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On-demand Dispatch Services at
Mineta San Jose International Airport
September 10, 2007
Bob Lockhart
Airport Operations Manager
About SJC
• Owned and operated by the City of San Jose
• 10.8 million passengers in FY 06/07
• Two terminals, 13 airlines
• $1.3 billion Airport construction program under way– New terminal, concourses, consolidated rental
car facility, parking and roadways – Expected completion in 2010
Historical Background
• Open taxi system prior to 1994– Many service issues, lack of standards
• Concession Agreements– 1994 – SCCTA and Yellow Cab– 1996 – Yellow Cab and United Cab– 2002 – Yellow Cab and United Cab
• Mayor’s Taxi Task Force in 2000
• Taxi Advisory Team - 2001 to present
In Search of a New Model
• Consultant was hired in 2003 to assist Taxi Advisory Team and City Staff with developing a new taxi model for the City and the Airport
• Goals of Model were:– Improve economics for the industry– Improve service delivery off-Airport– Maintain or improve Airport service– Open Airport to more companies and drivers
The New Model
• Airport opened to all taxi companies– Contracts issued to all 14 companies in City
• 300 alternate day Permits issued to Airport drivers– 195 to individual drivers – each must affiliate
with a contracted company– 105 to companies, reallocated after 2 years
• Minimum of 4 trips per day– 70% of days, both on- and off-Airport days
The New Model
• Standards set within Contracts and Permits with Liquidated Damages capability
• Incentive offered to use CNG or other alternative fuel vehicles– Every day access to all certified vehicles
• Requires monthly reporting by companies of off-Airport trips
• Allows for transferability between drivers for vacation/absence periods
The New Model
• Airport required a dispatch company to manage the 14 companies and drivers
• RFP conducted for On-Demand Dispatch Services Agreement– Taxis and door-to-door shuttles included
• No qualified responses for first RFP
• Second RFP received four responses– Taxi San Jose approved in May 2005
Taxi San Jose
• Board of Directors from the Industries– Representatives from ConVis, labor council,
driver’s union, drivers, taxi companies and a shuttle company
• Hired a Limousine company to run the dispatch operations
• Started operations September, 2005
• Changed management structure in Spring 2006, brought employees in-house
Taxi San Jose
• Installed an electronic trip recording system
• Reports daily and monthly trips to City and companies
• Has worked to improve appearance of staff and presentation to customers
• Manages day to day activities of taxis and shuttles
• Bi-weekly meetings with Airport staff
Has it Worked?
• Depends on who you ask!
• Administrative nightmare for Airport staff– 300 permits, 12 taxi and 37 shuttle contracts– Taxi San Jose oversight and management– Transferability control and organization– Management of permit trip obligations– Still have job actions and in-fighting– High percentage of GT staff time is on taxi and
shuttle monitoring and oversight
Has it Worked?
• Not all companies on-board with dispatch company
• Complaints about lack of expertise of starters and dispatchers, report accuracy
• Customer service issues still on peak evenings, especially Sundays
• Communications challenges between GT staff and front line starters
Has it Worked?
• On the other hand……– On-Airport trips have increased from 5.5 per
day in December ’05 to 7.6 in June ’07– Off-Airport trips have increased from 5.9 in
December ’05 to 6.8 in June ’07– CNG/Alt Fuel trips have increased from below
6% prior to the model to 42% in July ’07• 122 certified vehicles compared to less than 30
– Strong results in a recent survey of customers towards better customer service
What’s Next?
• One-year extension for Taxi San Jose• Extensions for 12 Taxi Companies
– 15 vehicles and 15 drivers– 25% CNG trips– Customer service training complete– Computer aided dispatch system– Paid up on all fees
• Extensions for taxi permits– Reallocation of Company permits
What’s Next?
• Continued monitoring of Taxi San Jose– One year extensions available or RFP
• Reevaluation of costs and fee structures• Additional work within Taxi Advisory Team
addressing industry issues of leaseability, transferability and caps
• Continued work on issues between taxis and shuttles
• Survive the construction with staff and GT program intact!
