Transit Development Plan

Transit
Development
Plan
Final Plan
Submitted by:
September 22, 2009
In association with:
RLS & Associates
This document was printed on recycled paper

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Table of Contents
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Executive Summary ……………………………………………………………………………………………… ES-1
Principles and System Development ……………………………………………………………………… ES-1
Recommendations ……………………………………………………………………………………………… ES-3
Chapter 1. Introduction ………………………………………………………………………………………… 1-1
Chapter 2. System Overview …………………………………………………………………………………. 2-1
Fixed- Route System ……………………………………………………………………………………………… 2-1
Chapter 3. Community Profile ……………………………………………………………………………….. 3-1
Demographic Analysis …………………………………………………………………………………………… 3-1
Employment …………………………………………………………………………………………………………. 3-4
Chapter 4. Stakeholder and Public Input ……………………………………………………………….. 4-1
Stakeholder Interviews …………………………………………………………………………………………… 4-1
Existing GGFT Transit Riders …………………………………………………………………………………. 4-3
Non -Riders Living in Glens Falls Service Area …………………………………………………………… 4-5
Meeting with GGFT Bus Drivers ……………………………………………………………………………… 4-6
Chapter 5. Service Evaluation ……………………………………………………………………………….. 5-1
Route 2: Bay Road, ACC, and Quaker Road …………………………………………………………….. 5-2
Route 3: East Loop ……………………………………………………………………………………………….. 5-7
Route 4: Fort Edward and Hudson Falls …………………………………………………………………. 5- 11
Route 5: South Glens Falls …………………………………………………………………………………… 5- 16
Route 6: West Loop …………………………………………………………………………………………….. 5- 21
Route 7: West Glens Falls ……………………………………………………………………………………. 5- 26
Route 11/12: Upper Glen Street, Aviation Road ……………………………………………………….. 5-30
Route 19: Warren County Municipal Center …………………………………………………………….. 5- 36
Seasonal Trolley Routes ………………………………………………………………………………………. 5- 41
Freedom and Mobility Express (FAME) ………………………………………………………………….. 5- 54
Chapter 6. Service Improvement Options ………………………………………………………………. 6-1
Chapter 7. Recommendations and Implementation ………………………………………………… 7-1
Overview ……………………………………………………………………………………………………………… 7-1
Scenario Analysis ……………………………………………………………………………………………….. 7- 15
Appendix A. Results from the On- Board Passenger Survey
Appendix B. Results from Non- Rider Survey and Public Outreach Efforts
Appendix C. Sample Operations Schedules for Proposed Recommendations
Appe ndix D. Select Examples of Transit Agency Passenger Schedules

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Table of Figures
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Figure ES-1 Short -Term Implementation Recommendations ……………………………………… ES-4

Figure 2-1 A/GFTC Region and GGFT Service Area ………………………………………………… 2-3
Figure 2-2 Overview of GGFT Fixed Route Service ………………………………………………….. 2-4
Figure 2-3 GGFT System Map ………………………………………………………………………………. 2-6
Figure 2-4 City of Glens Falls GGFT Routes …………………………………………………………… 2-7

Figure 3-1 Population Change by Town and City ……………………………………………………… 3-1
Figure 3-2 Geographic and Demographic Characteristics ………………………………………….. 3-2
Figure 3-3 Population Density per Square Mile by Block Group ………………………………….. 3-3
Figure 3-4 Location of Workers per Block Group ……………………………………………………… 3-5
Fig ure 3 -5 Major Employers in the Glens Falls Region ……………………………………………… 3-6
Figure 3-6 List of Large Private Employers in GGFT Service Area ……………………………… 3-7
Figure 3-7 Activity Centers in the GGFT Service Area ………………………………………………. 3-9
Figure 3-8 Composite Distribution of Persons with High Propensity Transit Use
Characteristics …………………………………………………………………………………… 3- 12
Figure 3-9 Residential Location of Persons with High Propensity Transit
Use Characteristics ……………………………………………………………………………. 3-13
Figure 3- 10 Youth (5 -17) as a Percent of Total Population ………………………………………… 3- 14
Figure 3- 11 Older Adults (65+) as a Percent of Total Population ………………………………… 3-15
Figure 3- 12 Persons with Disabilities as a Percent of Total Population ………………………… 3-16
Figure 3- 13 Persons with Low Income as a Percent of Total Population ………………………. 3-17

Figure 4-1 List of Interviewed Stakeholders …………………………………………………………….. 4-1
Figure 4-2 Primary Travel Patterns by Percent of Total Tr ips Surveyed ……………………….. 4-4

Figure 5-1 GGFT System Productivity ……………………………………………………………………. 5-2
Figure 5-2 Route 2 ………………………………………………………………………………………………. 5-3
Figure 5-3 Route 2 Service Statistics ……………………………………………………………………… 5-3
Figure 5-4 Route 2: Changes in Annual Ridership 2006- 2007 …………………………………… 5-4
Figure 5-5 Ridership by Month ………………………………………………………………………………. 5-4
Figure 5-6 R
oute 2 – Ridership by Time of Day ………………………………………………………… 5-5
Figure 5-7 Route 2 Productivity …………………………………………………………………………….. 5-5
Figure 5-8 Route 3 Map ……………………………………………………………………………………….. 5-7
Figure 5-9 Route 3 Service Statistics ……………………………………………………………………… 5-8
Figure 5- 10 Route 3 Changes in Annual Ridership 2006- 2008 …………………………………….. 5-8
Figure 5- 11 Route 3: Ridership by Month (2006- 2008) ………………………………………………. 5-9
Figure 5- 12 Rout e 3 – Weekday Ridership by Time of Day …………………………………………. 5-9
Figure 5- 13 Route 3 Productivity …………………………………………………………………………… 5- 10
Figure 5- 14 Route 4 Map ……………………………………………………………………………………… 5- 12
Figure 5- 15 Route 4 Service Statistics ……………………………………………………………………. 5- 12
Figure 5- 16 Route 4: Changes in Annual Ridership 2006- 2007 …………………………………. 5- 13
Figure 5- 17 Route 4: Ridership by Month (2006- 2008) …………………………………………….. 5- 13
Figure 5- 18 Route 4 – Weekday Ridership by Time of Day ……………………………………….. 5- 14
Figure 5- 19 Route 4 – Saturday Ridership by Time of Day ………………………………………… 5- 14
Figure 5- 20 Route 4 Productivity …………………………………………………………………………… 5- 15
Figure 5- 21 Route 5 Map ……………………………………………………………………………………… 5- 17

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Table of Figures
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Figure 5-22 Route 5 Service Statistics ……………………………………………………………………. 5- 17
Figure 5- 23 Route 5 Changes in Annual Ridership 2006- 2008 …………………………………… 5- 18
Figure 5- 24 Route 5 – Ridership by Month (2006 – 2008) ………………………………………….. 5- 18
Figure 5- 25 Route 5: Weekday Ridership by Time of Day ………………………………………… 5- 19
Figure 5- 26 Route 5: Saturday Ridership by Time of Day …………………………………………. 5- 19
Figure 5- 27 Route 5 Weekday and Saturday Service Productivity ………………………………. 5- 20
Figure 5- 28 Route 6 Map ……………………………………………………………………………………… 5- 22
Figure 5- 29 Service Statistics ……………………………………………………………………………….. 5- 23
Figure 5- 30 Route 6 Changes in Annual Ridership 2006- 2008 …………………………………… 5- 23
Figure 5- 31 Route 6: Ridership by Month (2006- 2008) …………………………………………….. 5- 24
Figure 5- 32 Rou te 6 Ridership by Time of Day ………………………………………………………… 5- 24
Figure 5- 33 Route 6 Productivity ……………………………………………………………………………. 5-25
Figure 5- 34 Route 7 Map ……………………………………………………………………………………… 5- 26
Figure 5- 35 Route 5 Service Statistics ……………………………………………………………………. 5- 27
Figure 5- 36 Route 6 Changes in Annual Ridership 2006- 2008 …………………………………… 5- 27
Figure 5- 37 Route 7 – Ridership by Month (2006 – 2008) ………………………………………….. 5- 28
Figure 5- 38 Route 7 Weekday Ridership by Time of Day ………………………………………….. 5- 28
Figure 5- 39 Route 7 Productivity ……………………………………………………………………………. 5-29
Figure 5- 40 Route Map ………………………………………………………………………………………… 5- 31
Figure 5- 41 Route 11/12 Service Statistics ……………………………………………………………… 5- 31
Figure 5- 42 Route 11/12: Changes in Annual Ridership 2006 -2007 …………………………… 5- 31
Fig ure 5 -43 Route 11/12: Ridership by Month (2006- 2008) ………………………………………. 5- 32
Figure 5- 44 Route 11/12 – Weekday Ridership by Time of Day ………………………………….. 5- 33
Figure 5- 45 Route 11/12 – Saturday Ridership by Time of Day ………………………………….. 5- 33
Figure 5- 46 R
oute 11/12: Weekday and Saturday Productivity* ………………………………….. 5- 34
Figure 5- 47 Route 11/12: Evening Service Productivity …………………………………………….. 5- 35
Figure 5- 48 Route 19 Map ……………………………………………………………………………………. 5- 37
Figure 5- 49 Route 19 Service Statistics ………………………………………………………………….. 5- 38
Figure 5- 50 Route 19: Changes in Annual Ridership 2006- 2007 ……………………………….. 5- 38
Figure 5- 51 Route 19: Ridership by Month (2006- 2008) …………………………………………… 5- 39
Figure 5- 52 Route 19 – Ridership by Time of Day ……………………………………………………. 5- 39
Figure 5- 53 Productivity Statistics: Route 19 Weekday Service …………………………………. 5- 40
Figure 5- 54 Route Map ………………………………………………………………………………………… 5- 43
Figure 5- 55 Lake George Trolley Route Service Statistics …………………………………………. 5- 44
Figure 5- 56 Lake George Trolley Routes: Seasonal Ridership Memorial Day to
Labor Day 2008 …………………………………………………………………………………. 5- 45
Figure 5- 57 Lake George/Glens Falls Trolley Weekday Ridership by Time of Day –
Southbound ………………………………………………………………………………………. 5- 46
Figure 5- 58 Glens Falls – Lake George Trolley Weekday Ridership by Time of Day –
Northbound ……………………………………………………………………………………….. 5- 46
Figure 5- 59 Lake George/Glens Falls Trolley Weekend Ridership by Time of Day –
Southbound ………………………………………………………………………………………. 5- 47
Figure 5- 60 Glens Falls / Lake George Trolley Weekend Ridership by Time of Day –
Northbound ……………………………………………………………………………………….. 5- 47
Figure 5- 61 South RV A Trolley Weekday Ridership by Time of Day …………………………… 5- 48
Fig ure 5 -62 South RV A Trolley Weekend Ridership by Time of Day …………………………… 5- 49
Figure 5- 63 South RV B Trolley Weekday Ridership by Time of Day …………………………… 5- 49

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Table of Figures
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Figure 5-64 South RV B Trolley Weekend Ridership by Time of Day ………………………….. 5- 50
Figure 5- 65 North Lake George Trolley Weekday Ridership by Time of Day ………………… 5- 50
Figure 5- 66 North Lake George Trolley Weekend Ridership by Time of Day ………………… 5- 51
Figure 5- 67 Lake George Trolleys Productivity by Service Day, 2008 ………………………….. 5-52
Figure 5- 68 FAME Paratransit Origin and Destination Locations ………………………………… 5- 56

Figure 6-1 GGFT Conceptual Service Improvements ……………………………………………….. 6-6
Figure 6-2 Possible Improvements to Routes 3 and 6 ……………………………………………….. 6-7
Figure 6-3 Greater Glens Falls Transit – DRAFT of Possible Ideas for Service
I mprovements ……………………………………………………………………………………… 6-8
Figure 6-4 Initial and Final Proposals for Service Improvements ………………………………. 6- 11

Figure 7-1 Sample Weekday Schedule for Route 2 ………………………………………………….. 7-3
Figure 7-2 Immediate- Term Implementation Recommendations …………………………………. 7-5
Figure 7-3 Sample Weekday Schedule for Route 4: Hudson Falls/Fort Edward ……………. 7-7
Figure 7-4 Sample Weekday Schedule for Route 5: South Glens Falls ………………………. 7-8
Figure 7-5 Sample Weekday Schedule for Route 7: West Glens Falls ………………………… 7-9
Figure 7-6 Recommended Improvements – Overall System …………………………………….. 7- 11
Figure 7-7 Recommended Improvements – City of Glens Falls …………………………………. 7- 12
Figure 7-8 Longer Term Route by Route Recommendations ……………………………………. 7- 13
Figure 7-9 Scenario Analysis Recommendations with Base Case Implemented ………….. 7- 15
Figure 7- 10 Scenario Analysis Recommendations with Base Case Implemented ………….. 7- 16

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Executive Summar y
The Adirondack/Glens Falls Transportation Council (A/GFTC) and Greater Glens Falls Transit
(GGFT) retained Nelson Nygaard Consulting Associates to create a transit development plan
(TDP). The objective of the TDP was to develop a five- year plan for service and system
improvements.
The TDP was prepared according to a work program with several major tasks, including
developing a community profile of the service area’s demographic, socio- economic and land use
characteristics. Nelson Nygaard also worked with GGFT and A/GFTC to understand the
perspectives, experiences and needs of existing passengers as well as residents not currently
using GGFT services. We also interviewed community leaders and public officials with a stake in
transit services to ascertain their view on the need for service changes and improvements. This
research was conducted using a combination of on- board surveys, intercept and mail-back
surveys and telephone interviews.
Building on this data and in conjunction with GGFT system statis tics, NelsonNygaard evaluated
each route individually to assess route strengths and weaknesses and identify potential
improvements that would strengthen not only the individual routes but also the system as a
whole. Our review of the individual services and overall system led us to develop a series of
service improvement concepts, which were subsequently used to shape and define proposals for
service improvements. These concepts are to:
• Improve service efficiency through elimination of unproductive routes and route segments
and reducing competition between routes.
• Simplify the service and make it easier to use by creating consistent, evenly spaced
schedules, straightening route alignments, and making information about the routes,
schedules and service s easier to understand.
• Strengthen the existing trunk and feeder network by improving service along key
corridors, creating links between regional centers, and where possible, interlining service
between feeder and trunk routes to create direct, one- seat rides for passengers.
• Improve operations by alleviating schedule pressure on select services.
These concepts were translated into specific service improvements, which were subsequently
presented and discussed with GGFT and A/GFTC staff. Based on this input, Nelson Nygaard
prepared maps and created informational materials and brought these ideas to members of the
public, further refining and defining the potential service recommendations. As a final step to
assess project feasibility, we drafted service s chedules. By trying to schedule our
recommendations, we were able to investigate operational challenges, assess financial impacts
and make a final determination of suitability and feasibility. Through this process, we were
ultimately able to identify a set of service and system improvements and develop a plan for
implementation.
Principles and System Development
TDP recommendations are based on strengthening the organization of transit routes into a series
of trunk and feeder routes and creating simple, easy to use services. The benefit of this
approach will be to provide direct, understandable and efficient transit services that provide a high
level of service on the region’s key commercial corridors and access to these routes from
residential areas. In the most densely developed parts of the service area, passengers will be
able to walk to the trunk corridors. In less intensely developed areas, residents may use feeder

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services to travel to/from the trunk routes. This approach will ensure that each route in the
system has a clearly defined role within the service network and is designed to serve a specific
market. The service guidelines that support moving towards this approach are outlined in the
following text.
• Trunk routes should be designed to transport passengers along the service area’s most
developed corridors and to/from the region’s most important destinations.
− Trunk routes will have a higher level of service and longer span of service and be
located along the system’s strongest transit corridors.
− Weekday service levels for trunk routes should be, at a minimum, 30 minute peak/60
minute off -peak (during the mid- day) service level. Ideally service levels will be 30
minutes throughout the day. Service levels should be consistent throughout the day
with even spacing of trips.
− Evening and Saturday service levels may be lower as compared to weekdays, but
should be based on a 30 minute peak/60 minute off -peak schedule, also adding
service to create a 30 minute schedule through the day. Schedules should be based
on easily understandable, evenly spaced trips.
− Routes 11/12 and 4 are designed as trunk routes, although the service levels on
Route 11/12 are higher and more consistent than on Route 4.
• Collector/distributor routes should be designed to transport people from primarily
residential areas and areas with a lower density of services, employment and activity
centers.
− Collector distributor routes will have a lower level and span of service as compared
with trunk routes.
− Fully implemented collector/distributor routes will provide a minimum level of service of
hourly service during the peak periods and 120 minute service during the off -peak. As
resources become available, frequencies may increase to hourly service throughout
the day.
− Saturday service levels on collector/distributor routes may be lower as compared to
weekdays, but should be based on consistent, evenly spaced service schedules.
− Examples of collector/distributor routes in the GGFT system are:
o Route 2 Bay College
o Route 5 South Glens Falls
o Route 7 West Glens Falls
o Route 19 Warren County Municipal Center/Factory Outlet Malls/Lake George
Village
• Vehicles should remain in revenue service as long as possible to increase geographic
coverage and minimize unproductive vehicle time.

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Recommendations
Specific projects that will work towards implementation of these concepts are listed in Table ES -1.
These projects involve eliminating unproductive services in some parts of the system and re-
investing these resources to the most productive aspects of the system. Estimated costs
associated with each recommendation are noted, however, the plan is largely revenue neutral
with proposed service reductions used to support recommended service improvements.
In terms of project implementation, the TDP has identified a series of projects that may be
implemented fairly quickly and without significant disruption to the existing service schedule or
agency operations. We recommend that GGFT move forward with these projects in the
immediate term:
• Add mid-day service on Route 2 and create a consistent, evenly spaced service schedule.
• Expanded service on GGFT Route 19 with both increased frequency and expanded
geographic coverage.
• Maintain existing evening services on Routes 11/12, 4/5 and 2.
• Adjus t schedule to put deadhead vehicles in service.
A second set of projects are recommended for implementation over the next several months.
These projects are slightly more complicated to implement and will require a slightly longer lead
time. Challenges include, among other things, implementing several changes concurrently, as
some routes will need to be eliminated in order to redeploy resources to more productive parts of
the system. After the initial recommendations are implemented, the TDP recommends that
GGFT begin work on the following projects:
• Eliminate Route 3 East Loop
• Eliminate Route 6 West Loop
• Increase service on Route 4 Hudson Falls
• Streamline schedule on Routes 5 South Glens Falls and schedule three trips per day to
Lamplighter Acres
• Add three trips on Route 7 West Glens Falls, reverse service direction and streamline
schedule to even out trip spacing
• Develop color GGFT system map, update agency schedules and improve marketing
materials.
After these identified system improvements are achieved, the TDP recommends that GGFT
evaluate the changes to ascertain improvements in customer satisfaction and agency
productivity. Assuming ridership and productivity data show continued support for the
improvements, GGFT may fill in the existing services as outlined in the principles and system
development section until the recommended service levels are achieved, i.e. trunk routes operate
at half -hourly headways on weekdays and Saturday and feeder routes operate on hourly
headways on weekdays and Saturdays.

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Figure ES-1 Short -Term Implementation Recommendations

Description of Existing Service Proposed Changes Justification
Estimated Annual
Service Hour
Requirements *
Route 2
Bay -College Service along Bay Street to Bay Road to
Queensbury
. Major markets :
• Adirondack Community College
• the Cedars (assisted living)
• Queensbury Town Hall and Queensbury
Senior Center
Add mid-
day trip to provide hourly service all day .

Ridership is fairly strong during mid-
day, with more than 7
riders per trip.

Mid- day trip will create consistent service throughout day,
making route easier to understand and use.

Anticipated ridership is between 7- 10 riders per trip. Requires 130 VRH

Route 3
East Loop Neighborhood service in eastern section of City of
Glens Falls. Major markets:

• Jackson Heights and Abraham Wings
schools
• Kmart
• Price Chopper
• Stichman Towers Eliminate service.

Deploy services to higher need/more productive
services.

Serve some eliminated destinations with re
-aligned
Route 4 and putting deadhead vehicles in service . Low ridership on existing route.

Eliminate competition between Routes 3 and 4 at key
locations
.
Savings of 1,339 VRH

Savings equate to 1,300
VRH from weekday
service and 39 VRH from
Saturday service.
Route 4
Hudson Falls –
Fort Edward
Service from Glens Falls to Hudson Falls and Fort
Edward. Bus has two alignments, along Dix and
Boulevard Avenues.
Major markets:
• BOCES
• Washington County Municipal Ctr
• Super K -Mart
• Eden and Village Parks
Establish Route 4 as trunk route.

Increase service level to half
-hourly departures during
peak periods and hourly during mid- day.
Frequencies should be increased as resources
become available.

Service will continue to serve two alignments. With
minor adjustments, this approach will support serving
the new Walmart, when store opens.

Saturday service level also increases .
Route 4 is a highly productive service with growing
demand.

Comments from stakeholder, public and survey request
additional
service.

Corridor has several important destinations for travelers.
New Walmart store will strengthen route.

Serves population with high propensity to use transit and
increases service to regional facilities (Washington County
Municipal Center) . Requires 2,301 VRH

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Description of Existing Service Proposed Changes Justification
Estimated Annual
Service Hour
Requirements *
Route 5
Moreau -South Glens
Falls
Service from Glens Falls to South Glens Falls and
Moreau. Select routes travel to Lamplighter on
request. Major markets:

• Village of South Glens Falls
• Midtown Plaza
• Glens Falls Civic Center
• South Glens Falls High School
Minor alignment changes to make service more
direct
.

Implement regularly scheduled service to Lamplighter
(upgrade from existing demand response service).

Adjust schedule to meet Northway Express commuter
service .

Interline with Route 11/12 to create Route 9 service
(where possible).

Increase service frequency and span as funding
permits .

Create evenly spaced consistent schedules on
weekday and Saturday services . Current schedule has clustered service making it hard to
remember and difficult to use.
Create consistent, easily
understa ndable schedules will address this concern.

Existing riders rely on transit and are appreciative of
service. Increased service frequency will help attract
additional and choice riders.

Survey/public requests for service to Lamplighter .

Meeting Northway Express will support regional
connections and expand employment opportunities .
Implementing proposed
schedule changes will
likely require small
increases in VR
H
Route 6
West Loop Neighborhood service to western Glens Falls.
Major markets:

• Glens Falls Hospital
• Hannafords
• Glens Falls Middle & High Schools
• Irongate Center Eliminate service, except for morning and afternoon
peak service trips.

Deploy services to higher need/more productive
services. Low productivity on existing routes, except for tripper
services to schools, which have high ridership.

Some segments of Routes 6 and 7 overlap and compete
for passengers on Main and Broad Streets. Savings of 1,209 VR
H
Savings equate to 1,170
VRH from weekday
service and 39 VRH from
Saturday service.
Route 7
West Glens Falls Service from Glens Falls to West Glens Falls.
Major markets:

• Glens Falls Hospital
• Hannafords
• Homestead Homes

Re-align to continue service to key elements of
Route 6

Reverse direction so inbound travelers don’t have to
cross street ; also avoids recurring congestion

Increase service frequency and span as funding
permits

Create evenly spaced consistent schedules . Route 7 service area has strong potential
.

Reversing direction and adding trips will make service
more attractive and easier to use.

Public outreach effort indicated interest for more service.

Increased service consistent with HHS use of hotels along
route. Requires 403 VRH

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Description of Existing Service Proposed Changes Justification
Estimated Annual
Service Hour
Requirements *
Route 11/12
Glen Street/Aviation
Mall/Walmart/
John Burke
Service from Glens Falls along Upper Glens
Street. Major markets:

• Aviation Mall
• Walmart
• John Burke Apartments
• Shopping and employment along Glen Street No major changes proposed.

Interline
trips with collector routes .

Potential to eliminate one mid- day trip to John Burke
Apartments . Route
performs well and has good productivity .

Interline helps address schedule concerns and creates
one- seat rides .

Eliminate trip to John Burke to alleviate schedule pressure. No change

Route 19
Rt. 9 County Center Service from Glens Falls to Gooney Golf on Route
9 outside of Lake George Village

Major stops:
• Warren County Municipal Center and Annex
• Lake George Factory Outlet Stores
Five trips per day between 9:15 am and 4:25 pm,
plus one evening trip at 6:15 pm Warren County Municipal Center Annex is scheduled
to close in 2009
. When Annex closes:
• Stop in at Warren County Municipal Center on
outbound and inbound leg
• Extend service to Lake George Village (when
trolleys are not running)
• Add two trips per day to streamline schedule Ridership is fairly strong, with most trips carrying 8+
passengers.

Additional trips will create more consistent, easily to
understand schedule.

Additional trips support employment at
Stores.

Public input demonstrated strong interest in year -round
service to Lake George V illage.

Off- season, some Lake George hotels are used to meet ad
hoc housing needs. 183.6 VRH
to operate five
trips to Lake George

414 VRH to add two trips
Assumptions:
• Adding one trip to Route 2 assumes marginal service increases amount to .5 VRH per day. Estimate is based on service operating 5 days per week, 52 weeks per year.
Estimate is rounded.
• Extending existing service to Lake George assumes an additional .17 VRH per trip or 1.02 VRH per day (including night service). Assumes service operates 5 days per week
for 36 weeks per year (excludes trolley seasons). Estimate is rounded.
• Adding two trips to Route 19 with service to Lake George assumes marginal service increase amounts to 2.3 VRH per day. Both estimates are based on service operating 5
days per week, 36 weeks per year. Estimate is rounded.

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Chapter 1. Int roduction
The Adirondack/Glens Falls Transportation Council (A/GFTC) and Greater Glens Falls Transit
(GGFT) retained Nelson Nygaard to conduct a transit development plan (TDP). The objective of
the TDP is to develop a five- year plan for service and system improvements.
The TDP was prepared according to a work program with several major tasks, including
developing a community profile of service area’s demographic, socio- economic and land use
characteristics. Nelson Nygaard also worked with GGFT and A/GFTC to understand the
perspectives, experiences and needs of existing passengers as well as community residents not
currently using GGFT services. We also interviewed community leaders and public officials with
a stake in transit services to ascertain their view on the need for service changes and
improvements. This research was conducted using a combination of on -board surveys, intercept
and mail -back surveys and telephone interviews.
Using this data, in conjunction with GGFT system statistics, Nelson Nygaard evaluated each
route individually to assess route strengths and weaknesses. Route evaluation results were
combined with input from riders and members of the public to develop a series of
recommendations. We evaluated these through discussions with GGFT and A/GFTC staff and
members of the public. We also prepared maps and drafted service schedules to refine the
preliminary recommendations into a set of recommended serv ice improvements. These service
improvement recommendations form the basis of the transit development plan and are presented
as a phased implementation plan.
This final report documents the TDP process, key findings and proposed implementation plan.
Mate rial included in the plan represents the culmination of earlier working papers that help frame
existing service needs and guide the development of future services. The draft final report is
organized into six chapters immediately following this introducto ry section, including:
Chapter 2 : System Overview – Describes existing public and community transportation
services;
Chapter 3 : Community and Market Analysis – Examines the distribution of the population,
employment and key activity centers in GGFT’s service area to assess how well
transit services are structured to meet the local market. Much of this information is
provided in a series of maps;
Chapter 4 : Stakeholder and Public Input – Documents the results of stakeholder interviews,
surveys with rider s and non-riders and discussions with GGFT drivers;
Chapter 5 : Service Evaluation – Describes the analysis and evaluation of individual services
and routes within the GGFT system;
Chapter 6 : Development and Evaluation of Alternatives – Presents the recommendations for
new service options; and,
Chapter 7 : Recommendations and Implementation – Provides draft service plans and
schedules and discusses funding and implementation options.

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Chapter 2. System Over view
GGFT currently operates three major services consisting of the regular fixed route system,
complementary paratransit branded as the Freedom and Mobility Express (FAME), and
seasonally trolley service to Lake George. These services operate in an area that encompasses
the City of Glens Falls and adjoining Towns of Fort Edward, Kingsbury, Lake George, Moreau
and Queensbury (see Figure 2 -1). Four incorporated villages are situated within the service area:
Fort Edward in Fort Edward Township; Hudson Falls in Kingsbury Township; Lake George in
Lake George Township; and South Glens Falls in Moreau Township. In addition, to the
administrative boundaries, GGFT’s service area is also shaped by two major roadways:
•
US 9
•
functions as a parallel local business route for the Northway, crossing at Exit 17 to
the east side of I -87 and running north through the Village of South Glens Falls over the
Hudson River into downtown Glens Falls, and continuing as Glen Street and Lake George
Roa d through Lake George before crossing back over to the west side of I -87. Several
GGFT routes operate on US 9, including Routes 11/12 between downtown and the
Aviation Mall, Route 19 from Quaker Road to Exit 21, and the Lake George Trolley
(summers only). US 4
Fixed-Route System
runs along the eastern side of the GGFT service area, providing regional
connections between Whitehall and Fort Edward and local connections between Hudson
Falls and Fort Edward. GGFT Route 4 currently travels along US 4 between Hudson Falls
and Fort Edward.
GGFT operates nine fixed- routes that operate year-round. These routes are designed as a radial
“pulse” system
1
GGFT system and individual route characteristics are summarized in Figure 2- 1. The full system
operates primary on weekdays between 6:00 am and 6:30 pm. Eight of nine routes also operate
on Saturdays, although several are on abbreviated schedules covering only part of the day.
Weeknight service was introduced on three routes in November 2007 . Cash-fares on the fixed-
route system are currently set at $1.00 for adult passengers and $0.50 for adults aged 60 or
more, per sons with disabilities and holders of Medicare cards. Transfers between routes are
currently priced at $0.50. GGFT also sells monthly passes and other fare media, such as tokens
that are available from public agencies and local businesses.

focused on downtown Glens Falls. The complete route network is displayed in
Figure 2- 1, and route alignments within the City of Glens Falls are shown in more detail in Figure
2- 2. All routes converge at an on -street terminal located along the east side of Ridge Street
opposite City Hall. The Ridge Street Terminal is favorably located for transit riders within Glens
Falls’ central business district and near several key services, including senior housing. Selected
route pairs are connected or “interlined” through the terminal; this scheduling strategy helps
ensure vehicles are used effectively and helps facilitate eff icient transfers between routes.
Except at the Ridge Street Terminal and a small number of selected locations where bus stops
are specifically designated, GGFT passengers may get on or off buses anywhere along a route
where it is safe to do so. This approach generally improves access by minimizing the distance

1 The pulse system refers to a commonly used system design whereby transit routes are scheduled to meet at a single
transfers point. Most or all of a system’s routes end and begin their trips at a single location according to regularly
scheduled times, such as on the hour or half -hour. This arrangement makes it easy for passengers to transfer between
routes.

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 2-2 • Nelson Nygaard Consulting Associates Inc.
riders must travel to reach their boarding point. However, GGFT is beginning to install bus stops
and shelters along more heavily traveled corridors such as Glen Street to improve bus operating
speeds and manage schedule reliability. A process of educating passengers to use the marked
stops is underway. To further enhance access, GGFT also accommodates rider requests for
route deviation service to selected destinations. These are limited by time of day and to specific
trips where schedules permit.

