Report No: Meeting Date:

TAWNS/T

13-144 June 12, 2013

Alameda-Contra Costa Transit District

STAFF REPORT TO:

Operations Committee AC Transit Board of Directors

FROM:

David J. Armijo, General Manager

SUBJECT:

On-Time Performance Task Force

BRIEFING ITEM RECOMMENDED ACTION(S): Consider receiving report on the initiation and progress of the On-Time Performance Task Force. EXECUTIVE SUMMARY: The District developed a task force to improve the District's On-Time Performance (OTP) to the agency goal of 70% by mid 2013 and to 75% by mid 2014. The task force developed three efforts to improve on-time performance including policy and practice adjustments, implementation of an OTP Transportation Tiger Team, and implementation of an OTP Planning and Scheduling Tiger Team to focus on specific measures to improve on-time performance and the service provided to the District's customers . The team implemented changes to the Rapid Line time points and changed the measurement of OTP to departure times rather than arrival times. The Transportation Tiger Team began monitoring line performance to improve overall on-time performance. The Planning and Scheduling Tiger Team will be making adjustments to low performing routes to ensure adequate running time for operators. Initial results from the On-Time Performance Task Force have been positive with substantial

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improvement on Line 18. The results on the 72R line have not been as favorable due to operator absenteeism; however, there was some improvement while the OTP Transportation Tiger Team monitored performance on this route. BUDGETARY/FISCAL IMPACT: There are no current direct fiscal impacts related to On-Time Performance Task Force Report.

BACKGROUND/RATIONALE: As part of the District's Organizational Direction Setting process, staff developed a SMART Goal to improve district-wide on-time performance (OTP), with targets of 70% OTP by mid-2013 and

Report No. 13-144 Page 2 of 5 75% OTP by mid-2014. The Task Force is currently focusing on improvement of OTP on key trunk routes and major corridors, which in turn improves the quality and reliability of service for AC Transit riders on these routes. Over time and with regular monitoring, the efforts of the OTP Task Force will help to improve system-wide OTP, since the trunk routes are a significant contributor to the agency's OTP metric. The process to improve OTP through the Task Force consists of three efforts: • • •

Policy and practice adjustments OTP Transportation Tiger Team OTP Planning and Scheduling Tiger Team

Policy/Operator User Guide IOUGI Adjustments 1. Rapid line timepoints - When AC Transit implemented the San Pablo Rapid and International Rapid, the District's policy was to operate the service on a headway-based schedule with no timepoints. "Shadow" timepoints that were not visible to the public and provided as a guide for operators were implemented later to address performance problems; however, the "shadow" timepoints did not improve performance since they were not enforceable. Staff has now implemented enforceable shadow timepoints to prevent bunching and improve the District's on-time performance.

2. OTP measured on departure - The OUG instruction did not allow operators to arrive to a timepoint ahead of schedule, which forced operators to un-necessarily dwell at bus stops prior to a timepoint if they were running early. When the operator then arrives at the timepoint on-time and faces a large amount of boardings or loading a passenger in a wheelchair, the operator was often behind schedule when leaving the bus stop. To assist the operators, staff changed the measurement of OTP to the departure time to allow an operator to arrive at a timepoint early, take advantage of the extra dwell-time to load passengers, and leave on time to maintain schedule. Transportation Supervisor Tiger Team

A Road Supervisor "Tiger Team" was established that consists of three supervisors dedicated to . monitoring specific routes for OTP improvement. The supervisors work 8-hour daily shifts and monitor the ends of the line with one supervisor roaming the middle of the line to actively manage the line in an effort to maintain schedule adherence. Management tools include: o o o o

Converting to a trip to "drop-off only" to minimize dwell time Leap-frogging to help late buses Dead-heading buses from the end of the line to catch up to schedule Converting a bus to express service to the end of the line if it is bunched with another bus

The Scheduling Department compares the Tiger Team's data with baseline OTP data for the line to identify improvements in OTP. The Tiger Team began monitor the 181ine in mid March 2013. The current list of routes identified for monitoring by the Tiger Team includes the 18, 51A, 72, 72R and 97. These are routes that have accurate schedules but poor OTP, and therefore, could be improved through active line management.

