ITRE Transit Technical Assistance Program Highlights CONTACTS: Debra Collins ([email protected], 704.639.7653) Kai Monast ([email protected], 919.515.8768) ITRE’s Transit Technical Assistance Program has enjoyed a nearly 20-year relationship providing value-added technical assistance, training, research, and implementation for NCDOT, transit systems, local governments, and vendors of transit products. Planning and Implementation of Technology • Bi-Annual Vehicle Utilization Data collection and analysis of ridership, miles, and hours for all rural systems since 2004; • The Community Transportation Technology Implementation Plan identifies eligible technologies up to 3 years in advance and guides transit systems through an implementation process designed to ensure a full, successful, and cost-effective implementation; • Assist urban systems with planning and implementing the ITS National Architecture using the various FTA required tools; • Implement the NCDOT’s technology policy, updating regional and system technology plans, system engineering analysis for each project, etc.; • Software implementation on the statewide, regional, and individual transit system levels; including continuous improvement of technology implementation processes, project management, and working with vendors and vendor user groups; • Assist transit systems and state DOTs develop procurement specifications for vehicles (vans, hybrid buses, etc.), services (maintenance services, operations and management), software (paratransit scheduling and dispatching, maintenance, real-time passenger information systems, interactive voice response (IVR) systems; • Managing the statewide implementation of maintenance software and security cameras/ Performance • Quarterly collection and analysis of Operating Statistics for urban and rural transit systems. These statistics are compiled, cleaned, corrected, and output in easy to read summary files that show change over time for key statistics; • Annual reporting hundreds of lines of Operating Statistics data for each transit system of to the FTA’s National Transit Database. ITRE is responsible for ensuring that the data are complete and accurate, as this reporting is a requirement of SAFETEA-LU funding; • Assess transit systems performance and encourage performance improvement through the Performance Planning process, where we compare a system to itself and to its peers over time; • Develop, implement, and support of TrIP_Maker, a paratransit scheduling and billing database for the smaller rural public transportation providers, currently used by 15 transit systems. This software is specifically designed to improve transit system performance; • Increase organizational and operational efficiencies through greater coordination and consolidation of resources—envisioning future ideals, developing plans to move toward an ideal target, and providing strategies to achieve a desired goal;
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ITRE Transit Technical Assistance Program Highlights
CONTACTS: Debra Collins ([email protected], 704.639.7653) Kai Monast ([email protected], 919.515.8768) ITRE’s Transit Technical Assistance Program has enjoyed a nearly 20-year relationship providing value-added technical assistance, training, research, and implementation for NCDOT, transit systems, local governments, and vendors of transit products. Planning and Implementation of Technology
• Bi-Annual Vehicle Utilization Data collection and analysis of ridership, miles, and hours for all rural systems since 2004;
• The Community Transportation Technology Implementation Plan identifies eligible technologies up to 3 years in advance and guides transit systems through an implementation process designed to ensure a full, successful, and cost-effective implementation;
• Assist urban systems with planning and implementing the ITS National Architecture using the various FTA required tools;
• Implement the NCDOT’s technology policy, updating regional and system technology plans, system engineering analysis for each project, etc.;
• Software implementation on the statewide, regional, and individual transit system levels; including continuous improvement of technology implementation processes, project management, and working with vendors and vendor user groups;
• Assist transit systems and state DOTs develop procurement specifications for vehicles (vans, hybrid buses, etc.), services (maintenance services, operations and management), software (paratransit scheduling and dispatching, maintenance, real-time passenger information systems, interactive voice response (IVR) systems;
• Managing the statewide implementation of maintenance software and security cameras/ Performance
• Quarterly collection and analysis of Operating Statistics for urban and rural transit systems. These statistics are compiled, cleaned, corrected, and output in easy to read summary files that show change over time for key statistics;
• Annual reporting hundreds of lines of Operating Statistics data for each transit system of to the FTA’s National Transit Database. ITRE is responsible for ensuring that the data are complete and accurate, as this reporting is a requirement of SAFETEA-LU funding;
• Assess transit systems performance and encourage performance improvement through the Performance Planning process, where we compare a system to itself and to its peers over time;
• Develop, implement, and support of TrIP_Maker, a paratransit scheduling and billing database for the smaller rural public transportation providers, currently used by 15 transit systems. This software is specifically designed to improve transit system performance;
• Increase organizational and operational efficiencies through greater coordination and consolidation of resources—envisioning future ideals, developing plans to move toward an ideal target, and providing strategies to achieve a desired goal;
• Create datasets for Community Transportation Services Plans that include developing a budget tool, fully allocated cost model, Transit Dependent Index dataset by county;
• Map and analyze origin / destination / route data collected from transit systems;
Training
• Transportation Leadership Development – for more than 10 years, The Public Transportation Group has partnered with Virginia W. Blair to provide a dynamic leadership program designed to give transportation professionals an opportunity to significantly improve their decision-making and leadership skills. It provides a framework for each participant to shape his or her own unique leadership style;
• Americans with Disability Act - Once a year for the past several years, ITRE has partnered with Russell Thatcher, TranSystems, to keep NC Transit operators on top of the unfolding ADA issues;
• Paratransit Foundations - ITRE Public Transportation staff has filled a need for training on topics that give paratransit operators a fresh look at industry business practices. These courses are offered as webinars twice per year and are available for in person delivery. Courses currently being taught are 1) Policies and Practices, 2) Basics of Scheduling, 3) Basics of Dispatching, 4) Understanding Billing, 5) Using Your Data, and 6) Service Delivery Methods;
• Skillbuilding Workshops – ITRE has recently developed 4 new classes that use a combined learning of web based (using Moodle), information gathering and attending an in person workshop. The topics for this training are 1) Building Relationships with Public Officials at All Levels, 2) Building a Budget Tool for Additional Funding, 3) Building and Maintaining Effective Organizations through Good Employees, and 4) Contributing to Sustainable Communities;
• User Groups – ITRE sponsors user groups that support various technologies used in the state – RouteMatch TS, AssetWorks InfoCenter, UTA Automatic Passenger Counters, Genfare Fareboxes, TrIP_Maker, etc.
Davidson County Transportation System
FY 2012 NCDOT Public Transportation Division
Community Transportation Operating and Financial Statistics Report
Pg 1
ID 57
Contact Name: Hodges, George R.
Contact Phone: (336) 242-2252
System Website: www.co.davidson.nc.us
Service Area Type: Combined City/County
Counties Served:
Contractor: None
Out Of County Service Provided? Yes
Coordination with Other Transit Systems? Yes
Peer Group: 2
137.8
103.9
90.2
0
20
40
60
80
100
120
140
160
2010 2011 2012
33
37
24
0
5
10
15
20
25
30
35
40
2010 2011 2012
402
325
178
0
50
100
150
200
250
300
350
400
450
2010 2011 2012
31%
51%
18%
MedicaidOther ContractNonContract
Trips By Funding Type
Passengers By Year in Thousands
10.8
7.73
1.77
0.0 2.0 4.0 6.0 8.0 10.0 12.0
0.63
0.33
0.44
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70
Miles Per Year
Passengers, Hours and Miles By Mode
Deviated FixedDemand Response Fixed Route
Efficiency By Mode
Passengers Per Mile
System Type: Community
4%
96%
Weekday
Weekend
Passengers By Day Type
Passengers Per Hour
Hours Per Yearin Thousandsin Thousands
Service Type Passengers Hours Miles
Demand Response 33,351 18,871 76,772
Deviated Fixed 13,012 1,683 39,883
Fixed Route 36,653 3,576 61,362
Other 54,786 0 0
Date Printed: 12/4/2012 Data last updated on: 11/16/2012
Davidson County Transportation System
FY 2012 NCDOT Public Transportation Division
Community Transportation Operating and Financial Statistics Report
Pg 2
ID 57
$11.42$10.33
$9.14
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
2010 2011 2012
$7.10
$5.97
$4.11
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
2010 2011 2012
21%
55%
24%
Federal
State
Local
Subsidy per trip is calculated using the total amount of
Federal and State administrative and operating funds a transit
system received divided by the total number of trips. Cost per
trip is calculated using the total system expenses divided by
the total number of trips.