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 2-3 • Nelson Nygaard Consulting Associates Inc.
Figure 2-1 A/GFTC Region and GGFT Service Area

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 2-4 • Nelson Nygaard Consulting Associates Inc.
Figure 2-2 Overview of GGFT Fixed Route Service
Route
No. Service Area
Weekday Service Saturday Service
Schedule Trips/day Schedule Trips/day
2 Queensbury Town Hall via Adirondack
Community College* 7:30 am–
5:07 pm
7:00 pm – 9:15 pm 7
2 10:00 am
-12:55 pm 2
3 East Glens Falls Loop 7:20 am–5:00 pm 10 9:30 am–1:50 pm 3
4 Fort Edward, Hudson Falls 6:30 am–6:40 pm
9:45 pm – 10:25 pm 13
1 8:00 am–
6:30 pm 7
5 West Glens Falls 6:00 am–5:39 pm 9 8:30 am–5:29 pm 5
6 West Glens Falls Loop 7:00 am–5:30 pm 12 9:00 am–1:20 pm 3
7 South Glens Falls and Moreau 6:30 am–5:05 pm 6 11:00 am–3:53 pm 3
11/12 Glen Street – Aviation Mall 6:30 am–6:08 pm
6:15 pm – 9:45 pm* 22
4 8:00 am–
5:58 pm 20
19 Warren County Municipal Center and
Factory Outlet Stores 9:15 am
– 4:25 pm 5 n/a
Freedom and Mobility Express (FAME)
FAME is GGFT’s complementary paratransit service providing demand response, curb- to-curb
transportation to individuals unable to use the regular fixed- route system. Passengers must
have a qualifying disability and complete an application with GGFT to be eligible for the service.
Once eligible, riders may schedule a ride at least 24 hours (and up to 14 days) in advance for
travel to any destination within ¾ mile of existing fixed- route service; travel must also take place
within the same operating hours as the fixed- route system. FAME’s service schedule, therefore,
parallels the fixed- route services and is available Monday through Friday from 6:00 am to 6:30
pm and on Saturdays from 8:00 am to 6:00 pm, depending on the trip origin and destination.
Seasonal Trolley Service
GGFT began operating two trolley buses on a single route in 1994. The trolley component has
grown steadily over the years to the current six vehicles running on three routes. The three
trolley routes are briefly described as follows:
•
Lake George South
• –
operates every 20- 30 minutes from Beach Road in Lake George
south to Glens Falls and all points in between, including The Great Escape and factory
outlet stores. All trolley routes pick up and discharge passengers on Beach Road near
th e Steamboat Dock in Lake George. Many destinations are available via transfer. Lake George South RV Parks
• –
operates from Lake George south via Route 9 to RV
parks and motels. The SOUTH – RV A route travels Route 9 to Route 149 and the Lake
George RV Pa rk once an hour. The SOUTH – RV B route travels to the Best
Western/Travelodge Motels and the Wild West Ranch off Route 9. Lake George North – operates Beach Road in Lake George north along Canada Street
(Rte 9) and Lakeshore Road (Rte 9N) to the Hearthstone State Campground, Diamond
Point and Bolton Landing. Trolleys that display a “NORTH A” sign serve Canada Street
and Lakeshore Road as far as Hearthstone State Campground. Trolleys that display a
“NORTH B/C” sign travel to Diamond Point and Bolton Landi ng.

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 2-5 • Nelson Nygaard Consulting Associates Inc.
Trolley service operates between mid-May and Columbus Day with schedules varying during late
spring, peak summer and autumn periods. The cash fare to ride a trolley to most destinations is
$1.00 for adult passengers and $0.50 for persons 60 years of age and over, as well as for
persons with disabilities. Transfers are available for $0.50 between the North and South routes
but are not valid between the trolleys and year -round route services.

3
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Ellsworth
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Kelly
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Ogden
Highland
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Warren
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Wilson
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Glens Falls High School
Glens Falls Middle School Adirondack
Community College
South Glens FallsHigh School
Warren County
Municipal Center
Washington CountyMunicipal Center
Amtrak Station
GIS Data Source: Adirondack Glens Falls Transportation Council
Figure 2-3 GGFT System Map
Lake George
Middle
Canada
Flat Rock
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Beach
Lakeshore
Carefree
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Brook
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Route Number
Lake George Trolley
Villages
Towns and Cities
County Boundaries
7

GIS Data Source: Adirondack Glens Falls Transportation Council
Figure 2-4 City of Glens Falls GGFT Routes
3
7
6
5
4
3
19
11
12
Lake George Trolley
yaB
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Glen
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Lake George Trolley
Villages
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7

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 3-1 • Nelson Nygaard Consulting Associates Inc.
Chapter 3. Community Profile
A key aspect to gauging the effectiveness of the GGFT system is to understand the service area
operating environment. To facilitate this analysis, Nelson Nygaard prepared the following
community profile highlighting demographic, employment and economic conditions in the study
area. Key elements of the community profile include population and population density,
distribution of workforce and major employers, the location of non -employment trip generators
and the spatial distribution of residents with characteristics suggesting a higher propensity to
utilize public transportation. For each element, the extent to which GGFT services respond to
current needs is discussed and deficiencies noted.
Demographic Analysis
The estimated 2007 population of the service area is 77,791 persons1
The GGFT service area is relatively large, covering nearly 206 square miles with an average
population density of 361 persons per square mile. GGFT services, however, are concentrated in
the region’s most densely populated regions. The City of Glens Falls, for example, has a
population density of 3,771 persons per square mile. , a 4.8% increase over the
2000 US Census population of 74,262 persons. The calculated average annual population
growth rate approaches 0.7%, compared with 0.2% statewide. As shown in Figure 3 -1, most of
the growth occurred in Kingsbury and Queensbury. The City of Glens Falls lost population during
this same period.
2
Figure 3-1 Population Change by T own and City Likewise, east of Glens Falls, the adjacent
Village of Hudson Falls has nearly the same population density (3,765), and immediately south of
Glens Falls, the Village of South Glens Falls has a population density of 2,500 persons per
square mile. These three communities form the “urban core” of the GGFT service area . The
Villages of Fort Edward (1,692) and Lake George (1,620) have population density characteristics
that are more reflective of suburban style development. Population density information by
community is summarized in Figure 3 -2 and shown graphically in Figure 3-3.

Pop 1990 Pop 2000 % Change Pop 2007
%
Change
Glens Falls 15,023 14,354 -4% 13,968 -3%
Moreau 13,022 13,826 6% 14,176 3%
Lake George 3,211 3,578 11% 3,600 1%
Queensbury 22,630 25,441 12% 27,802 9%
Fort Edward 6,330 5,892 -7% 6,019 2%
Kingsbury 11,851 11,171 -6% 12,406 11%
GGFT Service Area 72,067 74,262 3% 77,971 5%
New York State 17,990,455 18,976,457 5% 19,297,729 2%
Source: US Census 2000 and 2007 American Community Survey

1 Per 2007 American Community Survey. 2 In comparison, the population density of the City of Albany is 4,474 persons per square mile.

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 3-2 • Nelson Nygaard Consulting Associates Inc.
Figure 3-2 Geographic and Demographic Characteristics
Name
Total
Population
Land Area
(sq. miles)
Population
Density
Median
Age
Average
HH Size
Glens Falls 14,444 3.83 3,771 35.6 2.3
Moreau 13,826 42.16 328 37.3 2.5
Lake George 3,578 30.24 118 42.4 2.3
Queensbury 25,351 63.01 402 39.3 2.5
Fort Edward 5,892 26.8 220 38.1 2.5
Kingsbury 11,171 39.87 280 36.8 2.4
GGFT Service Area 74,262 205.91 361 38.3 2.4
New York State 18,976,457 47,214 402 35.9 2.6
Source: US Census 2000

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Argyle
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Fort Edward
Warrensburg
Bolton
Greenwich
Thurman
GlensFalls
FortEdward
HudsonFallsSouthG. F.
Argyle
LakeGeorge
Fort Ann
GGFT Routes
Population per Square Mile
Villages
City and Towns
Figure 3-3 Population Density per Square Mile by Block Group
0 42
Miles
GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
41 – 999
1,000 – 1,999
2,000 – 3,499
3,500 – 7,804

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 3-4 • Nelson Nygaard Consulting Associates Inc.
Employment
Jobs located in the GGFT service area are heavily concentrated in the City of Glens Falls and
contiguous sections of Kingsbury and Queensbury Townships, as indicated in Figure 3 -4. This
figure reflects 2000 Census data compiling the number of workers reported by block group.
Lesser concentrations of employment occur within the Villages of Lake George and Fort Edward,
and in the I -87 corridor primarily around Exits 19 and 20.
Similarly, most major employers are located within the City of Glens Falls. This does not include
the numerous small employers also located within the City of Glens Falls both in downtown Glens
Falls and along Glen Street and Upper Glen Street. Among the region’s 25 largest employers, 22
are within the GGFT service area as shown in Figure 3-5. The name and workforce size of these
employers are listed in Figure 3 -6
3
Most of the large employers identified currently are accessible via GGFT regular fixed route
service. There are few large employers not currently served, however, in each case there are
strategic reasons why service is limited or not provided:
. Nine of the 22 employers are located in Glens Falls; eight
are in the Town of Queensbury; three are in Fort Edward; and one each are in South Glens Falls
and Bolton Landing. Glens Falls Hospital, which employs 2,800 workers, is by far the largest
employer in the service area.
• Angio Dynamics, the area’s sixth largest employer
4
• Employment at factory outlet stores, located near the Exit 20, have excellent trolley
service during the summer months when employment is highest. Off -season, the area
has bus service, including an evening service, but the number of trips traveling between
Glens Falls and the factory outlet stores is greatly reduced. This level reflects area
employment, which is also significantly higher during the summer months a s compared to
the off -season.
with 540 workers located on
Queensbury Avenue near the Glens Falls Airport, is not currently on a GGFT route.
GGFT suggested this is a difficult employer to serve due to higher wage employees.
• Community, Work and Independence (CWI), the fifth largest employer and second largest
not -for -profit agency in the region with 741 workers. CWI’s headquarters is located on
Everts Avenue south of Quaker Road in the Town of Queensbury. A portion of workers
travel to this site, which is accessible by the by -request only portion of GGFT Route 19.
Most of CWI’s workers, however, are employed at smaller workshops located throughout
the region. Some but not all of these workshops are accessible by GGFT. In addition,
CWI has its own transportation services, Transit Connections, which provides
transportation to most CWI employees.
Other larger employers located in Argyle, Granville and Greenwich are not served because they
are well beyond current GGFT service area boundaries.

3 Identification numbers displayed in Figure 6 correspond to employers listed in Figure 7. One major employer,
National Grid, was not mapped because its workforce is highly dispersed.
4 Since the community profile was originally prepared in Fall, 2008, Angio Dynamics has relocated part of its workforce
away from this site. Thus, it may no longer be the region’s 6th largest employer.

Johnsburg
Bolton
Fort Ann
Hague
Chester
Thurman
Horicon
Easton
Argyle
Salem
Hebron
Stony Creek
Dresden
Granville
Whitehall
Moreau
QueensburyHartford
Jackson
Putnam
Greenwich
Kingsbury
Warrensburg
Lake Luzerne
White CreekCambridge
Lake George
Hampton
Fort Edward
Glens Falls
W a r r e n
W a r r e n
W a s h i n g t o n
W a s h i n g t o n
S a r a t o g a
S a r a t o g a
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GIS Data Source: Adirondack Glens Falls Transportation Council, CTPP Part 2
Figure 3-4 Location of Workers per Block Group
Queensbury
Moreau
Kingsbury
Fort Edward
Glens Falls
W a r r e n
W a r r e n
S a r a t o g a
S a r a t o g a W a s h i n g t o n
W a s h i n g t o n
Fort Edward
Hudson Falls
South
Glens FallsSouth
Glens Falls
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Workers per Block Group
40 – 499
500 – 1,499
1,500 – 2,499
2,500 – 5,260
Towns and City
Villages
County Boundary
Block Group Boundary

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GIS Data Source: Adirondack Glens Falls Transportation Council, Adirondack Chamber of Commerce
Figure 3-5 Major Employers Ranked by Number of Employees
Number of Employees
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(1,000 – 2,810
GGFT Routes
!(
Lake Shore
Wall
Coolidge Hill
Potter Hill
Canada
Flat Rock
Dixon Hill
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Fish Point
Patrick
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0 21 Miles

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 3-7 • Nelson Nygaard Consulting Associates Inc.
Figure 3-6 List of Large Private Employers in GGFT Service Area
Label Name Municipality Employees
1 Glens Falls Hospital Glens Falls 2,810
2 C.R. Bard Queensbury 941
3 Finch Paper Glens Falls 880
4 Navilyst Medical Glens Falls 812
5 Community, Work & Independence Glens Falls 741
6 Angio Dynamics Queensbury 540
7 The Sagamore5Bolton Landing
500
8 Hudson Headwaters Health Network Glens Falls 408
9 Glens Falls National Bank & Trust Glens Falls 405
10 Tribune Media Services Queensbury 400
11 Wal-Mart Queensbury 400
12 SCA Tissue South Glens Falls 370
13 Travelers Glens Falls 358
14 TD Banknorth Glens Falls 326
15 Warren/Washington ARC Queensbury 314
16 Irving Tissue Fort Edward 297
17 General Electric Fort Edward 290
18 Fort Hudson Health System Fort Edward 268
19 Great Escape Theme Park Queensbury 265
— National Grid Glens Falls 224
20 The Pines Glens Falls 190
21 Prospect Child & Family Center Queensbury 187
Major Public Employers
Washington County Queensbury 650
Warren County Fort Edward 550
Major Private Employers outside GGFT Service Area
Telescope Casual Furniture Granville 256
Covidien Argyle 210
Hollingsworth & Vose Greenwich 208
Source: Adirondack Chamber of Commerce

5 Employment at the Sagamore is seasonal.

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Page 3-8 • Nelson Nygaard Consulting Associates Inc.
Activity Centers
In addition to employment destinations, GGFT also provides access to key facilities, services and
activity centers located within the service area. These include shopping centers, grocery stores,
medical facilities, social and human service centers, educational institutions, job training sites and
community centers. Figure 3 -7 shows the approximate location and distribution of major trip
generators relative to the GGFT regular route network. Nearly all locations are accessible via
public transit.

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GIS Data Source: Adirondack Glens Falls Transportation Council, Internet searches
Figure 3-7 Activity Centers in the GGFT Service Area
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Page 3-10 • Nelson Nygaard Consulting Associates Inc.
High Propensity Transit Markets
Understanding the composition and characteristics of a community’s demographics, employment
and land use are essential to designing and developing effective public transportation services.
Generally there are two key markets for public transportation services:
• “Transit dependent” riders who largely use public transportation services due to a lack of
other transportation alternatives. Many of these individuals lack access to or are unable
to operate a private vehicle.
• “Choice” riders who have adequate resources and capabilities to operate a private vehicle
but choose to use transit because public transit offers them comparable convenience
and/or because of other personal lifestyle and value choice.
While GGFT is concerned with both of these population segments, the spatial distribution and
density of persons with demographic characteristics typically associated with higher use of public
transit services are of particular interest. Individuals most likely to depend on public
transportation are typically characterized by age (youths aged 5 -17 and older adults aged 65 or
more), disability, income and access to a personal automobile. A composite distribution of
residential locations of all persons with a higher propensity to use transit within the GGFT service
area is shown graphically in Figure 3.8 and summarized in tabular format in Figure 3 -9. The
mapped data is based on census block data. In rural areas, census blocks cover geographically
large areas and thus can obscure the distribution of the described population.
These figures suggest that the area with the greatest concentration of transit needs is mostly in
the City of Glens Falls. A band just sout h of Glens Falls extending from South Glens Falls,
Hudson Falls and Fort Edward is also a higher need area. The Village of Lake George also
contains an area with a population suggesting high propensity to use transit. As seen in Figure 3-
8, much of exist ing areas with characteristics associated with higher transit usage are served by
fixed -route service.
The individual groups that comprise the composite distribution are highlighted in the following
paragraphs.
• Youth (Ages 5- 17): Nearly 16,441 individuals (19% of the total population) in the GGFT
service area are between 5 and 17 years of age (see Figure 3 -10). The highest
concentration of youths is located in Western Queensbury, along West Mountain Road.
This area is just outside of existing GGFT routes, located to the west and north of the
West Glens Falls route.
• Older Adults (Ages 65+) : The distribution of older adults is fairly even across the GGFT
service area. In total, 12,761 older adults (18% of the total population) live in the Great er
Glens Falls region; about one- quarter of these older adults live in Queensbury (see Figure
3- 11). The area around Quaker Road in Queensbury contains high densities of older
adults, reflecting the assisted living homes located in this corridor. A block group in
southeast Glens Falls also has a high density of older adults. Most of the areas with the
highest concentration of older adults are served by GGFT.
• Persons with Disabilities: Approximately 22% (16,451 individuals) of the service area
population are classified as persons with disabilities. The City of Glens Falls, especially
along Warren and South Streets contains the highest density of persons with disabilities in
the service area (see Figure 3 -12). The Village of Hudson Falls, Village of Lake George
and Town of Kingsbury also have relatively higher proportions of individuals with
disabilities. In the Town of Kingsbury and Village of Lake George persons with disabilities

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Page 3-11 • Nelson Nygaard Consulting Associates Inc.
are dispersed throughout the communities. The Village of Hudson Falls an d Town of
Kingsbury has transit service while the Village of Lake George currently has seasonal
service only.
• Persons with Low Income: In the 2000 Census, there were 15,405 individuals (22% of
total) with low incomes
6

6 For purposes of this study, individuals with low income include individuals living at or below 150% of the federal
poverty level.
living in the GGFT service area. This population is concentrated
in a contiguous set of block groups from downtown Glens Falls along Warren Street,
through Hudson Falls, and south to the Village of Fort Edward (see Figure 3- 13). The low
income population straddles GGFT Route 4. Within Glens Falls, low income populations
are most dense near Broad and Main Streets, between Glen Street and Ridge Street and
between Dix Avenue and Warren Street. These areas are also served by transit.

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0 42
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GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
Figure 3-8 Composite Distribution of Persons with High Propensity Transit Use Characteristics
Target Population Percentage
43% – 61%
62% – 77%
78% – 99%
100% – 137%

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Page 3-13 • Nelson Nygaard Consulting Associates Inc.
Figure 3-9 Residential Location of Persons with High Propensity Transit Use Characteristics
Geography
Type Name
Total
Population
Youth Age 5-17 Older Adults
65+
Persons with
Disabilities
Persons with Low
Income
Number Percent Number Percent Number Percent Number Percent
City Glens Falls 14,444 2,672 18% 2,019 14% 3,287 23% 3,701 26%
Town Moreau
13,826 2,466 18% 1,774 13% 2,362 17% 1,664 12%
Lake George 3,578 585 16% 536 15% 695 19% 573 16%
Queensbury 25,351 4,959 20% 3,801 15% 3,413 13% 2,672 11%
Fort Edward 5,892 1,119 19% 958 16% 1,017 17% 1,284 22%
Kingsbury 11,171 2,090 19% 1,595 14% 2,486 22% 2,235 20%
Village Fort Edward
2,921 522 18% 339 12% 597 20% 675 23% Hudson Falls 6,927 1,274 18% 1,013 15% 1,668 24% 1,723 25%
Lake George 988 191 19% 132 13% 181 18% 215 22%
South Glens Falls 3,368 563 17% 594 18% 745 22% 663 20%
Service
Area GGFT 88,466 16,441 19% 12,761 14% 16,451 19% 15,405 17%
State New York 18,976,457 3,446,844 18% 2,450,697 13% 3,606,147 19% 4,178,786 22%
Source: US Census 2000, Summary File 3, Tables P8, P42, P88

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0 42
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GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
Figure 3-10 Youth (Age 5-17) as a Percent of Total Population
Youth Percentage
6% – 9%
10% – 14%
15% – 24%
25% – 30%

042
Miles
GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
Figure 3-11 Older Adults (65+) as a Percent of Total Population
Older Adult Percentage
6% – 9%
10% – 14%
15% – 24%
25% – 36%
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GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
GGFT Routes
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GGFT Routes
Villages
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0 42
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GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
Figure 3-12 Persons with Disabilities as a Percent of Total Population
Persons with Disabilities
Percentage
6% – 9%
10% – 19%
20% – 24%
25% – 36%

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LakeGeorge
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GGFT Routes
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0 42
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GIS Data Source: Adirondack Glens Falls Transportation Council, US Census 2000 SF3
Figure 3-13 Persons with Low Income as a Percent of Total Population
Low Income Percentage
5% – 9%
10% – 14%
15% – 24%
25% – 37%

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Page 4-1• Nelson Nygaard Consulting Associates Inc.
Chapter 4. Stakeholder and Public Input
In addition to looking at the GGFT services from a quantitative and analytical perspective, the
TDP study team also reached out to members of the community, including individuals who
currently ride the bus and those who do not. The objective of this outreach was to gauge
people’s perception of the current service, understand their priorities for service improvements,
and identify their preferences for service improvements. Our outreach efforts focused on
stakeholders, existing transit riders, bus drivers, and individuals living near existing GGFT routes
but who do not regularly ride the bus. A brief overview of the approach used to reach out to each
of these audiences and the key lessons learned from their input is summarized in the following
sections.
Stakeholder Interviews
The study team conducted ten interviews with social service providers and representatives from
local employers and the business community. With a couple of exceptions, interviews were
conducted primarily over the phone in November and December 2008. Figure 4- 1 displays the
list of stakeholders interviewed as part of this study. The purpose of this section is to document
the community’s need for transit and the perception of the current system’s effectiveness and
ability to meet those needs.
Figure 4-1 List of Interviewed Stakeholders
Name Title Organization
Kevin Geraghty Supervisor Town of Warrensburg
Brian Durant Dean of Student Services Adirondack Community College
Shelia Weaver Commissioner Warren County Department of Social Services
Dave Standton Commissioner Washington County Department of Social Services
Staff Person Lake George Chamber of Commerce
Matt Brasfield Store Manager Walmart
Dave King Owner/Manager Lake George RV Park
Lou Tessier Supervisor Town of Lake George
Bob Orlando Manager Aviation Mall
Nick Caimano Staff Adirondack Regional Chamber of Commerce
Interviews were tailored to the individual stakeholder. However, the questions generally covered:
• Is transit important to your clients/patrons/community? If yes, how/why?
• How do your clients/program participants/patrons use the existing service?
• Are you satisfied with the service available? Why/why not?

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Page 4-2• Nelson Nygaard Consulting Associates Inc.
• In your opinion, what groups should be a priority for transit to serve? What are their
needs?
• What times and days should transit service run?
• What locations should transit serve?
• Are there other groups that could be served by transit? Who/how?
• How can transit support economic development and quality of life goals?
• What are the strengths and potential improvements of the current transit system?
Key Findings – Stakeholders
In general, stakeholders were very supportive of the existing public transportation services and
most comments revolved around ideas to expand and improve the service. An overview of some
of the ideas expressed in the stakeholder interviews include:
Geo graphic Expansion
• There is an interest in service to Warrensburg. A large proportion of its population is
transit dependent and commuter service would benefit people, especially as gas prices
get higher. Demand will largely be to travel south. Potential for some service on
Saturdays for the garage sales, but this market might not be as strong.
• Bus service is very important to the Department of Social Services. This is true in both
Washington and Warren County.
• Serving Route 9 is very important and ideally there should be more service, especially
during the middle of the day and later in the day.
• Need to expand the service to more areas of Washington County, such as Granville,
Whitehall and Fort Ann.
Service Hours and Days of Week
• Potential to expand services later in to the evening and on weekends, especially to
Walmart, Aviation Mall and Hudson Falls/Fort Edward.
• Bus service is essential for many of the region’s large employers, especially retail.
Employees at some locations depend on the bus to get to and from work. Some
employers will work and try to schedule shifts around bus schedules, but service
expansions will help everyone.
• Trolley service is extremely important to the success of the region.
• Service frequency is important. Many buses and trolleys only run hourly, which is not
really enough.
Information Systems and Marketing • GGFT could improve its visibility, especially of the trolley service, because getting more
people to ride the bus is an important part of reducing traffic congestion. There is also a
need for more shelters, also in relation to the trolleys. Visitors do not like to stand out in
the sun (or rain) and wait for the bus.

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Page 4-3• Nelson Nygaard Consulting Associates Inc.
• The environmental conservation aspect of the transit service is becoming more and more
important to people. GGFT should capitalize on this.
• The bus schedules and timetables are not easy to read. Improving the information would
help more people understand and use the service. This is true for both regular bus
service and the trolleys.
Existing GGFT Transit Riders
NelsonNygaard (NN) also conducted a survey of GGFT transit users. The purpose for surveying
GGFT transit riders was to understand existing travel patterns and gain insight into traveler
attitudes, preferences and priorities. The survey was administered over a two day period,
Wednesday, November 12 and Thursday, November 13, and staggered over these days to
ensure all service hours were surveyed. The following section summarizes the findings.
A goal of the survey administration was to collect as large a sample as possible. Therefore,
surveyors were assigned to ride the busiest routes in the GGFT system, ask passengers to fill out
the survey and once completed, collect the survey. On routes with lower ridership, bus drivers
distributed and co llected pre-coded surveys. Passengers who filled out the survey also received
a bus token for a future trip on GGFT; this was greatly appreciated and significantly increased the
survey response rate. Overall, the refusal rate was very low, and a high percentage of riders
traveling on GGFT on Wednesday and Thursday completed surveys. In total 334 surveys were
completed. A copy of the full survey report is included as Appendix A.
Key findings from the survey suggest the following about existing GGFT riders:
• Passengers are very appreciative of GGFT services. They ride the bus frequently and are
generally pleased with the service.
• Most passengers use the bus to travel between home and work, but a considerable
number of passengers also use GGFT for other trip destinations, such as shopping,
recreation and other purposes.
• Passengers expressed a strong desire for more service. They are interested in more trips
on existing services as well as more evening and weekend service.
• Several passengers expressed an interest in service to regional destinations, including (in
the order of most frequent suggestions) Saratoga, Lake George Village (year round) and
Warrensburg.
By analyzing trip origin and destination locations, we were able to gauge how existing passenger s
use the service. Figure 4- 2 maps the travel flows of passengers using GGFT services. This data
largely reflects ridership data, but also reveals that passengers use the bus to travel to/from Exit
18 area (Walmart and Aviation Mall), within Glens Falls, and to/from Hudson Falls.

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Mapped data was collected via passenger surveys
distributed on November 12 & 13, 2008

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Non-Riders Living in Glens Falls Service Area
The study team also conducted surveys to gain insights into non- riders perceptions of GGFT
services and understand why people don’t use the bus. Accordingly, we conducted two surveys
with non- riders. The first attempt was an intercept survey specifically targeting South Glens Falls
and West Glens Falls, two areas where transit ridership is lower than would be expected. This
process yielded 53 completed interviews. A second attempt to reach out to non-riders involved
mailing a survey to residents in Sout h Glens Falls and West Glens Falls. This survey yielded 86
responses. Although the survey questions were different in each effort, we generally summarized
the findings across each effort and presented them in the following section. Reports on each of
th e independent efforts are included as Appendix B.
Survey results suggest that awareness of GGFT services in these neighborhoods is good. Nearly
half of the individuals participating in the intercept survey had ridden the bus at least once and
another 40% had ridden the bus at least three times. Individuals responding to the mail -back
survey were also familiar with the bus services. According to the mail -back survey:
• 69% (59 people) said they had bus service near their home;
• 60% (52 people) reported being able to walk to a bus route in 5 minutes or less.
• 16% (14 individuals) were not sure if they lived near a bus stop or not.
• Nearly half (48%) said they had ridden on GGFT in the past.
Most respondents had a positive image of GGFT, even if they are not fr equent riders. When
asked to choose which statement best describes their most recent experience on GGFT, the
majority said their last experience on GGFT was great. The findings include:
• Most (74%) said “The last time I used GGFT was great. I would like to ride the bus more
often” as the statement that best described their most recent experience.
• 21% agreed with “The last time I used GGFT, I got where I needed to go. I prefer not to
use GGFT.”
• 5% agreed with the statement that read, “I don’t like usi ng GGFT buses.”
The primary reasons given for not taking the bus were 1) bus takes too long (26%); 2) other –
typically that they had a vehicle available (16%); 3) I don’t know where to catch the bus (14%)
and 4) I don’t feel safe on the bus (12%).
When gi ven a list of potential improvements, respondents reported they would be more likely to
take the bus if:
• Increased service hours
• Regularly scheduled service to Lamplighter Acres
• More information about the service
• Saturday and weekend service
• More covered waiting areas and bus shelters
• Expanded geographic coverage, including stopping closer to home or work

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The mail back survey also had an open ended question about public transportation in Glens Falls.
Most responses were very favorable. A sample of the responses is included below.
“I have used the bus for past 15 years. It is our only transportation and it works out good for us.”
“I have been around for many, many years and it has always been great. Keep up the good
work.”
“I used the bus once about 20 years ago when my car wouldn’t start. Was good alternative
transportation to work (Queensbury to downtown Glens Falls)”.
“I may have to ride the bus later on in years.”
“Keep up the good work.”
Meeting with GGFT Bus Drivers
NelsonNygaard (NN) held a drop -in session with GGFT drivers on Thursday, December 18,
2008. The purpose of this session was to talk directly with drivers and hear their perspective on
challenges in the existing system and get their ideas to improve routing and scheduling. We also
asked drivers about rider needs and for recommendations to improve communication with the
riders. The following documents the main ideas, concerns and perspectives of the drivers that
they expressed to us during our meeting with them.
Overview of Key Points
• Potential to increase service along main travel corridor (Glen Street) to Aviation Mall, Wal –
Mart and John Burke Apartments.
• Hail and ride policy challenges drivers. Passengers flag the bus in unsafe locations, at
high traffic locations and close proximity to other stops. Drivers also said efforts to
educate passengers about where to flag the bus have not been successful.
• East and West loops can be improved – suggested ideas include shortening and/or
combining the two loops and/or replacing one loop with a cross -town service.
• Drivers are frustrated by a lack of clear consistent rules regarding key service policies,
such as fares, rider conduct, route deviation service, and hail and ride.
• The effectiveness of route deviations in system varies by route. Deviations on Route 2
are more challenging than those offered on Routes 5/7.
• Communicating with the customer base is challenging, despite ongoing efforts to educate
passengers by staff and drivers.
Routing/Scheduling
• In general, drivers had mixed comments about route scheduling. Most drivers agreed that
the mall runs are scheduled too tightly. For other routes (such as Route 5), however, the
schedule might be tight in the morning but in other parts of the day they have extra time.
• Aviation Mall routes (11/12) would benefit from increased frequency and travel time.
Drivers felt there is potential to add another bus on the mall route, improve service
frequency to every 20 minutes and increase the scheduled travel time to 40 minutes.
Service could still be organized with alternating service to Wal -Mart and John Burke
Apartments.

