Comprehensive Operational Analysis: Executive Summary

Transcription

1 Comprehensive Operational nalysis: Executive Summary pril 00 P R E P R E D B :

2 Broward County Transit Comprehensive Operational nalysis Executive Summary Introduction Broward County Transit (BCT) services carry roughly 0 million passengers each year, and are highly costeffective compared with similarly sized transit systems. hile BCT is doing a lot of things right, the agency must progress to the next level in order to continue to attract ridership. In early 00, BCT procured the services of Transportation Management & Design, Inc. (TMD) to conduct a Comprehensive Operational nalysis (CO) to review, analyze, and recommend improvements to service. In order to achieve this, a full system ridecheck, passenger survey, and performance analysis of all BCT network, community, and Breeze routes were carried out during March and pril of 00. CO is an in depth study of a transit system designed to identify strengths and weaknesses, and develop recommendations for improvement. The CO process provides a thorough look inside the BCT system to determine which aspects perform well, which need improvement, and how BCT can chart a course for the future. Reasons for conducting the CO include: Plateau in Ridership Ridership showed a.% increase over the five year span from 00 to 007 but has dropped a total of.% over the past two years. The decrease, or plateau, in ridership that BCT has experienced since F 007 can be attributed to two consecutive years of fare increases and to little or no service improvements resulting from service reductions resulting from budgetary constraints. The average annual loss of.% of BCT s ridership was much less than the anticipated.% annual loss due to the gas price explosion that occurred during F 008. Many agencies experienced ridership increases during F 008 due to the increase in gas prices. BCT did not see real ridership growth during this period due to October 008 fare increases that ultimately offset anticipated ridership growth. eed for Innovation and Investment In order to continue providing quality service, BCT will need to identify ways to improve its system to attract new riders by making transit more attractive and competitive with driving. Investment in additional service, technology, and passenger amenities will help BCT provide an attractive product that seeks to improve mobility in the region. Key to this will be utilizing savings and efficiencies identified in the CO Preferred Service Plan (PSP). Limited Funding Resources Funding for transit is very limited and due to that fact it is important to prioritize available funding to ensure that it BCT is serving customers in the most efficient and effective ways possible. Page

3 Market ssessment Part of the CO project is a full system ridecheck that included a passenger survey that helps identify the primary demographics of BCT users, assess their use of the system and determine their origin and destinations utilizing the BCT system. total of,800 surveys were distributed among BCT routes during the CO Ridecheck in March and pril of 00. Of the,800 surveys distributed, over,00 were completed and returned to be analyzed. The rate of return for the surveys produces just over a 8% accuracy rate. Data gathered from the passenger survey is summarized below.. System Survey Findings: lmost 7% of BCT passengers were between and years old. round 0% were under 7 and only 7% were over. The typical BCT customer had a low household income with over % of passengers reporting less than $0,000 per year. Only % reported more than $0,000 per year. lmost % of BCT passengers did not own a car. ork is the most common trip purpose for BCT customers (0%), followed by school and personal business. Trip Purpose.0%.% Medical Other.% Personal Business.%.%.% School Shopping isting/recreation ork.% Page

4 Service ssessment The Service ssessment provides a comprehensive evaluation of the performance of the existing BCT transit network. Findings will help identify current BCT transit service successes as well as highlight opportunities to improve existing services. The BCT bus network is comprised of 7 local fixed route services and limitedstop Breeze routes, which overlay existing local service along high volume corridors. Inter community travel and connections to BCT are also facilitated by community bus routes. Data for the Service ssessment was provided from a full system ridecheck during March and pril of 00.. System Ridership Findings early half of fixed route system ridership occurs on five corridors: SR 7, S, Oakland Park Blvd., Sunrise Blvd., and niversity Dr. Ridership is surprisingly strong during the Midday period (between 0:00 am and :00 pm). The top highest performing routes (8, 7,, and ) each average over,000 weekday riders. The total ridership among these routes makes up nearly 0% of the total system weekday ridership. Service access is dominated by walking and transfers. % of all BCT trips involve transfers.. Service Quality Findings Overall service reliability is lower than expected, with overall average weekday on time performance at % and with only one route reaching 7% schedule adherence (Route 8). The majority of weekday routes not on time were observed as leaving earlier than the scheduled time (%). Likewise, the weekday system average for late departures was observed at %. Similar patterns were observed for weekend service as well, although some routes perform better due to likely decreases in traffic congestion. Transit speeds vary throughout the system. Route segments near downtown Fort Lauderdale and Hollywood experience slower speeds, likely a result of a greater level of traffic congestion, shorter stop spacing, and higher ridership. dditional service along key corridors and major routes should be considered to alleviate crowding.. Service Performance Findings Service productivity: Overall, the BCT system is productive with approximately 0 passengers per revenue hour for weekday service. Service along major corridors (SR 7, Oakland Park Blvd., S ) is especially productive (see Map ). Financial effectiveness: Subsidies per passenger are fairly low at an average of $. per passenger for weekday service. Routes which have the highest service productivity are also the most financially effective (see Map ). Page

