Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation (2008) / Chapter Skim
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Pages 77-121
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From page 77... ...
77 C H A P T E R 7 Earlier chapters in this Guidebook have focused on measuring and assessing DRT performance. This chapter addresses the next step in the performance measurement process -- improving performance.
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From page 78... ...
78 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation issues. An ADA DRT system, however, does not have such latitude: it must provide service during the same hours and days that fixed-route service is provided.
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From page 79... ...
Controllable Factors The factors over which DRT management for all types of DRT systems have direct influence relate to: • Vehicle operators: – hiring practices and training; – wages and benefits (though these are influenced by the local economy and compensation for similar types of jobs) ; – timely pull-outs with back-up availability; – practices impacting the ratio of paid operator hours to revenue vehicle hours (such as absenteeism and benefits related to vacation and other time off)
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From page 80... ...
• Service area environment -- this is a critical factor, impacting all aspects of DRT service: – characteristics such as size, density, land use patterns, street network, and service area constraints such as significant traffic congestion and bridges that limit access through the service area, have strong impacts on DRT performance, influencing trip lengths, travel times, opportunities to group rides for improved productivity, and on-time performance; – strength of the local economy, which affects the unemployment rate and wage pressures; and – weather and other "Acts of God." Partially Controllable Factors Beyond controllable and non-controllable factors, there are factors impacting DRT service performance that can be considered partially controllable by the DRT system. Among these include: • Type of operator -- whether the DRT service is operated by a private contractor, a taxi company, a city or county, or a full-scale transit authority.
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From page 81... ...
Improving Performance 81 • Service area: – The DRT service area is generally not a controllable factor, but in the case of ADA paratransit, the service area may be set to meet the regulations, generally a 3⁄4-mile corridor either side of fixed routes. In such case, the service area can be impacted by management action.
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From page 82... ...
82 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Key DRT Performance Measures Management Actions Passenger Trips/ Revenue Hour Operating Cost/ Revenue Hour Operating Cost/ Passenger Trip Safety Incidents/ 100,000 Vehicle Miles On-Time Performance Operations Set operator pay to encourage stability of staff Establish effective operator hiring, training, and re-training procedures Align operator shifts to meet service demand Consider use of part time drivers Use split shifts effectively Reduce excess use of overtime Reduce excess deadhead time and mileage Provide on-street supervision to monitor operations Provide back-up operator capability Scheduling/Dispatch Professionalize scheduling/dispatch function Maximize provision of subscription trips Regularly review, fine-tune, and tighten subscription trips Use "will calls" effectively and judiciously Seek operator input on schedules Match reservationist staff shifts with call patterns and call demand Monitor system speed Obtain correct information on riders' pick-up and drop-off locations Give "light" schedules to new operators Consider CASD system to improve scheduling/dispatch function Review CASD-created schedules Maximize use of CASD system functions Implement MDTs/AVL Consider use of automated "call-outs" Policies and Procedures Develop/enforce no-show/late cancel policy Implement and use advanced technology to address no-shows/late cancels Ensure appropriate on-time window length Educate riders on policies and procedures, e.g., wait time, on-time window, no-show/cancels Reduce the advance reservation period Decrease dwell time at rider pick-up locations Establish policies/procedures for bad weather operations Ensure effective rider eligibility/certification Demand Management Establish scheduled service to frequented destinations Use fare structure to manage demand (on DRT and fixed-route as appropriate) Increase demand for service during low usage times of service day Encourage shorter trips by subdividing large service area into smaller areas or zones Maintenance and Vehicles Ensure effective preventive maintenance practices Add fleet capacity with non-dedicated service as supplement for peaks, difficult-to-serve trips Table 7-2.
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From page 83... ...