Report No. 13-144 Page 3 of 5

Planning/Scheduling Tiger Team Staff from the Planning and Scheduling departments are planning to initiate an Operator's Forum with operators, supervisors and other staff involved in the operations of a particular route. Based on feedback from the forum and data available for the given route, Planning and Scheduling departments will develop recommendations to improve the route's performance, which may include: o o o o

Run-time adjustments by segment Routing recommendations Layover improvements Signal and other capital improvements

As staff implements improvements, Supervision can deploy the Transportation Tiger Team to begin to monitor the route for OTP. Staff is planning to initiate this process with the Line 57 along Macarthur.

Internal and External Communications and Messaging Communications and messaging are important in obtaining buy-in and to raise awareness of this effort to improve service quality and reliability. The communications and messaging for this effort will include: o o o o

providing updates to the Board for feedback and awareness providing internal messaging to convey importance of improved OTP to all departments providing external messaging as part ofthe Better Ride campaign providing program success at various transit conferences and events

Initial Program Results The system-wide on-time performance has continued to show improvement for the past several months, with a 5% improvement from September 2012 to April 2013. The on-time performance for April 2013 averaged 69.71%, which is only slightly below the 70% target for OTP. The 18 line was monitored in March 2013, with the Tiger Team focusing on the Mountain/Moraga layover and heavy traffic areas contributing to poor on-time performance. The layover is allowed one coach in the layover location and due to delayed on time performance, schedules have a difficult time adequately reaching schedule adherence goals. The North layover on San Pablo Ave @ Marin has its challenges as well with high traffic during the evening commute. During the week of March 18 - 23, 2013, the OTP Tiger Team was successful in increasing on time performance to 68.04% of the targeted 70% goal, but the performance declined slightly in April as the OTP Tiger Team monitored a new service area.

Report No. 13-144 Page 4 of 5

Monthly - Systemwide OTP for Division System Wide For Route - 18 & Direction - All . . .Act....

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The implementation of enforceable timepoints resulted in significant improvement in on-time performance for the two Rapid bus lines as shown in the chart below, with the on-time performance increasing from about 67.2% to 72.6% in April. The OTP Tiger Team focused on the 72R line in May 2013, which resulted in increased on-time performance and improved adherence to the District' s 70% target; however, more effort will need to be placed on the 72/72M Lines due to the consistent underperformance at a current 62.31% and 62.5% out of the 70% target. These routes are still under review for strategy improvement.

Monthly - Systemwide OTP for Division System Wide For Route - 72R & Direction - All .... Actual

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The impact of the Task Force on OTP may be limited due to high rates of absenteeism that result can result in missed runs. When high absenteeism results in a missed run, the remainder of the bu ses on the line experience delays which impact the District's overall on-time performance for the District. Staff is working to implement program s to reduce absenteeism

Report No. 13-144 Page 5 of 5 and improve miles between road calls to improve the District's OTP and level of service to customers.

ADVANTAGES/DISADVANTAGES: This report does not recommend a course of action with notable advantages and disadvantages.

ALTERNATIVES ANALYSIS: This report is provided to inform the Board. There are no alternatives analyses associated with this report.

PRIOR RELEVANT BOARD ACTIONS/POLICIES: None

ATTACHMENTS: 1.) Histogram: 2.) Histogram: 3.) Histogram: 4.) Histogram:

Schedule Adherence by Schedule Adherence by Schedule Adherence by Schedule Adherence by

Line Line Line Line

72R, April 2012 72R, April 2013 1R, April 2012 1R, April2013

Department Head Approval:

James Pachan, Chief Operating Officer

Reviewed by:

Joseph Robinson, Superintendent Robert Del Rosario, Director Patricia Mason, Senior Supervisor

Prepared by:

This page intentionally blank 

5131113

Schedlie Adherence by Une

lnR Dir: North

Samples: 3727

OTP: 67.7%

Dir: South

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Samples: 3731

OTP: 57.7%

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Minutes of Deviation (Actual vs Scheduled)

Minutes of Deviation (Actual vs Scheduled)

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Sched~e Adherence by Une

(i'jlrr Schedule Adherence by Line [ 72R Dir: North

Samples: 3786

OTP: 78.1%

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OTP: 66.4%

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