Sullivan Station - Kendall MIT Station - Ruggles Station
Local
1.8
107
0.52
53
2580
17
CT1
Central Square Cambridge. - South End Medical Area
Local
0.94
153
0.6
56
2261
15
65
Brighton Center - Kenmore Station
Local
1.43
125
0.67
58
2250
21
51
Cleveland Circle - Forest Hills Station
Local
1.95
96
0.65
65
1956
14
64
Oak Square - University Pk. Cambridge
Local
2.33
77
0.62
72
1826
21
501
Brighton Center - Federal & Franklin Streets
Express
2.68
60
0.52
77
1639
22
78
Arlmont Village - Harvard Station
Local
3.6
14
0.62
83
1550
41
504
Watertown Yard - Federal & Franklin Streets
Express
3.23
22
0.57
88
1452
19
60
Chestnut Hill - Kenmore Station
Local
2.99
32
0.68
92
1418
26
502
Watertown Yard - Copley Square
Express
1.34
129
0.59
105
1180
27
74
Belmont Center - Harvard Station via Concord Ave
Local
2.34
75
0.6
107
1144
30
79
Arlington Heights - Alewife Station
Local
3.05
30
0.65
112
1054
43
67
Turkey Hill - Alewife Station
Local
2.98
52
0.63
130
666
22
75
Belmont Center - Harvard Station via Fresh Pond Pkwy
Local
1.88
101
0.63
136
556
24
503
Brighton Center - Copley
Express
3.45
18
0.6
148
347
13
All of the above data was culled from the MBTA’s Route Performance Indicators. You can view see a set of statistics for all bus routes here. The ridership counts are estimates based on a survey conducted in the fall of 2010 using Automated Passenger Counters and manual counts, not fare box information.
Terminology:
Route Type – There are five route types: Community, Commuter, Express, Key and Local. The span and frequency standards vary depending on the type of route.
Net Cost per Passenger (PAX)- This figure shows how much it costs the MBTA to provide service per passenger above the amount paid be customer fares.
Net Cost per Passenger (PAX) Rank – From highest (least productive) to lowest (most productive).
Schedule Adherence – Using a metric explained in our Service Delivery Policy, this standard measures the on-time performance of our buses.The standard is minimum 75% on-time. Additional funding would typically be needed to improve performance.
Cost – The standard is a net cost per passenger of less than three times the systemwide average for the type of day. Weekday failures are net cost per passenger that are greater than $4.26.
Ridership Rank – From highest (best) to lowest (worst).
Daily Ridership – This figure is an estimation based both on Automated Passenger Counters (APC) conducted in the fall of 2010 and manual counts. The farebox is not used to tally this number.
Average Passengers (PAX) per Trip – This is the number of passengers per trip.