PowerPoint Presentation

Workshop for CalACT Fall 2015 ConferenceRohnert Park, CA October 21, 2015Roy Glauthier George Sparks

Managing Paratransit Efficiencies1ManagingParatransit EfficienciesWorkshop ObjectivesManaging Paratransit Efficiencies2To provide participants with an understanding of the:Impacts of Environment, Service Design, and Policies on paratransit efficiency;The extent to which these may be changed or managed; andThe unintended consequences of focusing solely on efficiency in paratransit operations.Workshop for CalACT Fall 2015 ConferenceRohnert Park, CA October 21, 2015Roy Glauthier George Sparks

Managing Paratransit Efficiencies3ManagingParatransit EfficienciesEfficiency Vs. EffectivenessManaging Paratransit Efficiencies4Efficiency = Doing Things RightEffectiveness = Doing the Right ThingsMeasuring Service EffectivenessManaging Paratransit Efficiencies5Effectiveness= Is your agency delivering the transit/ paratransit services that your target clients want? Measuring Service EffectivenessManaging Paratransit Efficiencies6Effectiveness= Is your agency delivering the transit/ paratransit services that your target clients want? Measures:Passengers carriedComplaints or Satisfaction levelsRidership by client type, frequency of use, trip typeMeasuring Service EfficiencyManaging Paratransit Efficiencies7Efficiency = Comparative Measure ofInputs Versus Units of Output Measuring Service EfficiencyManaging Paratransit Efficiencies8Efficiency = Comparative Measure ofInputs Versus Units of Output

Potential Measures:Cost per Vehicle MileCost per Vehicle HourCost per PassengerPassengers per Hour

Measuring Service EfficiencyManaging Paratransit Efficiencies9Efficiency = Comparative Measure ofInputs Versus Units of Output

Potential Measures:Cost per Vehicle MileCost per Vehicle HourCost per PassengerPassengers per Hour

Measuring Service EfficiencyManaging Paratransit Efficiencies10Efficiency = Comparative Measure ofInputs Versus Units of Output

Potential Measures:Cost per Vehicle MileCost per Vehicle HourCost per PassengerPassengers per Hour

Measuring Service EfficiencyManaging Paratransit Efficiencies11Efficiency = Comparative Measure ofInputs Versus Units of Output

Potential Measures:Cost per Vehicle MileCost per Vehicle HourCost per PassengerPassengers per Hour

Passengers Per HourManaging Paratransit Efficiencies12Passengers =One-way Trips ?Round Trips ?Booked Trips ?Unduplicated Clients?Hours =Total Hours ?Maintenance/ServicingTrainingRevenue Hours ?Garage to Garage1st pick-up to last drop-off1st pick-up to last drop-off out of service after 15 minutes of dead time Managing Paratransit Efficiencies13TOURDepart Garage10:00 amPick-Up One [PU1]10:15Drop Off 1 [DO1]10:30[Standby]Pick-Up Two [PU2]11:00Drop Off Two [DO2]11:30Return to Garage12:00GaragePU1PU2DO1DO2 Managing Paratransit Efficiencies14TOURDepart Garage10:00 amPick-Up One [PU1]10:15Drop Off 1 [DO1]10:30[Standby]Pick-Up Two [PU2]11:00Drop Off Two [DO2]11:30Return to Garage12:00Productivity HoursTotal TripsProductivityGarage-to-Garage2.0 2 1.01st PU to Last DO1.25 2 1.61st PU to Last DO w/out of service after1.0 2 2.015 minutesGaragePU1PU2DO1DO2Paratransit =Unlinked Passenger TripsProductivityVehicle Revenue HoursManaging Paratransit Efficiencies15Unlinked Passenger Trips (UPT) The number of passengers who board public transportation vehicles. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination.Vehicle Revenue Hours (VRH) The hours that vehicles are scheduled to or actually travel while in revenue service. Vehicle revenue hours include: Layover / recovery timeBut exclude: DeadheadFuelingOperator trainingVehicle maintenance testing, andSchool bus and charter services.[Source: NTD Glossary]

