard staff asked Shuttle staff and operators

about their impressions of Shuttle service and any things in particular they would like to see

addressed as part of the comprehensive operational analysis. The comments of fourteen

operators and most administrative staff are summarized below.

The overwhelming theme of respondents involved on-time performance. Virtually every operator

mentioned routes being too tight. More than half of those commenting mentioned wheelchairs asthe cause of negative schedule impacts. Increased ridership and some increased congestion were

the two other primary reasons for routes operating tightly. Operators were very concerned that

the on-time performance was negatively affecting the ability of passengers to transfer

consistently. There was an overall desire to increase the amount of recovery time for routes. The

Blue and Red Core loops were the two routes most often identified as having significant on-time

issues. Specific suggestions to address on-time performance included removing service to

parking lots and instead staying on the street.

Operators and staff stated that they are frequently asked about extending the span of service into

evenings on weekdays and on weekends.

Several operators commented on making routes easier to understand by having service in both

directions, rather than the one-way loops that are the common route structure. In addition,retiming routes to facilitate transfers and reduce the number of combination routes was

mentioned several times.

Specific destinations that needed more service included South Huntsville and Madison. Research

Park was mentioned as an area with service that had little ridership.

Review of Customer Comments sent to Shuttle

Kim Garrett, the Public Transit Manager of Shuttle, provided Nelson\Nygaard with the records of

past comments from members of the public. The comments primarily revolved around providing

service to geographic areas currently not served. Specific locations mentioned include:

Cinram, Christmas Charities on Highway 53 East,

Providence Main on 72 West,

SCI on South Parkway,

The Burritt Museum (could be addition to Tourist Loop),

Huntsville Airport,

Hampton Cove


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Background Documents Reviewed

Three different market research efforts conducted by Huntsville were reviewed to better

understand the existing ridership market.

Shuttle Customer Service Satisfaction Survey, July 25, 2008 This document summarizes theresults of an on-board survey conducted on all routes in 2008. Approximately 332 responses

were coded. According to the survey, more than 30 percent of riders were unsatisfied with the

existing span of service, indicating a desire for later service or service on weekends. Almost 50

percent of existing riders walked less than a block to access Shuttle. Only 10 percent of riders

walked more than 4 blocks. The predominant trip type was a work trip (45 percent) followed by

recreation or shopping trips (25 percent). More than 45 percent of riders transferred once or

more often to reach their destination. The transfer rate highlights the need for convenient

connections at the downtown Transit Center.

Research Park Analysis Survey, July 30, 2007 This document summarizes the market research

conducted to determine the viability of transit service in Research Park. The conclusion of the

effort was there was interest in transit service in Research Park. However, for people to ride it,service had to be frequent and convenient.

Shuttle Bus Survey, May 9, 2003 This document summarizes the satisfaction of Shuttle riders

with the service. According to the data, work trips accounted for 40 percent of all trips. More

than 50 percent of riders ride five days a week. Seventeen percent of riders are unsatisfied with

Shuttles hours of operation. There were many open-ended responses about operating on

weekends and later during weekdays.

Several other documents were also examined for background data.

Downtown Master Plan Update, April 2006 This document outlines the steps to revitalize

downtown Huntsville. Some of the strategies, such as increasing walkability and the number of

downtown residents could assist Shuttle. The Downtown Master Plan calls for a shuttle service

between the parking lots under I-565 and downtown to help manage the parking supply. The

shuttle is assumed to operate every 15-minutes on weekdays.

Final Year 2035 Long Range Transportation Plan Thisdocument summarizes the future vision

for multi-modal transportation for the Huntsville Metropolitan area. The Long Range Plan

recognizes that roadway congestion will increase and the aging of the population base will

increase the need for transit service. Transit specific elements discussed in the plan include

improving the frequency of routes from hourly to every 20 or 30 minutes, and geographic

expansion of service to areas such as the Airport, the Chapman and Blossomwood areas, and a

link to Redstone Arsenal.

Alabama A&M Transportation The Bulldog Transit System (BTS) provides transportation

throughout campus on four different routes that provide internal circulation as well as access to

remote parking areas. BTS also provides a connection to Shuttle Routes 7 and 8. In the 2010-

2011 academic year, BTS carried over 450,000 passengers.


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Figure 1-1 Alabama A&M Transit Map


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Zoning Assessment

Huntsville Zoning plans were examined to see if Shuttle served the highest density areas and the

areas zoned for ridership potential. Within the core area of Huntsville, Shuttle provides good

coverage to high density housing areas, as well as areas zoned commercial.

Figure 1-2 Huntsvil le Zoning


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Demographic Analysis

The demographic characteristics of an area are an excellent predictor of the propensity of

residents to ride transit. In addition, they chart out where potential disadvantaged communities

exist which may have transportation needs that could be filled by Shuttle services. The

subsequent demographic population charts are based on Census 2000 data.

Figure 1-3 Density of Elderly Residents in Huntsvil le

According to 2000 Census data, elderly residents defined as 65 years of age or over are

distributed throughout the City. The highest concentration of elderly residents is in the vicinity of

Westbury Square, south of Airport Road in South Huntsville. Other high concentrations are in

the vicinity of the Parkway Place Mall.


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Figure 1-4 Density of Minority Populations in Huntsville

According to 2000 Census data, the highest concentrations of minority residents are in North

Huntsville. The areas immediately to the west and south of downtown Huntsville also have a highconcentration of minority residents. South Huntsville and the Research Park area have a much

lower concentration of minority residents.


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Figure 1-5 Concentration of Population under the Poverty Level in Huntsvil le

According to 2000 Census data, the highest concentrations of residents earning incomes below

the poverty line are in areas immediately surrounding downtown Huntsville. There is a strong

correlation between the location of low income housing projects and areas that have high povertyconcentrations. Every one of the areas with more than 50 percent of persons living under the

poverty line is currently served by Shuttle service.


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EXISTING DATA ANALYSIS

This section describes the existing transfer patterns, ridership, and on-time performance.

Systemwide trends as well as individual route performance are described.