Improving Performance 83 Key DRT Performance Measures Management Actions Passenger Trips/ Revenue Hour Operating Cost/ Revenue Hour Operating Cost/ Passenger Trip Safety Incidents/ 100,000 Vehicle Miles On-Time Performance Safety Monitor accident trends Involve operators in a safety co mm ittee Reward safe operators Service Span and Area Reduce underutilized revenue hours through service span adjustm ent Adjust service area Management Establish a "culture of safety" Cross train staff Contracted and Other Services Use incentives/penalties effectively, e.g., productivity, on-tim e perform ance Consider reducing "risk"/costs for contractors, e.g., fuel pass-through Introduce competition into the contracting process by adding an additional contractor to provide some service Subdivide a large service area and use mo re than one contractor Use per trip paym ent contracts judiciously Consider alternative service delivery options as appropriate (e.g., partnerships with co mm unity agencies, sa me -day taxi) Table 7-2.
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From page 84... ...
84 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Implement Computer-Assisted Scheduling and Dispatch While most of the DRT systems included in the research have been using CASD systems for some time, there were a few that had recent experience implementing a computer-assisted scheduling/dispatch system, and they indicated a number of performance improvements. Performance Improvements Cited improvements from several DRT systems participating in the research related to scheduling improvements and improved on-time performance with acquisition of scheduling/ dispatch systems, included: • Scheduling is more accurate and realistic.
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From page 85... ...
Improving Performance 85 The ability of a CASD system to improve scheduling at a particular DRT system will depend on a variety of factors, and prior research indicates that systems have reported a range of results with their new CASD systems, with some reporting mixed results depending on the skill level of their staff in using the software and the ability to review computer-generated schedules to ensure they are rational (19)
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From page 86... ...
86 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation • Some DRT systems believe that their contractors do not use CASD and other technology to the fullest extent. Several of the small urban and large urban DRT systems that contract for service expressed the opinion that their private contractors do not appear to be using the full capabilities of the CASD system and in some cases the additional technology (MDTs and AVL)
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From page 87... ...
Improving Performance 87 Implement Mobile Data Terminals and Automatic Vehicle Location Various performance improvements were cited by DRT system managers with implementation of MDTs and AVL. Performance Improvements • Increased on-time performance.
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From page 88... ...
88 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation • Reservationists can take the "where's my ride" calls rather than dispatchers. This is a more cost-efficient approach and allows the dispatchers to focus on their primary responsibilities.
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From page 89... ...
Improving Performance 89 impact productivity, they conclude that the AVL in addition to the CASD appear to be the primary factors in the productivity increase of 10.3% from 1994 (pre-technology) to 1999 (post-technology)
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From page 90... ...
• Using the CASD system, the schedulers "restrict" a pre-determined number of DRT vehicles to specific zones or sub-areas of the service area, concentrating passenger trips within that area onto the "zoned" vehicles to increase their productivity. Qualifications There were a few qualifications reported about MDTs/AVL by participating DRT systems.
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From page 91... ...
Improving Performance 91 In addition to their impact on schedules, cancellations require staff time. They require staff time for the original trip scheduling and then staff time for their deletion from the schedule.
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From page 92... ...
92 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Ten DRT systems indicated they had shortened their advance reservation windows. One system did so immediately following the 1996 amendments, at the suggestion of its riders advisory committee, moving from 14-days in advance to four.
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From page 93... ...
Improving Performance 93 tem reduced its advance reservation window because, in part, a number of riders would call at the very start of the reservation window, book a number of trips, and then call just prior to the service day to cancel some of those trips. Several systems said that another benefit was fewer no-shows as "riders are less likely to forget that they made a reservation" with a shorter reservation period.
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From page 94... ...
94 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Adopt and Enforce No-Show and Late Cancel Policy While some level of no-shows and late cancellations may be an accepted aspect of DRT operations, they are also recognized for their detrimental effect on performance. In an effort to minimize no-shows and late cancels, most DRT systems have developed and adopted policies to reduce their occurrence.