Definition of Vehicle Revenue Hour for Paratransit ServicesManaging Paratransit Efficiencies16Vehicle Revenue Hour (VRH): For paratransit service, a vehicle revenue hour shall be defined as any sixty-minute increment of time, or portion thereof, that a vehicle is actively transporting passengers (proceeding to pick up after already beginning revenue service or having a revenue passenger on the vehicle) within the established hours of service. Revenue vehicle hours, for all services, shall exclude any meal breaks, service breaks, fueling time, mechanical breakdowns and time a vehicle is down due to an accident. Factors Affecting ProductivityManaging Paratransit Efficiencies17 Opportunity for Management Change Environmental Factors-- Minimal

Service Design--Moderate

Policies/Procedures--Significant

Politics-- ??Environmental FactorsManaging Paratransit Efficiencies18 Size of Service Area Population Size & Composition Distribution of Population within Area Road Network/Traffic Conditions Distribution of Origins/Destinations WeatherParatransit Service DesignManaging Paratransit Efficiencies19Type of Service:ADA Complementary ParatransitImmediate Response v. Advance ReservationService AreaClientele General Public Senior and Disabled [How defined?] ADA Paratransit Eligible Special Needs/Agency TripsPolicies & ProceduresManaging Paratransit Efficiencies20 Door-to-Door v. Curb-to-Curb v. Origin-to-Destination Scheduling or Pick-Up Window Wait Time Ride Time Cancellations No-Shows and Late Cancels Reservations How far in advance? Trip Negotiations # of requests on one call Subscription TripsPoliticsManaging Paratransit Efficiencies21Clientele -- Who must be served?Service AreaAllocation of services among agency partnersEquity of service availability (i.e. no limitations, lesser service levels to certain areas, etc.)Fare levels (no premiums for special service or, conversely, holding fares unreasonably low)Special treatment clientsUnwillingness to make hard decisions and enforce policiesStrategies to Increase ProductivityManaging Paratransit Efficiencies22Design OpportunitiesReservations/Scheduling/DispatchPolicies & ProceduresDesign Opportunities to Increase ProductivityManaging Paratransit Efficiencies23 Clientele: ADA Paratransit Eligible [only] Seniors and Disabled General Public Agency TripsAreawide v. Limited ADA: Strict mile boundariesMedical trips outside boundaries, how far? Individual trips?All Destinations or Feeder/ZonalRequire transfers to FR for long trips

Design Opportunities to Increase ProductivityManaging Paratransit Efficiencies24Demand Responsive Subareas with ConnectorsWidely separated communitiesDistant or specialty medical facilitiesVehicle SelectionNature of streets and geographyExpected trip types local, freq on/offs, or long distanceIncidence of school trips, wheelchair passengers, packagesUniform fleet or variety of sizes & layoutsADA: Premium Same-Day ServiceManagement & OperationsIn-House v. Contracted?Dedicated Fleet v. Taxis v. MixedAgency contracts, other subsidy arrangements

Reservations/Scheduling/DispatchStrategies to Increase ProductivityManaging Paratransit Efficiencies25R/S Process: Manual, Computer-Assisted or Computerized?Dynamic v. PrescheduledShared Ride Shared RidingManaging Paratransit Efficiencies26 1 hour3.0 Passengers per Hour20 minute tripsShared RidingManaging Paratransit Efficiencies27 1 hour3.0 Passengers per Hour5.0 Passengers per Hour20 minute tripsShared RidingManaging Paratransit Efficiencies28 Factors Affecting Shared-Riding: Vehicle CapacityPolicy on Shared-RidingAdequacy of arrival-time windowFlexible response-time policyReasonable demand volumeTrained drivers and passengersScheduling system with spacial awareness of trip patterns

1 hour3.0 Passengers per Hour5.0 Passengers per HourManaging Paratransit Efficiencies29