Transfer Analysis

An on-board ridecheck survey was conducted August 31 September 2, 2011 to record the

number of persons boarding and alighting at each bus stop. On-off counting as well as on-time

performance data collection was performed on two weekdays.

In order to determine and document the general travel patterns of transferring Shuttle riders and

to identify significant transfer connections, transfer movements were analyzed using paper

transfers collected by the operators. Shuttle drivers collected paper transfers and retained them

for one entire day of service on August 31 and September 1. The transfers were marked with the

route given out and the route received, allowing for a full accounting of the transfer patterns,

which are shown in Figure 1-6.

The transfer analysis calculated the transfer rate between routes for cash paying riders.

According to route ridership data from August 16, 2011, approximately 44 percent of riders

transfer at least once during their trip.

The top four routes that riders transfer onto are the Red and Blue Core Loops, Route 6, and Route

4. This includes transferring to complete their trip from another route or to continue their trip on

the same route. The route with the highest rate of transferring to continue their trip on the same

route was the Red Core Loop (Route 1).

Figure 1-6 Transfer Activ ity Matrix for Huntsvil le Shuttle

From/To Red(1) Blue(2) 3 4 5 6 7 8 9 10 11 12 TotalRed(1) 1 1 4 7 4 19 14 6 10 18 11 0 92Blue

(2)

4 5 1 12 4 18 18 14 10 12 11 1 107

3 2 3 0 4 1 7 2 3 1 1 5 3 30

4 19 13 1 2 8 3 5 13 6 0 3 3 75

5 13 10 0 11 0 3 1 1 2 3 2 0 44

6 18 12 9 13 5 1 6 9 7 0 15 0 92

7 14 11 3 4 2 11 13 4 1 0 5 0 65

8 12 8 0 4 1 12 3 4 5 1 7 1 54

9 10 5 1 4 6 5 7 9 5 0 3 1 52

10 9 10 0 4 2 1 1 2 3 1 3 0 34

11 3 5 2 2 1 4 4 2 1 0 2 1 25

Total 103 79 19 65 32 81 73 64 48 35 63 9


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Systemwide Ridership Analysis

The analysis of Shuttle service is based upon information collected during the days of August 31 to

September 2, 2011 through boarding counts and timing observations conducted by on-board

surveyors riding every trip. Data concerning service span, service frequency, hours provided, and

ridership has been collected from the surveys and is consolidated in tables and graphics in this

document, along with a route profile description summary of each route. Among the subjects

covered in this document are:

Ridership by system and individual route

Service levels by system and individual route

Ridership productivity analysis

On-time performance analysis

Service characteristics by individual route

The Huntsville Shuttle is a fixed route transportation program currently operating along 12 fixed

routes utilizing 12 buses. Hours of operation are 6:00 AM to 6:00 PM, Monday through Friday

excluding official City of Huntsville holidays. There is currently no evening service and weekend

service is limited to the tourist loop that serves the major tourist attractions throughout the city

during summer months, and a free downtown loop that operates on the week-ends from 7 p.m.

until 2:00 a.m.

Two routes operate at 30-minute frequencies, and the remaining routes operate every 60-

minutes. All but two routes operate to and from the downtown transit center. Transfers are not

timed, so connections between routes can be quite lengthy.

The following exhibits provide a summary of service hours and ridership provided by each route

Figure 1-7 Average Daily Ridership by Route

050

100

150

200

250

300

350

400

450500

Route 1- RedLoop

Route 2- BlueLoop

Route 3 Route 4 Route 5 Route 6 Route 7 Route 8 Route 9Route 10Route 12 TouristLoop

AverageDailyRidership

Route


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The Blue and Red Core Loops have the highest ridership. This is not surprising, considering they

are the only two routes with 30-minute service. Route 6 has the third highest ridership, with over

300 daily boardings. Routes 12 and 3 have the lowest ridership, with Route 12 carrying less than

50 persons a day.

Figure 1-8 Trips per Revenue Hour Product ivity by Route

The average route productivity of Shuttles 12 routes is 20.1 passengers per hour. Routes 4 and 6

carry more than 30 passengers per hour and are the most productive routes in the system. TheRed and Blue Core Routes have the highest ridership in the system, but their productivity is below

average. Route 12 has the lowest productivity, at 3.1 passengers per hour. This is comparable to

demand response service, and is extraordinarily low for fixed-route service.

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

Route4 Route6 Route7 Route9 Route8 Ro ute2

BlueLoop

Route10 Route1

RedLoop

Tourist

Loop

Route5 Route3 Ro ute12

PassengersP

erRevenueHour

Route

RouteProductivity


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Figure 1-9 Daily Ridership and Product ivity by Route

Route Number

AverageDaily Boardings per Revenue Hour

Ridership Overall AM Peak Midday PM Peak

Route 1 - Red Loop 415 18.3 16.5 22.2 11.5

Route 2 - Blue Loop 437 18.9 15.6 22.2 15.5

Route 3 92 12.1 15.5 11.6 9.2

Route 4 260 37.1 38.9 40.0 29.7

Route 5 106 15.6 8.8 20.0 13.5

Route 6 309 32.2 40.4 32.0 27.8

Route 7 239 24.4 24.6 26.7 20.5

Route 8 209 21.1 26.6 22.1 17.5

Route 9 169 22.6 27.9 23.4 15.3Route 10 209 18.5 16.0 21.5 14.9

Route 12 37 3.1 1.4 4.0 3.4

Tourist Loop Route 184 17.0 18.9 17.9 14.6

Figure 1-9 shows the ridership, overall productivity, and the boardings per passenger hour broken

out by time-period. With a couple of exceptions, midday productivity was highest, which is

typical of a system focused on carrying a large proportion of social service trips.

Figure 1-10 System Average Daily Ridership Trends

0

200

400

600

800

1000

1200

1400

2007 2008 2009 2010 2011

Ave

rageDailyRidership

Year

SystemAverageDailyRidershipTrend


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Figure 1-10 shows average daily ridership trends taken from Fiscal Year 2007 through 2011.

Ridership was highest in 2007 and 2008, and dropped in 2009 and has since started climbing

again. While it is not reflected in the annual averages, ridership in July and September 2011 has

been at record levels.