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• Current schedule on Route 19/County run has sufficient time in the schedule to go all the
way into Lake George Village and turn into Westmont (Warren County Annex Building) as
requested. Several drivers said that turning at Gooney Golf makes no sense, especially
when they sit and wait at the county building so they won’t be early at Ridge St. Terminal.
• Service coordination with Route 19/County Bus needs to be improved. This bus does not
operate on the pulse system and thus connections can be challenging. Some of the
connecting services, especially the WGF and SGF routes frustrated passengers; these
services tend to arrive just after Route 19 departs or just before it arrives, leaving
passengers with long wait times or stranding them downtown.
• Hudson Falls 2 pm bus should be unchanged. Need this run to meet BOCES.
• West Glens Falls route has low ridership but riders need the service.
• WGF need to coordinate stops; there is a lot of traffic in some spots and letting the bus
stop frequently creates problems for traffic and sometimes means passengers board in
unsafe locations.
• East and West Loops could be improved; potential ideas include:
− East and West Loops have large “dead” segments where there is consistently a lack
of riders. For example, on the East Loop very few riders get on or off along Ridge
Street, Dix Avenue or Sanford/Hunter segments. The key destinations and productive
segments of this route are Kmart; and along Maple. The West Loop also has several
segments with few riders, especially the loops out to Horicon Avenue and south to
State Street has low ridership.
− Potential to replace East and West Loops with cross town route that would serve new
Wal -Mart and connect to Routes 4 and 7.
− Shortening East and West Loops and doing both in 30 minutes. Extra time could be
used in other parts of the system.
• SGF is a good route. Request only service to Lamplighter works. The only challenge is
the gap between 11:30 – 2:30; this is the biggest gap in service in the GGFT network.
Communication
• There is a lack of consistency with GGFT rules and regulation, including fare policy.
Some drivers expressed frustration over the lack of consistency with rider conduct
(number of bags allowed, cell phones, etc.), hail and ride and fare policy. This makes it
challenging for drivers trying to enforce the rules. It also frustrates them when there is
abuse in the fare policy and passengers hail the bus in unsafe locations.
• Communicating with passengers is challenging. On one hand, the schedules are not that
easy to read, but even fairly simple things are hard for many passengers to comprehend,
such as hourly service to John Burke and half -hourly services to Wal -Mart.
• Several passengers recognize the route by the driver; when drivers change passengers
get confused.

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Miscellaneous
• Drivers were mixed about route deviation service, depending on the route. Drivers on
Route 2 said some deviations prevent them from staying on schedule. For other routes,
such as Routes 5/7, drivers were more positive and felt that the deviations make sense.
• Riders need more education about where to hail the bus. They often want to be picked up
in unsafe or problematic locations.
• Snow banks are a challenge with regards to safe places to pick -up and drop- off
passengers. Bus shelters and stops are not always shoveled out. Need to coordinate
with community service groups to get the shelters and stops shoveled out.
• GGFT staff said they offer travel training to several of the senior housing complexes, but
have never had anyone take them up on it.
• Drivers like using a trolley on the mall run during the holidays. It is festive and the
passengers like it.
• Bikes on buses are great – a lot of people use them.

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Chapter 5. Ser vice Evaluation
Overview
This chapter provides an evaluation of each of the fixed- routes as well as the trolley and FAME
services individually to assess potential improvements or service changes that offer opportunities
to improve the accessibility and effectiveness of the public transportation system. A full range of
service improvements is included. Our intention with this evaluation exercise is to be as inclusive
as possible, with all ideas subjected to review and discussion before being carried forward for
more detailed analysis. We recognize that several of the proposed options may be mutually
exclusive, may need to be implemented in tandem in order to work well and/or may not support
other GGFT service priorities.
Service Overview
As discussed, GGFT operates three types of public transportation services: fixed- route buses,
seasonal trolleys and ADA complementary paratransit. The fixed- route bus system consists of
nine routes designed as a radial pulse system focused on downtown Glens Falls, with most
routes converging at an on- street terminal located along the east side of Ridge Street opposite
City Hall. The pulse system allows passengers to easily transfer between routes; GGFT offers
timed transfers and will hold buses for a few minutes to make sure services meet. The ful l system
operates primarily on weekdays between 6:00 am and 6:30 pm. Eight of nine routes also operate
on Saturdays, although several are abbreviated schedules that cover only part of the day.
The seasonal trolley service provides public transportation around the Lake George resort areas
and between the Village of Lake George and Glens Falls. Service operates between mid-May
and Columbus Day with schedules varying during late spring, peak summer and autumn periods.
In total there are three trolley routes; Lake George South, Lake George South RV Parks and Lake
George North. The South Route provides service from Lake George Village to the Ridge Street
Terminal in downtown Glens Falls and is integrated with other GGFT fixed- route bus service.
GGFT’s third se rvice, Freedom and Mobility Express (FAME), is designed to meet Federal
Americans with Disabilities Act (ADA) requirements by providing paratransit service to individuals
unable to use the regular fixed- route system.
System Productivity
In 2007, GGFT provided 329,461 one -way trips on its public transportation system, including
326,576 trips on the fixed- route system and 2,885 trips on the demand response services. A
breakdown of the regular fixed- route bus service productivity is provided in Figure 5 -1.

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Figure 5-1 GGFT System Productivity
Daily
Passengers
Passengers
per Trip
Passengers per
Service Hour
Cost per
Passenger
Weekdays 743.6 8.96 15.3 $4.12
Weekday Evening 15.1 2.52 3.9 $16.31
Total Weekday 758.7 8.52 14.4 $4.37
Saturday 375.5 8.73 14.4 $4.35
Saturday Evening 27.0 6.75 9.3 $6.80
Total Saturday 402.5 8.56 13.9 $4.52
All Weekday Service 1161.2 8.54 14.2 $4.42
Source: GGFT/Nelson Nygaard Consulting Associates
Based on data from the week of October, 6, 2008
Route 2: Bay Road, ACC, and Quaker Road
Route Description
Route 2 travels north from the Ridge Street Terminal on Bay Street to Bay Road, turning on
Haviland Road to serve the Queensbury Town Hall and Queensbury Senior Center . It travels off-
route into Adirondack Community College (ACC) and the Cedars, a senior living community (see
Figure 5- 2). Drivers on Route 2 will also accommodate requests to travel to portions of Glenwood
Avenue on trips after 9:00 am. Route 2’s alignment along Bay Street to Quaker Road is shared
with Route 19.
Service on Route 2 includes two evening trips, but has no Saturday service. There is a Bay-
Quaker -Glen Street loop which operates two trips on Saturdays in a similar corridor as Route 2.
Tra vel statistics for Route 2 are shown in Figure 5- 3.
Major stops on Route 2:
• C.R. Bard (private employer)
• Adirondack Community College
• Queensbury Senior Center
• Queensbury Town Hall
• Medical clinics and offices along Bay Road
• Social Security Building (by request only)
• Regency Park Apartments (by request only)

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Figure 5-2 Route 2

Figure 5-3 Route 2 Service Statistics
Weekday Evening
Span of Service 7:30 am – 5:07 pm 7:00 pm – 9:00 pm
Round Trips 7 2
Frequency (min) 60 peak

n/a
90-120 off peak
Route Length (miles) 9.1 9.1
Travel time 30 min 30 min
Source: GGFT
* Trip length varies depending on requests. Length shown represents average.

Ridership
Ridership on Route 2 increased substantially between 2006 and 2007, gaining more than 10%. It
also grew between 2007 and 2008, albeit by a slower rate of 3.8% (see Figure 5 -4).

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Figure 5-4 Route 2: Changes in Annual Ridership 2006- 2007
Year Annual Total Monthly Average Annual Change
2006 10,471 872.6
2007 11,631 969.3 11.1%
2008 10,058 1,006 3.8%
Source: GGFT
* Represents 10 months of data
Ridership data by month shows ridership peaking in September, falling off in December and
January, but increasing again during the spring and dropping off during the summer (see Figure
5- 5). This ridership pattern likely reflects the schedule of the Adirondack Community College,
one of the routes major destinations. This finding is consistent with survey data, that suggests
that ACC is one of the biggest passenger generators on the route, with students comprising the
majority of the riders. Of the Route 2 riders responding to the survey, 67% were traveling to/from
ACC and all of these riders were traveling to ACC for school.
Figure 5-5 Ridership by Month
0
200 400
600 800
1000 1200
1400
JANU ARYFEBRUA RY
MARCHAP RILMAYJUNEJULY
AUGUS T
SE PT EMBERO C T OB ERNOVE MB ERDEC EMBER
Average Monthly Riders
2006
2007
2008

Source: GGFT

As shown in Figure 5- 6, ridership is strongest during the morning and afternoon hours, but
declines after the 3:30 pm trip. Ridership on the evening services is low.

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Figure 5-6 Route 2 – Ridership by Time of Day
0 1 2 3 4 5
6 7 8 9
10
7:30 8:30 9:30 11:00 1:30 3:30 4:40 7:00 8:45
Tr ip Tim e
Number of Riders

Source: GGFT

Productivity
Figure 5-7 shows Route 2’s productivity, broken down by daytime and evening service. In
general, Route 2 has good productivity, performing near to the system average for all metrics
measured. The evening service is also productive relative to other evening services; however,
evening trips are significantly less productive as compared with the daytime service.
Figure 5-7 Route 2 Productivity
Weekday
System
Average
Evening
Service
Evening
Service Average
Operating Cost per Passenger $4.28 $4.12 $14.29 $16.31
Average Daily Ridership 51.4 82.6 4.4 3.8
Passengers per Trip 7.3 8.96 2.2 2.5
Passengers per Vehicle
Service Hour 14.7
15.3 4.4 3.9
Passengers per mile 0.8 1.0 0.3 0.2

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Input from 2008 Passenger Survey
Passenger survey data reveals unique characteristics of riders using Route 2, in particular that
the majority of trips originated at home (39%) or school (39%) and ended at home (44%) or
school (33%). As compared with other GGFT services, Route 2 had a high portion of transfers
(39%), monthly pass users (61%) and a very loyal ridership with 72% of the riders saying they
used GGFT every day. Twenty -two percent of passengers ride GGFT buses between 2 and 4
days per week.
Strengths and Weakn esses
Strengths
• Good productivity in relation to the rest of the system.
• Higher levels of loyalty among passengers as compared with other routes.
• Inc reased productivity over time.
• ACC is a strong source of ridership.
Weaknesses
• Productivity on late afternoon and evening trips is poor.
• Deviations on Route 2 are more challenging than on some other routes and can throw
route off schedule – the full deviation takes the driver down Meadowbrook to Quaker
Road, then back north to Cronin Road.
• Low summer ridership – monthly ridership patterns indicate that student ridership falls off
during the course of the school year.
Potential Improvements
• Reach out to C.R. Bard regarding commuting patterns – this manufacturing center
employs 941 people and could provide more year-round ridership on Route 2.
• Increase service to ACC – great potential for increasing ridership, as ACC enrolls more
than 2,000 full -time students, 1,400 part -time students, and staff/faculty.
• Decrease service during the summer months, when ACC is not in session.
• Potential to develop “UPass” program and leverage institutional support for increased
service.
• New development along Bay Road suggests route productivity will increase over time.
• Shorten or limit distance for deviations – survey data suggests Regency Park Apartments
and Social Security have limited importance to riders.
• Eliminate evening service.

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Route 3: East Loop
Route Description
The East Loop is a neighborhood route operated in a small transit vehicle that serves the eastern
half of Glens Falls. The route is interlined with Route 6; thus service is alternated such that
Route 3 leaves on the half hour and Route 6 leaves on the hour. Route 3 travels north out of the
Ridge Street Terminal along Ridge Street to Hartford Street, jogging t hrough the neighborhood
and turning on Dix Avenue, where it provides service to Price Chopper, East Field and Super K –
Mart. From Dix Avenue, Route 3 turns on Haskell Avenue working its way through Jackson
Heights neighborhoods to Warren Street, returning back to the Ridge Street Terminal (see Figure
5 -8). Route 3 primarily runs through residential areas. The service area includes areas with
higher population densities and concentrations of persons with low income. Route 3 provides
nine hours of service on weekdays and three Saturday trips. Service statistics for Route 3 are
shown in Figure 5-9 .
Major Stops on Route 3:
• Jackson Heights School
• Super Kmart
• Abraham Wing School
• Stichman Towers
• Price Chopper (Dix Avenue)
Figure 5-8 Route 3 Map

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Figure 5-9 Route 3 Service Statistics
Weekday Saturday
Span of Service 7:20 am – 5:00 pm 9:30 am – 1:50 pm
Round Trips 10 3
Frequency (min) 60* 120
Route Length (miles) 5.8 5.8
Travel time 7:20 am – 5:00 pm 9:30 am – 1:50 pm
Note: * First two morning trips are spaced 40 minutes apart;
Source: GGFT
Ridership
Data on annual ridership shows that ridership increased considerably between 2006 and 2007.
Ridership data from 2008, however, shows the trend reversing, with an estimated loss of 3% of
ridership based on data collected from January to October (see Figure 5-10).
Figure 5-10 Route 3 Changes in Annual Ridership 2006- 2008
Year Annual Total Monthly Average Annual Change
2006 9,721 810
2007 11,446 954 18%
2008 9,295* 930 -3%
*Represents 10 months of data
Source: GGFT
Ridership levels by month for the three year period between 2006 and 2008 are shown in Figure
5-11 (partial data available for 2008). This data suggests that ridership in 2006 was heavily
dominated by school trips; average monthly ridership dropped significantly in the summer
months, but increased again in September. As compared with 2006, data for 2007 and 2008
show more constant levels of riders. While 2008 has a very similar pattern as 2007, it shows
lower ridership overall.

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Figure 5-11 Route 3: Ridership by Month (2006 -2008)

Note: 2008 represents 10 months of data only
Source: GGFT
Ridership data by time of day shows that the number of riders using Route 3 is low generally, with
no trip carrying more than eight passengers. Among Route 3’s ten trips, ridership is highest
during the middle of the day. On most trips, however, the rou te carries five or fewer riders. The
8:00 am trip had only a single rider (see Figure 5- 12).
Figure 5-12 Route 3 – Weekday Ridership by Time of Day

Source: GGFT

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Productivity
Route 3 has the lowest productivity in the GGFT system with operating costs per passengers
88% higher than the system average (see Figure 5- 13). Productivity on the Saturday service is
likewise low. The service carries very few riders overall; low productivity is further exacerbat ed
by a relatively generous schedule, allowing the service to travel 5.8 miles in 30 minutes with
minimal stops.
Figure 5-13 Route 3 Productivity
Weekday
Weekday
System Average Saturday
Saturday Route
Average
Operating Cost per
Passenger* $7.75
$4.12 $11.10 $4.35
Average Daily Ridership 40.6 82.6 8.5 41.7
Passengers per Trip 4.06 8.96 2.83 8.73
Passengers per Vehicle
Service Hour 8.1
15.3 5.7 14.4
Passengers per Mile 0.7 1.0 0.49 1.0
Source: GGFT and NelsonNygaard
Input from 2008 Passenger Survey
Survey data shows that passengers riding Route 3 were primarily traveling between home (29%)
and shopping (32%). Most people walked to the bus (62%) but as compared with other routes,
walking times were considerably shorter – closer to 2.6 minutes. A large number of passengers
also reported that they transferred to (23%) or from another route (42%) to another route. Most
travelers were making a round trip (61%) and 81% of the passengers surveyed on Route 3 said
they ride GGFT daily.
Strengths and Weaknesses
Strengths
• Serves geographic area with medium -high population density and areas with relatively
high concentrations of individuals with low income.
• Ridership is low, but many riders are loyal and use the route daily.
Weaknesses
• Highest per passenger operating costs in GGFT system; this is true for weekday and
Saturday service.
• Drivers suggest that route has segments with very few or no passenger boardings.
• Alignment is circuitous, travels through neighborhoods and has one out and back
segment, increasing travel time for many riders.

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• Few stron g destinations along route.
Potential Improvements
• Eliminate Route 3.
• Replace Route 3 with demand response service.
• Combine Route 3 and 6 into single route with shorter, more direct alignment that link to
more important destinations. This shortened and combined route may require less
operating time, freeing vehicle service hours for other parts of the system.
• Combine Route 3 and 6 into single route with a new alignment that provides cross town
service and is linked to Routes 4 and 7 at key locations.
• E xpand/realign Route 3 to provide service along Dix Avenue, potentially serving the new
Walmart.
• Try to build and expand ridership on Route 3 by working with schools and reaching out to
Navilyst Medical, who employs 812 people.
Route 4: Fort Edward and Hudson Falls
Route Description
Route 4 travels between the Ridge Street Terminal in downtown Glens Falls and the Villages of
Hudson Falls and Fort Edward. All trips depart from the Ridge Street Terminal and travel
outbound along Warren Street to River Street in Queensbury. From River Street, Route 4
alternates its alignment between traveling 1) directly to the Villages of Hudson Falls and Fort
Edward via Boulevard, Broadway and Main Streets; and 2) turning off River Street onto Dix
Avenue, turning onto Main Street north of the Village of Hudson Falls and rejoining the first
alignment. The second alignment serves the Super K -Mart and BOCES center (see Figure 5- 14)
on Dix Avenue. Traveling via Dix Avenue adds 2.6 miles and approximately eight minutes to
Route 4 as compared with the Boulevard route.
Route 4 currently operates 12 trips a day; service frequencies are hourly during the morning and
throughout the day. The Saturday schedule is reduced to hourly departures in the morning and
once every two hours in the afternoon. There is also a single evening service that combines key
destinations on Routes 4 and 11/12. Travel statistics for Route 4 are shown in Figure 5 -15.
Route 4’s alignment from the Ridge Street Terminal along Warren Street to Oak St reet
(outbound) and from Oak Street to Maple Street (inbound) is parallel with Route 3. Route 3 and
Route 4 also both serve the Super K -Mart on Dix Avenue, although Route 3 pulls directly into the
Super K -Mark parking lot, while Route 4 drops passengers off at the street and requires a long
walk to the store’s front entrance.
Major stops on Route 4:
• Eden Park
• Village Park
• Washington County Municipal Center
• Amtrak Station
• General Electric

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• BOCES (every other trip only)
• Super K -Mart (every other trip only)
Figure 5-14 Route 4 Map

Figure 5-15 Route 4 Service Statistics
Weekday Saturday
Span of Service 6:30 am – 6:49 pm 8:00 am – 6:39 pm
Round Trips 13 7
Frequency (min) 30 am *; 60 daily 60-120
Route Length (miles) 14.1; 16.7 14.1; 16.7
Travel time 45-52 min 45-48 min
Note: * 30 minute headways for first three trips only.
Source: GGFT
Ridership
Ridership on Route 4 was steady between 2006 and 2007, increasing by 1%. Between 2007 and
2008, however, ridership increased significantly, with nearly 10% more riders in 2008 as
compared with 2007 (see Figure 5 -16).

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Figure 5-16 Route 4: Changes in Annual Ridership 2006- 2007
Year Annual Total Monthly Average Annual Change
2006 69,520 5,793
2007 70,257 5,855 1.0%
2008 64,352 6,435 9.9%
Source: GGFT * Represents 10 months of data
Ridership patterns by month are shown in Figure 5- 17 for the three year period between 2006
and 2008 (partial data available for 2008). Average monthly ridership on Route 4 is fairly steady
at approximately 6,000 riders per month, with higher monthly ridership observed duri ng the spring
and fall months. The winter months (December, January and February) generally show lower
ridership.
Figure 5-17 Route 4: Ridership by Month (2006 -2008)
0
1,000 2,000
3,000
4,000
5,000
6,000
7,000
8,000
J AN UA RYFE BR UA RY
MA RCHA PR ILMAYJ UNEJ ULY
A UGU ST
SEPTEMBERO C TO BE RNO VE M BE RDECEMBER
2006
2007
2008

Source: GGFT

Note: 2008 represents 10 months of data only
Ridership data by time of day shows that Route 4 ridership is highest during the mid- day between
10 am and 4 pm. Trips that travel via Dix Avenue have slightly higher ridership as compared with
routes that travel directly to Fort Edward and Hudson Falls (see Figure 5- 18). Increased ridership
on the Dix Avenue afternoon trips benefits from passengers traveling to/from BOCES. This data
also shows that travel during the morning peak is higher as compared with the afternoon peak.
Sat urday service shows a similar pattern; ridership is highest in the middle of the day and lowest
on the first and last trips of the day (see Figure 5- 19).

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Figure 5-18 Route 4 – Weekday Ridership by Time of D ay
0 5
10
15 20 25 30 35
6:30*
6:30
7:30
8:30
10:00
11:00
12:00 1:00
2:00
3:00
4:00
5:10
6:10
9:45
Trip Time
Riders per Trip
Direc t Servic e
Servic e via Dix Avenue

Source: GGFT
Figure 5-19 Route 4 – Saturday Ridership by Time of Day
0 .0 5 .0
10.0
15.0 20.0 25.0
8:00 9:00 10:00 12:00 2:00 4:00 6:00
Tr ip Tim e
Riders per Trip

Source: GGFT

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Productivity
The Route 4 weekday service is the most productive service among the GGFT regular fixed-
routes. The route travels a long distance and carries a lot of passengers; an average of 265
passengers per day and 20.4 passengers per trip. Operating costs per passenger are also well
below the system average. Productivity on the Saturday service is also strong; Rout e 4 is equal
to or surpasses the system average on nearly all productivity metrics (see Figure 5- 20).
Figure 5-20 Route 4 Productivity
Weekday Route
Average
Weekday
System Average Saturday
Saturday
System Average
Operating Cost per
Passenger* $2.97
$4.12 $4.36 $4.35
Average Daily Ridership 264.8 82.6 101 41.7
Passengers per Trip 20.4 8.96 14.4 8.73
Passengers per Vehicle
Service Hour 21.2
15.3 14.4 14.4
Passengers per Mile 1.4 1.0 .97 1.0
Note: Statistics do not include evening service
Source: GGFT and Nelson Nygaard
Input from 2008 Passenger Survey
Passengers on Route 4 comprise a large portion of GGFT’s ridership overall, therefore, survey
results are consistent with the system -wide findings. While most (61%) people begin their trip at
home, passengers also reported traveling to home (27%), work (22%), and to other destinations
(22%). Among the passengers traveling for other reasons, many riders reported traveling to the
Department of Social Services (DSS), the Courthouse, or the East Side Center. Survey data also
shows a relatively high portion of riders (20%) said they would transfer to another bus to get to
their final destination.
Strengths and Weaknesses
Strengths
• Highly productive route with strong ridership. Ridership is strong throughout the day,
except for an early trip originating from Hudson Falls and the evening service.
• Route passes by several key destinations including the Villages of Hudson Falls and Fort
Edward, the Washington County Municipal Center and BOCES.
• Most passengers are regular riders.
• Service is fairly stable – both in terms of monthly ridership and time of day.

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Weaknesses
• Alternating alignment along Dix Avenue increases travel time for passengers not traveling
to destinations along Dix Avenue.
• Service operates at half hourly schedule during AM peak, but on hourly frequencies for
the remainder of the day.
• Saturday service is low – hourly in the morning but every two hours in the afternoon.
• Route 4 overlaps with Route 3 in downtown Glens Falls.
Potential Improvements
• Change alignment to serve new Walmart.
• Increase service levels to 30 minute frequencies.
• Combine portions of Route 3 and Route 4, especially if Route 4 frequencies are
increased.
• Break Route 4 into two services with similar number scheme, schedule and service
pattern as Route 11/12.
Route 5: South Glens Falls
Route Description
Route 5 provides connecting service from downtown Glens Falls to the Village of South Glens
Falls and the Town of Moreau. Route 5 runs south out of Glens Falls on Glen Street, traveling
along Main Street into the Village of South Glens Falls. On request, passengers can travel off
Main Street to Second, Riverview and Third Streets. From South Glens Falls, Route 5 conti nues
to Moreau to South Glens Falls High School and returns via Bluebird Road to Gansevoort Road
(see Figure 5- 21). On three of the daily trips, Route 5 will travel on request to Lamplighter Acres,
a high -density housing complex north of Exit 17.
Route 5 has nine weekday departures that are roughly spaced every 60 minutes, although there
is a long break in the service between 11:30 pm to 2:30 pm. There are five trips on Saturday.
However, unlike the weekday service, Saturday trips are not allowed to deviate from the primary
alignment. A summary of service characteristics is shown in Figure 5 -22.
Major Stops:
• Village of South Glens Falls
• Midtown Plaza
• South Glens Falls High School
• Lamplighter Acres
• Glens Falls Civic Center

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Figure 5-21 Route 5 Map

Figure 5-22 Route 5 Service Statistics
Weekday Saturday
Span of Service 6:00- am – 5:39 pm 8:30 am – 5:29 pm
Round Trips 9 4
Frequency (min) 30-90* 180
Route Length (miles) 8.7* 7.8
Source: GGFT
Note: * Does not include mid- day break.
** This is an average of the regular route and route with deviations

Ridership
Ridership on Route 5 has decreased steadily from 2006 to 2008 (see Figure 5 -23), losing nearly
30% of its ridership over the three year period.

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Figure 5-23 Route 5 Changes in Annual Ridership 2006- 2008
Year Annual Total Monthly Average Annual Change
2006 14,129 1,177
2007 12,906 1,076 -9%
2008 10,930* 911 -15%
Source: GGFT
*Estimated based on 10 months of data
The loss in ridership is illustrated by Figure 5- 24, which shows ridership by month for the three
year period between 2006 and 2008 (10 months of data for 2008). This figure shows a trend of
declining ridership beginning in March/April and continuing to t he summer months. While
ridership increases during the summer months, it begins to decline again in August.
Figure 5-24 Route 5 – Ridership by Month (2006 – 2008)

Ridership by hour (see Figures 5- 25 and 5 -26) further illustrates low ridership on Route 5. These
figures show that most individual trips carry six or fewer passengers. The weekday trip with the
highest boardings, the 4:00 pm, carries eight passengers. A similar pattern is observed for t he
Saturday service. Among the five trips, only one trip at 3:00 pm carries more than six
passengers, the remaining trips have five or fewer riders.

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Figure 5-25 Route 5: Weekday Ridership by Time of Day

Figure 5-26 Route 5: Saturday Ridership by Time of Day

Productivity
Not surprisingly, productivity on Route 5 is low. A relatively long trip distance combined with low
ridership means the route carries fewer passengers per mile of service than any other route
(except Route 7 which also carries 0.5 passengers per mile). As a result, operating costs per
passenger are nearly 75% higher than the average for the GGFT week day services (see
Figure 5-27). Route 5’s Saturday service is also low. However, the Saturday service has higher
productivity than the weekday service, with marginally lower operating costs per passenger.

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Figure 5-27 Route 5 Weekday and Saturday Service Productivity

Weekday
Weekday System
Average Saturday
Saturday System
Average
Operating Cost per Passenger $7.22 $4.12 $6.99 $4.35
Average Daily Ridership 39.2 82.6 22.5 41.7
Passengers per Trip 4.36 8.96 4.5 8.7
Passengers per Vehicle
Service Hour 8.7
15.3 9.0 14.4
Passengers per mile 0.5 1.0 0.6 1.0

Input from 2008 Passenger Survey
Passenger survey data shows that existing riders are most likely to be traveling between home
and work. Most passengers reported that they walk to (71%) and from (79%) the bus to get
to/from their destinations. Walk times are slightly lower than average in the range of 6 to 8
minutes. A relatively smaller proportion of riders said they were making a round trip (36%) on
GGFT. Passengers were also equally likely to pay for their fare using cash (29%), discount cash
(29%) and tokens (29%). Ridership is fairly loyal with nearly 86% saying the ride GGFT at least 2
to 4 days per week.
Strengths and Weaknesses
Strengths
• Route 5 uses deviations to expand service area on an as -need basis.
• Route 5 serves an area and population with a high propensity to use transit. Likely that
there is potential to attract more riders to the route.
• Public outreach and survey results show existing passengers rely on Route 5 for travel
and are highly appreciative of service.
• Saturday ridership is stronger and has higher productivity as compared to weekday
service.
Weaknesses
• Route has low productivity.
• Ridership patterns show a steady decline over the past three years.
• Route schedule is irregular, despite being interlined with Route 7. Services are not evenly
spaced throughout the day, and there is a gap in service from 11:30 am to 2:30 pm.
• Route 5 travels close to the West Marion Avenue Park and Ride lot, but service is not
timed to meet the Northway Express commuter services, which depart from the park and
ride at 6:50 AM and arrive back at 5:40 pm.

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• Route scheduling works well in the morning, but drivers suggest they have extra time in
the afternoon.
Potential Improvements
• Eliminate route.
• Replace fixed- route service with demand response service.
• Streamline and simplify route schedule so that departures are evenly spaced and mid- day
gap is eliminated.
• Restructure route to pass more important destinations. Consider running every trip to
Lamplighter Acres.
• Schedule services to meet Northway Express commuter routes. This will increase
regional connectivity and expand employment opportunities for individuals depending on
transit.
• Reach out to South Glens Falls High School to increase student ridership.
• Realign route to create regularly schedule service specifically timed (i.e. tripper services)
to meet scheduled institution times . Other trips continue on Saratoga Road to Moreau,
improving travel time. All non- tripper services may continue out to Lamplighter.
• Consider realigning route to out -and- back pattern rather than looping to simplify service
and improve travel times.
• Explore whether Finch Paper and SCA employees could be served by Route 5 (company
employs 880 people).
Route 6: West Loop
Route Description
The West Loop, like Route 3 (East Loop) is a neighborhood service that circulates through the
western part of Glens Falls. Route 6 is interlined with Route 3; thus it is also operated using a
small transit vehicle. Route 6 follows a 5.8 mile loop that begins at the Ridge Street Terminal and
heads south on South Street to State Street, traveling through neighborhoods to Hannaford,
Glen s Falls High School and Glens Falls Middle School. From the schools Route 6 continues
north, turning on Horicon Avenue and heading south on Crandall Street to Elm Street and back to
the Ridge Street Terminal.
Route 6 is one of two routes that serves the Glens Falls Hospital, a major regional destination
and employer. The route travels mostly through residential neighborhoods, including areas with
high population densities and high concentrations of persons with low income. There are 12
weekday trips and three Saturday trips on Route 6. Travel statistics are shown in Figure 5-29.

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Major Stops:
• Hannaford
• Glens Falls Middle and High Schools
• Sanford School (3 PM route only)
• Glens Falls Hospital
• Irongate Center
Figure 5-28 Route 6 Map

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Figure 5-29 Service Statistics
Weekday Saturday
Span of Service 7:00 am – 5:30 pm 9:00 am – 1:20 pm
Round Trips 11 3
Frequency (min) 60* 120
Route Length (miles) 5.8** 5.8
Source: GGFT
Note: * First two trips are 40 minutes apart
** 7:40 AM route measures 10 miles
Ridership
Data on annual ridership, suggests that Route 6 has been losing riders steadily over the latest
three year period. Between 2006 and 2008, ridership is down by nearly 26% (see Figure 5- 30).
Figure 5-30 Route 6 Changes in Annual Ridership 2006- 2008
Year Annual Total Monthly Average Annual Change
2006 22,173 1,848
2007 20,020 1,668 -9.7%
2008 13,678* 1,368 -18%
Source: GGFT
*Represents 10 months of data
Ridership data by month suggests that annual trends in ridership were similar for 2006 and 2008.
However, 2007 was an unusual year for Route 6 with ridership fluctuating considerably during the
first half of the year. Ridership in 2008 was lower than 2006 and 2007 for every month especially
during the first half of the year (see Figure 5- 31).