5 . Peer Review Findings BCT service and performance was compared to similarly sized transit systems including: Capital Metropolitan Transportation uthority (CMT) ustin, TX Foothill Transit Eastern Los ngeles area, C Hampton Roads Transit (HRT) irginia Beach, Santa Clara alley Transportation uthority (T) San ose, C I Metropolitan Transit (I) San ntonio, TX Central Florida Regional Transportation uthority (LX) Orlando, FL Peers were selected based on a range of criteria including population, service area size, number of peak buses operated, and annual service hours and miles. ll six peer agencies came from the Sunbelt region of the country as those areas are more geographically similar to Broward County than metropolitan areas farther north. Four of the agencies are the primary transit agency for their respective metropolitan region while the other two serve areas that are part of a larger metropolitan region similar to Broward County and its relationship with the Miami Ft Lauderdale est Palm Beach Metropolitan rea. BCT shows high overall productivity with the highest boardings per revenue hour of its peers: 0,000 0,000 0,000 00,000 80,000 0,000 0,000 0,000 0 verage eekday Boardings Median BCT CMT Foothill HRT T I LX ational Transit Database F 008 data was used for the peer review. Only Directly Operated statistics were used for all agencies except Foothill Transit and RTC, which contract out 00 percent of their services. Page

6 BCT has overall low subsidy per passenger boarding, at the second lowest of its peers: $.00 $.00 $.00 $.00 $.00 $.00 Subsidy Per Passenger Boarding Median $ BCT CMT Foothill HRT T I LX BCT s revenue per passenger ranks near the median of its peer agencies: $.0 $.00 $0.80 $0.0 $0.0 $0.0 Revenue Per Passenger Boarding Median $ BCT CMT Foothill HRT T I LX Page

7 BCT s farebox recovery ratio is the highest among its peer agencies: % % 0% % 0% % Farebox Recovery Ratio Median 0% BCT CMT Foothill HRT T I LX Page

8 Map COT LIE PK SRISE BLD 8 PETERS O E S D E S TH ST 7 S 0TH E HITS Century illage 7 PLM E PEMBROKE MIR MR BLD S 8TH CT Hollywood PEMBROK E HLLDLE BECH BLD 8 Broward County Miami-Dade County C OT L I E 0 8 Golden Glades Park & Ride Lot 8 0 oung Circle 7 8 S TH ST Page I 7 OHSO ST HOLLOOD BLD RED 7D E 8TH E S TH E Pembroke Lakes 7 E DI BEC H BL S FEDERL H 7 HOE HILL TFT ST 8 SHERID ST 0 E R I METE R SE E MIR MR PK 0TH E PEMBROK E TH E PIES BLD SP PLM E S FLMIGO TFT ST irporttri-rail DIE IERSIT DR STIRLIG SHERID ST 7 ORGE DR SE 7TH ST Fort Lauderdale/ Hollywood International irport MRI MILE SFEC Davie Campuses GRIFFI cademic illage BC PIES CETER DR BLD E LS OL S L H E ST S TH E H ILL OB S BO O S TH ST ISLD DR T R E BL D Terminal Broward BRO BLD S F E D ER S TH ST IE H H ER L FE D 0 S TH ST DIX TP KE RID P L TT IO R D est est Regional Regional Terminal Terminal L ID R Galt Ocean Mile 7 TH ST 8 Ridge Fort 7 Lauderdale 0 0 Broward Central Lauderhill 8 0 I 0 T L TI C BL D B L D 7 OCE DR OKLD PRK BLD Florida 80TH E TH E R FLORID TPKE CL E IL O B H S 8TH ST S HITS SRISE BLD S FLMIGO SSET STRIP 7 0 S TH E Sawgrass Mills 7 T H T H ST 8 E D ST E COMMERCIL BLD DR E S E SS TH ST ST E SE TH ST D ST ST E R CPRESS CREEK IERSIT DR G 0 S T H ST DIXIE H PIE ISLD S MCB COMMERCIL BLD TH ST P ER L B LD EX FL O H E T Miles K IM B Citi Centre SOTHGTE BLD 0 Copans Rd &.S ventura 0 O c e a n Pompano Beach BC orth Campus 0 COCOT CREEK PK 0 orth Broward TH E T L TIC BLD Tri-Rail 0 E 8TH ST t l a n t i c I E 8 8 I E TH ST COPS R OL P LM B LD POERLI E SMPLE R D Source: Broward 00 Ridecheck pdated: ugust 00 FLORID TPKE 0TH ST Square LOS 0 DR Deerfield Beach Sawgrass Promenade Shopping 7ST E KE DE D R L E I STH 80 STH 7 ER SI CORL RIDGE DR ILES Springs Deerfield 8 SGRSS EXP R I SGRSS EXP 8 0 S 0TH ST 0. 8 PRKSIDE DR R S I T DR B eekday More than Less than 0 Palm Beach County Broward County Passengers Per Revenue Hour O L H IL