Figure 1-11 Route Ridership Trends

Figure 1-11 shows average daily ridership trends by route, also taken from Fiscal Year 2007

through 2011 data. One of the more interesting findings from the trend data is the strong decline

in ridership on the Red and Blue Core Loops (Routes 1 and 2) between 2008 and 2009. Overall,

many routes have experienced slight ridership gains.

0

50

100

150

200

250

300

1 2 3 4 5 6 7 8 9 10 11 12

AverageDaily

Rid

ership

Route

RouteRidershipTrends

2007

2008

2009

2010

2011


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Figure 1-12 On-Time Trips by Route

Shuttle service has a severe on-time performance issue. Measuring performance at each time-

point over a two day period, only approximately 50 percent of trips were within 0-5 minutes of

the scheduled time. Any route with an on-time performance less than 60 percent has a

scheduling issue. Such poor performance is a severe detriment to attracting new passengers to

Shuttle because reliability is a key attractor to service and Shuttle is entirely unreliable.

The on-time figures were further analyzed to determine if early arrivals contributed to the on-time performance. As shown in Figure 1-13, Routes 5, 8, and 12 all have sufficient time in the

schedule, but they are consistently arriving and leaving early at timepoints. The Red and Blue

Core Loops, and Routes 4, 6, 7, 9, and 10 all appear to attempt to serve more area than is feasible

given running times, speeds, and passenger loads.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Route3 Route5 Route8 Route1 2 Ro ute6 Ro ute10 Route9 Route4 Tour ist

Loop

Route7 Ro ute1

RedLoop

Route2

BlueLoop

On

TimePercentage

Route

PercentageofTripsOnTimebyRoute


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Figure 1-13 On-Time Performance by Route

Route Number

On-Time Performance

On-Time Early Late

Route 1 - Red Loop 28.4% 4.8% 66.8%

Route 2 - Blue Loop 23.0% 3.3% 73.7%

Route 3 89.4% 10.6% 0.0%

Route 4 40.5% 10.7% 38.8%

Route 5 76.9% 23.1% 0.0%

Route 6 54.0% 14.2% 31.9%

Route 7 29.0% 4.0% 67.0%

Route 8 71.4% 28.6% 0.0%

Route 9 43.0% 9.3% 47.7%

Route 10 50.8% 2.5% 46.7%Route 12 55.0% 45.0% 0.0%

Tourist Loop 33.7% 40.2% 26.1%


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Route Descriptions

This section provides detailed information about each route. It includes a description of the

route, characteristics and unusual circumstances if any. Statistics are provided in summary form

displaying ridership, productivity and service level information.

Route 1Red Core Loop (Clockwise)

Route Description Route StatisticsRoute 1, the Red Core Loop provides weekday morning andafternoon service on a clockwise loop moving south fromdowntown Huntsville, serving neighborhoods on both sides ofU.S. Route 231, as far south as Drake Avenue, and as farnorth as Oakwood Avenue. Areas and destinations served onthe loop include UAB Huntsville Medical Campus, HuntsvilleHigh School, Parkway Place Mall, Virginia College, theHuntsville Center for Technology, HHAs Johnson TowersComplex, Holy Family Parochial School, Academy forAcademics and Arts, and the Huntsville Bible College.

Weekday ridership on Route 1 is 415 passengers withapproximately 18.3 passengers per service hour.

Route CharacteristicsBoardings per service hour during AM peak-period are 16.5per hour vs. 11.5 during the PM peak-period, both less thanthe overall average. Midday boardings are, by comparison,22.2 per service hour.

This route connects most housing projects near downtownHuntsville with the Downtown Transfer Station, UAB HuntsvilleMedical Center, Parkway Place Mal, and locations northwestof University Dr./Memorial Pkwy. The lowest ridership areasinclude locations to the north and west of downtown.

On-time performance - WeekdayOn-Time: 28.4 %Early: 4.8 %Late: 66.8 %

The Red Core Loop (Route 1) has a severe on-timeperformance issue, with over two-thirds of all trips being morethan 5 minutes late. Trips are almost always early or on-timefrom the start of service through 10 am, but those afterwardsare almost universally late. The Red Core Loop has 3minutes of scheduled recovery time. This appears to beinadequate.

Riders2011 Weekday 4152011 per Rev. Hour 18.32011 per Trip 16.64

Service FrequencyWeekday Peak 30 minWeekday Base 30 minEvening No Service

Service SpanWeekday 5:44A to 6:05P

No WeekendService

Service Provided2011 Weekday Rev. Hrs2011 Weekday Trips

22.825


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Route 2Blue Core Loop (Counterclockwise)

Route Description Route StatisticsRoute 2, the Blue Core Loop provides weekday morning andafternoon service on a clockwise loop moving south fromdowntown Huntsville, serving neighborhoods on both sides ofU.S. Route 231, as far south as Drake Avenue, and as far northas Oakwood Avenue. As a near-reversal of Route #1 Red CoreLoop, it serves areas and destinations such as the HuntsvilleBible College, Academy for Academics and Arts, Holy FamilyParochial School, HHAs Johnson Towers Complex, HuntsvilleCenter for Technology, Virginia College, Parkway Place Mall,Huntsville High School, and UAB Huntsville Medical Campus.

Weekday ridership on Route 2 is 437 daily passengers, withabout 18.9 passengers per service hour.

Route CharacteristicsBoardings per service hour during AM peak-period are 15.6 perhour vs. 15.5 during the PM peak-period, both less than theoverall average. Midday boardings are, by comparison, 22.2per service hour.

The highest ridership points along the route are in the housingprojects near downtown Huntsville, the Downtown Transfer

Station, UAB Huntsville Medical Center, Parkway Place Mall,and locations northwest of University Dr./Memorial Pkwy. Theridership pattern is very similar to that of Route 1/Red CoreLoop, which operates in the opposite direction.