Managing Paratransit Efficiencies30

Reservations/Scheduling/DispatchStrategies to Increase ProductivityManaging Paratransit Efficiencies31R/S Process: Manual, Computer-Assisted or Computerized?Dynamic v. PrescheduledShared RideGroup TripsStand-by ListCall-AheadsTaxicab BackupWill Call Returns

Dialysis ReturnsFull-time/Part-time StaffingDriver Shift Scheduling

Vehicle SchedulingManaging Paratransit Efficiencies32

Policies & ProceduresTo Increase ProductivityManaging Paratransit Efficiencies33 Eliminate/Minimize Slow-DownsEstablish and enforce late cancellation, no-show policiesSample No-Show Late Cancellation PoliciesManaging Paratransit Efficiencies34Greensboro Transit Authority [NC]

OCTA AccessWarnings, Penalties and Appeals Process A customer may be suspended if the number of no-shows or late cancellations received during any single month exceeds 10% of their overall scheduled monthly trips OR the number of no-shows or late cancellations exceeds five (5) during any single month. A warning letter may be initiated after receiving the third no-show or late cancellation to remind the customer of the policy and inform him/her that his/her ACCESS privileges may be suspended.

Policies & ProceduresTo Increase ProductivityManaging Paratransit Efficiencies35 Eliminate/Minimize Slow-DownsEstablish and enforce late cancellation, no-show policiesDelineate operator assistance & package policies

Sample Package PoliciesManaging Paratransit Efficiencies36Greensboro Transit Authority [NC]Carry-On Items Policy:Riders on GTA and SCAT services are limited to bringing on-board no more than four regular shopping bags or other small packages or parcels. They must be able to carry their carry-on items safely onto and off of the GTA or SCAT vehicle as well as safely control these items during vehicle operations. Packages or parcels may not obstruct the aisle, interfere with the operation of the passenger lift, or prevent seats from being used by other passengers.OCTA AccessPackages Customers are limited to two packages the size of a grocery bag, and may use small shopping carts to transport their items. Drivers are not required to assist customers with packages or shopping carts.Policies & ProceduresTo Increase ProductivityManaging Paratransit Efficiencies37 Eliminate/Minimize Slow-DownsEstablish and enforce late cancellation, no-show policiesDelineate operator assistance & package policiesDefine service policies: -- Curb-to-Curb, Door-to-Door-- Response Policy for Immediate Requests-- Pick-Up Window-- Wait Time-- Ride Time

Sample PoliciesManaging Paratransit Efficiencies38Greensboro Transit Authority [NC]

Curb-to-Curb Service: SCAT paratransit service in which, on both the origin and destination end of the trip, the driver gets out of the vehicle and assists the passenger between the vehicle and a sidewalk or other safe waiting area no more than 15 feet from the vehicle. Door-to-Door Service: SCAT paratransit service in which the driver gets out of the vehicle and meets/escorts the passenger from or to the door threshold of a residence, building or main lobby of a public building. This could occur at the trips origin and/or destination. Door service is available by request. Door service cannot be provided for those individuals whose pick-up or drop-off locations would cause the driver to lose sight of the vehicle or where the assistance by the driver may harm the individual, the driver or both. An exception may be made for dialysis centers upon approval by dispatch. Drivers may never enter a riders residence.

Sample Service PoliciesManaging Paratransit Efficiencies39

Sample PoliciesManaging Paratransit Efficiencies40Fresno, Handy Ride

Will Call Pick-Up: Will-Call service is a call when ready service: Will calls are restricted to medical trip purposes. The number of will calls accommodated each day would be limited to a maximum number determined by Handy Ride supervisors and dispatchers, based on the number that they feel Handy Ride can accommodate without negatively impacting the scheduled service. Will call ceilings will be approved by FAX. Will calls will be accommodated within 90 minutes of a request Policies & ProceduresTo Increase ProductivityManaging Paratransit Efficiencies41 Eliminate/Minimize Slow-DownsEstablish and enforce late cancellation, no-show policiesDelineate operator assistance & package policiesClarify service policiesMinimize Inefficient TripsDirect sponsored trips to nearest facilityFully utilize ADA trip negotiation authorityGroup similar trip O/D, especially non-ADA long tripsCreate Incentives Toward ProductivityGroup fare policyOff-peak faresDefine/adopt operator incentives