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From page 95... ...
a certain level of points has been accumulated by an individual rider over a specified time period, the rider is suspended for a defined amount of time. Such policies may also have a reward component, so that riders who use the service responsibly, without no-shows or late cancellations over a defined time period, may be eligible for a free trip on the system.
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From page 96... ...
No-Show/Late Cancel Policy Performance Effects Comments Strict new policy implemented in 2003, by small urban DRT system. Late cancel definition: cancellations less than one hour before trip considered no-shows.
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From page 97... ...
No-Show/Late Cancel Policy Performance Effects Comments Sophisticated no-show/late cancellation policy was developed and has evolved since its implementation in FY 2003, by a large DRT system. The policy uses "points," which a rider accumulates depending upon when the rider notifies, or does not notify, the system as to a cancellation/no-show.
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From page 98... ...
98 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation staff resources are needed. One of the larger DRT systems with a points system for no-shows/late cancellations reports that up to 1.75 full-time staff are assigned to enforce its policy.
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From page 99... ...
Improving Performance 99 Performance Improvements Several of the DRT systems participating in the research identified the management of their revenue hours to match expected ridership as a strategy employed to improve productivity; see Table 7-9. These are systems that use private contractors to provide their DRT service, and the contractual relationship provides for the adjustment of revenue hours.
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From page 100... ...
100 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation managers knew were very low demand, so that the system is charged for revenue time only when a passenger trip is provided. This has been a very effective management action, saving more than 25 revenue hours on a weekly basis.
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From page 101... ...
Improving Performance 101 nature of ADA paratransit service. The taxi programs typically have restrictions on use, for example, limits on the amount of subsidy per taxi trip and a cap on the number of taxi trips that can be taken through the program during defined periods of time, for example, per day or per month.
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From page 102... ...
Program 1 Program 2 Program 3 Program 4 Program 5 Program Objectives Program initiated in FY04 at the request of a legislator to provide more spontaneous travel opportunities for ADA riders. Program initiated in FY06 to: Mitigate possible negative effects of reducing service area to ¾ -mile ADA corridors and of eliminating same-day medical back-up service provided through dedicated van service.
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From page 103... ...
Improving Performance 103 to the same riders' use of the ADA service during the same sample time period. Second, to review how trip patterns changed on the ADA service with introduction of the same-day taxi program, riders' use of the taxi program was reviewed and compared to the same riders' use of the ADA service both before and after the taxi program began.
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From page 104... ...
Program 1 Program 2 Program 3 ADA-Eligible Riders Who Use Same-Day Taxi Program Total Passenger trips, FY 05 ADA paratransit 1,104,879 same-day taxi est. 2,660 Total Passenger trips, FY 06 ADA paratransit 1,235,836 same-day taxi 11,681 Total Passenger trips, FY 05 ADA paratransit 620,989 same-day taxi 169,710 Increase in total trips made by taxi program users, measured from year before taxi program to year after taxi program initiated.
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From page 105... ...
Improving Performance 105 subsidy per same-day taxi trip are more heavily used. Additionally, as noted on Table 7-10, the taxi programs can be designed so that riders are encouraged to take shorter trips.
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From page 106... ...
106 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation private entity for the sponsoring DRT system, with sophisticated systems and procedures in place, including swipe cards for the riders and in-vehicle card readers, providing comprehensive management and control over the same-day program, including detailed monitoring to ensure proper use. The issue of FTA drug and alcohol testing is another facet that deserves mention when considering use of taxi services.
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From page 107... ...
Improving Performance 107 in comparable areas, at the same time providing a premium, personalized service that transit systems and their planners hope to translate into higher ridership among choice riders. The most frequent application of general public DAR is for the provision of rural transit services.
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From page 108... ...
108 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Performance Data Performance data on general public DAR services was gathered from three previous reports (30,31,32) and primary data collected from site studies conducted for this project.
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From page 109... ...