Data SummarySubsidy Per Trip By Year
Cost Per Trip By Year
Administrative and Operating Funding Sources
Notes: Passengers Per Hour, Passengers Per Mile and Total Passengers include contracted trips but not contracted miles or hours.BENCHMARKING STATISTICS are in blue and bold
2011
Miles: 325,165
Hours: 36,660
Passengers Per Hour: 2.83
Passengers Per Mile: 0.319
Total Passengers: 103,890
Cost Per Trip: $10.33
2012
178,017
24,130
5.71
0.774
137,802
$9.14
% Change
-45%
-34%
102%
142%
33%
-11%
Subsidy Per Trip: $5.97 $4.11 -31%
Non-Contract Trips
Per Non-Urban
Population:
0.60 40%0.83
0Reportable Incidents: 0 0%
Reportable Fatalities: 0 0 0%
Reportable Injuries: 0 0 0%
5310,16,17, 20 Funds: $0 $0
5311 Funds: $165,691 $170,012
ARRA Funds: $0 $0
Other Federal Funds: $85,731 $98,395
CTP Admin Funds: $10,356 $10,001
ROAP Funds: $358,363 $287,972
Other State Funds: $0 $0
Local Contract Funds: $420,044 $644,385
Local Fares: $8,425 $2,301
Other Local Funds: $24,437 $46,913
Cost Per Mile: $3.30 $7.08
Cost Per Hour: $29.27 $52.22
114%
78%
0%
3%
0%
15%
-3%
-20%
0%
53%
-73%
92%
Total Federal Funds: $251,422 $268,407 7%
Total State Funds: $368,719 $297,973 -19%
Total Local Funds: $452,906 $693,599 53%
Administrative: 3.00 3.04 1%
Maintenance: 0.00 0.00 0%
Drivers Under 30: 0.00 0.00 0%
10.00 9.21 -8%
0.00 1.41 0%
0.00 0.00 0%
EMPLOYEE FTE SUMMARY
Other Employees: 0.00 2.00 0%
Total Employee FTEs: 13.00 15.66 20%
Drivers 30-64:
Drivers 65-74:
Drivers 75 and Older:
Date Printed: 12/4/2012 Data last updated on: 11/16/2012
Davidson County Transportation System
FY 2012 NCDOT Public Transportation Division
Community Transportation Operating and Financial Statistics Report
Date Printed: 12/4/2012 Data last updated on: 11/16/2012
Snow Hill
Walstonburg
Hookerton
Greene County Transit Dependence Index
µ0 2.5 51.25Miles
Data compiled from Census 2010 and the most recent AmericanCommunity Survey.
February 14, 2012
TDI = PD x [AVNV + AVE + AVY + AVD + AVBP], where: PD = populaton per square mile AVNV = amount of vulnerability based on presence of no vehicle households AVE = amount of vulnerability based on presence of older adult populaton AVY = amount of vulnerability based on presence of youth populaton AVD = amount of vulnerability based on presence of disabled populaton AVBP = amount of vulnerability based on presence of below-poverty populaton
The Transit Dependency Index combines population density, no vehicle household, older adult population, youth population, disabled population, and below-poverty population into one factorthat measures that transit dependency of geographic locations.
TDI Values5 Least Dependent6 - 89 - 1011 - 1516 - 28 Most Dependent
Institute for Transportation Research and Education North Carolina State University
North Carolina Community Transportation System
Technology Implementation Planning
May 16, 2012
Introduction This technology plan establishes anticipated funding years for three kinds of paratransit technologies: 1) Scheduling Software, 2) Mobile Data Computers/Automatic Vehicle Locators, and 3) Maintenance Software. Other technologies will be added as needed. This plan provides guidance on when money should be budgeted by the state and the local transit agencies. Because there are prerequisites for most of these technologies, this plan should be used to help the transit agencies meet the requirements of each technology before the technologies are funded. See the Project Implementation Timing section for implementation steps. All technology projects must be endorsed by NCDOT and funding must be approved by the North Carolina Board of Transportation or the Federal Transit Administration.
Project Implementation Timing This Technology Implementation Plan anticipates the next series of technology implementations so transit agencies can make business practice changes to prepare for the technology and make plans to obtain the local match. The timeline and graphic below identify the review requirements and other tasks that must be completed before and after the technology implementation. Task Timing 1. Systems eligible for technology are identified based on actual and
estimated average daily passengers. Systems are contacted to determine if they are interested in proceeding with the technology.
0- 3 years before implementation
2. Systems proceeding with the technology receive assistance with identifying business practices and policies that may hinder successful implementation. The type of assistance depends on the technology, as listed below:
• Schedule Assistance Software- Manifest and policies review • Advanced Scheduling Software- A performance plan specific
to the system is created by ITRE and updated annually by the system
• MDC/AVL- Review to ensure full implementation of the Advanced Scheduling Software.
0-3 years before implementation
3. The Pre-Application: Community Transportation Advanced Technology Funding document is provided to the identified systems and the systems identify areas that need improvement.
0-3 years before implementation
NC Transit System Technology Implementation Planning Page 2 of 11
4. With the help of NCDOT/PTD and ITRE, systems begin working toward addressing all business practice and policy concerns identified the review in Task 2 and the pre-application in Task 3.
0-3 years before implementation
5. System completes all necessary business practice and policies changes identified in the review in Task 2 and in the Pre-Application: Community Transportation Advanced Technology Funding document.
6-12 months before implementation
6. The system submits the completed Pre-Application: Community Transportation Advanced Technology Funding. If Federal funds are requested, the system also submits the grant application at this point.
6-12 months before implementation
7. ITRE and NCDOT/PTD review the Pre-Application: Community Transportation Advanced Technology Funding and/or the Federal funds grant application and approve or deny the application. Denied applications must address the reasons for denial and resubmit the application, returning to Task 3.
4-6 months before implementation
8. Approved systems receive the full Community Transportation Technology Application, fill it out completely, and submit it NCDOT/PTD. At this time, systems schedule site visits to view the requested technology.
3-5 months before implementation
9. NCDOT/PTD and ITRE verify completeness of the application and prepare the Board of Transportation agenda item (if necessary).
2-4 months before implementation
10. The Board of Transportation approves or denies funding (if necessary).
1-3 months before implementation
11. Implementation begins. Implementation 12. Implementation is complete and the project is ‘Live’. 0-6 months after
implementation 13. The system completes a Post-Implementation Assessment and
submits it to ITRE. 12-18 months after implementation
14. ITRE assesses the implementation by comparing the Pre-Implementation Assessment required in the Community Transportation Technology Application with the Post-Implementation Assessment.
12-24 months after implementation
NC Transit System Technology Implementation Planning Page 3 of 11
Average Daily Passenger Projections The purpose of this section is to anticipate when a transit system will cross the required average daily passenger trip threshold to qualify for technology. At 300 average daily passenger trips per weekday, the system becomes eligible for Advanced Scheduling Software and Mobile Data Computer/Automated Vehicle Locator. The current year and previous year average daily passenger totals from the Vehicle Utilization Data are compared to achieve an Actual Growth rate. Because only two years of data are compared, the Actual Growth is tempered by assuming that high growth systems (>10% growth) may realize an Estimated Growth of 7% over time, moderate growth systems (1-10% growth) may realize a 4% Estimated Growth, and low growth systems (negative or less than 1% growth) may realize a 1% Estimated Growth. Average daily passenger totals are highlighted in RED when they reach 290 trips/day because it is anticipated that the system may potentially cross the threshold in the next fiscal year. Growth projections should be updated annually, based on the most current data available.