Late running is common on Route 2/Blue Core Loop. Only 23percent of trips operate on-time. Unlike on Route 1, on-timeperformance on Route 2 primarily varies by not time of day, buthow far along a bus is on the route. Before 2 pm, the Route 2generally stays on time through the intersection of Poplar andYukon; past this point, it is nearly always late all day. After 2pm, though, trips are almost always late, regardless of location.

The Blue Core Loop has 3 minutes of scheduled recovery time.This appears to be inadequate.




No WeekendService

Service Provided2011 Weekday Rev. Hrs 22.82011 Weekday Trips 25


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Route 3Madison Square/Holmes

Route Description Route Statistics

Route 3 Madison Square/Holmes provides weekday morningand afternoon service between the downtown HuntsvilleTransfer Station and Madison Square Mall, primarily viaHolmes Avenue and Bradford Drive, between Monroe Streetand Wynn Drive. Route 3 serves areas and destinations suchas the Madison Square Mall, Faulkner University, UAH,Valley Fellowship Christian Academy, Butler High School, theSeldon Center, and downtown Huntsville.

Weekday ridership on Route 3 is about 12.1 passengers perservice hour. It is one of the least productive routes operatedby Shuttle.

Route CharacteristicsBoardings per service hour during AM peak-period are 15.5per hour vs. 9.2 during the PM peak-period, the latter lessthan the overall average. Midday boardings are, bycomparison, 11.6 per service hour.

Ridership on this route is oriented towards the twodestinations that serve as the termini for the route MadisonSquare Mall, and downtown Huntsville. The remainder of theroute, in both inbound and outbound directions, has moderateridership east of 14th Street SW; west of this location, there

are very few boardings until Madison Square Mall.


Unlike many Huntsville Shuttle routes, Route 3 has very fewissues with late running trips along this route. Early runningwas an issue at several timepoints.



Service Span

Weekday 6:14A to 5:49PNo Weekend

Service



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Route 4Madison Square/University

Route Descrip tion Route Statistics

Route 4 Madison Square/University provides weekday morningand afternoon service between the downtown HuntsvilleTransfer Station and Madison Square Mall, with an extension tothe Wal-Mart at Wayne Road, primarily via University Drive.Route 4 serves the Wal-Mart and Target at Wayne/University,Madison Square Mall, University Place Elementary, theAcademy for Academics and Arts, the rest of the UniversityDrive commercial corridor, and downtown Huntsville.

Weekday ridership on Route 4 is 260 passengers, with about37.1 passengers per service hour. Route 4 is the mostproductive route operated by Shuttle.


Ridership on this route is oriented towards the two destinationsthat serve as the termini for the route: Wal-Mart and downtownHuntsville. Madison Square Mall, near the Wal-Mart, also seesa lot of boarding and alighting activity. The remainder of theroute, in both inbound and outbound directions, has moderate

ridership throughout.


Like many Huntsville Shuttle routes, Route 4 has many issueswith late running trips along this route, with only 41 percent oftrips operating on-time.

Route 4 operates on-time prior to 8 a.m., and after that, late

arrivals are common.



Service Span


Service

Service Provided2011 Weekday Rev. Hrs 72011 Weekday Trips 12


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Route 5Airport Road


Route 5 Airport Road provides weekday morning and afternoonservice between the downtown Huntsville Transfer Station andthe Crestwood Medical Center, partially via a clockwise loopsouth of Bob Wallace Avenue. Route 5 serves the downtownHuntsville Transfer Center, Big Spring Park, the HuntsvilleAchievement School, Parkway Place Mall, Holy Spirit School,Crestwood Medical Center, and Grace Lutheran School.

The clockwise loop, starting from the intersection of BobWallace and Memorial Parkway, runs as follows:

- Bob Wallace Avenue, Whitesburg Drive, WhitesportDrive, Hospital Drive, Airport Road, and Memorial

Parkway

Weekday ridership on Route 5 is 106 daily passengers, orabout 15.6 passengers per service hour, which is belowaverage.


Ridership on this route is oriented towards two locations: thedowntown transfer center and Parkway Place Mall. Also,significant boarding and alighting activity occurs at theintersection of Monroe Street and St. Clair, as well as in thevicinity of the Crestwood Medical Center. The remainder of theroute, in both inbound and outbound directions, hascomparatively low ridership.

Route 5 duplicates segments of the Red and Blue CoreRoutes, as well as Route 10.

On-time performance - Weekday

On-Time: 76.9 %Early: 23.1 %Late: 0.0 %

Route 5 has no late running issues, though early running is anissue.



Service Span


Service



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Route 6Southwest Huntsville


Route 6 Southwest Huntsville provides weekday servicebetween the downtown Huntsville Transfer Station andSouthwest Huntsville, primarily via Clinton Avenue, thenpartially via a clockwise loop south of Bob Wallace Avenue.Route 5 serves the downtown Huntsville Transfer Center,Huntsville Center for Technology, Ridgecrest ElementarySchool, Metro Kiwanis SportsPlex, Westlawn Middle School,and residential areas to the southwest of the intersection ofBob Wallace and Triana Blvd. There are many apartmentcomplexes along this route.

Weekday ridership on Route 6 is 309 daily passengers, or

about 32.2 passengers per service hour. Route 6 is one of themost productive routes operated by Shuttle.


Ridership on this route is, outside the transfer center,distributed throughout the route, with steady ridershipthroughout.


Route 6 has chronic on-time performance issues, with morethan 31 percent of trips operating late. Late arrivals are heavilydistributed throughout the day, but increase as the daycontinues.



Service Span


Service



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Route 7Alabama A&M/Medaris Road


Route 7 Alabama A&M/Medaris Road provides weekdaymorning and afternoon service in a continuouscounterclockwise loop, starting from the downtown transfercenter, to as far north as Winchester Road between Pulaskiand Meridian. Other streets served by the loop include AndrewJackson Way, Mastin Lake Road, Memorial Parkway, andUniversity Drive. Route 8 provides complementary clockwiseservice along most of this route.

As the name implies, it serves Alabama A&M University, atMeridian and Holloway, as well as Lee High School, MLKJunior Elementary, J.F. Drake State Tech College, the

Sparkman Drive Wal-Mart, Lakewood Elementary, andJohnson High School. However, it does not at any point serveMedaris Road.