9 Map COT LIE PK SRISE BLD 8 Terminal Broward BRO BLD PETERS E O S D E S TH ST 7 S 0TH E HITS Pembroke Lakes 7 Century illage 7 PLM E PEMBROKE MIR MR BLD S 8TH CT Hollywood 7 7 PEMBROK E C OT L I E 0 Golden Glades Park & Ride Lot 8 0 oung Circle 7 8 S TH ST 8 I 7 HLLDLE BECH BLD 8 Broward County Miami-Dade County Page 8 E DI BEC H BL OHSO ST HOLLOOD BLD RED 7D E 8TH E S TH E S FEDERL H 7 SHERID ST TFT ST 8 HOE HILL 0 E R I METE R SE E MIR MR PK 0TH E PEMBROK E TH E PIES BLD SP irporttri-rail DIE IERSIT DR TFT ST PLM E S FLMIGO SHERID ST 7 ORGE DR STIRLIG Fort Lauderdale/ Hollywood International irport 8 0 SE 7TH ST MRI MILE SFEC Davie Campuses GRIFFI cademic illage BC PIES CETER DR 0 L H E ST S TH E H ILL OB S BO O S TH ST ISLD DR T R E BL D BLD E LS OL S S F E D ER S TH ST H ER L FE D 0 S TH ST IE H TP KE P L TT IO R D est est Regional Regional Terminal Terminal L ID R Galt Ocean Mile 7 TH ST 8 Ridge Fort 7 Lauderdale 0 0 Broward Central Lauderhill 8 0 I 0 T L TI C BL D B L D 7 OCE DR OKLD PRK BLD Florida 80TH E TH E R FLORID TPKE CL E IL O B H S 8TH ST S HITS SRISE BLD S FLMIGO SSET STRIP 7 0 S TH E Sawgrass Mills 7 T H T H ST 8 E D ST E COMMERCIL BLD DR E S E SS TH ST ST E SE TH ST D ST ST E R CPRESS CREEK IERSIT DR G 0 S T H ST RID PIE ISLD S MCB COMMERCIL BLD TH ST P ER L B LD EX 0 0 DIXIE H Miles 0 8 FL O H E T K IM B BC orth Campus Citi Centre SOTHGTE BLD 0. Pompano Beach ventura 0 O c e a n Tri-Rail COCOT CREEK PK Copans Rd &.S DIX T L TIC BLD Source: Broward 00 Ridecheck pdated: ugust orth Broward TH E 8 Square E 8TH ST 0 COPS R OL P LM B LD I E TH ST 8 t l a n t i c I E SMPLE R D POERLI E 0TH ST DR FLORID TPKE 0 LOS KE Deerfield Beach Sawgrass Promenade Shopping 7ST E L E I DE D R $.0 - $.00 STH 80 STH 7 ER SI ILES CORL RIDGE DR $. - $.0 Deerfield 8 SGRSS EXP R I SGRSS EXP 8 0 S 0TH ST Springs More than $.00 8 PRKSIDE DR R S I T DR B eekday Less than $. 0 Palm Beach County Broward County Subsidy Per Passenger Boarding O L H IL