NC Transit System Technology Implementation Planning Page 4 of 11
Table 1. Average Daily Passengers Projections
System Type Avg Daily Passengers Growth Rate Estimated Avg Daily Passengers
NC Transit System Technology Implementation Planning Page 5 of 11
Table 1. Average Daily Passengers Projections (Continued)
System Type Avg Daily Passengers Growth Rate Estimated Avg Daily Passengers
2010 2011 Actual Estimated1 2012 2013 2014 2015 2016 Martin Single 181 180 0% 1% 182 184 186 188 190 McDowell Single 227 213 -6% 1% 215 217 219 222 224 Mecklenburg Single 334 305 -9% 1% 308 311 314 317 320 Mitchell Single 122 216 77% 7% 231 248 265 284 303 Moore Single 240 243 1% 4% 253 263 273 284 295 Nash Edgecombe (Tar River) Regional 381 413 8% 4% 429 446 464 483 502 New Hanover Single 280 318 13% 7% 340 364 389 416 445 Onslow Single 272 275 1% 4% 286 298 309 322 335 Orange Single 235 247 5% 4% 257 267 278 289 301 Pender Single 94 84 -11% 1% 85 86 87 88 88 Person Single 190 175 -8% 1% 177 179 181 182 184 Pitt Single 199 223 12% 7% 239 255 273 292 313 Polk Single 189 177 -6% 1% 179 181 182 184 186 Randolph Regional 276 331 20% 7% 354 379 405 433 464 Richmond Single 159 183 15% 7% 196 210 225 240 257 Rockingham Single 233 244 5% 4% 254 264 274 285 297 Rowan Single 377 456 21% 7% 487 522 558 597 639 Rutherford Single 236 249 5% 4% 259 269 280 291 303 Sampson Single 104 130 25% 7% 139 149 160 171 183 Scotland Single 247 149 -40% 1% 150 152 153 155 156 SEATS (Robeson) Single 303 317 5% 4% 330 343 357 371 386 Stanly Single 242 245 1% 4% 255 265 275 286 298 Swain Single 71 46 -35% 1% 46 47 47 48 48 Transylvania Single 101 103 2% 4% 107 111 116 120 125 Tyrrell Single 7 5 -34% 1% 5 5 5 5 5 Union Single 352 333 -5% 1% 336 339 343 346 350 Wake Single 395 424 7% 4% 440 458 476 495 515 Washington Single 83 73 -12% 1% 74 74 75 76 77 Watauga (AppalCART) Single 147 178 21% 7% 191 204 218 234 250 Western Piedmont (WPRTA)3 Regional 480 562 17% 7% 601 643 688 737 788 Wilkes Single 245 244 0% 1% 247 249 252 254 257 Wilson Single 278 263 -5% 1% 266 268 271 274 276 Yancey Single 87 89 2% 4% 92 96 100 104 108 YVEDDI Regional 743 673 -9% 1% 680 686 693 700 707
1 Estimated Growth based on Actual growth. High growth = 7%, Moderate = 4%, Low = 1% 2 Estimated Average Daily Passengers for 2010 = Average Daily Passengers 2009 * (1+Estimated Growth)
NC Transit System Technology Implementation Planning Page 6 of 11
Scheduling Software Implementations
Types of Scheduling Software There are two categories of scheduling software addressed in this report. The most basic assists transit systems in scheduling trips, but has no capability for routing. This Schedule Assistance Software (SA) includes CTS and TrIP_Maker, for example. Homemade software solutions must be independently analyzed to determine if they qualify as Schedule Assistance Software. Qualifying Homemade software must:
• Be a relational database • Minimize data entry errors by allowing the user to select clients, runs, vehicles, drivers,
etc. • Create agency bills • Accurately report passenger trips, service and revenue miles and hours, and other
essential data. Schedule Assistance Software implementations identified in this document are suggestions. There are no minimum requirements for Schedule Assistance Software and there is no application or budget approval necessary to implement the software. Scheduling Assistance Software implementations are listed in this report to help transportation systems plan for growth and to ensure that the transportation system has successfully implemented a qualifying Schedule Assistance Software for at least 3 years before Advanced Scheduling Software will be funded. Advanced Scheduling Software (AD) will schedule passengers to vehicles and plan the vehicle’s daily route. RouteMatch, StrataGen, and Trapeze are examples of Advanced Scheduling Software. Transit systems must meet very specific criteria before being eligible for Advanced Scheduling Software to ensure that the software will be fully implemented and used to its maximum potential. The exact criteria are included in the document titled “Pre-Application: Community Transportation Advanced Technology Funding.”
NC Transit System Technology Implementation Planning Page 7 of 11
New Hanover FY11 Urban Tech FundsOnslow FY07Orange FY00?Pender FY03?Person FY04?Pitt SA ADPolk SARandolph FY11 ARRA FundedRichmond SARockingham FY04 ADRowan FY12 ADRutherford FY01Sampson FY07?Scotland Reverted from SA FY09SEATS (Robeson) FY00 ADStanly SA ADSwain SATransylvania FY06TyrrellUnion FY05 Self-Funded ADWake FY04Washington FY11Watauga (AppalCART)Western Piedmont (WPRTA)3 FY09Wilkes FY04Wilson FY05? ADYancey SAYVEDDI AD
NC Transit System Technology Implementation Planning Page 9 of 11
AnticipatedMobileDataComputer/AutomaticVehicleLocatorInstallationsMobile Data Computer/Automatic Vehicle Locator (MDC/AVL) installations are an add-on technology for Advanced Scheduling Software. All requirements for Advanced Technology Software implementations must be met, in addition to the following requirements: Mobile Data Computer/Automatic Vehicle Locator (MDC/AVL) technologies work with Advanced Scheduling Software. MDC/AVLs perform many functions to increase productivity and mobility, including:
• Visually display location of transit vehicles, estimated travel speed, estimated arrival times, and passengers currently on the vehicle
• Allow real time updating of driver manifests to add/remove/alter trips as needed • Assist drivers with directions and routing • Automatically capture essential trip data, such as odometer readings and times, no shows,
and cancellations • Automatically report trip data to the office
Transit systems must meet very specific criteria before being eligible for MDC/AVLs to ensure that the devices will be fully implemented and used to their maximum potential. The exact criteria are included in the document titled “Pre-Application: Community Transportation Advanced Technology Funding.” Many of the scheduled MDC/AVL implementations are dependent upon fully implemented installations of Advanced Scheduling Software. This plan allows three years for new installations of Advanced Scheduling Software to become fully implemented and prepare for MDC/AVL technology. Alamance- ACTA is currently implementing a program that is similar to MDC/AVL technology. Therefore, they are not anticipated to require MDC/AVL funding in the near future.
NC Transit System Technology Implementation Planning Page 10 of 11
SystemGo Live Year CY12 CY13 CY14 CY15 CY16 Comments
Alamance- ACTA ???? ???? ???? ???? ???? Substitute MDC programAlleghanyAnsonApple CountryARHS-ICPTA FY09AsheAveryBeaufortBladenBrunswickBuncombe- MM FY10Cabarrus FY11 ARRA FundedCarteret <300 trips/dayCARTS Voluntarily waitingCaswellChathamCherokeeClayCleveland 3 years after ADColumbusCPTACumberland No State vehiclesDareDavidson FY12Duplin FY07DurhamEastern Band (EBCI)Forsyth FY07? No State vehiclesGaston 3 years after ADGatesGoldsboro/WayneGrahamGreeneGuilford FY11 ARRA FundedHarnett 3 years after ADHaywood 3 years after ADHoke 3 years after ADHydeIredell FY09JacksonJohnston 3 years after ADKARTS FY09 When fully implemented
NC Transit System Technology Implementation Planning Page 11 of 11
SystemGo Live Year CY12 CY13 CY14 CY15 CY16 Comments
Lee 3 years after ADLenoirLincoln FY11MaconMadisonMartinMcDowellMecklenburg FY11 ARRA FundedMitchellMoore <300 trips/dayNash Edgecombe (Tar River) ???? ???? ???? ???? ???? Needs ADNew Hanover Onslow <300 trips/dayOrangePenderPersonPittPolkRandolph 3 years after ADRichmond 3 years after ADRockingham 3 years after ADRowan 3 years after ADRutherfordSampsonScotlandSEATS (Robeson) 3 years after ADStanlySwainTransylvaniaTyrrellUnion 3 years after ADWake FY09 MPO FundedWashingtonWatauga (AppalCART)Western Piedmont (WPRTA)3 FY11 ARRA FundedWilkes <300 trips/dayWilson 3 years after ADYanceyYVEDDI 3 years after AD
Participant Signatures:
Transit System Representative:
Date: / / 20
ITRE:
Date: / / 20
NCDOT Mobility Development Specialist:
Date: / / 20
By signing this document, participants indicate their agreement with the statements outlined in this plan and declare their commitment to advancing the performance, service and operation of the transit system.