Productivity Trade-OffsManaging Paratransit Efficiencies42Emphasis on productivity can affect: Ride Time On-Time Performance Operator Assistance ComplaintsProductivity Trade-OffsManaging Paratransit Efficiencies43Over-emphasis on productivity can affect: Ride Time On-Time Performance Operator Assistance Complaints= Unintended ConsequencesManaging Paratransit Efficiencies44

On-Time PerfProductivityWait TimeRide TimeComplaintsService MonitoringManaging Paratransit Efficiencies45Performance StandardsPassenger Trips per Vehicle Service HourWait Time and Wait Time Deviation [demand response services]On-Time PerformanceRide Time [average and distribution]Phone System: Avg Hold Time, Max Hold Time, Holds over 3,5, 10 minComplaintsRoad CallsAccidents

Conflicting StandardsManaging Paratransit Efficiencies46Pass/VSH v.On-Time Performance [productivity]Ride TimeOperator Courtesy/AssistanceComplaints Wait Timev. Ride TimeIncentives and PenaltiesManaging Paratransit Efficiencies47Can be effective if used judiciously and balanced.Penalties cannot be arbitrary should represent the most realistic forecast possible of what the actual damages are likely to be.If one-sided or unrealistic, penalty costs will just be included in contractor budgets.Recommend initial benchmarking and annual review to ensure achievable service standards.Avoid two or more penalties of same performance issue.Managing Paratransit Efficiencies48Performance CriteriaStandardIncentivePenalty1. Service ProductivityDial-A-Ride: 2.4 Passenger Trips per Revenue Vehicle HourCommunity Bus: 13.0 Passenger Trips per Revenue Vehicle HourDial-A-Ride: $200 per month for each 0.1 above 2.5 trips.RVHCommunity Bus: $200 per month if avg 14.0 or higherDial-A-Ride: $200 per month for each 0.1 below 2.3 trips/RVHCommunity Bus: $200 per month if avg 12.5 or less2. Dial-A-Ride On-Time Performance95% or better$200 for each month that performance is 97% or higher$200 for each month that performance is less than 95%.3. Dial-A-Ride: Failure to wait a minimum of 3 minutes after on-time vehicle arrival.Zero (0) occurrencesNone$100 per incident of failing to wait at least 3 minutes.4. Dial-A-Ride: Missed Trip[Arrival at pick-up location more than 60 minutes after the scheduled time or not at all]Zero (0) occurrencesNone$100 per incident5. Telephone Hold Times90% of all calls shall be answered in less than 3 minutes100% of all calls shall be answered in 5 minutes or less$200 for each month that at least 95% of all calls are answered within 3 minutes$100 per month if 70.1% to 80% of all calls answered in 3 min.; $200 if 70% or less answered in 3 min5. Vehicle CleanlinessAs defined in SOWNone$100 per day, per vehicle not clean6. Driver UniformAs defined in SOWNone$100 per incident7. Monthly Management Report SubmissionAs defined in SOWNone$200 for each month that reporting is submitted late, incomplete. or with incorrect data8. Customer ComplaintsNo more than 3 per monthNone$100 for each verified complaint received over 3 in a monthTransit Service StandardsWrap-Up Managing Paratransit Efficiencies49Managing paratransit efficiency is a balancing act with service quality.Tradeoffs should be based on system priorities and common sense.Environments, clientele and systems are dynamic, so expect change and rebalance as needed.Educate policymakers and riders to interrelated nature of efficiency and service quality.Maximizing Paratransit EfficienciesManaging Paratransit Efficiencies50Roy E. GlauthierTransportation Planning and Policy949-650-5956rglauthier@aol.com

George L. SparksPomona Valley Transportation Authority909-596-7664glspvta@gmail.com