10 Community Bus nalysis Community bus routes are operated by 0 individual municipalities with funding from the cities and BCT. These routes provide local circulation to passengers traveling short distances, as well as provide first mile and last mile connections to BCT fixed routes. complete survey of the community bus system occurred along with the BCT CO ridecheck during March and pril of 00. Each trip on each route operating at the time of the ridecheck was surveyed ( routes in total).. Community Bus Ridership and Productivity Findings More than % of all ridership occurs on the top seven routes: Lauderdale Lakes Route, Miramar Green Route, Pembroke Pines Gold Route, Plantation Routes and B, Lauderhill Route, and Miramar ellow Route. Two routes were observed with less than 0 passengers per day: Oakland Park est and Hillsboro Beach. The average community bus productivity is approximately. passengers per revenue hour. t the time of the survey and ridecheck, six routes performed below 7. passengers per revenue hour, the eligibility limit for BCT funding: Lauderhill Route, Fort Lauderdale Galt Ocean, Tamarac, Oakland Park East Route, ilton Manors and Oakland Park est Route (please note the last three routes are now discontinued). Ridecheck data showed overall slightly higher performance than BCT data. Community Bus Route Ridecheck PPH* BCT PPH* Lauderhill Route.. Springs Green Route. 8. Laud. Lks Route (orth/south)..7 Ft Laud. Courthouse. 7. Lauderhill Route 7 Miramar ellow Route Springs Blue Route Ft Laud. orthwest Circ. 0.. Pompano Beach Blue Route.. Margate Route D.. Lauderhill Route. 8.8 Laud. Lakes Route (East/est). 7. Deerfield Bch Rte Deerfield Bch Rte.. Miramar Green Route.. Miramar Red Route.. Margate Route C.. Ft Laud. Las Olas/Bch (Friday only). Dania Beach est Route (Green).7 0. Hallandale Beach. Page

11 Community Bus Route Ridecheck PPH* BCT PPH* Plantation & B. Davie Blue Route (Old Route 7). Davie Blue Route (Old Route 7). Dania Beach East Route (Blue). Lauderdale By The Sea. 0.8 Pompano Beach Green Route.. Lauderhill Route. Davie SFEC 0. Pembroke Pines Green 0.7. Pembroke Pines Gold 0. Pompano Beach Green est Route 0.. Davie Green Route.8. Margate Route.. Cooper City 8. orth Lauderdale East Route Coconut Creek S Route 8..8 Margate Route B 8.. Miramar Orange Route 8.. Coconut Creek Route 8.. Hillsboro Beach 7.. Lauderhill Route.. Ft Laud. Galt Ocean.8. Tamarac. 7. Oakland Park East Route**.. ilton Manors***. 7. Oakland Park est Route**..8 *March pril 00 ** Routes discontinued May 00 ***Route discontinued September 00 Page 0

12 . Community Bus Market ssessment Findings More passengers under the age of 7 ride Community Buses than any other age group. Community buses carry a higher percentage of senior passengers than BCT fixed routes. Roughly half of community bus passengers earn less than $,000 per year and over 0% do not own a vehicle. School is the most common trip purpose for community bus passengers, followed by shopping and work. Community Bus Recommendations: Create a Community Bus Plan that explains where community bus routes makes sense, provides basic design guidelines, and sets certain standards for service and productivity. Implement a two part performance monitoring process that evaluates routes in comparison to their peers as well as establishing absolute minimum performance requirements. alidate ridership data on an ongoing basis to accurately monitor performance. Page

13 Service Standards Service Performance Standards are necessary to ensure that all services are fulfilling their roles in the transit network. Performance should be measured quarterly in order to determine changes in performance over time, and to allow sufficient time for changes to be enacted if necessary. Performance standards help ensure that BCT services are useful to customers as well as cost effective for the agency. performance monitoring system will allow BCT to identify high and low performing routes that may be candidates for restructuring. The performance monitoring system is based on three performance metrics: passengers per revenue hour, subsidy per passenger boarding, and passenger miles per route mile. Each route is ranked based on its combined score and compared to the score average. The routes are then assigned to one of four categories, as shown on the following page. Performance Monitoring Recommendations: BCT s service performance should be reviewed on a consistent basis. The performance ranking should be updated quarterly, during BCT s regular Quarterly Reporting process. This provides the ability to view change over time, see how newly implemented services are progressing, and address unproductive services at regular intervals throughout the year. Page

