Embed Size (px)
Citation preview
Y
Blank Slate: SacRT Forward Route Optimization
APTA Sustainability and Multimodal Planning WorkshopBoston, 2019
1
James Drake, Principal PlannerSacramento Regional Transit District
Y
Background
2
• 20 million boardings• Bus, light rail, paratransit, microtransit• 30% service cuts 2008-10• Cost-neutral bus network restructuring• Board adopted 2/25/19• Takes effect 9/8/19
Y
Boardings Per Revenue HourExisting Bus Routes
3
0
5
10
15
20
25
30
87 51 30 81 72 15 56 11 82 26 22 23 88 1 86 80 67 25 75 68 55 84 62 61 93 13 2 21 19 65 38 6 5 24 28 74 54 47 34 95
0
5
10
15
20
25
30
15 87 51 67 68 55 25 81 26 93 23 86 88 30 1 72 82 80 75 11 56 19 84 21 38 62 54
Saturday(27 Routes)
Sunday/Holiday(22 Routes)
Weekday(40 Routes)
60 minutes
30 minutes
15 minutes
Headways
0
5
10
15
20
25
30
51 81 87 15 80 23 26 68 30 86 67 56 88 93 82 55 1 75 72 19 21 38
Only two routes w/ 30m headways on
Sundays!
Y
How “Frequent” Is the Network?
4
928k251k 27%
residents w/in 1/2 mileof all-day local service
residents w/in 1/2 mileof frequent service
(Service area population is 1.1 million over 367 square miles)
Y
How “Frequent” Is the Network?
5
40 minutes Average Weekday Headway
50 minutes Average Saturday Headway
57 minutes Average Sunday/Holiday Headway
Y
Do More With Less What We Have
6
1. More frequent routes2. More weekend service3. Jurisdictional equity 4. Cost neutrality5. Gain ridership
1. Make it faster2. Better gas mileage3. Cost less4. Take public comments
and a board vote on every facet of it when you’re done
Build a New AccordBuild a New Network
Y
Network Prototyping on a Budget
7
Wikki StixBox of 468
$27.07 on AmazonBudget-Constrained Network Prototype
Monopoly Money
Y
Build Your Own Network
8
Line up supporters
Y
What’s More Important?
9
Maximize Ridership Minimize Cost
• Speculative• Laborious analysis• Minimal, delayed fiscal
impact
• Knowable and controllable• Simple math• Direct fiscal impact
Farebox Recovery = 20%
Y
Cost Estimation
10
Advantages of Excel• Ability to interline• Flexible, tabular data• Portable, accessible (e.g., copy/paste)
• Not too simple, not too complex• Inexpensive
Y
Cost Estimation
11
Revenue HoursModel
Estimate Run Cut % Over Budget
Annual 551,961 551,825 0.0%
Weekday 448,162 453,938 +1.3%
Saturday 55,427 52,894 (4.6%)
Sun/Hol 48,371 44,993 (7.0%)
Calibrate your model!
Y
Public Engagement | Know Your Audience
12
Pre-Proposal Public Review
Who
Care
s?
• Riders union• Environmental groups• TAC members
• Customers• Neighborhood groups• Parents• Board members• Executive staff
Nee
ds
• Long-form presentations • Management briefings• Special ridership stats• Special purpose maps
Don’t front-load all your consultant’s public engagement time
Y
New Network
13
Weekday Saturday Sunday
Exist
ing
New
Net
wor
k
Y
How “Frequent” Is the Network?
14
40 minutes Average Weekday Headway
50 minutes Average Saturday Headway
57 minutes Average Sunday/Holiday Headway
304250
1 good route > 2 bad routes
Y
New Network
15
Change in Revenue Hours
Weekdays -4.1%
Saturdays +39.1%
Sun/Hol +70.3%
TOTAL +3.0%
Y
Operator/Supervisor Training
17
Y
Secret Weapon for Public Meetings
18
+ =
Y
Rider Alerts
19
Riding BusesDrivers’ Room Display
Keep drivers informed!
Y
Rider Alerts
20
Y
Customer Service Display
21
Y
Operator Signup
22
Paid time behind the
wheel
Y
New Bus Stop Signs
23
• 2,500 new signs• Double sided• Includes destination• Renumbered commuter
routes to 100’s
Old New
Y
Temporary Vinyl Covers
24
• 3,000 bus stops• 500 eliminated• 1,000 with new or
different routes
Old Routes New Routes
Y
New Signs and Covers
25
Y
New Bus Stops(Or Lack Thereof)
26
Y
New Bus Stops(Or Lack Thereof)
27
Y
New Bus Stops(Or Lack Thereof)
28
Y
New Bus Stops(Or Lack Thereof)
29
Y
Speed Matters | Planning vs Action
30
General George S. Patton
• Aggressive schedule• Entire system, all at once• Considerable staff self-performance
Plans have political shelf lives
Y
Questions? Comments?
31
James Drake, Principal PlannerSacramento Regional Transit District