Improving Performance 109 DAR service may allow the transit system to reduce fixed-route hours on one or more local routes while still providing the same level of coverage. • While DAR does not have the potential to carry as many riders per vehicle hour as fixed-route service, local transit systems need to study the productivity of the specific segments being replaced and not the productivity of the entire route when determining service effectiveness.
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From page 110... ...
110 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation provide the transportation at a lower cost per passenger trip than can the DRT system. Second, the partnerships support the community agencies' ability to provide their own transportation to their clients.
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From page 111... ...
Improving Performance 111 In one of the examples of this coordination strategy, the DRT system developed the partnerships with community-based agencies some years ago, prior to the ADA. Reportedly, there had been some behavioral issues of riders of some of the agencies, and it was determined that the agencies were in a better position to transport their own riders if they had the requisite resources.
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From page 112... ...
112 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Given this, a number of the management actions identified by the DRT systems participating in the project as those taken to address performance issues are more specific to ADA paratransit. Among these are reduced or free fares for use of fixed-route service, changes to the service area, refinements to the eligibility/certification process, travel training, and improvements to stops and pathways for better accessibility for persons with disabilities.
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From page 113... ...
Improving Performance 113 With its focus on accessible fixed-route through the free fare program as well as fixed-route driver education and its eligibility/certification program, Flextrans has seen its ADA paratransit ridership decrease, beginning in 2002 with the start of the free fare program. From 2001 through 2005, ADA paratransit ridership decreased 10.3%.
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From page 114... ...
reduction. While the specific performance impact of this action on the DRT service was not measured, this management action was one of a number of strategies implemented in 2005 that have resulted in productivity improvement and a slowing of the rate of growth in ADA passenger trips and revenue hours needed for the service.
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From page 115... ...
Improving Performance 115 Effects A small urban DRT system indicated that its revised eligibility process led to reductions in the numbers of applications received each month, as the application materials provided a more detailed explanation of ADA paratransit. With its revised process that began in 2004, this system contracted with a vocational rehab counselor to assist with eligibility determinations and then a community action agency which had an existing mobility management program.
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From page 116... ...
Improve Accessibility to Fixed-Route Service In addition to improving the accessibility of fixed-route service, a number of transit systems are improving accessibility to fixed-route service. Such improvements focus on ensuring the accessibility of stops, particularly those with higher use, and of pathways connecting stops to major destinations.
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From page 117... ...
• Purchasing the capital equipment needed for service, including vehicles and the scheduling/ dispatch software: While the purchase of vehicles for contracted operators is a practice that some larger DRT systems have done for a number of years, several of the smaller DRT systems participating in the research noted that they now provide the major capital assets to their contractors, providing the systems increased management control over the service. Several of the DRT systems also reported that they now own the software that is used by the contractor, a change that provides the public agency sponsor better access to the system and its data.
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From page 118... ...
118 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation Performance Effects Several of the participating DRT systems indicated that rider education programs have been effective. • Portland's LIFT paratransit program planned and implemented a full-fledged education campaign, which targeted not only riders, but included vehicle operators and other staff as well.
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From page 119... ...
also given "pocket card" information, which complemented the information given to riders so that operators knew what was expected of them and of the riders. Each focus area was introduced with the phrase "you make a difference when.
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From page 120... ...
120 Guidebook for Measuring, Assessing, and Improving Performance of Demand-Response Transportation tant social purpose to establish incentives for contractors who bid public transit services contracts to retain qualified employees of the prior contractor to perform the same or similar work." 6 This legislation establishes that an entity that awards a public transit service contract in the state is to provide a ten percent preference to any bidder who agrees to retain the employees of the prior contractor for a specified period of time. TCRP has funded research that will investigate the issues of operator recruitment and retention as they relate to the performance of ADA paratransit services.
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From page 121... ...
Improving Performance 121 tor wages as measured by productivity, operating cost per passenger trip, and service quality measures such as on-time performance. Cross Train Staff Well-trained staff members contribute to the effective functioning of a DRT service.
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