14 BCT Service Standards Route Ranking Route Score ction verage.8 0 percent or higher of score average: ery high performance which may benefit from increased frequency, service span, or upgrade of service type. 7 to 0 percent of score average: verage or high performance which requires no immediate action. verage 0 to 7 percent of score average: verage to low performance; candidate for monitoring or some remedial action to improve performance. 0 percent or lower of score average: Poor performing routes which are candidates for restructuring. Page

15 Service Framework Based on the CO service analysis, it is evident that BCT must expand its transit service types to meet existing passenger needs as well as to attract new riders to the system. In order to provide options that meet the needs of transit dependent and non dependent riders, the future BCT network will need to be a complete system of transit services that coalesce to form an interconnected service network providing cost and timeeffective options. In addition to the findings of the service analysis, enhancing service quality and identifying key transit corridors are essential in developing the future system. Based on the analysis of BCT s existing service (local fixed route, limited stop, community bus) and unmet needs (express/commuter, rapid) observed during the CO, it is recommended that BCT immediately focus existing and new resources in the future toward four clear levels of transit service: Recommended BCT Service Classifications etwork Based Service Rapid Bus Service Community Based Service Commuter Service BCT Service Tiers Provides comprehensive coverage for wide range of travel needs High speed, high performing service operating on key corridors Market specific service tailored to individual community market needs Longer distance express service catering to peak hour commuters Rapid Bus Implementation. Rapid bus service is a new service type for BCT, and provides upgraded service for passengers. Key elements include: Limited stop spacing and 0 minute peak hour headways. Rapid Bus services should provide at least a 0% improvement in travel time over local bus services. Rapid Candidate Corridors: Corridors with the highest overall performance and ridership potential are candidates for Rapid bus service. They include: SR 7 Oakland Park Blvd. S (south of Broward Central Terminal) niversity Dr. Sunrise Blvd. Dixie Hwy. Hollywood/Pines Blvd. (to Pembroke Lakes ) Broward Blvd. (to est Regional Terminal) Of these corridors, SR 7, Oakland Park Blvd., and S show the highest need for Rapid service. Page

16 7 Preferred Service Plan The Preferred Service Plan (PSP) translates the Service Framework into specific network recommendations that take into account the system and route performance findings discussed in the previous sections. Many of these recommendations stem from the service effectiveness of each route in comparison to other routes within the BCT system. The plan seeks to improve and establish consistent service frequencies along the entire network, as well as to simplify route structure, improve access for major travel patterns, and avoid out of direction movements. The PSP is described by year, year, and 7 0 year recommendations by route. Maps and show the current and proposed BCT network in terms of the tiers described in the Service Framework. ear Service Plan Discontinuation of Breeze service is the least disruptive cost saving measure; since the corridors includes frequent and productive local service, no geography will be left uncovered. The low productivity of the Breeze routes makes them candidates for discontinuation. Routes,, 7, and are highly unproductive and are recommended for discontinuation. hile some geography would be left uncovered, these routes consume a far larger share of resources on a per passenger basis than most of the BCT system, and their resources would better serve other areas in the system. Three Rapid corridors are recommended within the ear Service Plan based on very high performance, including SR 7, Oakland Park Blvd., and S south of Broward Central Terminal. o new local routes are proposed as part of this service plan, as BCT adequately covers its service area. discussion of proposed local routes and their potential for development is included as ppendix C in the main CO document. The cost of the ear PSP was offset significantly by addressing inefficiencies in the existing BCT fixed route bus system. These savings (estimated at over $7. million annually) were highly instrumental in developing three Rapid corridors for only an additional $.7 million annually in operating cost (see table below). Total Cost for ear Service Plan nnual O&M Cost ears Capital Cost ehicles Rapid Corridor Improvements Total eekday $,, $,00,000 $0,00,000 $,00,000 Saturday ($8,) Sunday $,8 Total $,,70 $,00,000 $0,00,000 $,00,000 Page

