Vital Signs Scorecard Bus Performance

Transcription

1 Customer Service and Operations Committee Board Information Item III-A November 4, 2010 Vital Signs Scorecard Bus Performance Page 6 of 52

2 Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number: Resolution: Yes No TITLE: Vital Signs Report PURPOSE: Report Metro s actual performance in key areas of safety, security and service reliability. DESCRIPTION: This report analyzes why performance is changing and documents what is working well and what s not. Areas in need of performance improvement will have specific actions documented that will drive execution toward targets. A companion scorecard appears as an on-line dashboard on Metro s web page where these key performance indicators and other measures can be accessed by the public at any time. Measuring and reporting on Metro s performance is an essential part of the overall assessment of how well this region s primary transit system is delivering service to its customers. FUNDING IMPACT: No impact on funding. RECOMMENDATION: None Page 7 of 52

3 Washington Metropolitan Area Transit Authority Vital Signs Report Bus Performance Customer Service and Operations Committee November 4, 2010 Page 8 of 52

4 Purpose The Performance Office will periodically present an in depth review of performance in a key aspect of Metro s operation Collaboration of Chief Performance Officer and Assistant General Manager of Bus (CPO & AGM) Focus of this review Metrobus Operations What s working well? What s not working, why? What actions improve performance? Page 9 of 52

5 Metrobus Overview Metrobus operations Sixth largest bus fleet in the United States Average weekday ridership: 405,971 Active buses (FY10): 1,512 Average fleet age: 7.2 Years Repair facilities: 9 Vehicle miles (FY09, 000s): 50,682 Diesel fuel dependence has dropped 35% since 2001 Page 10 of 52

6 Performance: What Is Working Well Bus Transportation Dashboard Goal 1: Create A Safer Organization Goal 2: Deliver Quality Service Goal 3: Use Every Resource Wisely A management tool that communicates performance Execution Plan is the foundation of the dashboard Provides real-time information to supervisors, to speed up response and corrective actions Coming Soon: Bus Maintenance real-time performance reporting Page 11 of 52

7 Performance: What Is Working Well Bus Safety Conversations Goal 1: Create A Safer Organization 100% Bus Safety Conversation Time Compliance 80% Compliance 60% 40% 20% 0% Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept BMNT BTRA Target Page 12 of 52

8 Performance: What Is Working Well Select Advantage Goal 4: Retain, Attract and Reward the Best and the Brightest A behavioral assessment selection tool implemented on December 29, 2009 used to select Bus Operator candidates Purpose: Identify candidates that possess key elements of a successful bus operator Benefit: 1. Decreased turn-over rate of students 2. Improved on the job performance Page 13 of 52

9 Performance: What Is Working Well Bus Fleet Reliability Goal 2: Deliver Quality Service Replaced 148, 15 year old buses, with new hybrid electric buses Enhanced maintenance staff training procedures ilures ce between Fai (Miles) Mean Distanc 8,000 7,500 7,000 6,500 6,000 5,500 5,000 4,500 4,000 Bus Fleet Reliability FY 2010 FY 2011 Target July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun * FYTD 6,950 MDBF Page 14 of 52

10 Performance: What Is Not Working Well Bus On-Time Performance (OTP) Goal 2: Deliver Quality Service Controllable - Workforce shortage - Not adhering to on- time pullout - Bus bunching - Realistic run times Uncontrollable - Road construction - Traffic congestion - Major events creating detours 85.0% 80.0% 75.0% 70.0% 65.0% 60.0% Bus On-Time Performance FY 2010 FY 2011 Target July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Definition: Window of no more than 2 minutes early or 7 minutes late Page 15 of 52