Weekday ridership on Route 7 is about 239 daily passengers,or 24.4 passengers per service hour, which is above average.

Route CharacteristicsBoardings per service hour during AM peak-period are 24.6 perhour vs. 20.5 during the PM peak-period, the latter less thanthe overall average. Midday boardings are, by comparison,26.7 per service hour.

Ridership activity on Route 7 is fairly evenly distributed, withmost stops having higher levels of activity. Stops with 20 orgreater boardings/alightings include the Transit Center,Alabama A&M, the Sparkman Road Wal-Mart, and the Venonaloop neighborhood.


Route 7 is one of the worst performing Huntsville ShuttleRoutes when it comes to on-time performance, with two-thirdsof trips running late at various timepoints.



Service Span


Service



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Route 8Medaris Road/Alabama A&M


Route 8 Alabama A&M/Medaris Road provides weekdaymorning and afternoon service in a continuous clockwise loop,starting from the downtown transfer center, and in many waysreplicating Route 7, but in an opposite direction. However, itdoes not go as far west as Pulaski Pike, serving Blue SpringsRoad northbound instead, and further north, Rolling Hills Drivein the same direction. A deviation onto the namesake MedarisRoad is also included in this segment, where it serves a single-family residential neighborhood.

As the name implies, Route 8 serves Alabama A&M University,at Meridian and Holloway, as well as Lee High School, the

Sparkman Drive Wal-Mart, Lakewood Elementary, MLK JuniorElementary, J.F. Drake State Tech College, and Johnson HighSchool.

Weekday ridership on Route 8 is 209 daily passengers, orabout 21.1 passengers per service hour.


Ridership on this route, outside the transfer center, is evenlydistributed throughout the route. High ridership stops includeAlabama A&M, the Sparkman Road Wal-Mart, and JF. DrakeState Technical College.


Route 8, compared to its sister Route 7, is far better when it

comes to on-time performance. According to the data, no tripsoperated late, though early running was an issue.

Riders2011 Weekday 2092011 per Rev. Hour 21.12011 per Trip 16.08Service FrequencyWeekday Peak 60 minWeekday Base 60 minEvening No Service


No WeekendService



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Route 10South Huntsville


Route 10 South Huntsville provides weekday morning andafternoon service in a continuous counterclockwise loop,starting from the downtown transfer center, on a loop that is notreplicated in the reverse. Largely designed to connect theneighborhood around Huntsville High School to areas south ofAirport Road and the Crestwood Medical Center, it servesMemorial Parkway, Hobbs Road, Bailey Cover Road, 4 MilesPost Road, Whitesburg Drive, and Airport Road.

Route 10 serves Parkway Place Mall, Huntsville High School,and Crestwood Medical Center, as well as the S. MemorialParkway commercial corridor, the Hobbs Road Wal-Mart, both

campuses of the Whitesburg Christian Academy, MountainGap and Challenger Elementary Schools, Willowbrook SquareShopping Center, the Carl T. Jones Road Target (andsurrounding stores).

Weekday ridership on Route 10 is about 18.5 passengers perservice hour.

Route CharacteristicsBoardings per service hour during AM peak-period are 16.0 perhour vs. 14.9 during the PM peak-period, the latter less thanthe overall average. Midday boardings are, by comparison,

21.5 per service hour.

Higher ridership points on the route are at the Hobbs RoadWal-Mart, Parkway Place Mall, and a cluster of high-densitymultifamily housing west of the intersection of Vermont Roadand Memorial Parkway.


Route 10 has a chronic on-time performance issue, with only50 percent of trips operating on-time. Late running is evidentthroughout the day, which indicates the route has insufficienttime in its schedule.



Service Span


Service



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Route 12Research Park


Route 12 Research Park provides weekday morning andafternoon crosstown service, serving the far west side ofHuntsville, starting from the UAH Parking Garage, and runningto the University Drive Wal-Mart via Old Madison Pike and theCummings Research Park.

Route 12 serves the University of Alabama in Huntsville,Calhoun Community College (CCC), Research Park, BridgeStreet Town Centre, Cummings Research Park, and the Targetand Wal-Mart anchoring the west Huntsville intersection ofEnterprise Drive and University Drive.

Weekday ridership on Route 12 is about 37 daily passengers,or approximately 3.1 passengers per service hour. It is theworst performing route operated by Shuttle.

Route CharacteristicsBoardings per service hour during AM peak-period are 1.4 perhour vs. 4.0 during the PM peak-period, the latter less than theoverall average. Midday boardings are, by comparison, 3.4 perservice hour.

Only two stops on the entire route show total boarding andalighting activity of 8 or greater. These are the two termini at

UAH (8 total) and at Wal-Mart (21 total).


Route 12 has an on-time performance issue, with only 55percent of trips operating on-time. All of the on-timeperformance issues have to do with early running, suggestingthat Route 12 has enough time in the schedule, though it needsto be rescheduled to operate on-time.



Service Span


Service



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Tourist Loop RouteMonday-Friday


The Tourist Loop Route provides weekday morning andafternoon service on a counterclockwise loop, serving the westside of Huntsville, starting from the downtown Transfer Center,serving the University Drive corridor and Madison Square Mall,Wynn Drive, Bob Wallace Avenue, Governors Drive, andMemorial Pkwy

The Tourist Loop serves, in addition to downtown and theUniversity Drive corridor out to Madison Square, the SocialSecurity office, the U.S. Space and Rocket Center, CalhounCommunity College (CCC) Research Park, Morris Elementary,the Botanical Garden, University Place Elementary, and the

Social Security Office. The University Drive Wal-Mart is alsoserved on Saturdays only, between Memorial Day and LaborDay.

Weekday ridership on the Tourist Loop Route is 184passengers, or about 17.0 passengers per service hour.


Stops with combined boarding and alighting of greater than 15include the Transfer Center, University Drive and Henderson,Madison Square Mall, and the CCC Research Park. All othermajor stops have at least a combined total of 5 or moreboardings and alightings.