Performance Plan and Analysis
HYDE COUNTY January 2012
2 HYDE COUNTY TRANSIT Performance Planning Analysis
INTRODUCTION
The Performance Planning Analysis is conducted at the system’s request as a part of a Technology Plan, after the system is identified as needing assistance, or as part of the 5-year plan. The purpose of this plan is to provide the transit system with a guide to achieve higher performance measures and improve business practices. The system also has the opportunity to independently update the plan to track performance and create a solid foundation for future improvements.
Much of the performance planning process is based on self-reflection and accurate self-reporting. The most valuable Performance Plan is one where the transit system has thoughtfully and accurately answered the questions. To begin the Performance Planning Analysis process, the Business Practices Questionnaire and Employee Information Worksheet are sent to the transit system and a data set is requested. After the completed questionnaire is received and examined, a site visit is conducted. Once the site visit is complete, further analysis of the information is conducted and recommendations are created.
Methods of Analysis: The Business Practices Questionnaire [Appendix A] and Employee Information Worksheet [Appendix B] cover topics such as human resources, operational policies, organizational culture and the system’s planning process. Providing as much detail as needed to fully complete the questionnaire is encouraged because the depth of responses is also analyzed. The way the question is answered, the amount of detail provided and other aspects of the responses illustrate how well the system is prepared for the process and how they view their performance. Vehicle Utilization Data (VUD) Compilation [Appendix C] is used to analyze performance on specific performance measures from a single collection period and over time.
Reports are requested as needed, including reports on cancellations and no shows. Other items, such as daily driver manifests and funding source rates are collected and reviewed to understand application of business practices in day-to-day operations.
This report includes recommendations, which include a target area and a preliminary objective for improvement. Specific steps for achieving the objectives are listed with defined timeframes. These objectives are only the first steps in improving performance. As the system grows and develops, goals will be adjusted and the planning process will be revised.
SYSTEM OVERVIEW
Strongest Area: Hyde County does a remarkable job of attracting riders from non-traditional funding sources and providing efficient revenue service.
Area Needing Most Improvement:
The transit system could further expand service by attracting seasonal riders and providing tourism-based services.
3 HYDE COUNTY TRANSIT Performance Planning Analysis
THE FUTURE FOR SYSTEM NAME
Every transit system must strive to improve and create an image of their future upon which to base goals and measure success. The expectations listed here provide the transit system with a vision of where their system is going and where they want to be in the near future. The future for the transit system has been developed by the system representatives, with the assistance of ITRE.
TRANSIT SYSTEM TO FILL OUT
PERFORMANCE PLANNING EVALUATION CHECKLIST
Major areas discussed in this Performance Plan are listed in this table with a general rating of the system’s policies, progress or achievements in that area.
Rating Key
Exceptional Below Average
Above Average Needs substantial improvement
Average
Performance Measure Rating/Category Other Data Analysis Cancelations N/A No Shows Percentage of subscription and demand response trips N/A
Comparisons To VUD Peer Group Weekday Passengers Per Service Hour Weekday Passengers Per Revenue Hour Weekday Passengers Per Service Mile Weekday Passengers Per Revenue Mile Weekday Average Daily Passengers
4 HYDE COUNTY TRANSIT Performance Planning Analysis
RECOMMENDATIONS
Throughout the analysis, look for the Recommendation Flag to identify areas that relate to specific recommendations and the Quality Check indicating strong points.
1. Target Area: Improved performance measures
Every community transportation system should aspire to grow their business and increase effectiveness in providing service.
Goals:
Performance Measure Current Level
Growth %
6 months 12 months
18 months
Weekday Average Daily Passengers 67 10% 73 81 89 Weekday Passengers per Service Mile 0.116 5% 0.122 0.128 0.135 Weekday Passengers per Revenue Mile 0.174 3% 0.180 0.185 0.191 Weekday Passengers per Service Hour 2.88 5% 3.03 3.18 3.34 Weekday Passengers per Revenue Hour 4.54 3% 4.68 4.82 4.96 Weekday Average Daily Passengers 67 10% 73 81 89
Steps to Improvement:
6 Months ‐ Through the 5-year CTSP, explore opportunities for serving seasonal residents and short-term visitors
‐ Evaluate mix of lift and non-lift vehicles 12 Months ‐ On-Going ‐ Continue to market transportation services to employment centers and other
destinations
2. Target Area: Preparation for growth Objective: Set the system up so that it can easily handle expansion
Steps to Improvement:
6 Months ‐ Explore affordable scheduling assistance software packages that will assist with record-keeping, billing, and reporting
12 Months ‐ Begin making business practice changes to match the requirements of the scheduling assistance software
5 HYDE COUNTY TRANSIT Performance Planning Analysis
Data and Questionnaire Analysis
1. Comparisons To Vehicle Utilization Data (VUD) Peer Group: Vehicle Utilization Data was used to understand the system’s performance in comparison to peer systems in the state. See the last page for a map of the VUD Peer Groups.
1.A. Current Summary Statistics: The table below compares descriptive statistics from Fall 2011 VUD for HYDE COUNTY TRANSIT with other counties in their peer group.
Weekday Statistics Group 4 HYDE % Difference
# % # % Average Daily Passengers 176 67 -62% Average Daily No Shows 7 4% 3 4% -57% Average Daily Wheelchair Passengers 11 6% 1 1% -91% Total Vehicles 17 6 -65% Lift Vehicles 11 65% 3 50% -73% Service Hours 74 23 -69% Revenue Hours 59 80% 15 64% -75% Deadhead Hours 15 20% 8 36% -44% Service Miles 1,707 575 -66% Revenue Miles 1,345 79% 383 67% -72% Deadhead Miles 362 21% 192 33% -47% Passengers Per Service Hour 2.49 2.88 16% Passengers Per Revenue Hour 3.31 4.54 37% Passengers Per Service Mile 0.106 0.116 10% Passengers Per Revenue Mile 0.140 0.174 25%
6 HYDE COUNTY TRANSIT Performance Planning Analysis
1.A.1. Weekday Average Daily Passengers: Hyde County has considerably less population than other counties in the peer group. With 67 passengers per day (>10 trips per vehicle per day), the transit system may be running at capacity.
1.A.2. Weekday Average Daily Wheelchair Passengers: At the site visit, the transit system indicated that there are very few customers within the service area that require lift vehicles. This statistic validates this belief.
1.A.3. Lift Vehicles: With so few trips requiring lift vehicles, the transit system is correct to have a smaller lift vehicle percent than the peer average as long as there are no capacity constraints for trips requiring lift equipped vehicles.
1.A.4. Weekday Passengers per Service/Revenue Mile/Hour: The transit system does an excellent job of ensuring the efficient delivery of passengers and excels in all efficiency categories compared to the peer group.
2. Vehicle Utilization Data Compilation Analysis The August VUD for 2011 was disrupted by Hurricane Irene. For this reason, Hyde reported an entire week of VUD starting with Thursday, August 18 and continued through Wednesday, August 24.
2.A. Capital Assessment Form: The transit system does a good job of taking vehicles out of service when there are no trips to perform.
2.B. Performance Indicators: There is considerable variation in service requirements during the week. Large swings in passengers and service/revenue hours/miles typically indicates inaccuracies in the data. The 18.70 passengers per revenue hour for Saturday, Aug. 20 may be accurate due to the highly efficient revenue service generated by this particular employment center. It is expected that the statistics in the graphs will change dramatically on the weekends. For this collection period, the weekend is in the middle of the collection period.
With such a sparsely populated geography, need to take most trips out of the county, and accurate recording of service times, it is not surprising that Hyde Transit has large gaps in the daily use of its vehicles. Most of these gaps can be explained as waiting times for out of county and Ocracoke runs.
The transit system is commended for operating on weekends.