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Figure 5-31 Route 6: Ridership by Month (2006 -2008)

Ridership by time of day (see Figure 5- 32) shows that the school trips (7:30 am and 3:00 pm)
carry the most passengers as compared with other trips in the day. Outside of these two trips,
Route 6 carried fewer than six passengers per trip; school trips account for 40 percent of total
weekly ridership.
Figure 5-32 Route 6 Ridership by Time of Day

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Productivity
Weekday productivity on Route 6 is poor with operating costs per passenger 43% higher than the
system average. If school trips are excluded from the analysis, operating costs are even higher
at $8.08 per passenger. Without the school trips, Route 6 would have the lowest productivity of
all routes. Saturday productivity is also very low. Only Route 3 has lower productivity on its
Saturday service (see Figure 5 -33).
Figure 5-33 Route 6 Productivity

Weekday
Weekday
System
Average Saturday
Saturday
System
Average
Operating Cost per
Passenger* $5.90
$4.12 $9.68 $4.35
Average Daily Ridership 58.6 82.6 9.75 41.7
Passengers per Trip 5.3 8.96 3.25 8.73
Passengers per Vehicle
Service Hour 10.7
15.3 6.5 14.4
Passengers per Mile 0.9 1.0 0.6 1.0
Source: GGFT and Nelson Nygaard
Input from 2008 Passenger Survey
Data from the passenger survey shows that most passengers on Route 6 were traveling between
home and work. A smaller portion of people also used Route 6 to travel to/from school. Most
people walked to the bus (70%) and from the bus (75%). About half of the riders were making a
round trip and about half paid for their fare with a token. Route 6 passengers are regular GGFT
customers, but only 60% reported using the route daily as compared with 81% on Route 3.
Strengths and Weaknesses
Strengths
• Route operates in areas with relatively high population densities and serves an area that
has a strong market for transit ridership.
• Route provides service to Glens Falls Hospital, one of the region’s largest employers and
most important destinations.
Weaknesses
• Ro ute demographics suggest transit ridership, but route remains low in productivity
• Route productivity is inflated due to ridership on school trips.
• Route has several segments where no passengers board or disembark.
• Saturday service has very low ridership and productivity.

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• Alignment is circuitous, travels through neighborhoods and has one out and back
segment, increasing travel time for many riders.
Potential Improvements
• Eliminate route.
• Replace Route 6 to demand response service.
• Work with schools to of fer passes or programs that will increase ridership from school
students – drivers stated that school ridership has decreased over time
• Re -schedule Route 6 so that it meets hospital shift schedules and /or work with Hospital to
create employer transportati on program with specific routes/runs that will meet employee
needs.
• Combine Routes 3 and 6 into a single route with a shorter, more direct alignment that link
more and more important destinations. This shortened route may be run in less time,
freeing ca pacity for other parts of the system.
• Re -align Routes 3 and 6 to provide cross -town service.
• Eliminate Saturday service
Route 7: West Glens Falls
Route Description
Route 7 provides connecting service between Glens Falls and West Glens Falls. It travels from
the Ridge Street Terminal along Broad Street and Main Street to West Glens Falls where it
makes a large loop along Corinth, Van Dusen and Luzerne Roads (see Figure 5 -34). Route 7 is
interlined with Route 5 and operates six trips on weekdays and three on Saturdays. There is no
evening service on Route 7. Service statistics for Route 7 are shown in Figure 5 -35.
Major Stops:
• Glens Falls Hospital
• Hannaford
• Homestead Mobile Park Home
Figure 5-34 Route 7 Map

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Figure 5-35 Route 5 Service Statistics
Weekday Saturday
Span of Service 6:30 am – 5:05 pm 8:30 am – 5:29 pm
Round Trips 6 4
Frequency (min) 90 – 160 180
Route Length (miles) 8.4 7.8
Source: GGFT
Note: * Does not include mid- day break.
** This is an average of the regular route and route with deviations
Ridership
Relative to other GGFT routes, Route 7 has a low annual ridership. However, ridership on the
route has increased significantly between 2006 and 2008. In the three year period, ridership has
grown by nearly 26% (see Figure 5-36).
Figure 5-36 Route 6 Changes in Annual Ridership 2006- 2008
Year Annual Total Monthly Average Annual Change
2006 7,447 621
2007 7,752 646 4%
2008 7,817* 782 21%
Source: GGFT
*Represents 10 months of data
Changes in ridership are broadly shown in Figure 5- 37, which shows ridership by month for the
period between 2006 and 2008. Although ridership in 2008 is higher overall as compared with
2006 and 2007, ridership patterns are not stable and show sharp peaks (April, 2008) and declines
(June, 2008).

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Figure 5-37 Route 7 – Ridership by Month (2006 – 2008)

Ridership by hour (Figure 5- 38) shows five of the six trips on Route 7 carry four passengers or
less each. One trip at 9:00 am carries seven passengers. Ridership on the Saturday service is
not shown graphically, but each of the three trips carries an average of between two and three
passengers each.
Figure 5-38 Route 7 Weekday Ridership by Time of Day

Productivity
Productivity on Route 7 is poor. The route has the lowest passengers per mile among all GG FT
bus services and the operating cost per passenger is only marginally ($0.02 per passenger)
higher than the lowest performing route, Route 5 (see Figure 5- 39).

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Productivity on the Saturday service is also low. Route 7 attracts only a handful of riders on its
Saturday service. On the three trips (11:00 am, 1:00 pm and 3:00 pm), data shows ridership as
3.5, 2.3 and 3.0 riders respectively. With few riders and a relatively long round trip length, cost
per passenger is 50% more expensive than the weekday system average.
Figure 5-39 Route 7 Productivity
Weekday
Weekday System
Average
Saturday
Service
Saturday System
Average
Operating Cost per Passenger $7.20 $4.12 $3.11 $4.35
Average Daily Ridership 26.2 82.6 8.75 41.7
Passengers per Trip 4.37 8.96 2.92 8.73
Passengers per Vehicle
Service Hour 8.7
15.3 5.8 14.4
Passengers per Mile 0.5 1.0 0.35 1.0
Input from 2008 Passenger Survey
The passenger survey yielded ten responses from Route 7 riders. The data suggests that most
people use Route 7 to travel between work and home. Most people reported walking to the bus,
but some said they would transfer or get picked up on the destination end of their trip. About half
were making a round trip and most used cash (either full or half) to pay their fare. All ten of the
survey respondents said they use GGFT at least 2 and 4 days per week.
Strengths and Weaknesses
Strengths
• Ridership has increased significantly between 2006 and 2008.
• Existing land uses and development along the area support transit use. Demographic
characteristics also suggest the area should be a strong market for transit.
• Route serves major regional destinations, including Glens Falls Hospital and Homestead
Mobile Park. Potential to attract more riders from these destinations.
• Straight -forward route alignment with only a single loop at external end.
• Land uses along the route are zoned for industrial uses. As development occurs, there is
potential for growth along route.
Weaknesses
• Despite gains in ridership, route carries a very small number of riders and its productivity
is low. This is true for weekday and Saturday service.
• Service is not consistently scheduled throughout the day; morning trips are spaced every
90 minutes and afternoon services every 120 minutes making the departure times difficult
to remember.

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• Route has no external ‘anchor’ to draw passengers on outbound trips.
• Service ends early (last departure from Ridge Street Terminal is 4:40 pm) making it
difficult for some workers.
Potential Improvements
• Eliminate route.
• Replace route with demand response service.
• Eliminate Saturday service
• Consider reversing operating direction to reduce delay on Main Street heading into
downtown Glens Falls. Traffic primarily occurs during the afternoon peak period.
• Combine Routes 7 and 6 into a single route that serves Hannaford on Broad Street, Glens
Falls Hospital, and destinations in West Glens Falls.
• Eliminate loo p in West Glens Falls to create out -and -back service alignment to simplify
service and reduce travel time.
• Reschedule route with more frequent, regularly scheduled departures that can be more
easily used by workers at the Glens Falls Hospital.
Route 11/12: Upper Glen Street, Aviation Road
Route Description
Routes 11 and 12 are a pair of services that follow a similar alignment for much of their routes,
but have different outer ends. Both routes operate from the Ridge Street Terminal to Aviation
Mall, trave ling along Glen Street and Upper Glen Street (US 9). At the intersection of US 9 and
Quaker/Aviation Roads, Route 11 continues on US 9, turning off US 9 onto Weeks Road to serve
the Robert Gardens Apartments and Walmart. Except for the early morning trips, Route 11
travels from Walmart to the Aviation Mall as part of its return trip.
At the intersection of US 9 and Quaker/Aviation Roads, Route 12 turns on Aviation Road,
traveling to the John Burke Apartments. Like Route 11, Route 12 serves the Aviation Mall after
the John Burke Apartments as it heads inbound. Departures are timed so that service to Walmart
(Route 11) leaves on the half -hour and service to John Burke Apartments (Route 12) leaves on
the hour (see Figure 5 -40).
For purposes of this analysis, Routes 11 and 12 are considered a single route (Route 11/12).
Route 11/12 has 22 trips per day, more than any other route in the GGFT system. It also
operates four evening trips and nine and half hours of service on Saturdays (see Figure 5- 41).
Maj or stops on Route 11/12:
• Sanford Street School
• Crandall Park/YMCA
• Price Chopper
• Aviation Mall
• Robert Gardens Apartments (Route 11)

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• Walmart (Route 11)
• John Burke Apartments (Route 12)
Figure 5-40 Route Map

Figure 5-41 Route 11/12 Service Statistics
Weekday Weekday Evening Saturday
Span of Service 6:30 am – 5:40 pm 6:15 9m – 9:45 pm 8:00 am – 5:30 pm
Round Trips 22 4 20
Frequency (min) 30 min 45 – 75 min 30 min
Route Length (miles) 5.4 – 9.9 7.8 (11.8*) 7.8 (11.8*)
Travel time 25-29 min 45 min 25-29 min
Source: GGFT
Notes: 6:15 evening service travels to Lake G eorge Factory Outlet Stores, thus has a longer travel time.
Ridership
Ridership on Route 11/12 was nearly unchanged between 2006 and 2007, but increased by 11%
between 2007 and 2008 (see Figure 5-42). As shown on Figure 2, 2008 ridership is higher for
every month, but gains are most pronounced in the spring (May and June) and fall (September
and Oc tober).
Figure 5-42 Route 11/12: Changes in Annual Ridership 2006- 2007
Year Annual Total Monthly Average Annual Change
2006 63,085 5,257
2007 63,254 5,271 0.3%
2008 58,581* 5,858 11.1%
Source: GGFT * Represents 10 months of data

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Figure 5-43 Route 11/12: Ridership by Month (2006 -2008)
0
1000 2000 3000 4000 5000 6000 7000
J AN UA RYFE BR UA RY
MA RCHA PR ILMAYJ UNEJ ULY
A UGU ST
SEPTEMBERO C TO BE RNO VE M BE RDECEMBER
Av erage Monthly Riders hip
2006
2007
2008

Source: GGFT

Note: Date for 2008 represents January through October only (10 months)
Route 11/12 makes 22 trips on weekdays and 20 trips on Saturdays; both weekdays and
Saturdays also have four evening trips. Ridership is fairly consistent throughout the day,
although the early trips on Route 11 (6:30 am) and Route 12 (8:00 am and 9:00 am) have lower
ridership with fewer than six passengers (see Figure 5-44). Figure 5 -44 also shows that weekday
ridership is consistently higher on Route 11 (to Walmart) as compared to Route 12 (John Burke
Apartments).
Similar patterns are also observed for Saturday service; ridership peaks during the middle of the
day and ridership on Route 11 is generally higher as compared with Route 12 (see Figure 5- 55),
although this difference is not as pronounced as on weekdays. Evening service has fewer riders
per trip generally, with the last tr ip of the day attracting the most riders. This is true for weekdays
and Saturdays.

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Figure 5-44 Route 11/12 – Weekday Ridership by Time of Day

Source: GGFT

Figure 5-45 Route 11/12 – Saturday Ridership by Time of Day

Source: GGFT

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Productivity
Route 11/12 has excellent productivity as compared with the GGFT system, with lower per
passenger operating costs and more passengers per hour, mile and trip (see Figure 5- 46). This
is true for weekday and Saturday service. Indeed, Route 11/12 Saturday service is slightly more
productive than weekday service with regards to passengers per trip and passengers per vehicle
service hour. This likely reflects the fact that Saturday service does not include the earliest
morning trips that carry fewer passengers. In addition, Saturdays are typically the busiest days
for retailers.
Figure 5-46 Route 11/12: Weekday and Saturday Productivity*
Weekday Service Saturday Service

Route 11/12
Weekday System
Average Route 11/12
Saturday System
Average
Operating Cost per
Passenger* $3.19
$4.12 $3.11 $4.35
Average Daily Ridership 216.8 82.63 201.5 41.7
Passengers per Trip 9.85 8.96 10.1 8.73
Passengers per Vehicle
Service Hour 19.7
15.3 20.6 14.4
Passengers per Mile 1.5 1.0 1.5 1.0
Note: Statistics do not include evening service
Source: GGFT and Nelson Nygaard
In terms of evening service, as compared with other GGFT evening services, Route 11/12
performs poorly during weekdays but excellent on Saturdays (see Figure 5 -47). Differences in
productivity are because ridership on Saturday is significantly higher than any other evening
service.

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Figure 5-47 Route 11/12: Evening Service Productivity
Evening Service

Weekday
Weekday System
Average Saturday
Saturday System
Average
Operating Cost per
Passenger* $27.75
$16.31 $5.84 $6.80
Average Daily Ridership 5.1 3.8 24.2 9.0
Passengers per Trip 1.7 2.5 8.1 6.8
Passengers per Vehicle
Service Hour 2.3
3.9 10.8 9.3
Passengers per Mile 0.1 0.2 0.7 1.0
Note: Statistics do not include evening service
Source: GGFT and Nelson Nygaard
Input from 2008 Passenger Survey
The passenger survey results show that most passengers on Route 11/12 are traveling between
home, work, and shopping. As expected, passengers on Route 11/12 are more likely to be
coming from (13%) or going to (27%) shopping as compared with other routes. Most people
walk to/from the bus, with an average of 7.7 minutes walking to the bus and 5.2 minutes walking
from the bus to their final destination.
Consistent with the system overall, riders on Route 11/12 are loyal riders; 44% ride daily and 39%
ride 2 to 4 days per week.
Strengths and Weaknesses
Strengths
• Highly productive route that carries a lot of passengers throughout the day and on
Saturdays.
• Combining Routes 11/12 and operating at a fairly high frequency provides a high level of
service along Upper Glen Street (US 9), one of the region’s primary corridors for shopping
and employment.
• Destinations along route include regional attractions (Aviation Mall and Walmart) as well
as a larger number of smaller retail and service establishments, such as Queensbury
Plaza, Price Chopper, Northway Plaza, and Crandall Park/YMCA.
• Route also serves several housing complexes, including Robert Gardens and John Burke
and passes by other areas with relatively high housing density off of Glen Street in Glens
Falls.

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Weaknesses
• Route alignment serves Aviation Mall on the inbound portion of the trip, after g oing to
Walmart or Burke Apartments. While this alignment provides access to the Mall for
people boarding at Robert Gardens and John Burke Apartments, it increases travel time
for other passengers.
• Route 11 attracts about 30% more passengers than Route 12, resulting in an imbalance in
the combined service.
• The time allocated to complete the trip (30 minutes) is tight for the drivers, especially
during the morning peak periods.
• Ridership is low during early morning trips. This is partially due to the service hours of key
destinations along the corridor, which have a later opening time.
• Evening service, especially during the weekdays, has poor productivity.
Potential Improvements
• Increase daytime service frequency to 15- 20 minutes.
• Increase span of service to offer continuous service between 5:30 pm and 9:30 pm. This
service schedule could be extended to weekdays and Saturdays.
• Use Route 12 to provide direct service to Aviation Mall and, at the same time, realign
Route 12 and combine with Route 19, so that it continues along US 9 to Exit 20.
• Operate Route 11/12 on Sundays.
• Consider adding extra service during peak shopping seasons e.g., in December.
Route 19: Warren County Municipal Center
Route Description
Route 19 is a longer distance route as compared with other routes in GGFT, traveling from the
Ridge Street Terminal along Bay Street, to Quaker Road, turning on US 9 and ending at Gooney
Golf about 1 mile south of Lake George Village. Outbound trips turn into the Warren County
Municipal Center and continue on Route 9 to the Lake George Factory Outlet Stores near Exit 20.
Inbound trips make an additional stop at the County Annex Building; on the west side of I -87 (see
Figure 5- 48). There is no Saturday service on Route 19, but one of the Route 11/12 evening trips
travels north to the Lake George Factory Outlet Stores (see Figure 5 -49).
Route 19 operates along a similar alignment as the seasonal Lake George Village Trolley Route
South and its schedule varies accordingly. When trolley service is available on weekends only
(late May to late June and September to late October), Route 19 travels to Lake George Village
on every trip. When the trolley is operating (late June to Labor Day), Route 19 terminates at the
Warren County Municipal Center.

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Major stops on Route 19:
• C.R. Bard (private employer)
• Hannaford (on Bay Road)
• Warren County Municipal Center
• Warren County Municipal Center Annex
• Lake George Factory Outlet Stores (Exit 20)
Figure 5-48 Route 19 Map

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Figure 5-49 Route 19 Service Statistics
Weekday
Span of Service 9:15 am – 4:25 pm
Round Trips 5
Frequency (min) 60 morning/afternoon
120-135 mid -day
Route Length (miles)
Travel time 55 min
Source: GGFT
Ridership
Ridership on Route 19 decreased slightly between 2006 and 2007. Data from the first 10 months
of 2008 shows an increase in ridership over both 2006 and 2007 levels. 2008 ridership is 9%
higher than 2007 levels and 5% higher than recorded in 2006 (see Figure 5- 50).
Figure 5-50 Route 19: Changes in Annual Ridership 2006- 2007
Year Annual Total Monthly Average Annual Change
2006 12,263 1,022
2007 11,826 986 -3.6%
2008 10,778* 1,078 9.4%
Source: GGFT * Represents 10 months of data
Ridership patterns by month are shown in Figure 5- 51 for the three year period between 2006
and 2008 (partial data available for 2008). Monthly ridership patterns suggest that ridership on
Route 19 is highest during the tourist “shoulder periods”, i.e. May and June and September and
October. These are the time periods when there are still tourists in the region and trolley service
is only available on weekends. Lower ridership in summer r eflects the trolley service, which
operates along a similar alignment with more departures.

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Figure 5-51 Route 19: Ridership by Month (2006- 2008)
0
200 400
600
800
1,000
1,200
1,400
J AN UA RYFE BR UA RY
MA RCHA PR ILMAYJ UNEJ ULYA UGU ST
SEPTEMBERO C TO BE RNO VE M BE RDECEMBER
Average Monthly Riders
2006
2007
2008

As shown in Figure 5- 52, Route 19 has five trips each day and carries just over nine riders per
trip. Ridership data by time of day shows that ridership is slightly higher in the afternoon as
compared with the morning trips.
Figure 5-52 Route 19 – Ridership by Time of Day
0 2
4 6 8
10
12
9:20
10:15 12:30 2:303:30
Trip Tim e
Number of Riders

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Productivity
As compared with other routes in the GGFT system, Route 19’s productivity is moderate (see
Figure 5-53). The route performs well in terms of passengers carried per trip and operating costs
per passenger are just marginally higher as compared with the system average. Route 19’s
productivity on other metrics, such as passengers per mile and passengers per vehicle service
hour is lower. Many of these metrics are influenced by the fact that Route 19 travels a long
distance between destinations and takes more time to complete.
Figure 5-53 Productivity Statistics: Route 19 Weekday Service

Route 19

Weekday
GGFT Route
Average
Operating Cost per
Passenger $5.13
$4.12
Average Daily Ridership 46.0 82.60
Passengers per Trip 9.2 8.96
Passengers per Vehicle
Service Hour 12.3
15.3
Passengers per Mile .65 1.0
Input from 2008 Passenger Survey
Survey results suggest that the majority (75%) of trip origins are from home, while the main
destinations are work (29%) and other (29%). Riders traveling to work, said they work at the
factory outlet stores, Aviation Mall and Hannafords. Among those who said they were traveling
f or “other” purposes, more than half of the riders defined other as the Department of Social
Services (DSS).
As compared with the GGFT system overall, passengers surveyed on Route 19 reported being
less frequent riders but more likely to be making a round trip. There was also a high portion of
riders using a token (38%) suggesting ad hoc travel to the Warren County Municipal Center.
Strengths and Weaknesses
Strengths
• Route 19 provides service to important destinations not served by other routes, including
Warren County Municipal Center, Municipal Center Annex and Factory Outlet Stores.
• Service is coordinated with trolley services to avoid duplication; coordination helps to
maintain service for riders who need service.
• Alignment increases service level on Bay Street.

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Weaknesses
• Ridership drops off considerably during winter months. This reflects that part of the
route’s target market (tourists and workers at tourism facilities) is not traveling. However,
ridership from other key markets (i.e. workers at fact ory outlet stores and Warren County
Municipal Center) is also low.
• Ridership outside of tourist season tends to be casual riders traveling for specific
purposes, i.e., to Warren County Municipal Center or the Annex, rather than people
traveling along corridor for daily travel needs (e.g., employees).
• Existing trip times are not timed to support employment.
• Route 19 travels long distance to Gooney Golf with very limited ridership; potential to
terminate route at factory outlet stores or continue all trips into Village of Lake George.
• Service schedule allows too much time; drivers sit and wait at Municipal Center Annex so
they do not arrive early to inbound destinations.
• Departures from Ridge Street Terminal are not well timed with rest of system.
Consequen tly people traveling between routes must wait 15 – 45 minutes for connections,
significantly increasing overall trip times. Extending service schedule to 60 minutes would
coordinate service with pulse but would may have idle time at Ridge Street Terminal,
which would lower service productivity.
Potential Improvements
• Terminate service at Factory Outlet stores and provide service to Gooney Golf on select
trips only. This is already suggested in schedule but was not observed in the field.
• Extend service from Gooney Golf to Lake George Village – service extension may be for
all trips or select runs. Drivers feel they have time to drive the extra mile.
• Combine with Route 11; travel along Glen Street, stop outside of Walmart and continue
along Route 9 to Exit 20. Increase service level to support employment.
• Eliminate deviation service to Solomon Heights Apartments. This is shown on schedule
but apparently not frequently requested.
• Expand Route 19 to create employment runs that link Glens Falls, Lake George V illage
and Warrensburg.
Seasonal Trolley Routes
Route Description
In addition to the regular route system, GGFT operates on road (rubber -tire) trolley service in
Lake George during the summer months from late June through Labor Day . Two routes extend
nort h and south from the Steel Pier on Beach Road in the Village of Lake George for about 20
miles between Bolton Landing and downtown Glens Falls (see Figure 5- 54).
•
Lake George North – operates along the west shore of Lake George between the Village
of Lake George and Bolton Landing via Beach Road, Canada Street (US Rte 9) and
Lakeshore Drive (Rte 9N). Most trips (designated “North A”) operate only as far north as
the Hearthstone Point State Campground located south of Flatrock Road. Five of 36 total
daily r ound trips continue north to Bolton Landing (designated “North B”).

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• Lake George South
The seasonal trolley routes operate seven days per week at times and service frequencies that
are primarily oriented to visitors’ travel schedules and itineraries. Weekday and weekend
schedules are the same (see Figure 5- 55).
–
operates between the Village of Lake George and downtown Glens
Falls via Beach Road, Lake George Road, Upper Glen and Glen Street (US Rte 9).
Approximately 60% of 49 daily round trips extend the full distance to Glens Falls. The
remaini ng trips terminate either at the Lake George RV Park on Rte 149 (designated
“South RV A ”) or at the Wild West Ranch near Rte 9 (designated “South RV B”).
Major stops on North Trolley:
• Bolton Landing
• Town of Bolton
• Diamond Point
• Hearthstone Point State Campground
• Lake George central business district
• Beach Road terminal
Major stops on South Trolley:
• Beach Road terminal
• Best Western Motel
• Wild West Ranch
• The Great Escape
• Factory outlets stores
• Aviation Mall
• Downtown Glens Falls

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Figure 5-54 Route Map

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Figure 5-55 Lake George Trolley Route Service Statistics

North A
Hearthstone
North B
Bolton Landing
South
Glens Falls
South RV A
LG RV Park
South B
Wild West
Span of Service 8:30a – 10:30p 8:30a – 9:30p 8:30a – 11:22p 9:45a – 10:45p 8:24a – 11:22p
Round Trips 31 (36) 5 29 13 9
Frequency (min)
AM– 30; PM -15 AM–180; PM -225 20 – 40 60 Variable 1 -20

Route Length
(miles) 3.0 10.5 9.5 6.5 2.3
Travel time (min) 15 30 30 15 4-6
Ridership
The Lake George Trolleys cumulatively carried 82,056 passengers in calendar year 2008,
including 80,350 during the Summer 2008 season (Memorial Day through Labor Day); an
additional 979 passengers during the week of limited schedule service preceding Memorial Day;
and 727 passengers on post -season Saturday service running during the month of September.
Average weekday Trolley ridership between Memorial Day and Labor Day (when full s chedules
are in effect) was 1,340 passengers on weekdays, 1,372 on Saturdays, and 1,174 on Sundays.
South Trolley service between Lake George and downtown Glens Falls accounts for nearly 59%
of all trips during the official summer season (see Figure 5- 55). Approximately 27% ride the
North Trolley; 12% use the South RV -A route serving the Lake George RV Park; and just 2% use
the South RV -B route serving Wild West Ranch and the Best Western Motel only.

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Figure 5-56 Lake George Trolley Routes: Seasonal Ridership Memorial Day
to Labor Day 2008
North Trolley
21,790
Glens Falls NB
23,692
Glens Falls SB
23,353
South RV A
10,026
South RV B 1,489

South Trolley – Lake George / Glens Falls
On weekdays, South Trolley ridership between Lake George and Glens Falls is highest on the
first trip of the day in the southbound direction (Figure 5 -56), and in the evening hours in the
northbound direction (Figure 5 -57). The first southbound trip, which departs Lake George at
9:00am averages over 30 passengers per trip; and the first northbound trip departs Glens Falls at
8:30am averages over 20 passengers per trip. Later morning and early afternoon buses carry
smaller loads averaging 10- 15 passengers per trip in both directions. Ridership picks up
beginning around 2:00pm and peaks at 20- 25 passengers per trip between 7:00pm and 9:00pm
in the northbound direction. The 7:30pm northbound trip carries 34 passengers. Southbound
passenger volumes peak in the late afternoon.

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Figure 5-57 Lake George/Glens Falls Trolley Weekday Ridership by Time of Day –
Southbound

Figure 5-58 Glens Falls – Lake George Trolley Weekday Ridership by Time of Day –
Northbound

The pattern is similar on weekends , with the first southbound trip leaving Lake George with nearly
35 passengers both on Saturdays (Figure 5 -58) and Sundays (Figure 5- 59). In the northbound
direction, average loads peak at 20- 25 passengers per trip between 8:30pm and 9:30pm.

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Figure 5-59 Lake George/Glens Falls Trolley Weekend Ridership by Time of Day –
Southbound

Figure 5-60 Glens Falls / Lake George Trolley Weekend Ridership by Time of Day –
Northbound

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South Trolley – Lake George / RV Park (RV-A)
On weekdays, South Trolley RV -A trips serving the Lake George RV Park on Rte. 149 east of
Rte. 9 carry fairly consistent passenger volumes across the service day (Figure 5- 60). After
11:00am, this route averages 10-15 passengers per round trip and experiences its highest
patronage between 2:15pm and 5:15pm.
Figure 5-61 South RV A Trolley Weekday Ridership by Time of Day

The pattern is somewhat similar on weekends , although ridership on the first northbound trip from
the RV Park is extremely low and mid to late afternoon trips carry slightly more riders than on
weekdays (Figure 5 -61).

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Figure 5-62 South RV A Trolley Weekend Ridership by Time of Day

South Trolley – Lake George / RV Park (RV-A)
Ridership on South Trolley “RV -B” trips generally is low both on weekdays and weekends. These
trips are short, running only as far south as Wild West Ranch, and carry fewer than five
passengers per round trip on weekdays (Figure 5 -62); up to eight passengers per trip on
Saturdays and two to five passengers per trip on Sundays (Figure 5- 63).
Figure 5-63 South RV B Trolley Weekday Ridership by Time of Day

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Figure 5-64 South RV B Trolley Weekend Ridership by Time of Day

North Trolley – Lake George / Hearthstone Campground / Bolton Landing
North Trolley ridership is fairly consistent across the service day, generally averaging 6 to 10
passengers on most trips with individual loads spiking up to 19 passengers (Figure 5- 64).
Weekend passenger loads are about 20% higher on weekends than on weekdays (Figure 5 -65).
Figure 5-65 North Lake George Trolley Weekday Ridership by Time of Day

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Figure 5-66 North Lake George Trolley Weekend Ridership by Time of Day

Productivity
GGFT Trolley service is very productive relative to the regular fixed route network. For example,
cumulative weekday service productivity is 23.6 passengers per revenue vehicle hour (see Figure
5-66), compared to 15.3 passengers per hour on the daytime fixed routes, and 14.4 passengers
per hour including evening service. Saturday service productivity is even higher than on
weekdays (27.1 passengers per hour); Sunday service productivity is 20.6 passengers per hour.

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Figure 5-67 Lake George Trolleys Productivity by Service Day, 2008

All
Trolleys
North
Trolley
South Trolley
Glens Falls
South RV A
LG RV Park
South RV B
Wild West
Weekday
Average Ridership* 1,340 365 791 161 23
Passengers per
Revenue Service Hour 23.6
17.8 28.3 23.7 14.4
Passengers per
Revenue Service Mile 1.3
1.0 1.5 1.2 0.6
Passengers per
One- way Trip 7.4
4.5 14.1 6.0 1.4
Operating Cost per
Passenger $2.67
$3.53 $2.23 $2.66 $4.37
Saturday
Passengers per
Revenue Service Hour 27.1
20.9 26.2 25.3 23.8
Passengers per
Revenue Service Mile 1.3
1.2 1.4 1.3 0.9
Passengers per
One- way Trip 7.6
5.2 13.1 6.4 2.4
Operating Cost per
Passenger $2.61
$3.01 $2.40 $2.49 $2.65
Sunday
Average Ridership* 1,174 428 586 139 21
Passengers per
Revenue Service Hour 20.6
20.9 20.9 20.4 13.1
Passengers per
Revenue Service Mile 1.1
1.2 1.1 1.1 0.5
Passengers per
One- way Trip 6.5
5.2 10.5 5.1 1.3
Operating Cost per
Passenger $3.05
$3.01 $3.00 $3.08 $4.79
Note *: Data reflects Memorial Day through Labor Day only

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Among individual routes, South Trolley trips running between Lake George and Glens Falls are
the most productive. On weekdays, these trips average 28.3 passengers per hour and cost $2.23
per passenger, which is 25% lower than most cost effective regular fixed route (Route 4 at $2.97
per passenger). South Trolley RV A trips serving the Lake George RV Park similarly are more
productive than Route 4 as well as above the average of the Trolleys as a group. The North
Trolley is more productive on weekends (20.9 passengers per hour) than on weekdays (17.8
passengers per hour). South Trolley RV B trips are significantly less productive on weekdays and
Sundays than on Saturdays. On a cost per passenger basis, these trips are the least productive
at $4.37 per passenger on weekdays and $4.79 per passenger on Sundays. The average cost
per passenger for the Trolleys as a group ranges from $2.61 per passenger on Saturday to $2.65
on weekdays and $3.05 on Sundays. In contrast, the average cost per passenger on the regular
fixed route system is $4.37 on weekdays and $4.35 on Saturdays.
Strengths and Weaknesses
Strengths
• The Trolleys carry substantially more riders per day than the regular fixed route system,
and operate at significantly higher productivity.
• The Trolley routes are consistently utilized on weekdays and weekends. Passenger
volumes do not vary greatly from weekdays to weekends, and total ridership actually is
slightly greater on Saturdays than on weekdays. This suggests that the trolley service is
effectively addressing the visitors’ local travel needs as intended.
Weaknesses
• South RV -B Trolley trips generate low ridership and are significantly less productive than
the other trolley routes. The route is short and it is difficult to maintain even spacing
between longer trips serving the Lake George RV Park or Glens Falls.
• At least in the case of South Trolley service between Lake George and Glens Falls on
Saturday and Sunday, the lack of morning service before 8:30am may pose some
inconvenience for riders. The first morning trip in both directions generates average loads
of 30- 35 passengers both on Saturdays and Sundays.
• Trolley service overlaps portions of Routes 11, 12 and 19.
Potential Improvements
• Discontinue South Trolley RV -B trips and reschedule South Trolley service.
• Begin South Trolley service between Lake George and Glens Falls one hour earlier on
weekdays and weekends.
• Consider route and schedule coordination opportunities involving the South Trolley and
regular GGFT routes operating in the Rte. 9 corridor.