The Tourist Loop has a chronic on-time performance issue,with only 33.7 percent of trips operating on-time. Late tripstend to take place in the mid-to-late afternoon over the fulllength of trips, while earlier parts of the day see the bus starton time but start running early as the trips reach MadisonSquare Mall.



Service Span


Service



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UNMET NEEDS THEMES IN HUNTSVILLE

Examining the operating data, the land use data, and passengers and Shuttle staff feedback

illuminated several recurring themes:

On-Time Performance The average percentage of trips arriving at timepoints 0-5minutes late is 50 percent. Passengers cannot depend on the existing schedule and they

cannot depend on transfers being made due to the schedule unreliability. Reliability of

service is one of the key considerations of attracting and maintaining existing riders.

Travel Time is Too Long Shuttle serves a large geographic area, often with one-way

loops, which add significant travel time due to out-of-direction travel. Travel times are

also lengthened by going into multiple business or commercial area parking lots, some of

which have low ridership. The long route travel times are often also compounded by long

transfer waits. Most routes come hourly, and they are not timed to meet, which translates

into many trip patterns having an average 30-minute wait for a transfer from one bus to

another. Long travel times are a severe disincentive to using Shuttle.

Frequency is Insufficient The Red Core and Blue Core Loops are the only tworoutes that operate at 30-minute frequencies. Large portions of both the Red and Blue

Core Loops are served by other routes. In order to attract riders, service to desired

destinations must be more convenient. Operating more routes at 30-minute service will

lead to ridership increases.

Span of Service The current Shuttle span of service is more designed for social

services than for employment purposes because the service shuts down just after 6 p.m.

It is very difficult for anyone working outside of downtown Huntsville to be able to use

Shuttle to access a job that requires an eight hour shift. Service workers in particular, a

target market for Shuttle, need later service.

Geographical Coverage Overall, Shuttle provides good coverage in areas that can

support fixed-route transit service. The suburban office park environment found in

Research Park is extraordinarily difficult to serve with fixed-route service. The outreach

process identified several locations for expanded coverage, but the market potential for

each of these is limited.


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2 SERVICE RECOMMENDATIONSINITIAL ALTERNATIVES AND PUBLIC OUTREACH

Two different alternatives were created to address the operational issues faced by Shuttle as well

as to address as many of the unmet needs as possible. The first alternative is fiscally constrained,

meaning it uses the same amount of resources that are being expended today by Shuttle. The

second alternative is an expansion scenario, one that shows how many resources would be

required to better meet mobility needs in Huntsville.

On November 5, 2011, the alternatives were presented in public meetings at the Transit Centerand at City Hall. In addition, the alternatives were posted on the Huntsville website, and an on-

line survey was developed to gather feedback.

At the Transit Center, 12 persons signed the attendance sheet and five written comments were

received. At least a dozen more people commented verbally on the proposals. Overall, the level of

support for improving on-time performance and transfer times was very high. One person

indicated he did not support the changes as he would be losing service to Laurel & Washington.

At the City Hall Meeting, 10 persons signed the attendance sheet and there were seven written

comments. There were several verbal comments at this Meeting, including a suggestion to

provide service to a segment of Stringfield Road, concerns about the loss of Route 10 service on a

segment of Whitesburg Drive, and requesting service on Mastin Lake west of Pulaski. Several

supporting comments were made about the revised routes and schedules as well.

The on-line survey only garnered seven responses. The route restructure proposal was supported

by five of the seven respondents.

Overall, the majority of respondents supported the direction of the service changes outlined in the

alternatives.

RECOMMENDED SHORT-TERM CHANGES

Nelson\Nygaard staff developed fiscally constrained route recommendations to improve mobility

within existing resources. The recommendations described in this section are based on inputfrom bus drivers, public outreach, and extensive field work throughout the community.

The recommendations outline increases in span of service, implementing a timed transfer to

minimize transfer waiting times, and improving frequency in the areas that warrant them.

The following information describes the proposed fiscally constrained recommendations for

fixed-route bus service.


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Route 1 Red Core Loop

Route 1 has the second highest ridership, and is one of only two routes with 30-minute headways.

Route 1s productivity based on passengers/revenue hour is below average. Route 1 meanders,

and has multiple twists and turns that add travel time, but not significant ridership. In addition,

Route 1 duplicates service with several other routes. It also has insufficient recovery time in its

schedule, and 28 percent of trips operate 0-5 minutes late. There are no timed transfers with

other routes.

Route 1s alignment should be shortened so that Route 1 can consistently be operated in less than

60-minutes. The Washington Street / Oakwood Avenue / Presbyterian Tower segments should

be removed from Route 1, although they will continue to be served by a revised Route 9. In

addition, the Longwood Drive/Harvard Road/Governors Drive loop should be removed, since

only 14 persons use this, and it adds significant travel time to save riders just one block of

walking. Finally, the downtown alignment of Route 1 should be streamlined. Ridership levels do

not warrant the existing circuitous alignment.

Under existing funding levels, Route 1s frequency should be reduced to every 60-minutes. Thespan of service should continue as it is today, operating from 6:00 a.m. to 6:00 p.m. All trips

would leave/arrive at the Transfer Center on the hour and be timed so that the maximum wait for

a transfer between Route 1 and any other Shuttle route would be 10 minutes, dramatically

reducing average transfer wait times.


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Figure 2-1 Proposed Route 1 Red Core Loop


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Route 2 Blue Core Loop

Route 2 has the highest ridership of all Shuttle routes, and is one of only two routes with 30-

minute headways. Route 2s productivity based on passengers/revenue hour is below average.

Route 2 meanders, and has multiple twists and turns that add travel time, but often not

significant ridership. In addition, Route 2 duplicates service with several other routes. It also has

insufficient recovery time in its schedule, and 23 percent of trips operate 0-5 minutes late. There

are no timed transfers with other routes.