17 ear Service Plan Three additional Rapid corridors are recommended: Broward Blvd., Sunrise Blvd., and Hollywood/Pines Blvd. Two additional Commuter routes are recommended, including a new I Express route between downtown Ft. Lauderdale and downtown Miami and express service along the I corridor between western Broward County and downtown Ft. Lauderdale. nnual O&M Cost Total Cost for ear Service Plan ears Capital Cost ehicles Rapid Corridor Improvements Total eekday $7,808,7 $7,00,000 $,7,000 $,,000 Saturday $,8 Sunday $,7 Total $8,,77 $7,00,000 $,7,000 $,, ear Plan Two additional Rapid corridors are recommended: niversity Dr. and Dixie Highway. nnual O&M Cost Total Cost for 7 0 ear Service Plan 7 0 ears Capital Cost ehicles Rapid Corridor Improvements Total eekday $7,87,80 $,00,000 $,770,000 $8,70,000 Saturday $8,7 Sunday $0,7 Total $8,,8 $,00,000 $,770,000 $8,70,000 Page

18 Total Costs CO Preferred Service Plan ears Rapid Corridor Implementation: SR 7, Oakland Park Blvd., S south of Broward Central Terminal nnual O&M Cost Capital Cost ehicles Rapid Corridor Improvements Total eekday $,, $,00,000 $0,00,000 $,00,000 Saturday ($8,) Sunday $,8 Total $,,70 $,00,000 $0,00,000 $,00,000 ears Rapid Corridor Implementation: Broward Blvd., Sunrise Blvd., Hollywood/Pines Blvd. nnual O&M Cost Capital Cost ehicles Rapid Corridor Improvements Total eekday $7,808,7 $7,00,000 $,7,000 $,,000 Saturday $,8 Sunday $,7 Total $8,,77 $7,00,000 $,7,000 $,, ears Rapid Corridor Implementation: niversity Dr., Dixie Highway nnual O&M Cost Capital Cost ehicles Rapid Corridor Improvements Total eekday $7,87,80 $,00,000 $,770,000 $8,70,000 Saturday $8,7 Sunday $0,7 Total $8,,8 $,00,000 $,770,000 $8,70,000 TOTLS: $0,8, $,800,000 $,00,000 $8,00,000 Page 7

19 Map COT LIE E BO S D E 7 S 0TH E HITS Century illage E 7 PEMBROKE PLM E 7 S 8TH CT HOLLOOD BLD MIR MR BLD HLLDLE BECH BLD 8 C OT L I E 8 E Golden Glades Park & Ride Lot 8 IE H T L TI C BL D 7 ventura 8 O c e a n oung Circle 8 S TH ST H ER L S TH E Hollywood I 7 7 PEMBROK E Broward County Miami-Dade County Page 8 E DI BEC H BL 7 OHSO ST 8 HOE HILL Pembroke Lakes 7 E RED 7D E 8TH E S TH E MIR MR PK TFT ST E R I METE R S FEDERL H PEMBROK E SHERID ST SE 7TH ST SE E PIES BLD 0TH E 7 SP 0 irporttri-rail TH E TFT ST PLM E SHERID ST DIE IERSIT DR STIRLIG S FLMIGO cademic illage BC PIES CETER ORGE DR GRIFFI 0 BLD E LS OL S Fort Lauderdale/ Hollywood International irport 8 ISLD DR T R E BL D MRI MILE SFEC Davie Campuses L H E S TH E H ILL OB S O S TH ST Ridge FE D Broward DR Galt Ocean Mile 7 S F E D ER O S TH ST ST DIX TP KE 8 OCE DR 80TH E TH E PK DIXIE H Broward Central Terminal BRO BLD PETERS I 0 SRISE BLD S TH ST S TH ST T H P L TT IO R D est Regional Terminal L ID R Fort Lauderdale TH ST Lauderhill 8 0 DR E S E B L D E D ST 7 Florida ST E R OKLD PRK BLD FLORID TPKE CL E IL O B H S HITS S 8TH ST ST E SRISE BLD S FLMIGO SSET STRIP SE TH ST D ST E COMMERCIL BLD IERSIT DR Sawgrass Mills CPRESS CREEK COMMERCIL BLD PIE ISLD T H ST MCB SS TH ST 0 H E T S T H ST RID R 0 ER L B LD FL O G K IM B TH ST S 0 Citi Centre 8 BC orth Campus Copans Rd &.S SOTHGTE BLD P COCOT CREEK PK 0 Pompano Beach 0 orth Broward TH E T L TIC BLD EX 0 E 8TH ST t l a n t i c R S I T DR I E 8 8 I E TH ST COPS R OL P LM B LD POERLI E SMPLE R D Miles FLORID TPKE LOS E Deerfield Beach Sawgrass Promenade Shopping STH 7 I STH 80 0TH ST Square Deerfield 8 7ST E KE DE D R PRKSIDE DR ER SI L DR 0. ILES CORL RIDGE DR 8 0 SGRSS EXP R I SGRSS EXP Tri-Rail 8 S 0TH ST Springs pdated: anuary 00 0 B etwork Community Commuter Palm Beach County Broward County Current BCT etwork O L H IL