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Freedom and Mobility Express (FAME)
Service Description
GGFT offers complementary paratransit service to individuals unable to use the fixed- route
service. This service is branded as Freedom and Mobility Express (FAME). FAME is available
for travel within ¾ mile of GGFT’s fixed -route services and all passenger pick -ups and drop- offs
must be within this area. The service is available during the fixed- route operating hours and
based on the route schedule. While GGFT’s overall operating hours are Monday through Friday
6:00 am to 9:30 pm and on Saturdays from 8:00 am to 9:30 pm, not all parts of the service area
are served during these times. For example, if the last scheduled fixed- route bus to an area is at
3:15 pm, FAME cannot schedule a drop -off in that area later than 3:15 pm.
All trips on FAME must be scheduled in advance. Passengers wishing to schedule a trip must
call at least 24 hours and up to 14 days in advance of a desired travel date. All information about
the trip must be recorded as part of the reservation process; drivers are not allowed to change the
schedule.
Fares for FAME trips are $2.00 per one- way trip, double the fare on the fixed-route system. For
trips that would require a transfer on the fixed -route system, an additional $0.50 is charged.
Likewise, additional fares are charged for each destination, therefore, if a passenger requests to
travel to the store and the doctor’s office, their fare would be $3.00, assuming no transfers would
have been required on the fixed- route. GGFT will allow a personal care attendant (PCA) to travel
with a rider free of charge. Non- FAME eligible travel companions are also allowed to use FAME
on a space available basis, if they have same pick -up and drop -off locations. Travel companions
must also pay the same fare as the FAME eligible rider.
Service Overview
The focus of the TDP was on fixed- route services, therefore, FAME service statistics and cost
data were not analyzed. Instead, our analysis of the service concentrated on examining trip
origins and destinations. Consistent with the service design, FAME travel patterns are clustered
around existing fixed- route services. As shown in Figure 5 -67, most trips origins are clustered on
the eastern and western borders of Glens Falls and destinations are primarily clustered at the
hospital and along Bay Road. Smaller clusters of trips are scattered around the service area,
although there are few generated to/from Fort Edward and Hudson Falls.
Strengths and Weaknesses
Strengths
• FAME service meets ADA requirements and provides complementary paratransit service
to passengers who need it.
• Service is concentrated around downtown Glens Falls, helping GGFT to operate an
efficient and effective service.
• Rules about using the service are clearly laid out and accessible to members of the public.
• No complaints about the FAME service were voiced during the public outreach process.
This includes stakeholders, transit riders, survey respondents and bus drivers .

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Weaknesses
• None
Potential Improvements
• Explore possibilities to coordinate FAME with other human service transportation, such as
the Transit Connection, to help improve service capacity and efficiency.

Queensbur y
Moreau Kingsbur y
Fort Edward
Glens Falls
Lake George
Fort Ann
Lake Luzerne
I 87
BayegdiRDIX
Dean
Mountain
Saratoga
Luzerne
Quaker
Corinth
Vaughn
Reynolds
ButlerBurt
Gansevoort
Ferry
State Route 149
Glen
Potter
Dixon
Spier Falls
yaB giB
Aviation
Tripoli
River
Wait
Reservoir
4th
Glen Lake
5th
nossiS
FT Edward
State Route 9
Peggy Ann
Harrison
Gurney
Broadway
Sanford
Main
Burgoyne
Goggins
East
Cronin
4 ywH SU
John
Upper Sherman
Redmond
Bluebird
Meadowbrook
Elm
nanraF
Queensbury
Hicks
Patten Mills
3rd
Broad
South
Tracy
Burquist
Buck Bee
Iris
Selfridge
Boulevard
Park
Dyke
Pitcher
Sweet
Rockwell
Feeder
Hall
Butler Pond
Nolan
Platt
Feeder Dam
Casey
Ash
Country Club
Haviland
Round Pond
Tee Hill
Farley
F
Western
Bush
Crandall7th
Jenkinsville
Hudson
Willow
State Route 9N
rraF
Everts
Towpath
Wall
Mannis
Mill
Chestnut Ridge
Murray
Fuller
Wincrest
Ferris
Herald
Merritt
9th
Glenwood
Maple
Owen
Dump
Ohio
Doe
McCrea
8th
William
North
Montray
Knight
Walkup
Amy
Lisa
Haskell
Tanglewood
Central
Bardin
McIntyre
Fire
Revere
Lawrence
Nicole
OrvilleBurchStaple
Curts
Case
6th
State
Konci
Richardson
Grove
Garrison
Stonehurst
Upper Glen
Kiley
Leo
Blind Rock
Argyle
Pine
MyronRest Area
Old Forge
County Line
Coleman
Gates
Van Dusen
Paris
Walnut
Center
Bank
Mud Pond
Cedar
Kelly
Frankie
Cherry
Fitzgerald
Crawford
Lupine
Beacon
Bridge
Fortsville
Duke
Larose
CareyLinette
Notre DameLa Claire
Prospect
Weeks
Mohican
Plantation
Abbey
1st
Ellsworth
Sunnyside
Sheridan
Karen
May
New
Oak
Donna
Birdsall
Wolf
Bonner
Faxon
Peck
West
Oak View
Uncas
Hilton
Jacobie
Leonard
Moon Hill
Hidden Hills
Walker
OgdenAllen
Helen
Dove
Kettles
Lincoln
Algonquin
Manor
Trail End
Sylvan
Palmer
Webster
Lambert
Queens
Schuyler
Fawn
Jan
Woodscape
Veterans
Stephanie
Horicon
Baker
Lexington
County Route 46
Davis
Mason
Highland
Haven
Pinewood
Nacy
Mountain View
Henry
Belle
Bell Mt
Lori
Sweenor
Oakwood
Bayberry
Lafond
Sanders
Myrtle
GrandPershing
ArborOld Mill
Holden
Coriander
Chestnut
Lower Allen
Factory
Moreau Rec
Sunset
Jerome
Reardon
Quade
Mill Site
Lamos
Pruyns Island
Brookfield
La Fayette
Parry
Keech
Homer
Walton
Michael
2ndLower Warren
Holly
Courthouse
School
Six Flags
Pasco
Briggs
Meadow
Tomahawk
Ryan
King
Balsam
Lake
Van Buren
Poplar
Mallory
Warren
Division
Fort Edward
Pine Valley
Birch
Coolidge
Wilson
knorB
Tee
Dream Lake
June
Hunt
Rocky
Minnesota
Olde Coach
Michaels
Sanford Ridge
Zenas
Grant
Frederick
gnitfirD
Hampton
Marion
Lee
Burke
BerryNottingham
Stage
Sugar Pine
Union
Northway
Wincoma
Lyndon
Traver
White Birch
Crownwood
Laurel
Transfer
Lower Feeder
Old Bend
JonestopeD
Hudson Pointe
Overlook
Peachtree
Dineen
Shippey
Sarah Jen
Windy
Coby
Citizens
Quincy
Collins
Hudson Falls
Elmwood
River Crest
Brickoven
MacArthur
CanalHobbs
Fox Farm
Easy
Cashmere
Unnamed Street
Hopkins
Amethyst
Ryder
Hiland
Spruce
Lewis
Sullivan
Speakman
Morgan
Waverly
amlA
Breton
Bullard
Orchard
Hope
Silver
Masters
Loop F
Old West Mountain
ClarkLynn
Clendon Brook
Big Cross
Eldridge
Linden
Dennis
lliH egattoC
Heresford
Oak Tree
Sumpter
Never Rest
Marine
adI
Grey Fox
Thomas
Jennifer
Loren
Pearl
Newton
Washington
Fox Hollow
Butternut Hill
Franklin
Nelson
Brookshire
Rose
Stewart
Old Bay
Acres
Illinois
Fernwood
Thornberry
Logan
Aviator
Underwood
Jenkins
Noble
Gentry
Griffin
Beach
Blenor
Reserve
Deer
Lehland
Jay
Sagamore
Terry
Pine Cone
Barber
Jon Kay
Williams
Jackson
Wolfe
Kvale
Lilac
Goldfinch
Cobblestone
Tamarac
Dustin
Penbrook
Woodvale
Culver
Hyde
Columbine
Riverview
Lydia
Native
Westberry
Twicwood
Appletree
HeinrickWindy Hill
Seward
ssergorP
Geer
McEchron
Mohawk
Aviation Mall
Twin Channels
Cortland
Woodcrest
Veranda
Kimberly
Beverly
Howe
Lester
Lomas
Mable
State Hwy 32
Rockland
Adgro
Country
edislliH
MargaretMinor
Quail
Carmella
Quaker Service
Namic
Hazen
Wayne
Briwood
Westwood
Martindale
Rudley
Clearview
Earl
Electric
Terrace
Griffing
Big Head
Polly Beeman
Chrystal
Arberger
McKie
Parson
Moon
Norton
Willowbrook
High
Sperry
kraM
Roslyn
Stonegate
Blackberry
Cardinale
Evanna
Thornapple
Ralph
Martin
Robin
Lady Slipper
Pender
Elder
Thunderbird
Prescott
Hiddenfarm
Liberty
New Aviation
Apple
Philo
Stonewall
Louise
Weston
Susan
Marcelle
Brookwood
Bellows
Fairway
Jefferson
Par
Westcott
Reader
Van
Ramp
Northway
US Hwy 4
Ramp
I 87
Dean
River
Noble
Oak
West
Ramp
Willow
Unnamed Street
East
North
Glen
Maple
Unnamed Street
River
Main
Pearl
4th
King
William
Cedar
JacksonHudson
8th
Park
Unnamed Street
Thomas
5th
Pine
Park
Oak
Glen
Fawn
Park
Allen
4th
Ramp
North
Driveway
Park
Haviland
Elm
Driveway
Warren
Lincoln
Main
River
River
John
Driveway
Orchard
Main
Park
Baker
Vaughn
Mountain
Grant
Hudson Pointe
Mill
Laurel
Unnamed Street
South
Sanford
Potter
Ramp
Oak
Sullivan
1st1st
Park
North
Driveway
Margaret
Ramp
Potter
4th
Amy
GIS Data Source: Adirondack Glens Falls Transportation Council
0
12
Miles
Figure 5-68 FAME Paratransit Origin and Destination Locations
Queensbur y
La
ke
George
LakeyaB
Knox
Assembly Point
Brayton
Holly
North
Crossover
Polk
Harding
Pine Tree
Lake
George
Glens Falls
Moreau MoreauBay
Glen
DIX
egdiR
Sanford
1st
Maple
Hunter
Broad
Elm
Cooper
Hudson
Crandall
Warren
Orville
LawrenceGrove
Murray
Grant
Sherman
Walnut
Cherry
Pine
2nd
Prospect
Mohican
McDonald
New
Byrne
Notre Dame
Uncas
Orchard
South
LeonardDavis
Mason
Montcalm
Harrison
Grand
ParkOakland
River
William
Fulton
Lake
ArborBaldwin
Lincoln
Lexington
Garfield
Wing
Shippey
Sierra
GageAsh
OgdenOneida
Sagamore
Chester
Hope
SpringIda
Church
Webster
lraeP
Smith
Main
Oak
Alley
Hoyt
Birch
Jay
Goodwin
Coolidge
Thomson
Basin
Marion
Henry
Graves
Unnamed Street
Chestnut
Monument
Staple
SheridanMorgan
Cortland
Bacon
Horicon
Auburn
Curran
Fielding
Wilmot
Lawton
Morton
John
School
Liberty
Division
Parker
Center
Darwin
Juvet
Raymond
Wallace
Fredella
Mission
CulvertKeenan
Jackson
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Page 6-1 • Nelson Nygaard Consulting Associates Inc.
Chapter 6. Ser vice Improvement Options
Overview
The primary purpose of preparing a transit development plan is to identify a series of short term
(3-5 year) improvement options. The data and analysis presented in the previous chapters
documents our evaluation of the existing system as well as comments and suggestions raised by
stakeholders, riders and non- riders. This next chapter outlines the process used to develop
service improvement options. It begins with service improvement concepts developed by the
consu lting team in conjunction with GGFT and A/GFTC staff. Subsequent sections document the
process whereby these initial service concepts are modified and developed into a series of final
recommendations. The development process included discussions between the project team,
input from the public and review by GGFT staff as well as more detailed technical analysis.
Service Improvement Concepts
Building on the survey results and route analyses, members of the Nelson Nygaard team
conducted additional field work so that we could re- examine GGFT service while discussing travel
patterns and observing land uses. Through this process we identified potential service
improvement concepts that are based in transit design principles and are intended to create a
system t hat is easy to understand, easy to use and encourages ridership. The initial service
concepts are the basis upon which we developed and redefined proposals for service
improvements. The concepts for service improvements are presented here, followed by
re commendations as they apply to GGFT.
• Eliminate unproductive routes and route segments – Within the GGFT network, there are
some routes that, with the exception of one or two trips, carry only a few passengers and
demonstrate poor productivity overall. Parts of other routes travel through low density
areas with few or no attractions and thus have very low passenger boardings. Our goal is
to eliminate these unproductive routes and segments and divert resources to more
productive parts of the system.
• Strengthen the trunk and feeder system – GGFT service is currently structured around a
pulse system and a loosely organized trunk and feeder network. The two trunk routes,
Routes 11/12 and 4, operate along the service area’s main corridors, serve a multitude of
activity centers (employment, social services, shopping) and are the system’s most
p roductive routes. The remaining routes (Routes 2, 3, 5, 6, 7 and 19) are primarily feeder
routes and bring people from residential areas into activity centers. These routes typically
carry fewer riders but are essential to the system because they provide access from
outlying areas to the region’s service areas. Our initial analysis suggests that the
structure of the trunk and feeder routes could be strengthened to carry more riders.
• Smooth out service schedules so trips are evenly spaced throughout the day – As
discussed, most of GGFT’s routes adhere to a pulse system, and therefore, depart from
the Ridge Street Terminal at the half hour and top of the hour, making departure times
easy to remember. Many routes, however, have awkward schedules whereby trips are
not evenly spaced throughout the day and/or have large gaps between trips. Irregular
schedule spacing make it difficult for passengers to easily remember when service is
available and makes the service more challenging to use. One of our objectives,
therefore, is to even out schedules and schedule all services according to a system that is
easy to understand and to remember.

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Page 6-2 • Nelson Nygaard Consulting Associates Inc.
• Eliminate competition between routes – GGFT is a fairly small system that serves a
compact area. The pulse system design requires that services converge at a common
point; in Glens Falls this is the Ridge Street Terminal. Consequently, some of the routes
overlap as they enter and exit from Ridge Street and around the roundabout at the center
of town. Our analysis, however, suggests there is additional overlap in other areas such
that routes inadvertently compete for the same passengers. While some key destinations
may be served by more than one route to improve service frequency or alleviate capacity
problems, competition among routes at small destinations and low density segments
should be avoided.
• Straighten route alignments to close loops and create more direct alignments – It is very
common for rural and small urban systems to design transit routes as one- way, single
dire ction loops. This approach increases geographic coverage and maximizes the
number of people in the service area who live within walking distance to a route. On the
downside, however, loop service significantly increases travel time for the passenger.
Loops are also difficult to understand because they often mean passengers get on and off
the bus at different locations. Where possible, therefore, we will look for opportunities to
close loops and encourage two- way, bi-directional alignments.
• Alleviate sch edule pressure on select services – GGFT’s current system design is based
on a pulse system with a high level of service along its most important service corridor
(Glen Street to Upper Glen Street) served by Route 11/12. This is an effective approach
that brings people in from residential areas and allows them to easily connect to service
along the Glen Street corridor. A key challenge in the system, however, is that during
some times of the day, drivers are challenged to complete their trip on Route 11/12 within
the 30 minutes allocated. This means that some trips are late into Ridge Street Terminal,
creating problems for the pulse system and putting pressure on drivers. There are a
variety of ways to alleviate schedule pressure, each of which has advantages and
disadvantages. Options include shortening the route, increasing the scheduled travel
time, and interlining service.
• Create opportunities for one- seat rides between key origins and destinations – All
travelers, including transit riders, prefer fast, direct trips. By creating a pulse system,
GGFT has traded- off direct service by offering a timed transfer. This is an effective
strategy for a small system and successfully increases travel options. It is possible,
however, to create some direct trips by interlining key routes between the largest origins
and destinations. Interlining routes will create one -seat rides for some riders and,
although passengers will continue to stop at the Ridge Street Terminal, they are
guaranteed to meet their connection and will not have to get off one bus and onto another.
• Improve service along key corridors – As discussed, within GGFT’s pulse system, Route
11/12 is designated as a “trunk corridor” that operates with higher frequency and a longer
span of service on both weekdays and weekend days. This is one of GGFT’s most
successful and well used services in the system. Based on passenger volumes, survey
input and our review of the existing services, we recommend expanding the trunk service
concept to create a second higher frequency travel corridor to Hudson Falls and Fort
Edward. Similar with the Glen Street/Upper Glen Street corridor, there are several key
destinations and high density housing along the corridor. In addition, existing ridership
data suggests this corridor could support increased service.
• Create links between key regional service centers – When asked about their preference
for service expansions, passengers consistently recommended expanding service to
provide regional connections, primarily to Saratoga and Lake George but also to

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Page 6-3 • Nelson Nygaard Consulting Associates Inc.
Warrensburg. Existing GGFT service does connect to the early morning Northway
Express (NX 12) trip, operated by the Capital District Transit Authority (CDTA). In
addition, after seasonal trolley services end, there are no transit services to Lake George
Village. Service improvements, therefore, look for opportunities to support and increase
regional travel.
• Improve information systems – Information about GGFT’s service is readily available
through schedules, information posted at the Ridge Street Terminal and on the system’s
web -site. In general, however, the information systems is geared towards people already
using the service, rather than attracting new riders. The information contained in the
schedules, system maps and web- site as well as the format and presentation of the
information could be improved so that it is more attractive, more interesting and easier to
understand.
• Develop new service marketing and branding image – GGFT’s branding overall, including
its logo, name and bus paint schemes could be updated to make the system more user –
friendly and attractive to riders. Cut -away vehicles which currently serve several routes
are indistinguishable from Transit Connections vehicles, the local operator that exclusively
serves individuals with disabilities. Ideas for improving the service, therefore, include
ideas to increase service visibility, improve information systems and enhance the system’s
image. This may involve developing an appealing color scheme and logo that reflects
GGFT’s role in the community, potentially capitalizing on the environmental benefit
provided by the service (and people using the service). This color scheme could be
implemented by on agency vehicles, passenger information systems, on -street signage
and agency web materials.
Service Improvement Options
Building on these concepts, the Nelson Nygaard team identified a series of service improvement
options, which were presented to and discussed with members of GGFT and A/GFTC staf f. As
we discussed the ideas, GGFT and A/GFTC staff offered local insights and made suggestions to
several of the ideas proposed. Through this process, the combined team prepared a series of
preliminary service improvement options. NelsonNygaard documented these recommendations
into a series of potential service improvements that were deemed appropriate for discussion with
members of the general public. This information does not include improvement options for
service information and marketing material s. These options were carried forward but were not
included in the options discussed with members of the public. The following text highlights the
service improvement options. Materials presented to members of the general public and their
comments are documented in the following section of this chapter.
• Eliminate neighborhood collector service Routes 3 and 6, but combine key segments of
these routes with other routes, specifically incorporating segments of an eliminated Route
6 into a re -aligned Route 7 (or new route) and incorporating segments of an eliminated
Route 3 into Route 4.
• Create new “back door” route to serve John Burke Apartments and Aviation Mall. This
route would be designed to pick up key segments of the existing Route 6 by traveling
through west Glens Falls to the John Burke Apartments and Aviation Mall. Under this
proposal, Route 11/12 would no longer serve the John Burke Apartments, helping to
alleviate schedule pressure.
• Create system of long and short services in Route 5 and Route 7. Both Route 5 and
Route 7 have inner segments that serve destinations, such as Glens Falls Hospital and

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Page 6-4 • Nelson Nygaard Consulting Associates Inc.
South Glens Falls Village as well as several dense neighborhoods. The outer segments
of the routes, however, travel through areas with significantly lower housing density and
fewer services and amenities. As a result, the outer segments attract few riders. One
service improvement option, therefore, would be to create a series of short and long trips
that alternate between serving the close in neighborhoods and attractions and the more
rural areas. This design would ensure areas with more population and amenities would
receive more service, while the outer areas would continue to be served with fewer trips.
• Increase service along Route 4 corridor to half -hourly service and provide service to the
new Walmart store scheduled to open in the Town of Queensbury along Route 254. The
existing Route 4 is one of GGFT’s most successful routes and can support an increased
frequency, especially because the exist ing route operates along two alignments.
Increasing service to half -hourly departures creates hourly service on the alternate
alignments. In addition, the new Walmart store will generate demand from residents in
east Glens Falls, Hudson Falls and Fort Edward.
• Interline Route 4 and Route 11/12 to create single trunk corridor between Fort Edward
and Exit 19 area via downtown Glens Falls. By interlining Routes 4 and 11/12, GGFT
would create a transit “spine” with consistent, reliable service along the most productive
corridor in the system. Offering a one- seat ride benefits passengers by eliminating
concerns about missed connections. It also makes the service easy to understand and
convenient to use.
• Add mid- day trip on Route 2 and extend route to serve Glens Falls Hospital. Route 2
operates on Bay Road, which is a good corridor for transit service with several higher
density housing units, medical offices and the Adirondack Community College. This idea
would include adding a mid- day trip on Route 2 to eliminate the existing gap in service.
There is also potential to extend the route to offer two- way service to Glens Falls Hospital,
providing a direct connection between senior housing and medical offices.
• Add peak period trip on Route 19, serve Warren County Municipal Center on inbound and
outbound trip, and extend route to Lake George Village. The study team suggests adding
a morning trip to support employment trips to the factory outlet stores. Our proposal also
includes extending the route to La ke George Village when the trolleys are not operating.
In addition, because the Warren County Annex Building, located on the west side of I -87
will close in the fall of this year, Route 19 will have time to stop in front of the Warren
County Municipal Center on both the inbound and outbound trips. Combined these
improvements will increase route attractiveness and help attract additional passengers.
• Create “super corridor” along Route 9 with high frequent service to Exit 19 and extended
service year round to the factory outlet stores and Lake George Village. This proposal
would call for moving the existing GGFT Route 19 to Glen Street and staggering routes so
that every third trip traveled along Glen Street to Lake George Village. A high level of
service along this corridor means passengers could use all three services to get to
destinations between the Ridge Street Terminal and Exit 19 area.
Public Review of Service Improvement Options
As discussed, the next step associated with developing recommended service improvements
involved vetting the potential ideas with existing transit riders and members of the general public.
These comments and views were incorporated into the final system recommendations which are
presented in the subsequent chapter.

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Page 6-5 • Nelson Nygaard Consulting Associates Inc.
For this stage of public input, GGFT, A/GFTC and Nelson Nygaard held a public meeting on
Monday March 9 at the Crandall Public Library, located a short walk from the Ridge Street
Terminal in downtown Glens Falls. The meeting was structured as a workshop format and
attendees were encouraged to drop by to the meeting as their schedule permitted. Visual aids
included maps showing existing GGFT service and the possible service changes (see Figures 6- 1
and 6- 2). When members of the public came to the meeting, staff explained the potential
changes, asked for their feedback and gave them an opportunity to draw new routes, ask
questions and make comments. Individuals who had specific comments were encouraged to
write them down. The open house was staffed from 2:00 pm until 6:00 pm. In total,
approximately 20 people stopped by during the four -hour period.
In addition to meeting with members of the public at the library, Nelson Nygaard staff also brought
the maps to the Ridge Street terminal and discussed potential service changes with riders as they
waited for the bus. Staff was available at this location for about an hour between 12:00 pm and
1:00 pm. Results from this outreach effort mirrored those received at the Crandall Library.
In general, people were amenable to the possible service changes. Hudson Falls residents were
excited about increased service, especially people who need to travel on Boulevard or Dix as
service to these locations is currently only available once every two hours. There was also
speci fic support for increasing service on Route 2 along Bay Road and adding mid- day service on
the South Glens Falls route (Route 5). At least one participant also expressed her frustration with
trying to read and understand the existing bus schedules. There were, however, exceptions to
the proposal, including:
• Need for service on both Main and Saratoga Streets in South Glens Falls Village
• Need to keep Route 3 operating through neighborhoods, especially to Hartford and
Sagamore Streets.
Meeting attendees and people interviewed at Ridge Street Terminal also voiced several of their
own ideas for service improvements. These recommendations primarily centered around
providing service on Sundays, operating more evening service, and increasing service to
Walmart.

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GIS Data Source: Adirondack Glens Falls Transportation Council
Figure 6-1 GGFT Conceptual Service Improvements
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Figure 6-2 Possible Improvements to Routes 3 and 6
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Page 6-8 • Nelson Nygaard Consulting Associates Inc.
Figure 6-3 Greater Glens Falls Transit – DRAFT of Possible Ideas for Service Improvements
These are potential ideas that are for comment only
Route Description of Existing Service Possible Changes to Service
Route 2
Bay -College Service along Bay Street to Bay Road to Queensbury

Major stops:
• Adirondack Community College
• the Cedars (assisted living)
• Queensbury Town Hall and Queensbury Senior Center
Will travel off -route on request to Meadowbrook
7 trips a day on weekdays with 2 -hour break in middle of day Add mid
-day trip to provide hourly service all day
Re -route to link with Glens Falls Hospital
• Create direct link between doctor offices, senior housing and hospital

Route 3
East Loop Neighborhood service in eastern Glens Falls

Major stops
• Jackson Heights and Abraham Wing Schools
• Kmart
• Price Chopper
• Stichman Towers
Hourly service (10 trips on weekdays) When new Walmart opens:

• Re-route along Dix Avenue to Main Street
• Connect into Village of Hudson Falls
• Eliminate portions of Glens Falls neighborhood service
• Coordinate with Route 4
Maintain as hourly service
Route 4
Hudson Falls -Fort
Edward Service from Glens Fal
ls to Hudson Falls and Fort Edward
Bus has two travel routes
• along Dix Avenue
• along Boulevard Avenue
Hourly service (13 trips) on weekdays; 7 trips on Saturday When Walmart opens, coordinate Routes 4 and 3 so that

• Re-aligned Route 3 serves Dix Avenue to Hudson Falls
• Route 4 travels along Boulevard Avenue to Hudson Falls and Fort Edward
Coordinate Routes 3 and 4 so Hudson Falls has half -hour service

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Page 6-9 • Nelson Nygaard Consulting Associates Inc.
Route Description of Existing Service Possible Changes to Service
Route 5
Moreau- South Glens
Falls Service from Glens Falls to South Glens Falls and Moreau

Route has two loops through Village of South Glens and to South Glens
Falls High School
Select routes travel to Lamplighter on request
Roughly hourly service (9 trips) on weekday with 2 -hour in middle of day; 5
trips on Saturday Make service more direct and travel out and back on Saratoga Avenue.
Create short and long trips

• Most trips travel to Midtown Plaza only
• One morning and afternoon long trips travel to Lamplighter
Coordinate some trips with Route 11/12 so that passengers boarding Route 5
can travel to Walmart and Aviation Mall without getting off bus at Ridge St
Terminal
Route 6
West Loop Neighborhood service to western Glens Falls

Major stops
• Glens Falls Hospital
• Hannaford
• Glens Falls Middle and High school
• Irongate Center
Hourly service (10 trips) on weekdays Create new cross
-town service:
• Continue to serve Glens Falls Hospital, Hannaford and schools
• Travel on Dixon Road to John Burke Apartments and Aviation Mall
• Eliminate portions of Glens Falls neighborhood serv ice
Maintain as hourly service
Route 7
West Glens Falls Service from Glens Falls to West Glens Falls

Route has big loop traveling out on Main/Corinth Road to Van Dusen and
back on Luzerne Street
Service every 90 minutes or two hours for 6 weekday trips;
3 trips on Saturdays Create short and long trips

• operate most trips as short trips, turning on Ohio Street
• operate 2 -3 trips per day as “long trips” that turn on Van Dusen Street
Coordinate some trips with Route 11/12 so that passengers boarding Route 7
c an travel to Walmart and Aviation Mall without getting off bus at Ridge Street
Route 11/12
Glen -Aviation Mall Service from Glens Falls along Upper Glen Street

Major stops: Aviation Mall, Walmart, John Burke Apartments and Shopping
plazas along Upper Glen Street
Half -hourly service throughout the day with 22 weekday trips Coordinate with new Route 6

• All trips travel to Walmart and Aviation Mall
• John Burke Apartments served by new Route 6
Changes will make it easier for Route 11/12 to keep schedule

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Page 6-10 • Nelson Nygaard Consulting Associates Inc.
Route Description of Existing Service Possible Changes to Service
Route 19
Rt. 9 County Center Service from Glens Falls to Gooney Golf on Route 9 outside of Lake
George Village

Major stops:
• Warren County Municipal Center
• Warren County Municipal Center Annex
• Lake George Factory Outlet Stores
Five trips per day between 9:15 am and 4:25 pm Warren County Municipal Center Annex is scheduled to close in 2008. When
Annex closes:

• Stop in at Warren County Municipal Center on outbound and inbound leg
• Extend service to Lake George Village (when trolleys are not running)
• Add two trips pe r day to streamline schedule

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Page 6-11 • Nelson Nygaard Consulting Associates Inc.
Analysis of Service Improvement Options
After the public reviewed the potential service improvements, Nelson Nygaard was charged to
create scenarios that included both increased and reduced funding levels. Our base case service
proposals, however, needed to be achievable within existing resources. This critical last step in
the design of recommended improvements meant not only incorporating input from the public
review process but also considering the service improvements from a detailed cost perspective
and determining if the proposals could be implemented within GGFT’s existing resources. As
part of our analysis, therefore, Nelson Nygaard prepared a series of draft service schedules to
examine the impact of individual proposals within GGFT’s existing service hours and capital
equipment.
This process served to narrow down the proposals to a handful of options, in particular, the
following service options were either eliminated or altered. A summary of the initial proposals and
final recommendations is shown in Figure 6- 4. The main changes from the original service
options under consideration include:
• The concept of creating short and long trips on Routes 5 and 7 was dropped not only in
respons e to the public reaction but also because constraints associated with the pulse
operating system make it difficult to redeploy vehicle service hours.
• The ‘back door’ route to John Burke Apartments was not carried forward. Upon closer
evaluation, the service would offer only limited value to riders and thus was determined
not to be the most effective use of system resources.
• Existing schedules make it challenging to consistently interline routes. In particular,
because service levels are not even, it is challenging to interline most services with Route
11/12.
A full analysis of the final recommendations is documented in Chapter 7.
Figure 6-4 Initial and Final Proposals for Service Improvements
Initial Proposal Final Recommendation
Route 2
Bay -College Add mid
-day trip to provide hourly service all day
Re -route to link with Glens Falls Hospital
• Create direct link between doctor offices,
senior housing and hospital Add mid
-day trip
Eliminate proposal for direct link to Glens Falls
Hospital – required routing would be too time
consuming
Route 3
East Loop When new Walmart opens:

• Re-route along Dix Avenue to Main Street
• Connect into Village of Hudson Falls
• Eliminate portions of Glens Falls
neighborhood ser vice
• Coordinate with Route 4
Maintain as hourly service Same as proposed

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Page 6-12 • Nelson Nygaard Consulting Associates Inc.
Initial Proposal Final Recommendation
Route 4
Hudson Falls -Fort
Edward When Walmart opens, coordinate Routes 4 and 3
so that
• Re-aligned Route 3 serves Dix Avenue to
Hudson Falls
• Route 4 travels along Boulevard Avenue to
Hudson Falls and Fort Edward
Coordinate Routes 3 and 4 so Hudson Falls has
half- hour service Create new Route 4:

• Half -hourly departures from Ridge Street
Terminal
• All service travels to Fort Edward and
Hudson Fall s
• Provide hourly service on each alignment
(Boulevard and Dix)
Route 5
Moreau- South Glens
Falls Make service more direct and travel out and back
on Saratoga Avenue. Create short and long trips
• Most trips travel to Midtown Plaza only
• One morning and afternoon long trips travel
to Lamplighter
Coordinate some trips with Route 11/12 so that
passengers boarding Route 5 can travel to
Walmart and Aviation Mall without getting off bus
at Ridge St Terminal All trips operate full length of existing route.