2.C. Driver Analysis: There is a potential mistake in data entry for driver Beasley’s revenue hours on 8/18, as
the miles per revenue hour compute to over 100 mph. Using a basic scheduling software that checks the math on verified runs and automatically reports the VUD will help to alleviate these mistakes in the future.
7 HYDE COUNTY TRANSIT Performance Planning Analysis
3. Historic Vehicle Utilization Data Statistics The table below gives the system’s VUD performance information over the past three years as well as the system’s current performance in each area and the percent change from the first collection period.
Spring 2009
Fall 2009
Spring 2010
Fall 2010
Spring 2011
Fall 2011 Difference
Average Daily Passengers 68 58 56 48 69 67 -2%
Passengers per Service Mile 0.069 0.102 0.076 0.093 0.086 0.116 41%
3.A. Weekday Average Daily Passengers: The average daily passengers have remained stable over a 3 year
period. The transit system should continually strive to increase passenger trips by acquiring new funding sources and providing innovative service to county residents and visitors.
3.B. Weekday Passengers per Service/Revenue Mile/Hour: The efficiency of the system has increased substantially over a 3 year period.
4. Other Data Analysis: Hyde is unable to provide information at this level because it does not use scheduling software.
Current Monthly Statistics (Average Weekday) #
%
Total Scheduled Passengers N/A Total Passengers Carried Subscription Passengers Demand Response Passengers Cancellations Subscription Cancellations Demand Cancellations No Shows Subscription No Shows Demand No Shows
5. Manifest Review
5.A. Data
5.A.1. Space for All Necessary Information: Yes
5.A.2. Manifests Filled Out Completely: Yes
8 HYDE COUNTY TRANSIT Performance Planning Analysis
5.A.3. Data Looks Accurate: Yes
5.B. Legibility
5.B.1. Data Entered Consistently: Yes
5.B.2. Easy to Read Numbers: Yes
5.B.3. Easy to Determine Who Rode or Why Not: Yes
5.C. Number of Manifests: Ok
5.D. Ordered
5.D.1. Format Allows for Ordering of Manifests: No
5.D.2. Pickup and Drop-off Times are Correct: No
5.D.3. Appears that the Office Controls the Information, Not the Driver: No. However, the innovative method of paying drivers by the run and not by the hour incentivizes the drivers to find the most efficient way of delivering the trips.
5.E. Clients on Manifest Ride: Yes
6. Employment, Training and Staff: ITRE has not been able to receive a copy of the Business Practices Questionnaire. Therefore, information in the following sections comes from memory from the site visit and may be incorrect or incomplete. The following analysis is based on the corresponding sections of the Business Practices Questionnaire, Employee Worksheet and site visit. If needed, a comparison was made to the day-to-day documents (manifests, etc) received from the system.
9 HYDE COUNTY TRANSIT Performance Planning Analysis
6.B. Designation of Staff Duties and Driver Work Assignment [Questionnaire Section 1c, 1d, 3k – 3m]: The transit system has a very innovative method for paying drivers. Instead of paying by the hour, they pay by the run. Each run has a pre-determined payment for the driver. With this payment plan, the transit system can be confident that drivers are not taking longer to perform the run than necessary.
6.C. Staff Software Utilization and Computer Proficiency [Questionnaire Sections 1b and 1d]: Staff appears to be comfortable using a system of linked Excel spreadsheets that meets its current needs. Transit-specific scheduling software is not utilized in this operation. With the small size of the transit system and the skillsets of the office staff, it can continue to successfully operate without software. However, the system is not in a position to handle growth without implementing some kind of scheduling
software that assists with data collection and reporting. It is recommended that the system transition to a basic scheduling assistance software to prepare for future growth.
7. Operations and Administrative Policies:
7.A. Repairs and Routine Maintenance Policy [Questionnaire Section 4a – 4d]: The system has implemented AssetWORKS, which will assist in tracking and scheduling maintenance.
7.B. Scheduling Policy and Procedure, Use of Real-time Dispatching [Questionnaire Section 3a – 3c, 3e, 3f and 3m]: Schedules are determined the day before the run occurs. Once on the road, the drivers tend to manage their schedules independently.
7.C. Vehicle Outstationing [Questionnaire Section 5c]: There is a continual issue with drivers having to come back to the base to switch vehicles. Vehicles are outstationed but are switched at the office on a regular basis due to capacity constraints.
7.D. Policies and Procedure for Emergencies, Sick Drivers or Vehicle Breakdown [Questionnaire Section 3m]:
7.E. Charges and Procedures for No Shows or Cancellations, Administrative Fees and Fuel Charges [Questionnaire Sections 3e – 3j, 5.b.2, 7f , 7g, 8b and 8c]:
7.F. Reports and Self-evaluation (data availability and accessibility) [Questionnaire Sections 5d, 6h and 6i]: The transit system is able to pull most information quickly using the system it has developed in-house.
7.G. Interagency Coordination and Trip Brokering [Questionnaire Sections 5a and 5b]: There are no options for brokering trips within the county.
7.H. Out of County Services [Questionnaire Section 3n]: Hyde must continually go out of county for most medical appointments. Many of the trips are to Washington and Greenville. Due to its’ isolated location, the only opportunity for coordination is with Beaufort County and these opportunities are limited.
7.I. Service Types [Questionnaire Section 3o]:
7.J. Community Visibility [Questionnaire Section 9a-9c]: The transit system has one of the most distinctive van logos in the entire state.
10 HYDE COUNTY TRANSIT Performance Planning Analysis
8. Billing, Funding Sources and Budgeting:
8.A. Billing Methods and Rates [Questionnaire Section 5.a.2, 7a, 7b]:
8.B. Costs of Service [Questionnaire Section 8a]:
8.C. Rate Setting [Questionnaire Sections 8e]:
8.D. Funding Sources [Questionnaire Sections 6f, 6j, 7c – 7e, and 8f]: Hyde Transit does not carry any Medicaid trips, which sets it apart from its peers. Instead, the transit system has focused on finding other sources within the community and has done an excellent job of outreach.
8.E. Budgeting [Questionnaire Sections 2e, 8d and 8g]: As a non-profit, the transit system must accurately budget because the county will not bail them out in case of an issue.
9. Planning:
9.A. Procedure for Policy Change and Review Process [Questionnaire Sections 2d, 3d, 6b – 6e, 6g]:
9.B. Service Planning, Expansion and Review Process [Questionnaire Section 6a, 6b and 6g]:
11 HYDE COUNTY TRANSIT Performance Planning Analysis
Other Areas of Analysis
During the performance planning process, many aspects of a system’s performance are analyzed; all of the areas of analysis are listed below. Only those that need comment are included in the body of the Plan.