Route 2s alignment should be shortened so that it can consistently be operated in less than 60-

minutes. The Washington Street / Oakwood Avenue / Pulaski Pike segments should be removed

from Route 2 although they will continue to be operated by a revised Route 9. In addition, the

Marsheutz Avenue/Harvard Road/Longwood Drive loop should be removed, since only 9 persons

use this, and it adds significant travel time to save riders just one block of walking. Between

Clinton Avenue and Governors Drive, Route 2 should use Seminole Drive instead of Indiana

Street and Harden Avenue so that the alignment is consistent with Route 1. Finally, the

downtown alignment of Route 2 should be streamlined. Ridership levels do not warrant the

existing circuitous alignment.

Under existing funding levels, Route 2s frequency should be reduced to every 60-minutes. The

span of service should continue as it is today, operating from 6:00 a.m. to 6:00 p.m. All trips

would leave/arrive at the Transfer Center on the hour and be timed so that the maximum wait for

a transfer between Route 2 and any other Shuttle route would be 10 minutes, dramatically

reducing average transfer wait times.


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Figure 2-2 Proposed Route 2 Blue Core Loop


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Route 3 Madison Square / Holmes

Route 3 is one of the weakest performing routes operated by Shuttle from both a ridership and

productivity perspective. UAH ridership is not high, and neither is the ridership between UAH

and Madison Square. The Mall itself has the second highest ridership of all stops on the route,

though Route 4 also serves this stop. On-time performance is excellent.

In order to strengthen the ridership potential of Route 3, the western end of the route should be

restructured. Instead of serving Madison Square, Route 3 should be extended through UAHs

campus and continue to Calhoun Community College and Bridge Street, replacing the existing

Route 12. Route 3 should also serve the Space Center. Madison Square would continue to be

served by Route 4 at a higher frequency. In addition, Route 4 would also serve portions of Wynn

Drive currently served by Route 3.

Route 3 would continue to operate hourly as it does today. The span of service would improve in

the early morning, with the first trip leaving the Transit Center at 6:00 a.m. Service would end at

6:00 p.m. All trips would leave/arrive at the Transfer Center on the hour and be timed so that the

maximum wait for a transfer between Route 3 and any other Shuttle route would be 10 minutes,reducing average transfer wait times.

Figure 2-3 Proposed Route 3 Bridge Street / Holmes


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Route 4 Madison Square / University

Route 4 is one of Shuttles highest ridership routes, and it is the most productive. The Madison

Square Mall and Wal-Mart stops at the end of the line are among the highest ridership stops. On-

time performance is below average, with just 40 percent of trips arriving at timepoints between 0-

5 minutes late.

Route 4 is easy to understand and direct from downtown to Wal-Mart, and it has a nice mix of

land use with housing, commercial activity, and UAH along it. The ridership levels show the

demand for service in this corridor. Route 4 should be extended to serve Target and Moore Farm

Lane, replacing Route 12. Route 4 will also be extended to serve the area by the new Medicaid

office at University / West Park Loop. Route 4 should also serve the Social Security office south of

Madison Square Mall, replacing Tourist Loop service and serving some of the stops currently

served by Route 3.

Route 4s frequency would be improved from 60-minutes to 30-minutes. Route 4 would begin at

6:00 a.m. at the Transit Center and would end one hour later than it does today, returning to the

Transit Center at 6:52 p.m. Trips would be scheduled to leave/arrive at the Transfer Center onthe hour and half hour and be timed so that the maximum wait for a transfer between Route 4

and any other Shuttle route would be 10 minutes, reducing average transfer wait times.

Figure 2-4 Proposed Route 4 Madison Square / University


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Route 5 Airport Road -and- Route 10 South Huntsville

Route 5 is one of the lower performing routes in terms of ridership and productivity. It duplicates

Routes 1 and 2 between the Transit Center and Parkway Place Mall, and also has a long one-way

loop through some unproductive areas. On-time performance is above average.

Route 10 is also one of the lower performing routes in terms of ridership and productivity, but it

has almost double the ridership of Route 5, and it is more productive. Route 10 operates a large

one-way loop through South Huntsville that introduces significant out-of-direction travel for

many riders. In addition, there is no timed transfer at the Parkway Place Mall between Route 10

and Routes 1, 2, or 5. Persons wishing to travel to or from South Huntsville often must make two

transfers, which given mostly 60-minute existing frequencies, leads to excessively long travel

times. Given the one-way loop and the transfer issues, the fact that Route 10s ridership is this

high is surprising and shows the demand for service in this area.

Routes 5 and 10 should be combined into a new Route 10 that creates a one-seat ride from

downtown Huntsville to South Huntsville and continues to serve the highest ridership points on

the existing Route 5.The new Route 10 would operate between downtown and Parkway Place Mall via the current

Route 5 alignment. It would then serve Crestwood Medical Center via Drake Avenue and

Whitesburg Drive. It would then serve the Mental Health Center and apartments on Golf Road,

and continue on the existing Route 10s alignment to the Target at Bailey Cove. Route 10 would

then return to downtown via the Benaroya Lane loop, Mental Health Center on Golf Road,

Crestwood Medical Center, and Parkway Place Mall. This alignment would allow trips to/from

the Mental Health Center without a lengthy out-of-direction ride. In addition, it would allow bi-

directional service from South Huntsville to the Publix by Whitesburg Drive / Airport Road.

The new Route 10 would continue to operate at a 60-minute frequency, with the first trip leaving

the Transit Center at 6:00 a.m. and the last trip arriving at the Transit Center at 6:45 p.m. This

represents an hour later service for existing Route 5 and Route 10 patrons. The first trip in themorning for existing Route 10 patrons would also be shifted later. All Route 10 trips would be

scheduled to leave/arrive at the Transfer Center on the hour and be timed so that the maximum

wait for a transfer between Route 10 and any other Shuttle route would be less than 10 minutes.


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Figure 2-5 Proposed Route 10 South Huntsvil le


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Route 6 Southwest Huntsville

Route 6 is a stellar performer, with the third highest ridership and the second highest

productivity of all Shuttle Routes. The land-uses along Route 6 are almost exclusively residential

meaning Route 6 operates as a neighborhood collector for trips and transfers at the Transit

Center. On-time performance is marginal, with only 54 percent of trips operating 0-5 minutes

late at timepoints.