Se lect trips will be scheduled to Lamplighter.
Coordinate last Route 5 trip to meet NX
commuter service.
Route 6
West Loop Create new cross
-town service:
• Continue to serve Glens Falls Hospital,
Hannafords and schools
• Travel on Dixon Road to John Burke
Apa rtments and Aviation Mall
• Eliminate portions of Glens Falls
neighborhood service
Maintain as hourly service Proposal for new cross
-town service is
dropped.

Additional analysis suggests low ridership.
Resources needed to support other higher need
options.
Route 7
West Glens Falls Create short and long trips

• operate most trips as short trips, turning on
Ohio Street
• operate 2 -3 trips per day as “long trips” that
turn on Van Dusen Street
Coordinate some trips with Route 11/12 so that
passengers boarding Route 7 can travel to
Walmart and Aviation Mall without getting off bus
at Ridge Street All trips operate full length of existing route.

Operate in reverse direction.
Use Route 7 to continue service to some of
Route 6’s most important destinations,
including
the Glens Falls Hospital and the Broad Street
Hannafords.
Route 11/12
Glen -Aviation Mall Coordinate with new Route 6

• All trips travel to Walmart and Aviation Mall
• John Burke Apartments served by new
Route 6
Changes will make it easier for Route 11/12 to
keep schedule No changes proposed to Route 11/12.

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Page 6-13 • Nelson Nygaard Consulting Associates Inc.
Initial Proposal Final Recommendation
Route 19
Rt. 9 County Center Warren County Municipal Center Annex is
scheduled to close in 200
9. When Annex closes:
• Stop in at Warren County Municipal Center
on outbound and inbound leg
• Ext end service to Lake George Village
(when trolleys are not running)
• Add two trips per day to streamline schedule
Service to Lake George Village is
recommended as is service into Warren County
Municipal Center on inbound and outbound trip.

Route 19 continues to operate on Bay Road
south of Quaker Road.
Additional service limited to a one or two trips.

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Page 7-1 • Nelson Nygaard Consulting Associates Inc.
Chapter 7. Recommendations and
Implementation
Overview
As discussed, the objective of the TDP was to develop a five- year plan for service and system
improvements. Specifically, the goals of the project were to:
• Improve the viability and utility of public transit as a mode of transportation choice in the
greater Glens Falls area.
• Review current transit service structure and recommend updates to reflect current
demand and development patterns.
• Develop recommendations to optimize the productivity of available transit r esources in the
near, intermediate, and long term time horizons and under different l evels of funding
availability.
The following section documents Nelson Nygaard’s proposed recommendation and a phased
implementation plan.
Recommended System Objectives
In addition to identifying specific project recommendations, Nelson Nygaard, working in
conjunction with GGFT and A/GFTC staff, identified a series of system objectives, or service
standards to support future development of transit services. These system objectives are
guidelines that can shape implementation of projects recommended as part of this TDP as well as
future opportunities. The guidelines include standards that may be achieved over time; however,
at all times before adding service, GGFT should review ridership and allocate additional service
based on demand and ridership patterns.
Recommendations are based on strengthening the organization of GGFT services into trunk and
feeder routes and where possible simplifying service. Trunk routes will serve primary corridors in
the Glens Falls service area and provide access to the region’s largest destinations. These
routes will have higher service levels (higher frequencies and longer spans of service) and carry
the most riders. Feeder routes, in turn, will serve primarily residential areas and provide access
to the trunk routes. They will have lower service levels and carry fewer riders as compared with
trunk routes.
• Trunk routes should be designed to transport passengers along the service area’s most
developed corridors and to/from the region’s most important destinations.
− Trunk routes will have a higher level of service and longer span of service and be
located along the systems strongest transit corridors.
− Weekday service levels for trunk routes should be, at a minimum, 30 minute peak/60
minute off -peak (during the mid- day) service level. Ideally service levels will be 30
minutes throughout the day. Service levels should be consistent throughout the day
with even spacing of trips.
− Evening and Saturday service levels may be lower as compared to weekdays, but
should be based on a 30 minute peak/60 minute off -peak schedule, also adding

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Page 7-2 • Nelson Nygaard Consulting Associates Inc.
service to create a 30 minute schedule through the day. Schedules should be based
on easily understandable, evenly spaced trips.
− Route 11/12 is designed as a trunk route. Currently, it is the only trunk route in
GGFT’s system.
• Collector/distributor routes should be designed to transport people from primarily
residential areas and areas with a lower density of services, employment and activity
centers.
− Collector distributor routes will have a lower level and span of service as compared
with trunk routes.
− Fully implemented collector/distributor routes will provide a minimum level of service of
hourly service during the peak periods and 120 minute service during the off -peak. As
resources become available, frequencies may increase to hourly service throughout
the day.
− Saturday service levels on collector/distributor routes may be lower as compared to
weekdays, but should be based on consistent, evenly spaced service schedules.
− Examples of collector/distributor routes in the GGFT system are:
o Route 2 Bay College
o Route 5 South Glens Falls
o Route 7 West Glens Falls
o Route 19 Warren County Municipal Center/Factory Outlet Malls/Lake George
Village
• Vehicles should remain in revenue service as long as possible to increase geographic
coverage and minimize unproductive vehicle time.
An additional overall improvement for the GGFT system not directly related to service design is
improving the presentation and availability of the information about GGFT’s service. System
marketing and information systems for transit, like any other product used by members of the
public, is paramount to success. GGFT should ensure its information systems are up -to -date,
easy to read and accessible to riders and non -riders. As possible, increase community
awareness of GGFT services by signing routes (not stops), creating colorful, easy- to-read system
maps and schedules, establish a distinctive and attractive “brand” to define service image, and
potentially capitalizing on the system’s environmental attributes. This may also involve making
the GGFT vehicles external appearance more appealing and friendly and coordinating the color
schemes with any branding efforts.
Recommended Improvements and Implementation
Recommendations to improve the service follow the above described guidelines. We also
recommend implementing the recommendations in two phases. In the first phase, we suggest a
series of projects that have lower costs and are less disruptive for riders, but at the same time will
begin to strengthen and improve services. The second phase of improvements will take more
time to implement, may require discussions with stakeholders, public education and will definitely
require updating information systems prior to moving forward. Accordingly, we have organized
the recommendations into those that can be implemented as quickly as in the next few months
and those that will require a longer lead time.

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Page 7-3 • Nelson Nygaard Consulting Associates Inc.
Immediate Term
There are a several recommendations that GGFT can implement fairly quickly and without
significant disruption to the existing service schedule. These recommendations are summarized
in Figure 7-1 and are described below:
• Add mid -day service on Route 2 and create a consistent, evenly spaced service
schedule. This route currently provides seven trips per weekday, with roughly hourly
service during the morning peak and late afternoon, but service only once every two hours
in the middle of the day. Route 2 also has two evening trips. By increasing frequency
along the corridor so that the service is more consistent, bus service will be easier to
understand and use. A sample schedule is shown in Figure 7 -2. The Bay Road corridor
is significant because of the employment opportunities associated with assisted living
facilities, and doctor’s offices/medical clinics. Improved service on Route 2 would also
increase access to the Adirondack Community College (ACC), one of the region’s
important job t raining facilities.
Figure 7-1 Sample Weekday Schedule for Route 2
Current Schedule
Time Between Trips
(in minutes) Proposed Schedule
Time Between Trips
(in minutes)
7:30 am 7:30 am
8:30 am 60 8:30 am 60
9:30 am 60 9:30 am 60
11:00 am 90 11:00 am 90
1:30 pm 150 12:30 pm 90
3:30 pm 120 2:00 pm 90
4:40 pm 70 3:30 pm 90
4:40 pm 70
Source: NelsonNygaard Consulting Associates
• Expanded service on GGFT Route 19 with both increased frequency and expanded
geographic coverage. Route 19 currently provides limited service between Glens Falls
and Gooney Golf, a turn- around point about 1 mile south of Lake George Village. The
route also serves the Lake George Factory Outlet stores located near the intersection of
Routes 9 and 149. There are currently six trips per day inclusive of evening service.
Service is offered between 9:15 am and 4:25 pm, plus a single evening trip at 6:15 pm,
making the span of service supportive for some but not all retail workers. Furthermore, by
stopping the service just short of Lake George, the only way to access off -season
employment in Lake George Village is by walking one mile from Gooney Golf. The TDP
recommends extending the existing route to Lake George Village when trolley service is
not operating and adding two additional trips, one in the early morning and a second in the
late afternoon. The expanded service will increase regional connections, expand
employment opportunities and maintain year -round service between Glens Falls and Lake
George.
• Maintain existing evening services on Routes 11/12, 4/5 and 2. GGFT currently offers
just over four hours of evening service to support employment opportunities for people
working outside of the traditional business hours. Evening service was initiated in Fall

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Page 7-4 • Nelson Nygaard Consulting Associates Inc.
2008 and is scheduled to operate between 6:15 pm and 10:25 Monday through Saturday.
While productivity on the services is lower as compared with weekday or Saturday
daytime services (estimated at 4.4 riders per trip), the service is new and awareness is
still under development. In addition, the expanded temporal coverage meets needs for
after hour connections from employment areas to residential neighborhoods. In this
capacity the evening routes are “lifeline” services.
Evening services on Route 11/12 are not needed when seasonal trolleys offer evening
services; however, evening service for Route 4/5 should be maintained. Evening service
on Route 2 may be reduced when ACC is not in session, but ideally, at least one evening
service would be maintained to support existing commuters relying on the service in the
corridor.
• Adjust schedule to put deadhead vehicles in service. Currently, GGFT buses leave
the bus garage on Queensbury Avenue and travel as deadhead service to the Ridge
Street Terminal in downtown Glens Falls. They change their head signs at Ridge Street
and begin revenue service with their first scheduled trip. GGFT may put vehicles into
revenue service at the intersection of Queensbury Avenue and Dix Avenue and allow
passengers to ride the bus along Dix Avenue to Ridge Street en route to the Ridge Street
Terminal. Out of service vehicles leaving the Ridge Street Terminal may carry
passengers in the reverse direction, from RST to the intersection of Dix and Queensbury.
This service will be difficult to explain to passengers, but will allow GGFT to add additional
trips during the morning, mid- day and late afternoon at no additional cost to the agency.
In fact, it will result in a gain of resources based on the New York State Operating
Assistance (STOA) program which funds agencies based on miles traveled. In the short
term, putting buses in revenue service on Ridge Street will overlap somewhat with the
existing Route 3. Starting the service now, however, will help passengers get accustomed
to proposed changes (elimination of Route 3) and build support and trust for up- coming
changes.

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Page 7-5 • Nelson Nygaard Consulting Associates Inc.
Figure 7-2 Immediate- Term Implementation Recommendations
Assumptions:
Adding one trip to Route 2 assumes marginal service increases amount to .5 VRH per day and an hourly operating cost of $62.89. Estimate is based on service operating 5 days
per week, 52 weeks per year. Estimate is rounded.
Extending existing service to Lake George assumes an additional .17 VRH per trip or 1.02 VHR per day (including night service). Assumes service operates 5 days per week for 36
weeks per year (excludes trolley seasons). Estimate is rounded.
Adding two trips to Route 19 with service to Lake George assumes marginal service increase amounts to 2.3 VRH per day and an hourly operating cost of $62.89. Both estimates
are based on service operating 5 days per week, 36 weeks per year. Estimate is rounded.
Maintaining evening service on Routes 4/5 and Route 2 assumes 1.5 VRH of service operating 6 days per week. With hourly costs of $62.89, weekly costs are estimated at about
$750. Seasonal trolleys operate 16 weeks per year. The seasonal reduced evening service will cost an estimated $9,100 per year (rounded) .

Proposed Changes Justification Estimated Annual Cost*
Route 2
Bay -College Add mid
-day trip
Ridership is strong mid
-day, with more than 7 riders per trip.
Mid -day trip will create consistent service throughout day, making route easier to
understand and use.
Anticipated ridership is between 7- 10 riders per trip. $8,200 per trip

Route 19
Rt. 9 County
Center Warren County Municipal Center
Annex is scheduled to close in 2009.
When Annex closes:

• Stop in at Warren County
Municipal Center on outbound
and inbound leg
• Extend service to Lake George
Village (when trolleys are not
running)
• Add two trips per day to
streamline schedule Ridership is strong, with most trips carrying 8+ passengers.

Additional trips will create more consistent schedule that is easier to understand and use.
Additional trips support employment at both Lake George and factory outlet stores.
Although employment at Lake George and the factory outlet stores is largely seasonal,
opportunities do exist in off -season. Survey data showed strong interest in ye ar-round
service to these destinations for work and other purposes.
In off-season, some Lake George hotels are used to meet ad hoc housing needs. $11,600 to operate five trips
to Lake George

$26,000 to add two trips
Evening
Service on
Route 4/5 and
Route 2 When trolley services are operating,
evening service on Route 11/12 may
be stopped, but service on Routes 2
and 4/5 should be maintained.
Evening service is new, but riders rely on service to travel to/from work.

Evening service will provide connections to/from trolley services in evening, strengthening
access to seasonal employment.
Regular schedule will help build and maintain ridership. Estimated cost $9,100 for 16
weeks of services

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Page 7-6 • Nelson Nygaard Consulting Associates Inc.
Longer-Term
Implementation of the longer term recommendations, which are mapped in Figures 7 -3 and 7- 4,
and summarized in Figure 7- 5, may begin as soon as the immediate term proposals are
underway. These recommendations are described in the following section. By implementing
these longer -term recommendations GGFT will work towards achieving the system objectives
outlined at the beginning of this chapter. This will help GGFT move towards a system that is
more direct and responsive to passenger needs, easier to understand, and more straight -forward
to use. Nelson Nygaard also expects that the combined changes will increase ridership overall.
A draft schedule demonstrating how these recommended changes may be implemented is
included as Appendix C as one potential example of how the changes may work. It also
demonstrates that the recommendations are feasible. Appendix C also documents the changes
in vehicle service hours associated with recommendations. Both analyses include both weekday,
Saturday and evening service.
Most of the recommendations must be implemented concurrently as some routes will need to be
eliminated in order to redeploy resources to more productive parts of the system. This will require
stakeholder and public outreach efforts as the proposals will change the existing route network.
• Eliminate Route 3 East Loop. Productivity on Route 3 is low, with an average of four
riders per trip on weekdays and 3 per trip on Saturdays, making the route about half as
productive as the system average. In addition, portions of the route overlap with Route 4
along Maple and Warren Streets. As a result, the TDP recommends eliminating Route 3.
The portions of Route 3 which overlap with Route 4 will continue to be available when
Route 3 is eliminated. In addition, other route segments along Dix Avenue and Ridge
Street can be served by deadheading vehicles. We recommend eliminating this route and
redeploying the 1,339 VRH (1,300 weekday, 39 Saturday) to other parts of the GGFT
network.
We recommend eliminating Route 3 during the spring months when the weather is better
and there is more daylight. We make this suggestion because while nearly all passengers
will continue to have access to service, some will have to walk longer distances to get to
thei r service. It will be more manageable for passengers to get used to service changes
and find optimal walking routes during good weather and when there is more daylight.
• Eliminate Route 6 West Loop. With the exception of two trips (7:40 am and 3:00 pm ),
productivity on Route 6 is low, carrying fewer than four riders per trip on weekdays and 3
per trip on Saturdays. Similarly with Route 3, portions of the route overlap with Route 5
overlap with another route, which in this case is Route 7 along Broad Street. In addition,
Route 6’s routing along Crandall Street is two blocks from Glen Street; therefore a higher
frequency service is within walking distance. We recommend retaining the 7:40 am and
3:00 pm trips but eliminating all other portions of Route 6, including Saturday service.
This will save the system an estimated 1209 VRH annually.
Similar with Route 3, we also recommend eliminating Route 6 during the spring months.
This recommendation is for the same reason; service changes are easier to get used to
when they are walking or waiting in daylight and good weather.
• Increase service on Route 4 Hudson Falls to strengthen trunk corridor. Route 4 is
one of the most productive routes in GGFT’s network, carrying more than 20 passengers
per trip on weekdays and 14 passengers per trip on Saturdays. Recommendations
include increasing the service to 30 minute peak period frequencies and hourly service
during the middle of the day on weekdays and hourly service throughout the day on

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Page 7-7 • Nelson Nygaard Consulting Associates Inc.
Saturdays (see Figure 7-6). Route 4 currently alternates service between Boulevard and
Dix Avenue before joining Main Street in Hudson Falls. We recommend retaining both of
these alignments and alternating service to create hourly service on each alignment. The
TDP also recomm ends vehicles start revenue service at the intersection of Dix and
Feeder when they are traveling to the Amtrak Station in Fort Edward and ending the last
revenue service trip at Walmart, rather than the Ridge Street Terminal. Implementing this
recommendation will require an additional 2301 VRH.
Figure 7-3 Sample Weekday Schedule for Route 4: Hudson Falls/Fort Edward
Scheduled Departures
Times from RST
Time Between Trips
(in Minutes)
Proposed Departure
Times from RST
Time Between Trips
(in Minutes)
6:30 am* 6:30 am** 30
7:30 am 60 7:00 am** 30
8:30 am 60 7:30 am 30
10:00 am 90 8:00 am 30
11:00 am 60 8:30 am 30
12:00 9m 60 9:00 am 30
1:00 pm 60 9:30 am 30
2:00 pm 60 10:00 am 30
3:00 pm 60 10:30 am 30
4:00 pm 60 11:00 am 30
5:10 pm 70 12:00 pm 60
6:10 pm 30 1:00 pm 60
1:30 pm 30
2:00 pm 30
2:30 pm 30
3:00 pm 30
3:30 pm 30
4:00 pm 30
4:30 pm 30
5:00 pm 60
6:00 pm 60
Source: NelsonNygaard Consulting Associates
* Departs from Amtrak Station in Fort Edward; ** Goes into revenue service at Dix/Feeder, time shown is for departure
from Amtrak Station in Fort Edward.
• Streamline schedule on Routes 5 South Glens Falls and schedule three trips per
day to Lamplighter Acres. Route 5 currently provides nine trips on weekdays, with
roughly hourly service during the morning peak and an ad hoc schedule for the remainder
of the day. There are five trips per day on Saturday, spaced between 90 and 120 minutes

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Page 7-8 • Nelson Nygaard Consulting Associates Inc.
apart. Currently, there is no scheduled service to Lamplighter Acres but passengers may
asked to be picked up or dropped off at Lamplighter Acres on the 8:30 am and 10:30 am
trips. In addition, Route 5 does not serve the regional Northway Express (NX) commuter
service to Saratoga, Albany and Rensselaer, which departs from the West Marion Avenue
Park and Ride Lot in South Glens Falls at 6:50 AM and arrives back at the park and ride
at 5:40 PM.
At this time, we are not recommending an increase in service, but suggest minor
adjustments to the schedule (sample shown in Figure 7 -7) to accommodate scheduling
three trips to Lamplighter Acres and meeting the NX commuter service. Results from the
survey research suggest an interest in service to Lamplighter Acres and a
misunderstanding about the availability of service. Operating service to the manufactured
home park three times a day will increase awareness of service and attract riders.
Service to Saratoga and Albany were also requested in the survey data and public
comments. These changes will require adjustments to vehicle scheduling and driver
deployments and, consequently, increase vehicle revenue hours assigned to the route.
Actual increases are difficult to estimate and will be based on final scheduling and work
assignment s.
Figure 7-4 Sample Weekday Schedule for Route 5: South Glens Falls
Scheduled Departures Times
from RST
Time Between
Trips
(in Minutes)
Proposed Departure
Times from RST
Time B etween Trips
(in Minutes)
6:00 am 6:30 am*
7:00 am 60 7:00 am 30
L 8:00 am 60 8:00 am 60
L 8:30 am 30 9:00 am L* 60
10:00 am 90 11:00 am 120
11:30 am 120 1:00 pm L* 120
2:30 pm 180 3:00 pm 120
L 4:00 pm 90 4:00 pm L* 60
5:10 pm 70 5:30 pm* 90
Source: NelsonNygaard Consulting Associates
Note: L indicates route will travel to Lamplighter Acres on request. L* indicates route is schedule to travel to
Lamplighter Acres. * Scheduled to meet NX commuter service departing from West Marion Ave Park and Ride lot.
• Add three trips on Route 7 West Glens Falls, reverse service direction and
streamline schedule to even out trip spacing. Route 7 currently has six scheduled
weekday and three scheduled weekend trips. While ridership on the service is fairly low, it
has been increasing over the past several months, largely as a result of the Department of
Social Service’s increased use of hotel accommodations near I -87 Exit 18. Ridership on
Route 7 will also be supported as the route serves some key destinations formerly served
by Route 6, including Glens Falls Hospital and the Broad Street Hannafords. Our
recommendations to improve the service are three- fold:
− Add three trips to the existing service weekday schedule and one trip on Saturdays for
a total of nine weekday and four Saturday trips. This will create a comparable service

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Page 7-9 • Nelson Nygaard Consulting Associates Inc.
level as implemented on other collector/distributor routes and work to attract additional
riders.
− Reverse the direction of the service. Route 7 currently travels outbound on Main
Street to Corinth Road, turning at Van Dusen Road and heading back towards Glens
Falls on Luzerne Road. By reversing direction (heading outbound, turn on Richardson
Street to Luzerne Road to Van Dusen Road and Corinth Road), will help avoid traffic
delays at key time near Exit -18. In addition, many passengers board the bus from
hotels located on the southern side of Corinth Road. Reversing the direction means
passengers will not have to cross the street to board the bus traveling inbound.
− The addition of additional trips provides an opportunity to create a streamlined
schedule with consistent trip spacing throughout the day. A potential service schedule
is shown in Figure 7- 8.
Reversing the service direction and streamlining the schedule do not require additional VRH.
Ad ding three new trips on weekdays and one additional trip on Saturdays will require an addition
of 403 VRH.
Figure 7-5 Sample Weekday Schedule for Route 7: West Glens Falls
Scheduled Departures
Times from RST
Time Between
Trips
(in Minutes)
Proposed Departure
Times from RST
Time B etween Trips
(in Minutes)
6:30 am 6:30 am
9:00 am 150 7:30 am 60
10:30 am 90 8:30 am 60
12:00 pm 90 10:00 am 90
2:00 pm 120 11:30 am 90
4:00 pm 120 1:30 pm 120
3:00 pm 90
4:00 pm 60
5:00 pm 60
Source: NelsonNygaard Consulting Associates
Note: L indicates route will travel to Lamplighter Acres on request. L* indicates route is schedule to travel to
Lamplighter Acres
• Update system brochures and schedules . Implementing the proposed
recommendations requires that GGFT update its existing passenger information systems.
This , in turn, creates an opportunity to improve the current information systems, including
printed schedules, system maps, and web-based inf ormation. As a result, we recommend
that GGFT develop a full color system brochure that includes a system map and printed
information on the routing and schedule of individual routes. We recognizes that color
schedules are expensive to produce. To insure system maps and timetables are used
wisely by consumers, we suggest that GGFT provide free system maps and timetables for
a limited time after the schedule changes are implemented (potentially three to six
months). After this initial time period, the system maps may be sold for a nominal cost of
$0.50 or $1.00. Individual route schedules may be provided free of charge. The purpose
of selling the schedules is to avoid people requesting multiple copies. Several examples

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Page 7-10 • Nelson Nygaard Consulting Associates Inc.
of transit agency system maps and schedule timetables are included as a reference, in
Appendix C. Most of these schedules were designed cost effectively. The Portland Metro
(Maine) system map, for example, was developed for approximately $15,000, not
including printing.
• Create public outreach campaign. In addition to needing new passenger information
systems, i mplementing the proposed recommendations also requires that GGFT conduct
an outreach campaign to educate riders and non- riders about the service changes.
Similar to the system brochures and information systems, the route changes provide
GGFT with an opportunity to update the system image. GGFT may use this opportunity to
re -brand the service as a green, easy -to -use and user -friendly system. This effort may
include developing an appealing name for the system as a whole (e.g., “The Ride” “the
Bee Line”) or developing a new naming convention for individual routes. Marketing and
branding opportunities may also include developing a clearly identifiable color scheme for
GGFT that is incorporated into agency buses, logos and passenger information systems.

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Increase service level
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Add midday trip
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GIS Data Source: Adirondack Glens Falls Transportation Council
Figure 7-6 Recommended Improvements – Overall System
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Transit Routes
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Route Number
Lake George Trolley
Villages
Towns and Cities
County Boundaries
7
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GIS Data Source: Adirondack Glens Falls Transportation Council
Figure 7-7 Recommended Improvements – City of Glens Falls
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Lake George Trolley
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High School Sanford Street
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Route 6 will run atbell times only
Will serve futureWalmart site
Routes 3 & 4
Add midday trip
Increase service level & improve service schedule
Timed serviceto meet NX
commuter to Albany
Increase service level Routes 3 & 4
Serve Municipal Centeron inbound andoutbound tripsYear-round service
to Lake George Village
Three trips per day access
Lamplighter Acres
0 0.25 0.5 Miles
Transit Routes
GGFT Year-Round Routes
Route Number
Lake George Trolley
Villages
Towns and Cities
County Boundaries
7
Special Service

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 7-13 • Nelson Nygaard Consulting Associates Inc.
Figure 7-8 Longer Term Route by Route Recommendations
Proposed Changes Justification Estimated Cost/Savings
Route 3
East Loop Eliminate service

Deploy services to higher need/more productive services
Serve some eliminated destinations with re -aligned Route
4 and putting deadhead vehicles in service Low ridership on existing route

Eliminate competition between Routes 3 and 4 at key
locations
Annual savings: 1,339 VRH

(Weekday 1,300 VRH
Saturday 39 VRH)
Route 4
Hudson Falls – Fort
Edward
Establish Route 4 as trunk route with higher service level –
half-
hourly during peak service and hourly during mid- day
Saturday service level also increases
Current productivity on Route 4 is excellent

Comments from stakeholder, public and survey request
service
Serves population with high propensity to use transit and
increases service to regional facilities (Washington
County Municipal Center) Requires addition of 2,301
VRH annually

Route 5
Moreau- South Glens
Falls
Minor alignment changes to make service more direct

Implement scheduled service to Lamplighter
Adjust schedule to meet Northway Express commuter
service (6:50 am and 5:40 pm)
Interline with Route 11/12 to create Route 9 service
Increase service frequency and span as funding permits
Create evenly spaced consistent schedules on weekday
and Saturday services Current schedule has clustered service – more difficult to
use

Create consistent, easily understandable schedule
Increased service frequency helps attract riders
Survey/public requests for service to Lamplighter
Meeting Northway Express will support regional
connections and expand employment opportunities
Implementing proposed
schedule changes will likely
require small increas
es in
VHR
Route 6
West Loop Eliminate service

Deploy services to higher need/more productive services Low productivity on existing routes

Eliminate competition between Routes 6 and 7 at key
locations Annual savings: 1,209 VHR

(Weekdays 1,170 VRH from
and Saturdays 39 VRH)
Route 7
West Glens Falls Re
-align to continue service to key elements of Route 6,
retain school tripper services
Reverse direction so inbound travelers don’t have to cross
street
Increase service frequency and span as funding permit s
Create evenly spaced consistent schedules on weekday
and Saturday services Route 7 service area has strong potential

Reversing direction and adding trips will make service
more attractive and easier to use
Public outreach effort included interest for more service
Increased service consistent with HHS use of hotels along
route Requires addition of 403 VRH
annually

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 7-14 • Nelson Nygaard Consulting Associates Inc.
Proposed Changes Justification Estimated Cost/Savings
Route 11/12
Glen Street/Aviation
Mall/Walmart/John
Burke No major changes proposed

Interline with some collector routes (Route 5)
Potential to eliminate one mid -day trip to John Burke
Apartments Route performs well and has good productivity
Interline helps address schedule concerns and creates
one
-seat rides
Eliminate trip to John Burke to alleviate schedule pressure No change

Improve Information
Systems Improve route schedules to make them clearer, easier to
read and use (sample schedules included as Appendix D.

Create stand -alone web -site.
Develop to scale system map and post at Ridge Street
Terminal and other key stops. Existing schedules are functional but have a lot of detail
that confuses readers and makes them difficult to
understand.

Existing web- based information is buried in City of Glens
Falls web -site and is hard to find and use. Schedules
may be posted as PDF rather than excel files.
Existing schedule is not to scale and is not intuitive to
riders. Costs estimated at $5,000 to
$10,000. Does not include
on-
going costs to update
schedules and web -site
periodically.