11 Industry Practices: On-Time Performance Definitions Agencies often differ in methodology of identifying at which point does tracking OTP begin National peer agencies were chosen using INTDAS* likeness scores OTP is often calculated for completed trips, but it is sometimes unclear as to whether missed/dropped trips and extra trips are included in the measurement AGENCY EARLY LATE Metro *Schedule Adherence Ride On * Schedule Adherence DC Circulator *Headway Adherence (<15 mins. is late) The Bus * Schedule Adherence 2 minutes 7 minutes 2 minutes 5 minutes 7 minutes 11 minutes 2 minutes 7 minutes CUE *Schedule Adherence 2 minutes 5 minutes SEPTA *Schedule Adherence 0 minutes 4 minutes MDT * Schedule Adherence 59 seconds 4 minutes + 59 seconds MARTA *Schedule Adherence MTA New York City *Schedule Adherence 0 minutes + 30 seconds 5 minutes + 30 seconds 1 minute 5 minutes *Source: Integrated National Transit Database Analysis System (INTDAS) Page 16 of 52

12 Performance: Action To Improve Safety DriveCam System - Goal 1: Create A Safer Organization Coming Soon, Installation is 85% completed Page 17 of 52

13 Performance: Actions To Improve OTP The Bus Verifier - Goal 2: Deliver Quality Service A pilot application designed to allow users to readily pinpoint incidents within a geographic area with route and date Tool will assist in performing root cause analysis and addressing customer complaints Information will explain the cause for delays, early arrivals, and no shows in real or historical i time Success Factor: Service Operation Managers must phone in detention to a dedicated di d BOCC resource Page 18 of 52

14 Performance: Actions To Improve OTP G30 Strategic Action Team - Goal 2: Deliver Quality Service The G30 OTP team is a cross functional group tasked with: Assessing Metrobus service reliability Identifying 150 internal and external factors 100 affecting service 50 Customer Complaints Related to Bus OTP in FY2010 Early Late No Show % Timepoints On Time 100% 95% 90% 85% 80% 75% 70% 65% 60% % OTP by Time Period Sunday Saturday Weekdays All Days Goal Suggesting recommendations 0 Jul Aug Sep OtN Oct Nov Dec Jan FbM FebMar AprMayJun OTP accounts for 35% of total bus complaints A.M. OTP consistently meets 80% goal; P.M. peak and evening have the lowest OTP Page 19 of 52

15 Performance: Actions To Improve OTP G30 Sample Strategies For Improving Reliability - Goal 2: Deliver Quality Service Implement dedicated bus lanes and intersection treatments to alleviate the impact of traffic congestion Re-deploy Service Operation Managers (SOM) and dedicate SOMs to specific lines or corridors Consolidate bus stops Review time point locations Adjust schedules to match actual operations (budget constraints) Ride the bus routes and interview operators more frequently Page 20 of 52

16 Action To Improve Service: Planning For Service Improvements Priority Corridor Network - Goal 2: Deliver Quality Service Pi Priority it Corridor Network: Board approved program to improve service, capacity, and performance on 24 corridors serving over half of all Metrobus riders Corridor Study Projects: (3-4 per year) intended to evaluate, recommend and prepare corridor service restructuring and capital improvement plans Service Evaluation Projects: (6-8 per year) intended to evaluate existing service, recommend operating adjustments, and identify future strategic needs Comprehensive Implementation Plans: addresses requirements and practices for service design; customer facilities; buses and assignments; customer information systems; transit/traffic operations and plans; fare collection; and safety and security management STUDIES U Street-Garfield Line: Routes 90, 92,93 K6 Line: Route K6 Benning Rd. H St.: Routes X1,X2,X3 28-Leesburg Pike Line: Route 28A Q Line: Route Q2 16 th St. Line: Routes S1, S2,S4 30s Line: Route 32,34,36 EVALUATIONS 70s Line (2007): Routes 70,71,79 Routes B2, D12,D13,D14 Routes 23A, 23C,25A,25C,,, 25D F8,P12, 2A,2C,2G,D Page 21 of 52

17 Vital Signs Next Steps Summary Metro is becoming a performance based agency Performance Office staff will continue to collaborate with front line operating groups seeking ways to highlight good performance and improve poor performance Develop Execution Plans Performance Reporting Share Best Practices Page 22 of 52