20 Map COT LIE O S D E 7 S 0TH E HITS HOLLOOD BLD E S 8TH CT 7 PEMBROKE PLM E 7 SHERID ST MIR MR BLD Hollywood C OT L I E 8 E Golden Glades Park & Ride Lot 8 oung Circle T L TI C BL D 7 8 S TH ST I 7 HLLDLE BECH BLD 8 E DI BEC H BL 7 7 PEMBROK E Broward County Miami-Dade County Page E R I METE R OHSO ST 8 HOE HILL Century illage RED 7D E MIR MR PK S TH E 8TH E PEMBROK E SP irporttri-rail S FEDERL H PIES BLD TFT ST Pembroke Lakes 7 E SE 7TH ST SE E 7 0TH E TFT ST PLM E S FLMIGO SHERID ST E TH E STIRLIG DIE IERSIT DR GRIFFI cademic illage BC PIES CETER ORGE DR 0 Fort Lauderdale/ Hollywood International irport 8 BLD E LS OL S MRI MILE SFEC Davie Campuses ISLD DR S TH ST DR 0 L H E ST S TH E H ILL OB S BO O H ER L E E BL D FE D E S TH ST Broward R T E S F E D ER S TH ST Ridge ventura 8 O c e a n PK S TH ST Broward Central Terminal E E Galt Ocean Mile 7 OCE DR L ID R PETERS SRISE BLD 8 BRO BLD E TP KE P L TT IO R D est Regional Terminal 8 S TH E 80TH E TH E 0 Lauderhill 8 0 DIXIE H B L D I Fort Lauderdale TH ST 7 FLORID TPKE T H R OKLD PRK BLD Florida E D ST E COMMERCIL BLD DR E S E ST E 8 SE TH ST D ST ST E IERSIT DR CL E IL O B H S HITS S 8TH ST SRISE BLD S FLMIGO CPRESS CREEK SSET STRIP 7 PIE ISLD Sawgrass Mills 7 0 H E T T H ST MCB SS TH ST S T H ST RID 0 ER L B LD FL O R 0 Citi Centre 8 COMMERCIL BLD TH ST G K IM B S BC orth Campus Copans Rd &.S SOTHGTE BLD COCOT CREEK PK 0 Pompano Beach 0 orth Broward TH E T L TIC BLD Miles P 0 E 8TH ST IE H 8 8 I E TH ST COPS R OL P LM B LD DIX SMPLE R D EX Deerfield Beach POERLI E 0TH ST FLORID TPKE LOS STH 7 E STH 80 Sawgrass Promenade Shopping 7ST E I DE D R Square Deerfield 8 t l a n t i c R S I T DR I E PRKSIDE DR ER SI CORL RIDGE DR KE pdated: pril 00 ILES DR 0 SGRSS EXP R I SGRSS EXP 8 L 8 S 0TH ST Springs Tri-Rail 0. B Rapid etwork Community Commuter 0 Palm Beach County Broward County Proposed BCT etwork O L H IL