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 7-15 • Nelson Nygaard Consulting Associates Inc.
Scenario Analysis
Part of the analysis tasked for the TDP was to analyze scenarios associated with an increase and
decrease in revenues. Our analysis is based on changes to GGFT’s existing service network, the
“base case” which, for purposes of this analysis, includes the eight year -round fixed- route
services. In this scenario, we assumed that none of the proposed recommendations have been
implemented. Under this case, if service cuts are required, the likely targets for service
reductions are:
• Eliminating weekday services with the lowest productivity (i.e., Routes 3 and 6).
• Closing Saturday service on all feeder routes and/or reducing service frequency on
Saturday trunk service.
• Terminating all evening services.
There are advantages and disadvantages associated with each of these proposals. Saturday
and evening services are less productive as compared with other parts of the system, however,
they provide essential lifeline service to the individuals who use them. Saturday and evening
services are also less resource intensive. As a result, to realize the necessary cost savings, all or
most services would need to be eliminated. Routes 3 and 6, on the other hand, also have
relatively lower productivity and many segments on these routes are close to other GGFT routes.
A s a result, many riders using Routes 3 and 6 will continue to have access to transit. These two
routes also operate all day and on Saturdays, thus the potential to realize significant savings is
greater.
In the event a service reduction is required, the TDP recommends eliminating all or partial service
provided by Routes 3 and 6. If the service cuts are less drastic, on the order of 5% of total
service hours, savings may be realized by eliminating Saturday services on Routes 3 and 6 and
reducing weekday service schedules. If the service cuts are more dramatic and require reducing
operating costs by 10%, weekday and Saturday service on Routes 3 and 6 will need to be
eliminated. These cuts will generate more savings than necessary. However, in order to retain
some service quality, we would recommend retaining the productive Route 6 weekday tripper
service and reinvesting some of the saved resources to expand service on Routes 4 and 7 (see
Figure 7- 9). Scheduling additional service on Routes 4 and 7 will help minimize the impact of
service reductions for some passengers in some neighborhoods.
Figure 7-9 Scenario Analysis Recommendations with Base Case Implemented
Scenario Change
Total
Service
Hours Service Change Highlights
Existing
Network –
80.5 Existing GGFT Route Network – 8 year- round fixed-routes
Scenario A -10% 73.5 Eliminate weekday and Saturday service on Routes 3 and 6 (save 16 VRH)
Reinvest some of the saved resources:
• Retain two scheduled tripper services on Route 6 (2 VRH)
• Increase service on Routes 4 and 7 to maintain service in key
neighborhoods and areas (add 4 VRH)
Net savings 8 VRH

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 7-16 • Nelson Nygaard Consulting Associates Inc.
Scenario Change
Total
Service
Hours Service Change Highlights
Scenario B -5% 76.5 Eliminate Saturday service on Routes 3 and 6 (save 3 VRH)
Eliminate mid -day trip on each Route 3 and 6 (save 1 VRH)
Estimated savings 4 VRH
Scenario C +10% 89.85 Add two trips on Route 19 to Lake George
Add two trips during off peak (mid -day) to Route 4 (consistent all day 30 min)
Add one Saturday trip on Routes 4 and 11/12 even out schedule
Source: NelsonNygaard Consulting Associates
As a second analysis, we proposed service cuts or service increases based on a base case that
assumed the recommendations laid out in the TDP are implemented ( our recommendations for
this scenario analysis are to follow the system objectives described in the beginning of this
chapter ). Under this scenario, as resources increase, GGFT should build the trunk and
collector/distributor network until all routes operate at the recommended standards on weekdays
and then on Saturday. Once the minimum standards are met, service frequency on
collector/distributor routes may be increased to hourly service throughout the day, again filling out
the schedule on weekdays first and then on Saturdays. Likewise, when services need to be
reduced, GGFT may cut service during the off -peak period, initially by extending the span of the
off -peak period.
For example, the proposed schedule for the new Route 4 has hourly service between 11:00 am
and 1:00 pm. If additional resources become available, trips may be added to create a half –
hourly service during this period. If GGFT is required to reduce service, the off -peak period (with
hourly instead of half -hourly service) may be extended to include the hours between 10:00 am
and 2:00 pm. This approach ensures consistency in the schedule and that there is a clearly
understandable operating approach. It will also be straight -forward to communicate with
stakeholders and members of the public. Scenario analysis recommendations assuming the base
case is implemented are shown in Figure 7 -10.
Figure 7-10 Scenario Analysis Recommendations with Base Case Implemented
Scenario Change
Total
Service
Hours Service Change Highlights
Base Case – 81.75 System of 6 routes
Scenario A -10% 73.75 Increase duration of hourly service during off -peak (mid- day) on Route 4
Implement off- peak (mid-day) hourly schedule (11 am to 1 pm) on Route
11/12
Eliminate single trip on Route 2, 5 and 7
Scenario B -5% 77.85 Increase duration of hourly service during off -peak (mid- day) on Route 4
Eliminate single trip on Route 7
Slight reduction of Saturday service during off -peak (mid- day) on Routes 4
and 11/12

Transit Development Plan • Final Plan
GREATER GLENS FALLS TRANSIT

Page 7-17 • Nelson Nygaard Consulting Associates Inc.
Scenario Change
Total
Service
Hours Service Change Highlights
Scenario C +10% 89.85 Add two trips on Route 19 to Lake George
Add two trips during off peak (mid -day) to Route 4 (consistent all day 30 min)
Add one Saturday trip on Routes 4 and 11/12 even out schedule
Source: NelsonNygaard Consulting Associates

APPENDIX A
RESULTS FROM THE ON-BOARD
P
ASSENGER SURVEY

47 Maple Street , Suite 103
B urlington, VT 05401
( 802) 658-3247 FAX: (802 ) 860 -0310

M E M O R A N D U M
To: Scott Scopczyk, Transportation Director, GGFT
Aaron Frankenfeld, Transportation Planning Director, A/GFTC
From: Bethany Whitaker, NelsonNygaard
Date: December 3, 2008
Subject: TDP Ridership Survey Results

Overview
As part of the TDP process , Nelson Nygaard (NN) carried out two surveys: a rider survey with
GGFT transit users and intercept interviews with non-riders. In total, we collected 334 surveys
and 53 intercept interviews. This data will be used to support several aspects of the TDP,
including detailed origin and destination analysis, route and system evaluations. The purpose of
this memo , however, is to provide an overview of the survey results. Copies of the surveys are
attached at the end of the memo.

Our initial evaluation of the survey results, suggests the following about exiting GGFT riders:
• Passengers are very appreciative of GGFT services. They ride the bus frequently and
are generally pleased with the service.
• Most passengers use the bus to travel between home and work, however, a
considerable number of passengers also use GGFT for other trip destinations, such as
shopping, recreation and other purposes.
• Passengers expressed a strong desire for more service. They are interested in more
trips on existing services as well as more evening and weekend service.
• Several passengers expressed an interest in service to regional destinations, including
Saratoga, Lake George Village (year round) and Warrensburg.
Preliminary data from non- riders suggests a lack of awareness and understanding of GGFT
service among non- riders. A key perception among non- riders is that GGFT is not convenient for
them. That said, 17% of those interviewed said they would consider riding the bus if gasoline
prices rose to $4.00 per gallon.
Survey Administration
Transit Riders
The purpose for surveying GGFT transit riders was to understand existing travel patterns and
gain insight into traveler attitudes, preferences and priorities. The survey was administered over

Page 2 • Nelson Nygaard Consulting Associates Inc.
a two day period, Wednesday, November 12 and Thursday, November 13, and staggered over
these days to ensure all service hours were surveyed. S urveyors were in the field from 12:30 pm
to 10:45 pm on Wednesday and from 5:45 am until 1:00 pm on Thursday.

A key goal of the survey administration was to collect as large a sample as possible. Therefore,
surveyor s were assigned to ride the busiest routes in the GGFT system , ask passengers to fill out
the survey and collect it from them. On routes with lower ridership, bus drivers distributed and
collected pre -coded surveys. Passengers who filled out the survey also received a bus token for
a future trip on GGFT; this was greatly appr eciated and significantly increased the survey
response rate . Overall, the refusal rate was very low, and a high percentage of riders traveling on
GGFT on Wednesday and Thursday completed surveys. In total 334 surveys were completed.
Non-Riders
NN also c onducted a survey with non- riders, specifically targeting South Glens Falls and West
Glens Falls; two areas where transit ridership is lower than would be expected. Our original plan
was to interview people outside of the Stewart’s shop at the corner of Corinth and Big Bay Roads
in West Glens Falls and Hannafords on Saratoga Avenue and William Street in South Glens
Falls . Hannafords, however, has a no solicitation policy ; thus , surveyors were not allowed on the
premises. NN did conduct interviews outside of Stewart’s on Wednesday afternoon and
Thursday morning and collected a total of 53 competed interviews. While this is not considered
an adequate sample size, this memo provides an overview of the results. NN will make additional
efforts to interview m embers of the general public later in the study.
Results – Existing GGFT Transit Riders
As discussed the goal of the transit rider survey was to understand how passenger use GGFT
service and gain insights into their attitudes and priorities for new service. As mentioned, this
data will support a detailed analysis of individual routes and the overall system, however, this
memo is intended to provide an overview of the results. Survey results are presented in two
parts ; the first section presents information about the passenger’s trip and the second section
presents results on attitudes and priorities for new service.
Part I: Travel characteristics
Trip Origin and Destinations
• Most riders use GGFT to
travel between work and
home.
Ride r Trip Origins a nd De stina tions
0%
10% 20% 30% 40% 50% 60% 70%
Ho meWo rk
Recreation/Social
Scho olOtherShopp ing
Medic al/D ental
Coming f romGoing to

Access and Egress Modes
• Most riders walked to and
from their bus stop.
• The average walking time at
the beginning of the trip was
6.9 minutes and 7.1 minutes
at the end of the trip.

Ride r Acce ss a nd Egre ss Mode s
0%
10% 20%
30%
40% 50% 60%
70%
80%
90%Trans f erred Walked
BikedDrov e to bus
s top Was dropped
of f Other

Type of Fare Paid
•
Just under 40% of the riders
paid a cash fare for their trip.
• A bout 20% used a monthly
pass and 18% used a bus
token.
Type of Fa re Pa id
$1.00 c as h f are,
39.8%
$0.50 dis c ount c as h, 13.0%Bus token, 18.1%
Monthly pas s , 21.1%
Other, 8.1%

Frequency of Riding GGFT
• Most riders are frequent users
of the system .
• 51% ride the bus 5 days per
week.
• 36% use the system between
2 and 4 days per week.
Fre que ncy of Riding GGFT
5 day s per w eek, 50.9%
Les s than 1
day /month, 1.8%
2 to 4 day s per w eek, 35.5%
1 to 4 day s per month, 9.4%
First time, 2.4%

Rider Travel Options without GGFT
• Riders depend on GGFT.
• If transit service was not
available:
o 28% of the riders would
take a taxi ;
o 27% would walk ; and,
o 20% would get a ride from
someone else.

Mode of Tra ve l if GGFT w a s not Ava ila ble
0.0% 5.0%
10.0%
15.0%
20.0% 25.0% 30.0%Dr iv e
alone Someone
w ould
driv e me Carpool
Ta x iOtherHitc hhike Walk BikeWould
not make this tr ip

Age of Survey Respondents
• Surveyed transit riders are
fairly equally distributed
across a
ge categories, with
fewer riders aged 20 or less.
• The median age of Warren
county area residents is 39.0
(US Census) suggesting the
age of bus riders is generally
consistent with the general
population.

Age Ca te gory of Re sponde nts
0.0% 5.0%
10.0% 15.0% 20.0%
25.0%under 20
21-25 26-34 35-44 45-55 55 plus

Part II: Traveler Attitudes and Preferences
Passengers were asked to rank GGFT service on ten service characteristics. In general, riders
gave GGFT high marks; all categories of service received considerably more “excellent” ratings
than “poor” ratings.
The service characteristics with the highest rankings were 1) safety; 2) affordable fares; 3)
condition of buses; and 4) service is easy to understanding. GGFT characteristics with the lowest
ratings were 1) days and hours of operation; and 2) buses run on time.

Page 5 • Nelson Nygaard Consulting Associates Inc.
GGFT Pa sse nge r Surve y Re sults: Pa sse nge r Attitude s
050 100 150 200250
Affordable fare
Servic e frequenc y
Day s /hours of operation Loc ations s erved
Trans fer c onvenienc e Bus es run on time
Convenienc e of routing
Servic e eas y to unders tand Condition of busPers onal s afety
Poor
Ac c eptable
Ex c ellent

When asked to rank the relative priority for potential service changes, passenger rankings placed
the highest priority on running additional trips and a general interest in extending the service.
Improving schedule reliability was ranked as a high priority, but only marginally more so than
lowering fares . Getting more information from drivers received the fewest number of high priority
rankings.
GGFT Passengers Relative Priority for Potential Service Improvements
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Lower fares & pas s
pric es
Run additional trips Improve s c hedule
reliability
More information from
driver
Ex tend bus to
Low
Moderate
High

Passengers were also asked to select two of the potential changes as their highest priorities. In
this case, passengers were most likely to select “run additional trips”; this potential change
received the highest number of first and second priority rankings . “Lower fares and pass prices”
received the second highest number of first priority rankings.

Page 6 • Nelson Nygaard Consulting Associates Inc.
Pas s enger Rank ings of Two Highes t Priorities
0% 5% 10% 15% 20% 25% 30% 35% 40%
Lower fares & pas s pric esRun additional tripsImprove s c hedule
reliability
More information from
driver
Ex tend bus to
Firs t Priorit y
Sec ond Priority

The survey also provided passengers with three opportunities to write in new destinations or
types of service improvements. For purposes of this analysis, t he answers provided in all three
questions were tallied together. While a wide range of suggestions were provided, the top
recommendat ions included:
• Provide service to Saratoga (42 votes)
• Extend evening service (37 votes)
• Provide service to Lake George Village year round (31 votes)
• Expand w eekend service – includes increased Saturday service and Sunday service (20
votes)
• Offer service to Warrensburg (9 votes)
• Other ideas included extending West Glens Fall service; service on Manor Drive; more
service to outlets and service to West Mountain Road.
Results – Non -Riders
As discussed, NN also conducted an intercept interview survey with non- riders to get a sense of
their knowledge and awareness of existing service and to understand their reluctance to use
GGFT service s. Challenges in the administration of the survey resulted in a lower than
anticipated response level, therefore, NN will follow-up with non- riders and conduct another
survey later in the study. The following provides a brief overview of non- rider attitudes collected
to date:
• While 60% of survey respondents knew that there was public transportation available,
40% did not. This suggests a sizable portion of the non-riding public has low
awareness of GGFT services.
• Among the people who knew of the service, 69% identified the provider as GGFT.

Page 7 • Nelson Nygaard Consulting Associates Inc.
• 44% of the respondents had ridden GGFT at least once in the past. Among those with
exper ience on GGFT, 44% had ridden the bus at least 3 times and 30% more than 3
times.
• The primary reasons given for not taking the bus were 1) bus takes too long (26%); 2)
other – typically that they had a vehicle available (16%); 3) I don’t know where to cat ch
the bus (14%) and 4) I don’t feel safe on the bus (12%).
• When given a list of potential improvements, respondents reported they would be
more likely to take the bus if :
o The bus stopped closer to my home or work (31%)
o Gasoline prices rise to $4.00 a gallon; (17%)
o N othing – they’ll never take the bus (15%) ; and
o The bus started earlier and finished later (10%) .
• The majority of individuals interviewed reported living in Kingsbury (61%), outside
Washington and Warren County (14%) and in South Glens Falls (10%).
• The vast majority (96%) were licensed drivers.

APPENDIX B
RESULTS FROM NON-RIDER SURVEY AND
PUBLIC OUTREACH EFFORTS

47 Maple Street , Suite 103
B urlington, VT 05401
( 802) 658-3247 FAX: (802 ) 860 -0310

M E M O R A N D U M
To: Scott Scopczyk, Transportation Director, GGFT
Aaron Frankenfeld, Transportation Planning Director, A/GFTC
Sarah Gebbie-Measeck
From: Bethany Whitaker, NelsonNygaard
Date: March 26, 2009
Subject: Public Outreach and Mail back Survey Results

Overview
This memo reports on the results of two public outreach efforts conducted as part of the Greater
Glens Falls Transit (GGFT) Transit Development Plan (TDP): 1) a mail survey distributed to
residents of South Glens Falls and West Glens Falls; 2) a public meeting held on Monday, March
9 at the Crandall Public Library in downtown Glens Falls. Results from each effort are described
in subsequent sections with m ajor implications for the TDP are summarized as follows:

• Survey results and comments at the public meeting efforts reinforce early findings that
show passenger s are very appreciation of GGFT services.
• Proposed service changes that suggest operating on Saratoga Street only through
South Glens Falls should be revisited. A small group of residents from SGF village
expressed the importance of keeping service on Main and Saratoga Street.
• Scheduled service to Lamplighter Acres should be r e-visited. Several respondents
said they would like to see scheduled service to Lamplighter Acres, including a
designed stop.
• Hudson Falls residents are excited about the addition of an additional route. However,
no residents of Fort Edward participated in the outreach.
• There is a need for more information and awareness about the bus service. Nearly
60% of the survey respondents reported living within a 5 minute walk of bus service.
Despite generally favorably impressions of the GGFT, only a handful of survey
respondents were regular riders.
• Consistent with transit riders everywhere, people asked for extended service hours
and more geographic coverage. This includes additional evening service and
weekend service.

Page 2 • Nelson Nygaard Consulting Associates Inc.
Mail Survey with West Glens Falls and South Glens Falls Residents
A/GFTC mailed a survey to residents of South Glens Falls and West Glens Falls in an attempt to
reach GGFT riders and non-riders. The objective of this survey was to understand residents’
experience with GGFT service and evaluate how service could be improved to attract more
riders. By design, the survey was short and open- ended; the study team wanted to encourage
responses, present no bias in the questioning and allow for any reasons might give regarding
their experience using transit. The survey also produced 26 names for the GGFT mailing list. A
copy of the survey is attached as Appendix A.

In total, 86 people responded to the survey. The distribution of responses by residents was
Queensbury (51%); South Glens Falls (22%); Moreau (26%) and other (1%). The majority (73%)
of the respondents reported having access to an automobile.

A series of questions asked people about their awareness of bus service near their homes:

• 69% (59 people) said they had bus service near their home;
• 60% (52 people) reported being able to walk to a bus route in 5 minutes or less.
• 16% (14 individuals) were not sure if they lived near a bus stop or not.
• Nearly half (48%) said they had ridden on GGFT in the past .

The survey also had a question which asked people which statement best describes their most
recent experience on GGFT. A sub- set of the total respondents (39 individuals) responded to the
question. The people who responded to the question reported the following:

• Most (74%) said “The last time I used GGFT was great. I would like to ride the bus more
often” as the statement that best described their most recent experience.
• 21% agreed with “The last time I used GGFT, I got where I needed to go. I prefer not to
use GGFT.”
• 5% agreed with the statement that read, “I don’t like using GGFT buses.”

The survey also included an open- ended question asking people for specific changes that would
encourage them to ride the bus. Respondents said the following would encourage them to use
GGFT:

• Increase d service hours (8)
• Regularly scheduled service to Lamplighter Acres (7)
• More information about the service (5)
• Saturday and weekend service (3)
• More covered waiting areas and bus shelters (2)
• Expanded geographic coverage (2)

The survey also had an open ended question about public transportation in Glens Falls. Most
responses were very favorabl e. A sample of the responses is included below.

“I have used the bus for past 15 years. Our only transportation. Works out good for us.”

“I have been around for many, many years and it has always been great. Keep up the good
work.”

“Used the bus once about 20 years ago when my car wouldn’t start. Was good alternative
transportation to work (Queensbury to downtown Glens Falls)”.

Page 3 • Nelson Nygaard Consulting Associates Inc.
“May have to ride the bus later on in years.”

“Keep up the good work.”

Public Meeting

Staff from GGFT, A/GFTC and Nelson Nygaard held a public meeting at the Crandall Public
Library in downtown Glens Falls. Announcements for the meeting were placed in all GGFT
vehicles, at major transit stops and in public places and community centers. The meeting was
structured as a workshop format and attendees were encouraged to drop by to the meeting as
their schedule permitted. Visual aids included maps showing existing GGFT service and the
possible service changes. When members of the public came to the meeting, staff explained the
potential changes, asked for their feedback and gave them an opportunity to draw new routes,
ask questions and make comments. Individuals who had specific comments were encouraged to
write them down. In addition, the Washington County Department of Social Services also
submitted written comments. The open house was staffed from 2:00 pm until 6:00 pm. In total,
approximately 20 people stopped by during the four -hour period. Summarized comments
received as part of this meeting included (in no particular order):
• Most people were amenable to the possible service changes. Exceptions to this included:
o Need for service on both Main and Saratoga Streets in South Glens Falls Village
o Need to keep Route 3 operating through neighborhoods, especially to Hartford and
Sagamore Streets.
• A dd a bus run extending from Burgoyne Avenue to Dix Avenue to Quaker Road.
• Trolley service should start earlier in the season.
• Operate service to Aviation Mall later in the evening.
• A bus to go all the way up Route 4 to Route 149 in Fort Ann and then to Lake George.
• As a rural county, it would be helpful to reach some of the out -lying areas.
• Add evening runs to the Hudson Falls/Fort Edward routes as well as the Bay Street area.
• Add evening hours to some of the primary runs to accommodate peop le who work later or
who have non- traditional shifts.
• S ome clients have difficulty reading/translating the bus schedules.
• Add mid- day service on South Glens Falls run.
• Add a stop at Aldi
• Make Stichman Tower request only stop
• Add service to Saratoga Springs
• Sunday service to Wal- Mart during the non-trolley season

Page 4 • Nelson Nygaard Consulting Associates Inc.
• Increase service to Hudson Falls – hourly service is not enough
• Increase frequency on Bay Road – college students want and need it
• Advertise
• Add Sunday service (2)
• More evening service
In addition to meeting with members of the public at the library , NelsonNygaard staff also brought
the maps to the Ridge Street terminal and discussed potential service changes with rider s as they
waited for the bus. Staff was available at this location for about an hour between 12:00 pm and
1:00 pm. Results from this outreach effort mirrored those received at the Crandall Library:
• Most people were interested and open to the potential service changes. No major
negative comments were received.
• Hudson Falls residents were excited about increased service, especially people who need
to travel on Boulevard or Dix as service to these locations is only available once every two
hours.
• Increase Sunday and evening service
• Add more service to Exit 18.

APPENDIX C
SAMPLE OPERATIONS SCHEDULES FOR
PROPOSED RECOMMENDATIONS

Weekday
Weekday Block SummaryBLK PO
INOUT
PI RVH DH TVH
101 5:45 AM 6:00 AM 12:57 PM 1:12 PM 6:57:00 0:30:00 7:27:00
102 6:15 AM 6:30 AM 5:58 PM 6:13 PM 11:28:00 0:30:00 11:58:00
103 6:07 AM 6:12 AM 6:42 PM 6:47 PM 12:30:00 0:10:00 12:40:00
104 6:37 AM 6:42 AM 11:58 AM 12:13 PM 5:16:00 0:20:00 5:36:00
105 8:15 AM 8:30 AM 11:37 AM 11:52 AM 3:07:00 0:30:00 3:37:00
AM -1 7:30 AM 7:58 AM 0:28:00 0:28:00
AM – 2 10:00 AM 10:25 AM 0:25:00 0:25:00 151 1:15 PM 1:30 PM 5:39 PM 5:54 PM 4:09:00 0:30:00 4:39:00
152 2:15 PM 2:30 PM 5:25 PM 5:40 PM 2:55:00 0:30:00 3:25:00
153 12:00 PM 12:15 PM 5:12 PM 5:17 PM 4:57:00 0:20:00 5:17:00
PM – 2 4:00 PM 4:25 PM 0:25:00 0:25:00
Subtotal 52:37:00 3:20:00 55:57:00 191 6:25 PM 6:30 PM 9:09 PM 9:19 PM 2:39:00 0:15:00 2:54:00
Total 55:16:00 3:35:00 58:51:00 09ij
Route 2 – Bay / College
Lv Bay BayQ’bury Hannaford Ar
PO Block RST Sanford Quaker ACC Town Hall Plaza RST PI
101 7:30 AM 7:33 AM 7:37 AM 7:41 AM 7:42 AM 7:49 AM 7:57 AM to 5 Changes
101 8:30 AM 8:33 AM 8:37 AM 8:41 AM 8:42 AM 8:49 AM 8:57 AM to 5Increase schedule from 7 trips to 8 trips
101 9:45 AM 9:48 AM 9:52 AM 9:56 AM 9:57 AM 10:04 AM 10:12 AM to 5 Replace Regency Park w/ Hannaford Plaza
101 11:00 AM 11:03 AM 11:07 AM 11:11 AM 11:12 AM 11:19 AM 11:27 AM to 5
101 12:30 PM 12:33 PM 12:37 PM 12:41 PM 12:42 PM 12:49 PM 12:57 PM 1:12 PM
151 2:00 PM 2:03 PM 2:07 PM 2:11 PM 2:12 PM 2:19 PM 2:27 PM to 5
151 3:30 PM 3:33 PM 3:37 PM 3:41 PM 3:42 PM 3:49 PM 3:57 PM to 5
151 4:40 PM 4:43 PM 4:47 PM 4:51 PM 4:52 PM 4:59 PM 5:07 PM to 5
6:25 PM 191 6:30 PM 6:33 PM 6:37 PM 6:41 PM 6:42 PM 6:49 PM 6:57 PM
Routes 3/4 – Glens Falls / Hudson Falls / Fort Edward
` Lv Warren Dix Super Wal Boulevard Dix Main St County Broadway Amtrak County Main St Dix Boulevard Wal Super Dix Warren AR
PO Block RST McDonald McDonald K Mart Feeder Feeder Villlage Park Center East Station Center Villlage Park Feeder Feeder Mart K McDonald McDonald RS TPI6:07 AM 103 6:12 AM 6:19 AM 6:22 AM 6:27 AM 6:30 AM 6:33 AM 6:39 AM 6:42 AM 6:46 AM 6:48 AM 6:52 AM 6:56 AM to 3
6:37 AM 104 6:42 AM 6:49 AM 6:52 AM 6:57 AM 7:00 AM 7:03 AM 7:09 AM 7:12 AM 7:16 AM 7:18 AM 7:22 AM 7:26 AM to 4
103 7:00 AM — 7:03 AM 7:06 AM 7:08 AM 7:12 AM — 7:16 AM 7:19 AM 7:24 AM 7:27 AM 7:30 AM 7:36 AM 7:43 AM 7:47 AM 7:49 AM 7:53 AM 7:57 AM to 3 104 7:30 AM 7:34 AM — 7:37 AM 7:39 AM — 7:42 AM 7:49 AM 7:52 AM 7:57 AM 8:00 AM 8:03 AM 8:09 AM 8:12 AM 8:16 AM 8:18 AM 8:22 AM 8:26 AM to 4
103 8:00 AM — 8:03 AM 8:06 AM 8:08 AM 8:12 AM — 8:16 AM 8:19 AM 8:24 AM 8:27 AM 8:30 AM 8:36 AM 8:43 AM 8:47 AM 8:49 AM 8:53 AM 8:57 AM to 3
104 8:30 AM 8:34 AM — 8:37 AM 8:39 AM — 8:42 AM 8:49 AM 8:52 AM 8:57 AM 9:00 AM 9:03 AM 9:09 AM 9:12 AM 9:16 AM 9:18 AM 9:22 AM 9:26 AM to 4
103 9:00 AM — 9:03 AM 9:06 AM 9:08 AM 9:12 AM — 9:16 AM 9:19 AM 9:24 AM 9:27 AM 9:30 AM 9:36 AM 9:43 AM 9:47 AM 9:49 AM 9:53 AM 9:57 AM to 3
104 9:30 AM 9:34 AM — 9:37 AM 9:39 AM — 9:42 AM 9:49 AM 9:52 AM 9:57 AM 10:00 AM 10:03 AM 10:09 AM 10:12 AM 10:16 AM 10:18 AM 10:22 AM 10:26 AM to 4
103 10:00 AM — 10:03 AM 10:06 AM 10:08 AM 10:12 AM — 10:16 AM 10:19 AM 10:24 AM 10:27 AM 10:30 AM 10:36 AM 10:43 AM 10:47 AM 10:49 AM10:53 AM 10:57 AM to 3
104 10:30 AM 10:34 AM — 10:37 AM 10:39 AM– 10:42 AM 10:49 AM 10:52 AM 10:57 AM 11:00 AM 11:03 AM 11:09 AM 11:12 AM 11:16 AM 11:18 AM 11:22 AM11:26 AM to 12
103 11:00 AM — 11:03 AM 11:06 AM 11:08 AM 11:12 AM — 11:16 AM 11:19 AM 11:24 AM 11:27 AM 11:30 AM 11:36 AM 11:43 AM 11:47 AM 11:49 AM11:53 AM 11:57 AM to 3
103 12:00 PM 12:04 PM — 12:07 PM 12:09 PM– 12:12 PM 12:19 PM 12:22 PM 12:27 PM 12:30 PM 12:33 PM 12:39 PM 12:42 PM 12:46 PM 12:48 PM 12:52 PM12:56 PM to 4
103 1:00 PM — 1:03 PM 1:06 PM 1:08 PM 1:12 PM — 1:16 PM 1:19 PM 1:24 PM 1:27 PM 1:30 PM 1:36 PM 1:43 PM 1:47 PM 1:49 PM1:53 PM 1:57 PM to 3
153 1:30 PM 1:34 PM — 1:37 PM 1:39 PM– 1:42 PM 1:49 PM 1:52 PM 1:57 PM 2:00 PM 2:03 PM 2:09 PM 2:12 PM 2:16 PM 2:18 PM 2:22 PM2:26 PM to 4
103 2:00 PM — 2:03 PM 2:06 PM 2:08 PM 2:12 PM — 2:16 PM 2:19 PM 2:24 PM 2:27 PM 2:30 PM 2:36 PM 2:43 PM 2:47 PM 2:49 PM2:53 PM 2:57 PM to 3
153 2:30 PM 2:34 PM — 2:37 PM 2:39 PM– 2:42 PM 2:49 PM 2:52 PM 2:57 PM 3:00 PM 3:03 PM 3:09 PM 3:12 PM 3:16 PM 3:18 PM 3:22 PM3:26 PM to 4
103 3:00 PM — 3:03 PM 3:06 PM 3:08 PM 3:12 PM — 3:16 PM 3:19 PM 3:24 PM 3:27 PM 3:30 PM 3:36 PM 3:43 PM 3:47 PM 3:49 PM3:53 PM 3:57 PM to 3
153 3:30 PM 3:34 PM — 3:37 PM 3:39 PM– 3:42 PM 3:49 PM 3:52 PM 3:57 PM 4:00 PM 4:03 PM 4:09 PM 4:12 PM 4:16 PM 4:18 PM 4:22 PM4:26 PM to 4
103 4:00 PM — 4:03 PM 4:06 PM 4:08 PM 4:12 PM — 4:16 PM 4:19 PM 4:24 PM 4:27 PM 4:30 PM 4:36 PM 4:43 PM 4:47 PM 4:49 PM4:53 PM 4:57 PM to 3
153 4:30 PM 4:34 PM — 4:37 PM 4:39 PM– 4:42 PM 4:49 PM 4:52 PM 4:57 PM 5:00 PM 5:03 PM 5:09 PM 5:12 PM 5:17 PM
103 5:00 PM — 5:03 PM 5:06 PM 5:08 PM 5:12 PM — 5:16 PM 5:19 PM 5:24 PM 5:27 PM 5:30 PM 5:36 PM 5:43 PM 5:47 PM 5:49 PM5:53 PM 5:57 PM to 3
103 6:00 PM 6:04 PM — 6:07 PM 6:09 PM– 6:12 PM 6:19 PM 6:22 PM 6:27 PM 6:30 PM 6:33 PM 6:39 PM 6:42 PM 6:47 PM
191 7:30 PM 7:34 PM — 7:37 PM 7:39 PM– 7:42 PM 7:49 PM 7:52 PM 7:57 PM 8:00 PM 8:03 PM 8:09 PM 8:12 PM 8:16 PM 8:18 PM 8:22 PM8:26 PM to 12
191 9:00 PM 9:04 PM — 9:07 PM 9:09 PM 9:19 PM