The ridership patterns and consistent loads are clear warrants for additional service. No

alignment changes are recommended for Route 6, but frequency should be increased from hourly

service to 30-minute service. In addition, the last trip of the day on Route 6 should leave the

Transit Center at 6:00 p.m. and travel the entire length of Route 6, so that all stops are served on

the last trip. This effectively improves span of service for more than half of Route 6 by an hour.

The last trip would arrive at the Transit Center at 6:52 p.m.

Trips would be scheduled to leave/arrive at the Transfer Center on the hour and half hour and be

timed so that the maximum wait for a transfer between Route 6 and any other Shuttle route

would be 10 minutes on the hour. On the half-hour, transfers to Route 4 would be possible in a10-minute window. This schedule change would reduce average transfer wait times.

Route 7 Alabama A&M University

Route 7 is an above average performer in terms of both ridership and productivity. It operates a

counterclockwise loop through North Huntsville and mostly corresponds to a clockwise loop

operated by Route 8. On-time performance is poor, with only 29 percent of trips operating

between 0-5 minutes late.

Route 7 should have minor alignment changes to better coordinate with Route 8 and serve the

appropriate destinations in North Huntsville. Specifically, Route 7 should:

Serve Medaris Road in the westbound direction only. This will replace Route 8 service on

Medaris Road.

Serve the Madison County Health Department on Max Luther with every trip.

Delete the deviation into Wal-Mart and instead stop on Sparkman.

Operate on Blue Springs Road/Oakwood Avenue/Washington Street instead of Memorial

Parkway and University Avenue. The rational for this change is to provide bi-directional

service to the Kroger to facilitate shopping for existing and potential patrons living along

Route 7.

Streamline the routing to/from the Transit Center to use the Cleveland Avenue to access

Meridian Street directly without travelling on Church Street.

Route 7 would continue to operate at a 60-minute frequency, as it does today. The first trip would

leave the Transit Center at 6:00 a.m., and the last trip would end at 6:52 p.m. This is almost one-hour later than current service ends and allows for people to leave work after 5:00 p.m. and still

be able to make it back to north Huntsville. All Route 7 trips would be scheduled to leave/arrive

at the Transfer Center on the hour and be timed so that the maximum wait for a transfer between

Route 7 and any other Shuttle route would be 10 minutes, reducing average transfer wait times.


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Figure 2-6 Proposed Route 6 Southwest Huntsvill e


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Figure 2-7 Proposed Route 7 Medaris Road / Alabama A&M University


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Route 8 Medaris Road / Alabama A&M University

Route 8 is an above average performer in terms of both ridership and productivity. It operates a

clockwise loop through North Huntsville and mostly corresponds to a counterclockwise loop

operated by Route 7. On-time performance is decent, with 71 percent of trips operating between

0-5 minutes late. Route 8 has eight more minutes scheduled to operate its loop than Route 7,

leading to the disparities in on-time performance.

Route 8 should have minor alignment changes to better coordinate with Route 7 and serve the

appropriate destinations in North Huntsville. Specifically, Route 8 should:

Cease serving Medaris Road. Route 7 would serve Medaris Road instead.

Serve the Venona Loop. Currently Venona only has service in one direction, and this

recommendation will add bi-directional service to this densely populated area.

Serve Stringfield Road between Tee Jay Drive and Blue Springs Road. The route will

travel to Hilltop Terrace via Tee Jay Drive, Cutler Drive, and Bluehaven Drive. As a

result, Route 8 will no longer travel on Blue Springs Road between Stringfield Road and

Hilltop Terrace.

Operate on Blue Springs Road/Oakwood Avenue/Washington Street instead of Memorial

Parkway and University Avenue. The rational for this change is to provide bi-directional

service to the Kroger to facilitate shopping for existing and potential patrons living along

Route 8.

Streamline the routing to/from the Transit Center to use the Cleveland Avenue to access

Meridian Street directly without travelling on Church Street.

Route 8 would continue to operate at a 60-minute frequency, as it does today. The first trip

would leave the Transit Center at 6:00 a.m., and the last trip would end at 5:52 p.m. All Route 8

trips would be scheduled to leave/arrive at the Transfer Center on the hour and be timed so that

the maximum wait for a transfer between Route 8 and any other Shuttle route would be 10

minutes, reducing average transfer wait times.


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Figure 2-8 Proposed Route 8 Alabama A&M University


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Route 9 NW Huntsville / Oakwood University

Route 9 is an above average performer in terms of ridership, and has above average productivity.

It operates a large clockwise one-way loop that serves northwest Huntsville. On-time

performance is below average, with 43 percent of trips operating between 0-5 minutes late.

The large one-way loop design of Route 9 ensures that any patron will ride the full length of the

entire route on a round-trip, forcing every passenger through the transfer center at least once

during their trip. In addition, a trip from the Alabama Career Center on Sparkman Drive to

Jordan Lane requires a transfer, as Route 9 does not operate this as a continuous loop. Such a

route design is a severe disincentive for potential patrons.

Route 9 should be redesigned to shorten the existing loop and provide a way for residents along

the western portion of the loop to have access to a grocery store, without needing a transfer. With

that in mind, the Sparkman Drive and the north Washington Street segments of the route should

be deleted. Sparkman Drive would still have service from Routes 7 and 8.

Route 9 should operate between the Transit Center and Presbyterian Towers in both directions

along the alignment of the existing Route 1 (Route 9 will replace Route 1 in this segment). Route9 should then continue along its existing loop alignment and return to Presbyterian Towers via

Pulaski Pike. Route 9 will not go into Presbyterian Towers in either direction. Instead, patrons

will need to walk to the on-street stop at Country Club and Canary. This alignment will ensure

that Presbyterian Towers will now have bi-directional service to Kroger, and also ensure that

anyone living along Route 9 will also have easy access to this grocery store.

Route 9 would continue to operate at a 60-minute frequency, as it does today. The first trip

would leave the Transit Center at 6:00 a.m., and the last trip would end at 6:30 p.m. in the

inbound direction at Pulaski Pike and Sparkman. Service would be 30-minutes earlier an