21 8 Public Involvement The CO will have a significant impact for many residents and decision makers in Broward County. One of the critical components of a CO is public involvement, as this helps identify many of the core issues currently affecting the system at all levels from the rider to upper management to local decision makers. Such input will provide a framework for future policy and service decisions. The CO Public Involvement Plan (PIP) was conducted in several stages and gathered input from external and internal stakeholders, the Broward County Board of County Commissioners (BoCC), and the general public. Throughout the public involvement process, several key themes emerged as important issues for BCT to address as it moves forward. Transit stigma Many stakeholders felt that using transit carries a stigma with it, as it is perceived as a transportation mode that the less wealthy and those without a vehicle use because they have no other choice. BCT will need to address these issues by providing fast, attractive, safe, and comfortable service to attract a larger market share. eed for faster, high quality service For BCT to continue attracting ridership and improving the image of transit it will need to offer enhanced services such as Rapid Bus and commuter express routes. These types of routes have the potential to attract new choice riders while also improving transit for current riders. Coordination with other agencies Being situated in the middle of a large, diverse metropolitan region presents certain challenges to Broward County and its transit system. It is imperative that BCT actively engage with neighboring agencies in order to improve regional mobility. Increased communication within BCT Meetings with various BCT staff members revealed a lack of consistent communication between the various BCT sections. In order to foster a better work environment as well as improve the quality of service BCT delivers, BCT should seek to improve cooperation between sections. Identify ew Transit Funding Sources Most internal and external stakeholders as well as members of the public are aware of the recent and ongoing decline in local government funding for BCT services. BCT needs to identify other sources of dedicated transit funding that will allow the agency to implement the CO PSP and other needed efforts to make the system more useful and attractive to a wider variety of users. Page 0

22 Study Recommendations BCT as a system performs above its peers in both productivity and efficiency; however, there are areas where BCT can improve in addition to the recommendations in the Preferred Service Plan (PSP).. Improve On Time Performance. s discussed in Section, BCT systemwide On Time Performance (OTP) is approximately 0% meaning that 0% of the time, buses are departing from timepoints either before the scheduled time or more than minutes late. Recommendations to improve OTP include: ddress operator behavior which contributes to poor schedule adherence. Provide for additional supervision on street, at major terminals and transfer locations, and at bus garages to ensure operators are following schedules. Implement operator in service meetings monthly to go over performance, safety, and training issues. Implement an L system to track bus progress and determine where issues arise. Determine where traffic conditions during certain times of day contribute to poor schedule adherence. Implement transit priority measures as necessary. Determine where bus schedules are not adequate to the running environment (excessive late or early arrivals, etc.) and adjust accordingly.. Improve Customer Service. Customer service on the part of BCT operators is of key importance, since the operator is the front line of contact between the BCT system and the customer. One of the common themes expressed during the public involvement process was the need for improved customer service on the bus. Recommendations to improve customer service include: Monthly to bi monthly training sessions involving customer service, fare policy, safety, and operations. Institute annual recurring customer service training. dhere to the Ssational Customer Service Program The Customer Service Policy should ensure that a defined, consistent customer service message exists for the entire agency. Management provides full support (tools, resources, and budget) to implement and sustain the customer service program. Management issues the directive to develop a comprehensive customer service plan. Create a forum (during training sessions, or other venues) where operators can bring up their concerns with supervisory staff, and collaboratively develop a plan for improvement. Page

23 . Fare Policy Recommendations. Despite the recent October 00 fare increase, it is strongly recommended that BCT enact additional changes to fares. The recommended fare structure will price multi use passes at a rate closer to how passengers are actually using the system. Fare Fare Recommendations October 00 Fare Recommended Fare F 0 Fare Cash adult $.0 $.0 $.00 Cash discount $0.7 $0.7 $.00 Daypass adult $.0 $.00 $.00 Daypass discount $.0 $.00 $.0 7 day pass $.00 $. $. 0 Ride Bus Pass $.00 $. $8.00 day pass adult $.00 $.00 $8.00 day pass discount $.00 $.00 $.00 day pass college $.00 $0.00 $.00. Transportation Policy Recommendations. Transportation policy is entwined within the larger goals of regional mobility and sustainability, and relates to land use planning, urban design strategies, and regional development. It is important for BCT to engage in policy development with regional planning and governing agencies. Recommendations to enhance BCT s role in transportation policy include: Continue to work with all existing and potential stakeholders and the public to identify and secure new dedicated transit revenue sources in order to implement the CO recommended PSP. Effective interaction with regional transportation agencies to develop a coordinated plan, easing transitions between providers and balancing bus and rail investment. Continued interaction with the Broward County Planning Council, Broward County Environmental Protection and Growth Management Department, Broward Metropolitan Planning Organization (MPO), and the municipalities on transit supportive land use and transportation planning. Page