Total passenger trips Deadhead Miles and Hours Cancelations and no shows for subscription trips and
demand response trips Number of wheelchair passengers Number of lift-equipped vehicles Weekday Average Daily Passengers Weekday Average No Shows Weekday Average Wheelchair Passengers Total Vehicles Lift Vehicles Weekday Service Hours Weekday Revenue Hours Weekday Service Miles Weekday Revenue Miles Deadhead Miles and Hours Hiring practices Designation of staff duties and driver work
assignment Software utilization and computer proficiency
Organizational structure Work environment Repairs/routine maintenance policy Use of real-time dispatching Vehicle out stationing Policy and procedure for emergencies, sick drivers or
vehicle breakdown Charges for no shows and cancellations Administrative Fees and Fuel Surcharge Reports and self-evaluation, availability and ability to
access data Interagency Coordination Billing methods and Rates Cost of Service Rate Setting Funding Sources Budget Process Policy change procedure and review process Service planning, expansion and review process Community awareness and relationship
Data last updated on: 1/23/2013Date Printed: 1/23/2013
FY 2012 NCDOT Public Transportation DivisionCommunity Transportation Operating and Financial Statistics Report
State-Wide Community Transportation Summary Pg 1
7.157.047.07
0
1
2
3
4
5
6
7
8
2010 2011 2012
44.746.9
44.2
0
5
10
15
20
25
30
35
40
45
50
2010 2011 2012
2.4 2.52.4
0.0
0.5
1.0
1.5
2.0
2.5
3.0
2010 2011 2012
50%
27% 23%
MedicaidNonContractOther Contract
Trips By Funding Type
Passengers By Year in Millions
25.6
3.91
2.14
0.0 5.0 10.0 15.0 20.0 25.0 30.0
1.83
0.25
0.11
0.00 0.50 1.00 1.50 2.00
Hours Per Year in Millions
Passengers, Hours and Miles By Mode
Deviated FixedDemand Response Fixed Route
Efficiency By ModePassengers Per Mile
3%
97%
WeekdayWeekend
Passengers By Day Type
Passengers Per Hour
Miles Per Year in Millions
Total Passengers: 7,148,433
Total Miles: 44,229,261Total Hours: 2,354,254
Total State Funding: $14,915,528Total Local Funding: $45,826,636
Total Federal Funding: $15,258,245
Highlights
Total Funding: $76,000,410
Service Type Passengers Hours MilesDemand Response 4,755,787 2,225,036 42,330,381Deviated Fixed 254,910 64,316 996,728Fixed Route 1,645,752 64,902 902,152Other 491,984 0 0
Systems By TypeConsolidated Small City-Community 1Human Service 2Consolidated Urban-Community 5Regional Community 6Community 66
80Total Community Transportation Systems:
Data last updated on: 12/6/2012Date Printed: 1/23/2013
FY 2012 NCDOT Public Transportation DivisionCommunity Transportation Operating and Financial Statistics Report
State-Wide Community Transportation Summary Pg 2
$12.50 $12.78 $12.37
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
$14.00
2010 2011 2012
$5.66$6.19
$4.60
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
2010 2011 2012
20%
63%
17%
Federal State Local
Subsidy per trip is calculated using the total amount of Federal and State administrative and operating funds a transit system received divided by the total number of trips. Cost per trip is calculated using the total system expenses divided by the total number of trips.
Data SummarySubsidy Per Trip By Year
Cost Per Trip By Year
Administrative and Operating Funding Sources
Note: Statistics in bold italics are used for benchmarking purposes
2011
Miles: 46,924,913Hours: 2,475,031Passengers Per Hour: 2.85Passengers Per Mile: 0.150Total Passengers: 7,042,440
Data last updated on: 12/6/2012Date Printed: 1/23/2013
Centennial Campus Box 8601, Raleigh, NC 27695-8601 (919) 515-8899 (919) 515-8898 fax http://www.itre.ncsu.edu Institute for Transportation Research and Education
North Carolina State University
Benchmarking Guidebook for North Carolina
Urban Transportation Systems
Revised and Updated August 2010 (Original Document Published June 2006)
Centennial Campus Box 8601, Raleigh, NC 27695-8601 (919) 515-8899 (919) 515-8898 fax http://www.itre.ncsu.edu Institute for Transportation Research and Education
North Carolina State University
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 1
Introduction Benchmarking improves performance by establishing standards and identifying best practices. The purpose of this Guidebook is to assist urban transportation system managers benchmark the performance of their transit system. Benchmarking helps ensure transit systems throughout the state are using public funding as productively as possible while serving their riders efficiently and effectively. For more information on the benchmarking process, see the companion report Implementing a Benchmarking Process at North Carolina Public Transportation Systems, Institute for Transportation Research and Education, 2010. Organization of this Guidebook The guidebook is organized as follows:
1. Finding Your Peer Group 2. Applying Benchmarking Statistics 3. Determining Your Performance 4. Comparing Your System to Your Peers 5. Improving Your Performance
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 2
1. Peer Groups This peer grouping methodology categorizes North Carolina urban transportations systems based on size- small or large. There are many ways to determine a transportation system’s size. For these peer groups, the size is determined by the number of weekday peak period routes. If the transportation system has 10 or more weekday peak period routes, they are considered large. If they have nine or fewer routes, they are considered small. We compared the results of more complicated size determinations and found that the number of weekday peak period routes established similar peer groups and was simple and effective way to categorize urban systems into peer groups. The light rail service operated by Charlotte’s CATS and the services operated by Triangle Transit and the Piedmont Authority for Regional Transportation (PART) are recommended for comparison with national peers because they are unique and have no peers within the state. The table below shows the number of weekday peak period routes and the peer group for each system, based on route statistics compiled in 2010. The route totals should be updated annually. URBAN PEER GROUPS
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 3
2. Benchmarking Statistics Urban transportation systems should be cost effective, efficient, and productive. One statistic cannot comprehensively measure performance for each of the three factors. Therefore, each factor has its own benchmarking statistic.
Operating Ratio Definition [Farebox Revenues + Other Local Contributions] ÷ Operating Expenses Measures Effectiveness and Efficiency Goal Maximize Description Operating Ratio is the performance measure recommended to assess the local
financial support for urban transportation systems. This statistic is the ratio of revenues to operating expenses, and is preferable to Farebox Recovery Ratio as a measure to assess the level of all local contributions to operating expenses, not just farebox revenues.
Cost per Passenger Trip Definition [Operating Cost + Administrative Cost] ÷ Passenger Trips Measures Effectiveness and Efficiency Goal Minimize Description The total cost associated with delivering a trip, including Federal, State, and Local
operating and administrative funds. This factor measures “efficiency” by using cost and “effectiveness” by using riders carried.
Passenger Trips per Vehicle-Hour Definition Passenger Trips ÷ Vehicle Hours Measures Productivity Goal Maximize Description Measures the productivity of a transportation system. As a performance
measure, productivity captures the ability of a transportation system to provide service using the least number of resources—in-service vehicles and personnel—the essence of efficient, effective transportation service.
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 4
3. Determining Your Performance Now that the peer groups have been developed and the benchmarking statistics have been compiled, we have to rank transportation systems by service mode within their peer group. Using peer group averages is not appropriate because there can be significant variation in the data, which skews the average value. To account for variations in the data, we use the 50th Percentile (median) and the 85th Percentile to establish the cutoffs for acceptable and superior performance within a peer group. Percentiles are common statistical methods that disregard extreme values. To determine the median: 1. Sort the individual system values from lowest
to highest. However, Cost per Trip should be minimized. Therefore, that data should be sorted from high to low.
2. Locate the midpoint; where ½ of the values
are higher and ½ of the values are lower (solid line). In this example, the median is 12.5.
To determine the 85th Percentile (basis of superior performance): 1. After sorting the data, locate the point where
85% of the values are lower and 15% of the values are higher (green dotted line).
2. Systems with values higher than the 85th Percentile are superior for this statistic. In this example, the 85th Percentile is 14.5.
0
5
10
15
20
25
Cary
CK Rider
Gastonia
Goldsboro
Greenville
Henderson
Jacksonville
Tar River Transit
Salisbury
WPR
TA
Wilson
Trips Per Vehicle Hour (FR)
0
5
10
15
20
25
Cary
CK Rider
Gastonia
Goldsboro
Greenville
Henderson
Jacksonville
Tar River Transit
Salisbury
WPR
TA
Wilson
Trips Per Vehicle Hour (FR)
Median
0
5
10
15
20
25
Cary
CK Rider
Gastonia
Goldsboro
Greenville
Henderson
Jacksonville
Tar River Transit
Salisbury
WPRTA
Wilson
Trips Per Vehicle Hour (FR)
85th Percentile (ABOVE)
Median
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 5
To determine the lower cutoff of acceptable performance: 1. Subtract the median value (12.5) from the 85th
Percentile value (14.5), resulting in a difference of 2.0.
2. Subtract the difference (2.0) from the median (12.5), resulting in the acceptable cutoff value of 10.5. In this example, systems with values between 10.5 and 14.5 are within the acceptable range. Values below 10.5 are below the acceptable cutoff.
The method outlined above establishes the acceptable range based on the difference between superior and the norm (median), and subtracts this range from the median to establish the lower bound. This method does not result in having a specific number of transit systems outside of the acceptable range. Some peer group statistics may result in all transit systems with acceptable and superior performance. Other statistics may result in some transit systems performing below the acceptable cutoff.