Route 5 – South Glens Falls / Moreau
`Lv Main SGF Lamplighter Bluebird Main AR
PO Block RST Saratoga HS Acres Gansevoort Fifth RST PI
Changes
5:45 AM 101 6:00 AM 6:09 AM 6:13 AM 6:19 AM 6:23 AM 6:29 AM to 12 Maintain 9 scheduled trips
101 7:00 AM 7:09 AM 7:13 AM 7:19 AM 7:23 AM 7:29 AM to 2 Shift 8:30a trip to 9:00a
101 8:00 AM 8:09 AM 8:13 AM 8:19 AM 8:23 AM 8:29 AM to 2Shift 10:00a trip to 10:15a
101 9:00 AM 9:09 AM 9:13 AM 9:20 AM 9:28 AM 9:32 AM 9:38 AM to 2 Shift Lamplighter trips for even spacing
101 10:15 AM 10:24 AM 10:28 AM 10:34 AM 10:38 AM 10:44 AM to 2 Operate Lamlighter as fixed route service
101 11:30 AM 11:39 AM 11:43 AM 11:50 AM 11:58 AM 12:02 PM 12:08 PM to 2
151 2:30 PM 2:39 PM 2:43 PM 2:49 PM 2:53 PM 2:59 PM to 12
151 4:00 PM 4:09 PM 4:13 PM 4:20 PM 4:28 PM 4:32 PM 4:38 PM to 2
151 5:10 PM 5:19 PM 5:23 PM 5:29 PM 5:33 PM 5:39 PM 5:54 PM
Route 7 – West Glens Falls
`Lv GF Knight Sanford GF Hannaford Van Dusen Main Hannaford Knight GF Ar
PO Block RST Hospital Staple Glen HS Plaza Luzerne McDonalds Plaza Staple Hospital RST PI6:15 AM 102 6:30 AM 6:34 AM 6:37 AM6:39 AM 6:44 AM 6:47 AM 6:50 AM 6:52 AM 6:55 AM 6:58 AM to 11
102 7:30 AM 7:34 AM 7:37 AM >>>Non-school Days>>>> 7:39 AM 7:44 AM 7:47 AM 7:50 AM 7:52 AM 7:55 AM 7:58 AM to 11 Changes
102 7:30 AM>>>School Days Only>>> 7:35 AM 7:38 AM 7:41 AM — — 7:41 AM 7:43 AM 7:46 AM 7:49 AM to 11 Consolidate 17 trips (6/7) into 9 trips
102 8:30 AM 8:34 AM 8:37 AM 8:39 AM 8:44 AM 8:47 AM 8:50 AM 8:52 AM 8:55 AM 8:58 AM to 11 60 minute peak headway; 90-120 minute base headway
102 10:00 AM 10:04 AM 10:07 AM 10:09 AM 10:14 AM 10:17 AM 10:20 AM 10:22 AM 10:25 AM 10:28 AM to 11 School day routing of 7:30 am & 3:00 pm trips
102 11:30 AM 11:34 AM 11:37 AM 11:39 AM 11:44 AM 11:47 AM 11:50 AM 11:52 AM 11:55 AM 11:58 AM to 11
102 1:30 PM 1:34 PM 1:37 PM 1:39 PM 1:44 PM 1:47 PM 1:50 PM 1:52 PM 1:55 PM 1:58 PM to 11
102 3:00 PM >>>School Days Only>>> 3:05 PM 3:08 PM 3:11 PM — — 3:11 PM 3:13 PM 3:16 PM 3:19 PM to 11
102 3:00 PM 3:04 PM 3:07 PM >>>Non-school Days>>>> 3:09 PM 3:14 PM 3:17 PM 3:20 PM 3:22 PM 3:25 PM 3:28 PM to 11
102 4:00 PM 4:04 PM 4:07 PM 4:09 PM 4:14 PM 4:17 PM 4:20 PM 4:22 PM 4:25 PM 4:28 PM to 11
102 5:00 PM 5:04 PM 5:07 PM 5:09 PM 5:14 PM 5:17 PM 5:20 PM 5:22 PM 5:25 PM 5:28 PM to 11
Routes 11/12 -Glen Street
Ar Lv
` Lv Glen Glen Glen Aviation J. Burke Ar Lv J. Burke Aviation Glen GlenAr
PO Block RST Sanford YMCA Quaker Mall Apts Walmart Walmart Apts Mall YMCA Sanford RST PI
101 6:30 AM 6:33 AM 6:35 AM 6:37 AM6:42 AM 6:42 AM 6:47 AM 6:51 AM 6:53 AM 6:58 AM to 5
102 7:00 AM 7:03 AM 7:05 AM 7:07 AM 7:10 AM 7:15 AM 7:15 AM 7:20 AM 7:22 AM 7:25 AM to 7
AM – 1 7:30 AM 7:33 AM 7:35 AM 7:37 AM 7:42 AM 7:42 AM 7:47 AM 7:51 AM 7:53 AM 7:58 AM
102 8:00 AM 8:03 AM 8:05 AM 8:07 AM 8:12 AM 8:14 AM 8:18 AM 8:20 AM 8:23 AM to 7
8:15 AM 105 8:30 AM 8:33 AM 8:35 AM 8:37 AM 8:42 AM 8:42 AM8:48 AM 8:50 AM 8:55 AM to 9
102 9:00 AM 9:03 AM 9:05 AM 9:07 AM 9:12 AM9:12 AM 9:14 AM 9:18 AM 9:20 AM 9:25 AM to 2
102 9:30 AM 9:33 AM 9:35 AM 9:37 AM 9:43 AM 9:43 AM9:48 AM 9:51 AM 9:53 AM 9:58 AM to 7
AM – 2 10:00 AM 10:03 AM 10:05 AM 10:07 AM 10:12 AM10:12 AM 10:14 AM 10:18 AM 10:20 AM 10:25 AM
102 10:30 AM 10:33 AM 10:35 AM 10:37 AM 10:42 AM 10:42 AM10:48 AM 10:51 AM 10:53 AM 10:58 AM to 2
102 11:00 AM 11:03 AM 11:05 AM 11:07 AM 11:12 AM11:12 AM 11:14 AM 11:18 AM 11:20 AM 11:25 AM to 7
104 11:30 AM 11:33 AM 11:35 AM 11:37 AM 11:42 AM 11:42 AM11:48 AM 11:51 AM 11:53 AM 11:58 AM 12:13 PM
102 12:00 PM 12:03 PM 12:05 PM 12:07 PM 12:12 PM12:12 PM 12:14 PM 12:21 PM 12:23 PM 12:28 PM to 2
102 12:30 PM 12:33 PM 12:35 PM 12:37 PM 12:42 PM 12:42 PM12:48 PM 12:51 PM 12:53 PM 12:58 PM to 2
102 1:00 PM 1:03 PM 1:05 PM 1:07 PM 1:12 PM1:12 PM 1:14 PM 1:18 PM 1:20 PM 1:25 PM to 7
1:15 PM 151 1:30 PM 1:33 PM 1:35 PM 1:37 PM 1:42 PM 1:42 PM1:48 PM 1:51 PM 1:53 PM 1:58 PM to 2
102 2:00 PM 2:03 PM 2:05 PM 2:07 PM 2:09 PM 2:09 PM 2:13 PM 2:15 PM 2:20 PM to 2
102 2:30 PM 2:33 PM 2:35 PM 2:37 PM 2:42 PM 2:42 PM2:48 PM 2:51 PM 2:53 PM 2:58 PM to 7
151 3:00 PM 3:03 PM 3:05 PM 3:07 PM 3:12 PM3:12 PM 3:14 PM 3:18 PM 3:20 PM 3:25 PM to 2
102 3:30 PM 3:33 PM 3:35 PM 3:37 PM 3:42 PM 3:42 PM3:48 PM 3:51 PM 3:53 PM 3:58 PM to 7
PM – 2 4:00 PM 4:03 PM 4:05 PM 4:07 PM 4:12 PM4:12 PM 4:14 PM 4:18 PM 4:20 PM 4:25 PM
102 4:30 PM 4:33 PM 4:35 PM 4:37 PM 4:42 PM 4:42 PM4:48 PM 4:51 PM 4:53 PM 4:58 PM to 7
152 5:00 PM 5:03 PM 5:05 PM 5:07 PM 5:09 PM 5:13 PM 5:13 PM 5:18 PM 5:20 PM 5:25 PM 5:40 PM
102 5:30 PM 5:33 PM 5:35 PM 5:37 PM 5:42 PM 5:42 PM5:48 PM 5:51 PM 5:53 PM 5:58 PM 6:13 PM
191 7:00 PM 7:03 PM 7:05 PM 7:07 PM 7:12 PM 7:12 PM7:18 PM 7:21 PM 7:23 PM 7:28 PM
191 8:30 PM 8:33 PM 8:35 PM 8:37 PM 8:42 PM 8:42 PM8:48 PM 8:51 PM 8:53 PM 8:58 PM
Route 9 – Glens Falls / Lake George
`Lv Hannaford Wal County Rt 9 Rt 9 LG LGRt 9 Rt 9 County Wal Hannaford Ar
PO Block RST Quaker mart Center Rt 149 Rt 9N Village Village Rt 9N Rt 149 Center mart Quaker RST PI
105 9:15 AM 9:20 AM 9:25 AM 9:33 AM 9:36 AM 9:41 AM 9:46 AM 9:50 AM 9:55 AM 10:00 AM 10:03 AM 10:11 AM 10:17 AM 10:22 AM to 9 Changes
105 10:30 AM 10:35 AM 10:40 AM 10:48 AM 10:51 AM 10:56 AM 11:01 AM 11:05 AM 11:10 AM 11:15 AM 11:18 AM 11:26 AM 11:32 AM 11:37 AM 11:52 AMExtend to Lake George Village
12:00 PM 153 12:15 PM 12:20 PM 12:25 PM 12:33 PM 12:36 PM 12:41 PM 12:46 PM 12:50 PM 12:55 PM 1:00 PM 1:03 PM 1:11 PM 1:17 PM 1:22 PM to 4 Change 12:30p trip to 12:15p
2:15 PM 152 2:30 PM 2:35 PM 2:40 PM 2:48 PM 2:51 PM 2:56 PM 3:01 PM 3:05 PM 3:10 PM 3:15 PM 3:18 PM 3:26 PM 3:32 PM 3:37 PM to 9 152 3:45 PM 3:50 PM 3:55 PM 4:03 PM 4:06 PM 4:11 PM 4:16 PM 4:20 PM 4:25 PM 4:30 PM 4:33 PM 4:41 PM 4:47 PM 4:52 PM to 11

SATURDAY
Saturday Block SummaryBLK PO
INOUT
PI RVH DH TVH
201
7:45 AM 8:00 AM 5:58 PM 6:13 PM 9:58:00 0:30:00 10:28:00
202
8:15 AM 8:30 AM 1:58 PM 2:13 PM5:28:00 0:30:00 5:58:00
203
7:37 AM 7:42 AM 6:12 PM 6:17 PM10:30:00 0:10:00 10:40:00
251 2:45 PM 3:00 PM 3:58 PM 4:13 PM 0:58:00 0:30:00 1:28:00
Total 26:54:00 1:40:00 28:34:00
Route 2 – Bay / College
Lv Bay Bay Q’buryGlen Hannaford Robert Wal Aviation Price Ar
PO Block RST Sanford Quaker Town Hall Hiland Meadows Quaker Gardens mart Mall Chopper RST
202 10:00 AM 10:03 AM 10:05 AM 10:10 AM 10:15 AM 10:21 AM 10:26 AM 10:31 AM 10:38 AM 10:43 AM 10:53 AM to 7
202 12:00 PM 12:03 PM 12:05 PM 12:10 PM 12:15 PM 12:21 PM 12:26 PM 12:31 PM 12:38 PM 12:43 PM 12:53 PM to 5Routes 3/4 – Glens Falls / Hudson Falls / Fort Edward
`Lv Warren Dix Super Wal Boulevard Dix Main St County Broadway Amtrak County Main St Dix Boulevard Wal Super Dix Warren AR
PO Block RST McDonald McDonald K MartFeeder Feeder Villlage Park Center East Station Center Villlage Park Feeder Feeder Mart K McDonald McDonald RS TPI
7:37 AM 203
7:42 AM 7:46 AM 7:48 AM 7:52 AM 7:56 AM
203 8:00 AM — 8:03 AM 8:06 AM 8:08 AM 8:12 AM– 8:16 AM 8:19 AM 8:24 AM 8:27 AM 8:30 AM 8:36 AM 8:43 AM 8:47 AM 8:49 AM8:53 AM 8:57 AM
203 9:00 AM 9:04 AM — 9:07 AM9:09 AM– 9:12 AM 9:19 AM 9:22 AM 9:27 AM 9:30 AM 9:33 AM 9:39 AM 9:42 AM 9:46 AM 9:48 AM 9:52 AM9:56 AM
203 10:00 AM — 10:03 AM 10:06 AM 10:08 AM 10:12 AM– 10:16 AM 10:19 AM 10:24 AM 10:27 AM 10:30 AM 10:36 AM 10:43 AM 10:47 AM 10:49 AM10:53 AM 10:57 AM
203 11:00 AM 11:04 AM — 11:07 AM11:09 AM– 11:12 AM 11:19 AM 11:22 AM 11:27 AM 11:30 AM 11:33 AM 11:39 AM 11:42 AM 11:46 AM 11:48 AM 11:52 AM11:56 AM
203 12:00 PM — 12:03 PM 12:06 PM 12:08 PM 12:12 PM– 12:16 PM 12:19 PM 12:24 PM 12:27 PM 12:30 PM 12:36 PM 12:43 PM 12:47 PM 12:49 PM12:53 PM 12:57 PM
203 1:00 PM 1:04 PM — 1:07 PM1:09 PM– 1:12 PM 1:19 PM 1:22 PM 1:27 PM 1:30 PM 1:33 PM 1:39 PM 1:42 PM 1:46 PM 1:48 PM 1:52 PM1:56 PM
203 2:00 PM — 2:03 PM 2:06 PM 2:08 PM 2:12 PM– 2:16 PM 2:19 PM 2:24 PM 2:27 PM 2:30 PM 2:36 PM 2:43 PM 2:47 PM 2:49 PM2:53 PM 2:57 PM
203 3:00 PM 3:04 PM — 3:07 PM3:09 PM– 3:12 PM 3:19 PM 3:22 PM 3:27 PM 3:30 PM 3:33 PM 3:39 PM 3:42 PM 3:46 PM 3:48 PM 3:52 PM3:56 PM
203 4:00 PM — 4:03 PM 4:06 PM 4:08 PM 4:12 PM– 4:16 PM 4:19 PM 4:24 PM 4:27 PM 4:30 PM 4:36 PM 4:43 PM 4:47 PM 4:49 PM4:53 PM 4:57 PM to 5
203 5:30 PM 5:34 PM — 5:37 PM5:39 PM– 5:42 PM 5:49 PM 5:52 PM 5:57 PM 6:00 PM 6:03 PM 6:09 PM 6:12 PM 6:17 PM
Route 5 – South Glens Falls / Moreau
` Lv Main SGF Bluebird Main AR
PO Block RST Saratoga HS Gansevoort Fifth RST PI
8:15 AM
202 8:30 AM 8:39 AM 8:44 AM 8:49 AM 8:53 AM 8:59 AM to 7
202 9:30 AM 9:39 AM 9:44 AM 9:49 AM 9:53 AM 9:59 AM to 2Add 9:30a trip
202 11:30 AM 11:39 AM 11:43 AM 11:49 AM 11:53 AM 11:59 AM to 2
202 1:00 PM 1:09 PM 1:13 PM 1:19 PM 1:23 PM 1:29 PM to 7
2:45 PM
251 3:00 PM 3:09 PM 3:13 PM 3:19 PM3:23 PM 3:29 PM to 7
203 5:00 PM 5:09 PM 5:13 PM 5:19 PM 5:23 PM 5:29 PM to 3

Route 7 – West Glens Falls
` Lv GF Knight Hannaford Van Dusen Main Hannaford Knight GF Ar
PO Block RST Hospital Staple Plaza Luzerne McDonalds Plaza Staple Hospital RST PI
202 9:00 AM 9:04 AM 9:07 AM 9:09 AM 9:14 AM 9:17 AM 9:20 AM 9:22 AM 9:25 AM 9:28 AM to 5
202 11:00 AM 11:04 AM 11:07 AM 11:09 AM 11:14 AM 11:17 AM 11:20 AM 11:22 AM 11:25 AM 11:28 AM to 5
202 1:30 PM 1:34 PM 1:37 PM 1:39 PM 1:44 PM 1:47 PM 1:50 PM 1:52 PM 1:55 PM 1:58 PM 2:13 PM Change from 1:00p to 1:30p
251 3:30 PM 3:34 PM 3:37 PM 3:39 PM 3:44 PM 3:47 PM 3:50 PM 3:52 PM 3:55 PM 3:58 PM 4:13 PMRoutes 11/12 -Glen Street
ArLv
` Lv Glen Glen Glen Aviation J. Burke Ar Lv J. Burke Aviation Glen Glen Ar
PO Block RST Sanford YMCA Quaker MallApts Walmart Walmart Apts Mall YMCA Sanford RST PI7:45 AM 201 8:00 AM 8:03 AM 8:05 AM 8:07 AM 8:12 AM 8:14 AM 8:18 AM 8:20 AM 8:23 AM
201 8:30 AM 8:33 AM 8:35 AM 8:37 AM 8:42 AM 8:42 AM8:48 AM 8:50 AM 8:55 AM
201 9:00 AM 9:03 AM 9:05 AM 9:07 AM 9:12 AM9:12 AM 9:14 AM 9:18 AM 9:20 AM 9:25 AM
201 9:30 AM 9:33 AM 9:35 AM 9:37 AM 9:43 AM 9:43 AM9:48 AM 9:51 AM 9:53 AM 9:58 AM
201 10:00 AM 10:03 AM 10:05 AM 10:07 AM 10:12 AM10:12 AM 10:14 AM 10:18 AM 10:20 AM 10:25 AM
201 10:30 AM 10:33 AM 10:35 AM 10:37 AM 10:42 AM 10:42 AM10:48 AM 10:51 AM 10:53 AM 10:58 AM
201 11:00 AM 11:03 AM 11:05 AM 11:07 AM 11:12 AM11:12 AM 11:14 AM 11:18 AM 11:20 AM 11:25 AM
201 11:30 AM 11:33 AM 11:35 AM 11:37 AM 11:42 AM 11:42 AM11:48 AM 11:51 AM 11:53 AM 11:58 AM
201 12:00 PM 12:03 PM 12:05 PM 12:07 PM 12:12 PM12:12 PM 12:14 PM 12:21 PM 12:23 PM 12:28 PM
201 12:30 PM 12:33 PM 12:35 PM 12:37 PM 12:42 PM 12:42 PM12:48 PM 12:51 PM 12:53 PM 12:58 PM
201 1:00 PM 1:03 PM 1:05 PM 1:07 PM 1:12 PM1:12 PM 1:14 PM 1:18 PM 1:20 PM 1:25 PM
201 1:30 PM 1:33 PM 1:35 PM 1:37 PM 1:42 PM 1:42 PM1:48 PM 1:51 PM 1:53 PM 1:58 PM
201 2:00 PM 2:03 PM 2:05 PM 2:07 PM 2:09 PM2:09 PM 2:13 PM 2:15 PM 2:20 PM
201 2:30 PM 2:33 PM 2:35 PM 2:37 PM 2:42 PM 2:42 PM2:48 PM 2:51 PM 2:53 PM 2:58 PM
201 3:00 PM 3:03 PM 3:05 PM 3:07 PM 3:12 PM3:12 PM 3:14 PM 3:18 PM 3:20 PM 3:25 PM
201 3:30 PM 3:33 PM 3:35 PM 3:37 PM 3:42 PM 3:42 PM3:48 PM 3:51 PM 3:53 PM 3:58 PM
201 4:00 PM 4:03 PM 4:05 PM 4:07 PM 4:12 PM4:12 PM 4:14 PM 4:18 PM 4:20 PM 4:25 PM
201 4:30 PM 4:33 PM 4:35 PM 4:37 PM 4:42 PM 4:42 PM4:48 PM 4:51 PM 4:53 PM 4:58 PM
201 5:00 PM 5:03 PM 5:05 PM 5:07 PM 5:09 PM 5:13 PM5:13 PM 5:18 PM 5:20 PM 5:25 PM
201 5:30 PM 5:33 PM 5:35 PM 5:37 PM 5:42 PM 5:42 PM5:48 PM 5:51 PM 5:53 PM 5:58 PM 6:13 PM

APPENDIX D
SELECT EXAMPLES OF TRANSIT AGENCY
PASSENGER SCHEDULES

BUS SCHEDULE
FOR MORE INFORMATION:
Call: 
##4!sGo online: cctaride.org
STEP 2: FOLD ALONG LINE
STEP 1: FOLD ALONG LINE
Holidays
There is no bus service on the following holidays: New Year’s Day, Easter
(only AM Sunday Special; no Sunday UMall or Sunday Special in PM),
Memorial Day, July 4th, Labor Day, Thanksgiving, Christmas.
Other Services
BIKES ON THE BUS
All CCTA buses are equipped with easy to use bike racks. Bike racks hold
a maximum of two bikes and are available on a first come, first served basis.
There is no extra charge for bringing your bike on the bus.
WHEELCHAIRS ON THE BUS
All CCTA buses are equipped with wheelchair lifts and two wheelchair tie-
down spaces. Just ask the driver if you need assistance.
PARATRANSIT SERVICE
Lift-equipped vans are available for those who cannot use the regular bus
service. For information and to apply for eligibility, please call 864-CCTA
(2282).
HEARING AND SIGHT SERVICES

CCTA phone lines are equipped with a telecommunications device for
the deaf (TDD). Our TTY # is 264-1033. Passengers can also contact CCTA
through the Vermont Relay system by calling 800-253-0191. System Guides
in large print are available on request. Please call 864-CCTA (2282).Complete maps of all CCTA routes are available
by going online to www.cctaride.org
Welcome to CCTA!
Thank you for choosing us for your transportation needs!
By using public transportation, you’re helping the en-
vironment, reducing congestion on our roadways, and
saving money!
Our mission is to promote and operate safe, convenient,
accessible, innovative and sustainable public transporta-
tion services in the Chittenden County region that reduce
congestion and pollution, encourage transit-oriented
development and enhance the quality of life for all.
It’s Easy to Ride!
Plan to get to the bus stop 5 minutes before the bus is scheduled to arr
ive.
Have your fare ready. All CCTA buses have electronic fare boxes that accept
coins and dollar bills. Drivers however, CANNOT make change. You may also
use coupons, a Ten-Ride Ticket, or a Monthly Bus Pass.
TRANSFERS
: If you need to take more than one bus to get where you want
to go, ALWAYS ask the driver for a transfer to the next bus when you exit
the first bus. Please keep in mind that you cannot transfer back on the same
route you received the transfer from.
1
University Mall / Airport
SERVICE TO:
University Mall
Burlington International Airport UVM
Downtown Burlington
CCTA Fares
REGULAR:
$1.25/One-way $10/Adult Ten-Ride Ticket
$42/Adult Monthly Pass
Exact fare required; drivers will not make change.
DISCOUNT:
$.60/One-way $5/Ten-Ride Ticket $21/Monthly Pass
CCTA discount fares available to those age 6 to 17, seniors 60 and over,
Medicare card holders and riders with a CCTA Disabled & Senior ID.
Children under 6 ride free when accompanied by a fare-paying passenger.
UVM AND CHAMPLAIN COLLEGE “RIDE CCTA FREE”:
Students, faculty, and staff with a valid ID ride all CCTA buses for free!
If you need to change buses, be sure to ask for a transfer. Visit CCTA’s
website for complete program information.
ST. MICHAEL’S COLLEGE “RIDE CCTA FREE”:
Students with a valid ID ride all CCTA buses, with the exception of the LINK
Express routes, for free! If you need to change buses, be sure to ask for a
transfer. Visit CCTA’s website for complete program information.
How to Buy Tickets
BY PHONE: Ten-Ride Tickets and Monthly Bus Passes can be purchased by
calling 864-CCTA (2282) Mon through Fri, 8:00am to 5:00 pm. TTY# (802)

s6ERMONT2ELAY3ERVICE s-ASTER#ARD6ISAACCEPTED
AT TICKET OUTLETS: Tickets are available at many locations within
Chittenden County. Please call 864-CCTA (2282) for a complete list of
CCTA ticket outlets.

ROUTE*
SCHEDULE
1University Mall/Airport
Cherry Street
Main & Univ. Hgts.
UMall
Airport
UMall Country ParkS. Union
S. Willard
Staples Plaza
Barnes & Noble
Dorset Square Mall
South Burlington H.S.
Timberlane Medical Ctr.
Grand Union Shop. Ctr.
Timberlane Medical Ctr.
South Burlington H.S.
Staples Plaza
S. Willard
Battery St.
TT
via Main St.via Kennedy Dr. via Hinesburg Rd. via Main St.2
1
345 32 1
MONDAY–FRIDAYSATURDAY
SUNDAY
Main & Univ. Hgts.
Cherry Street
Cherry
Street
Main &
Univ. Hgts.
UMall
T
Country
Park
Airport
UMall
T
Main &
Univ. Hgts.
Cherry
Street
12345321
6:15 6:19 6:25R6:36 6:49 6:56 7:08
6:45 6:49 6:55 R7:06 7:19 7:26 7:38
7:15 7:20 7:25 7:33 7:36 7:49 7:57 8:08
7:45 7:50 7:55 – 8:06 8:19 8:27 8:38
8:15 8:20 8:25 – 8:36 8:49 8:57 9:08
8:45 8:50 8:55 – 9:06 9:20 9:27 9:38
9:15 9:20 9:25 – 9:36 9:49 9:57 10:08
9:45 9:50 9:55 10:03 10:08 10:23 10:31 10:39
10:15 10:20 10:25 – 10:36 10:49 10:57 11:08
10:45 10:50 10:55 – 11:06 11:20 11:27 11:38
11:15 11:20 11:25 – 11:36 11:49 11:57 12:08
AM11:45 11:50 11:55 – 12:06 12:20 12:27 12:38PM12:15 12:20 12:25 – 12:36 12:49 12:57 1:08
12:45 12:50 12:55 1:03 1:08 1:21 1:29 1:40 1:15 1:20 1:25 – 1:36 1:49 1:57 2:08
1:45 1:50 1:55 2:03 2:08 2:21 2:29 2:40
2:15 2:20 2:25 – 2:36 2:49 2:57 3:08
2:45 2:52 2:58 – 3:10 3:25 3:3 3:45
3:15 3:20 3:25 – 3:36 3:49 3:57 4:08
3:45 3:50 3:55 – 4:08 4:21 4:29 4:40
4:15 4:20 4:25 – 4:36 4:49 4:57 5:08
4:30 4:35 4:45 4:53 5:00 5:19 5:25 5:40
4:45 4:52 5:00 – 5:12 5:27 5:35 5:45
5:15 5:20 5:30 – 5:41 5:55 6:03 6:15
5:45 5:50 5:55 R6:06 6:17 6:25 6:36
6:15 6:20 6:25 R6:36 6:47 6:55 7:06
7:15 7:20 7:25 R7:36 7:47 7:55 8:06
8:20 8:25 8:30 R8:41 8:52 9:00 9:08
9:30 9:35 9:40 R9:51† 10:02 10:10 10:21
Cherry
Street
Main &
Univ. Hgts.
UMall
T
Country
Park
Airport
UMall
T
Main &
Univ. Hgts.
Cherry
Street
12345321
6:15 6:20 6:25 R6:36 6:48 6:57 7:06
7:15
7:20 7:25 R7:36 7:48 7:57 8:06
8:15
8:20 8:25 R8:36 8:48 8:57 9:06
9:15
9:20 9:25 – 9:36 9:48 9:57 10:06
9:45 9:50 9:55 10:03 10:08 10:20 10:29 10:39
10:15 10:20 10:25 – 10:36 10:48 10:57 11:06
10:45 10:50 10:55 11:03 11:08 11:20 11:29 11:39
11:15 11:20 11:25 – 11:36 11:48 11:57 12:06
AM11:45 11:50 11:55 12:03 12:08 12:20 12:29 12:39PM12:15 12:20 12:25 – 12:36 12:48 12:57 1:06
12:45 12:50 12:55 1:03 1:08 1:20 1:29 1:39 1:15 1:20 1:25 – 1:36 1:48 1:57 2:06
1:45 1:50 1:55 2:03 2:08 2:20 2:29 2:39
2:15 2:20 2:25 – 2:36 2:48 2:57 3:06
2:45 2:50 2:55 3:03 3:08 3:20 3:29 3:39
3:15 3:20 3:25 – 3:36 3:48 3:57 4:06
3:45 3:50 3:55 4:03 4:08 4:20 4:29 4:39
4:15 4:20 4:25 – 4:36 4:48 4:57 5:06
4:45 4:50 4:55 5:03 5:08 5:20 5:29 5:39
5:15 5:20 5:25 R5:36 5:48 5:57 6:06
5:45

5:50 5:55 R6:06 6:18 6:27 6:38
6:15
6:20 6:25 R6:36 6:48 6:57 7:06
7:15
7:20 7:25 R7:36 7:48 7:57 8:06
Cherry
Street
Main &
Univ. Hgts.
UMall
T
Country
Park
Airport
UMall
T
Main &
Univ. Hgts.
Cherry
Street
12345321
8:45 8:50 8:55 9:00 9:06 9:20 9:25 9:35
9:45 9:50 9:55 10:00 10:06 10:20 10:25 10:35
10:45 10:50 10:55 11:00 11:06 11:20 11:25 11:35
AM11:45 11:50 11:55 12:00 12:06 12:20 12:25 12:35
PM12:45 12:50 12:55 1:00 1:06 1:20 1:25 1:35 1:45 1:50 1:55 2:00 2:06 2:20 2:25 2:35
2:45 2:50 2:55 3:00 3:06 3:20 3:25 3:35
3:45 3:50 3:55 4:00 4:06 4:20 4:25 4:35
4:45 4:50 4:55 5:00 5:06 5:20 5:25 5:35
5:45 5:50 5:55 6:00 6:06 6:20 6:25 6:35
T Please ask driver if Williston route transfer is possible.R On-board request only.† This bus will travel as far as the intersection of North Street and
North Avenue on request.