4. Comparing Your System to Your Peers Operating Statistics (OpStats) data are used to generate the benchmarking statistics. On Page 2 of the Individual OpStats report and Page 1 of the Peer Group report, you will see the benchmarking statistics in bold and italics (see the following pages for examples). These reports are available from ITRE and from NCDOT/PTD. The data are divided by service mode (dial-a-ride, fixed route, light rail). There are no light rail peers in North Carolina, so light rail statistics do not appear on the peer group reports. All of the benchmarking statistics measure something of vital importance to urban transportation systems. Transportation systems may find that they show superior performance for some factors but unacceptable performance on others. If this occurs, do not summarize the benchmarking statistics into one overall score. Systems with superior performance on some factors and unacceptable performance on others should maintain their superior status while working to improve on the unacceptable performance factors. OpStats data are self-reported by the transportation systems. All financial information should match the year-end audit. Some cost information may not appear in the OpStats report. We strongly encourage transportation systems to track all revenues and expenses related to transportation delivery.
0
5
10
15
20
25
Cary
CK Rider
Gastonia
Goldsboro
Greenville
Henderson
Jacksonville
Tar River Transit
Salisbury
WPR
TA
Wilson
Trips Per Vehicle Hour (FR)
85th Percentile (ABOVE)
Median
Acceptable (ABOVE)
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 6
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 7
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 8
5. Improving Your Performance The desired outcome from benchmarking is an improvement in an organization’s performance. Organizations that are not within the acceptable or superior levels should work with ITRE, NCDOT/PTD, and other resources to develop a plan for improvement. Specific actions for improvement should be included, along with a timeline for completing each action. Transportation systems may also pursue improvement plans on their own, using the following methodologies:
1. Using quality improvement processes such as TQM (Total Quality Management). 2. Using a “best practices” methodology.
Quality Improvement Processes Quality improvement processes usually involve the concept of “continuous improvement.” The underlying premise is that the way to achieve excellence is to make continuous small improvements in the quality of a product or service. This quality improvement requires regular, data-driven measurements of quality (“metrics”). Wherever possible, an attempt is made to define quality from a customer perspective (whether the customer in an external or internal one). If it is determined that there is a quality (or performance) problem in a particular area, a common practice is to form a small team of people who have responsibility and/or expertise in that area. The team then conducts a problem-solving process to address it. Typically, such a process involves the following steps:
Benchmarking Guidebook for North Carolina Urban Transportation Systems
Page 9
Quality Improvement Process
Clarify the Problem
Identify Root Causes
Develop Alternative Solutions
Evaluate Alternatives
Implement Selected
Alternative(s)
Monitor and Adjust
These steps are explained below:
1. Clarify the problem. Make sure that the exact nature of the problem is clearly understood and agreed to by everyone.
2. Identify the causes of the problem. Dig down to determine the underlying root causes. Make sure that there is a cause and effect relationship.
3. Develop alternatives for solving the problem. Ideally this would include preventing the problem in the future rather than just fixing the current problem.
4. Evaluate the alternatives and select the best one(s). It can be useful as part of this effort to have the team develop and agree on the criteria that will be used to choose the best alternative(s).
5. Implement the selected alternative(s). It is important to have individuals who have responsibility for implementing the changes on the problem-solving team. This involvement helps them understand and accept what is proposed.
6. Monitor the results and make adjustments as necessary. A key to implementing change is to monitor actual results to make sure that they are what was intended. If not, make necessary adjustments.
Best Practices Methodology Best practices methodology utilizes external references as sources of information for performance improvement. Once it is determined that your organization is falling short in a particular area of performance, you can search for another organization that performs well in that area and adopt its practices. In addition, you can study organizations outside the transit industry for relevant best practices. For example, the parcel delivery industry could provide useful information on vehicle scheduling and/or utilization. Other, non-related industries could serve as information sources for best practices in areas such as finance or human resources.
Centennial Campus Box 8601, Raleigh, NC 27695-8601 (919) 515-8899 (919) 515-8898 fax http://www.itre.ncsu.edu Institute for Transportation Research and Education
North Carolina State University
Benchmarking Guidebook for North Carolina
Community Transportation Systems
Revised and Updated August 2010 (Original Document Published June 2006)
Centennial Campus Box 8601, Raleigh, NC 27695-8601 (919) 515-8899 (919) 515-8898 fax http://www.itre.ncsu.edu Institute for Transportation Research and Education
North Carolina State University
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 1
Introduction Benchmarking improves performance by establishing standards and identifying best practices. The purpose of this Guidebook is to assist community transportation system managers benchmark the performance of their transit system. Benchmarking helps ensure transit systems throughout the state are using public funding as productively as possible while serving their riders efficiently and effectively. For more information on the benchmarking process, see the companion report Implementing a Benchmarking Process at North Carolina Public Transportation Systems, Institute for Transportation Research and Education, 2010. Organization of this Guidebook The guidebook is organized as follows:
1. Finding Your Peer Group 2. Applying Benchmarking Statistics 3. Determining Your Performance 4. Comparing Your System to Your Peers 5. Improving Your Performance
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 2
1. Peer Groups This peer grouping methodology categorizes North Carolina community transportations systems based on uncontrollable geographic and demographic profiles. This scheme groups transportation systems so each system in a peer group has a similar opportunity to perform as well as the highest performing member of its group. By accounting for uncontrollable factors, differences in performance are primarily due to controllable factors. In other words, all the members of a peer group share similar opportunities to succeed. The degree to which they succeed can be primarily attributed to factors completely or partially under their control. The transportation system director, staff, and/or governing board can work together to adjust the factors under their control to improve performance.
Two types of factors were used to determine the peer groups and the challenges to a system’s opportunity to succeed:
Geographic Factors: Range of Elevation and Highway Density Demographic Factors: Population Density and Rural Population Ratio
Transportation systems receive scores of 1 to 4 for each factor, with 1 representing the least level of challenge and 4 representing the greatest level of challenge. The scores for each of the four factors are added together to create a group transportation systems with similar opportunities to succeed. The resulting peer groups are shown below. These peer groups will be updated with the decennial Census data and when transportation system service areas change.
COMMUNITY TRANSPORTATION PEER GROUPS Maps showing transportation system scores for each factor are displayed below, along with a more detailed explanation of the factors.
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 3
Range of Elevation (Maximum Elevation (ft) – Minimum Elevation)- Geographic factor that indicates the potential difficulty of operating due to lower operating speeds resulting from mountainous terrain.
Highway Density (Miles of State & Federal Highways/ Service Area Size (sq. mi))- Geographic factor that indicates the potential difficulty of operating due to having fewer highways in the transportation network.
Population Density (Population / Service Area Size (sq. mi) )– Demographic factor indicating the relative proximity of trip origins. Areas with lower Population Density are more likely to have longer trip lengths and be more difficult to serve efficiently. Rural Population Ratio (Rural Population / Total Population) – Demographic factor indicating the demand for trips outside the service area. Rural areas have fewer services available within the area, requiring more costly, time consuming, and inefficient trips outside the service area.
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 4
2. Benchmarking Statistics Community transportation systems should be cost effective, efficient, productive, and accessible. One statistic cannot comprehensively measure performance for each of the four factors. Therefore, each factor has its own benchmarking statistic.
Subsidy per Passenger Trip Definition [Federal + State Administrative and Operating Assistance] ÷ Passenger Trips Measures Effectiveness and Efficiency Goal Minimize Description The total State and Federal operating and administrative expenses divided by the
total number of passenger trips. This measure captures both “efficiency” using cost to State and Federal taxpayers and effectiveness using total passenger trips. This measure assesses the transit system’s effectiveness leveraging State and Federal funds to provide service to residents.
Cost per Passenger Trip Definition [Operating Cost + Administrative Cost] ÷ Passenger Trips Measures Effectiveness and Efficiency Goal Minimize Description The total cost associated with delivering a trip, including Federal, State, and Local
operating and administrative funds. This factor measures “efficiency” by using cost and “effectiveness” by using riders carried.
Passenger Trips per Vehicle-Hour Definition Passenger Trips ÷ Vehicle Hours Measures Productivity Goal Maximize Description Measures the productivity of a demand-response transportation system. As a
performance measure, productivity captures the ability of a transportation system to schedule and serve passenger trips with similar origins, destinations, and time parameters, using the least number of in-service vehicles and hours—the essence of shared-ride, public demand-response service.
Non-Contract Trips per Non-Urbanized Service Area Population Definition Non Contract Trips ÷ [Total Service Area Population – Population within an
Urbanized Area] Measures Accessibility Goal Maximize Description Non-contract trips include only those demand-response trips provided for
passengers whose trips are not funded by a human service agency. This measure reflects the number of trips provided to the general public. More general public trips show a transportation system is reaching out and trying to grow its business and better serve its community. Non-urbanized service area population includes only the population of a CT system’s service area that lives outside urbanized areas and outside urban clusters1.
1 Non-Urban population is the total population of the service area minus the Urbanized Area population and minus the Urban Cluster population, according to and defined by the US Census.
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 5
3. Determining Your Performance Now that the peer groups have been developed and the benchmarking statistics have been compiled, we rank transportation systems within their peer group. Using peer group averages is not appropriate because there can be significant variation in the data, which skews the average value. To account for variations in the data, we use the 50th Percentile (median) and the 85th Percentile to establish the cutoffs for acceptable and superior performance within a peer group. Percentiles are common statistical methods that disregard extreme values. To determine the median: 1. Sort the individual system values from lowest
to highest. However, subsidy per Trip and Cost per Trip should be minimized. Therefore, that data should be sorted from high to low.
2. Locate the midpoint; where ½ of the values
are higher and ½ of the values are lower (solid line). In this example, the median is 2.1.
To determine the 85th Percentile (basis of superior performance): 1. After sorting the data, locate the point where
85% of the values are lower and 15% of the values are higher (green dotted line).
2. Systems with values higher than the 85th Percentile are superior for this statistic. In this example, the 85th Percentile is 2.95.
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 6
To determine the lower cutoff of acceptable performance: 1. Subtract the median value (2.1) from the 85th
Percentile value (2.95), resulting in a difference of 0.85.
2. Subtract the difference (0.85) from the median (2.1), resulting in the acceptable cutoff value of 1.25. In this example, systems with values between 1.25 and 2.95 are within the acceptable range. Values below 1.25 are below the acceptable cutoff.
The method outlined above establishes the acceptable range based on the difference between superior and the norm (median), and subtracts this range from the median to establish the lower bound. This method does not result in having a specific number of transit systems outside of the acceptable range. Some peer group statistics may result in all transit systems having acceptable or superior performance. Other statistics may result in some transit systems performing below the acceptable cutoff.
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 7
4. Comparing Your System to Your Peers Operating Statistics (OpStats) data are used to generate the benchmarking statistics. On Page 2 of both the Peer Group and Individual OpStats reports, you will see the four benchmarking statistics in bold and italics (see the following pages for examples). These reports are available from ITRE and from NCDOT/PTD. All four of the benchmarking statistics measure something of vital importance to community transportation systems. Transportation systems may find that they show superior performance for some factors but unacceptable performance on others. If this occurs, do not attempt to average the benchmarking statistics into one overall score. Systems with superior performance on some factors and unacceptable performance on others should strive to maintain their superior status while working to improve on the unacceptable performance factors. OpStats data are self-reported by the transportation systems. All financial information should match the year-end audit. In the future, trip counts will be verified against the Vehicle Utilization Data and actual manifests. Some cost information may not appear in the OpStats report. County departments, for instance, may not track driver salaries because they are paid from the general fund. We strongly encourage transportation systems to track all revenues and expenses related to transportation delivery.
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 8
Benchmarking Guidebook for North Carolina Community Transportation Systems
Page 9
Benchmarking Guidebook for North Carolina Community Transportation Systems
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5. Improving Your Performance The desired outcome from benchmarking is an improvement in an organization’s performance. For systems that need improvement, NCDOT/PTD and ITRE will schedule a meeting to determine if the poor scores are a result of data irregularities. If the data are accurate, it will be necessary for the transportation system to work with ITRE and NCDOT/PTD to develop an improvement plan. These improvement plans may be included in the Community Transportation Service Plan, Performance Plans, or another acceptable planning process. The resulting plan should address the reasons for the low performance and set targets for achieving improvement. Specific actions for improvement should be included, along with a timeline for completing each action. Transportation systems may also pursue improvement plans on their own, using the following methodologies:
1. Using quality improvement processes such as TQM (Total Quality Management). 2. Using a “best practices” methodology.
Quality Improvement Processes Quality improvement processes usually involve the concept of “continuous improvement.” The underlying premise is that the way to achieve excellence is to make continuous small improvements in the quality of a product or service. This quality improvement requires regular, data-driven measurements of quality (“metrics”). Wherever possible, an attempt is made to define quality from a customer perspective (whether the customer in an external or internal one). If it is determined that there is a quality (or performance) problem in a particular area, a common practice is to form a small team of people who have responsibility and/or expertise in that area. The team then conducts a problem-solving process to address it. Typically, such a process involves the following steps:
Benchmarking Guidebook for North Carolina Community Transportation Systems
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Quality Improvement Process
These steps are explained below:
1. Clarify the problem. Make sure that the exact nature of the problem is clearly understood and agreed to by everyone.
2. Identify the causes of the problem. Dig down to determine the underlying root causes. Make sure that there is a cause and effect relationship.
3. Develop alternatives for solving the problem. Ideally this would include preventing the problem in the future rather than just fixing the current problem.
4. Evaluate the alternatives and select the best one(s). It can be useful as part of this effort to have the team develop and agree on the criteria that will be used to choose the best alternative(s).
5. Implement the selected alternative(s). It is important to have individuals who have responsibility for implementing the changes on the problem-solving team. This involvement helps them understand and accept what is proposed.
6. Monitor the results and make adjustments as necessary. A key to implementing change is to monitor actual results to make sure that they are what was intended. If not, make necessary adjustments.
Best Practices Methodology Best practices methodology utilizes external references as sources of information for performance improvement. Once it is determined that your organization is falling short in a particular area of performance, you can search for another organization that performs well in that area and adopt its practices. In addition, you can study organizations outside the transit industry for relevant best practices. For example, the parcel delivery industry could provide useful information on vehicle scheduling and/or utilization. Other, non-related industries could serve as information sources for best practices in areas such as finance or human resources.
June 14 2012 Budgeting as a Planning Tool Skillbuilding Workshop I Introduction 10‐10:45
Ginny Blair
June 15 Service Delivery Methods 10‐11:30 Kai Monast
June 21 Using Your Data‐ Special Session 10‐11:30
Ginny Blair or Kai Monast
July 12 Building Relationships with Public Officials at All Levels Skillbuilding Workshop Introduction 10‐10:45
Ginny Blair
July 19 Budgeting as a Planning Tool Skillbuilding Workshop II Introduction 10‐10:45
Ginny Blair
July 26 Using Your Data‐ Special Session 10‐11:30
Ginny Blair or Kai Monast
September 18 Policies and Practices 10‐11:30 Kai Monast
October 16 Basics of Scheduling 10‐11:30 Kai Monast
November 15 Basics of Dispatching 10‐11:30am Kai Monast
December 3 Understanding Billing 10‐11:30 Kai Monast January 8, 2013 Using Your Data 10‐11:30am
Kai Monast
February 14 Service Delivery Methods 1‐2:30pm Kai Monast
March 12 Policies and Practices 1‐2:30pm Kai Monast
April 9 Basics of Scheduling 1‐2:30pm Kai Monast
May 14 Basics of Dispatching 1‐2:30pm Kai Monast
June 11 Understanding Billing 1‐2:30pm Kai Monast
July 9 Using Your Data 1‐2:30pm Kai Monast
August 13 Service Delivery Methods 1‐2:30pm Kai Monast
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ServiceDeliveryMethodsAudience: Managers, schedulers, and employees being cross trained in scheduling from all rural and urban coordinated transportation systems that schedule and dispatch their own trips. This course does not apply to urban fixed route and ADA paratransit.
Description: Rural public transportation can be a difficult to conduct and difficult to explain. Every experienced scheduler has a concept for how the daily service is being delivered. This class will formally explore service delivery models, discuss the impacts on performance and customer service of different service delivery models, and provide guidance on how to map and explain your service delivery model so that it is understandable to the public and your advisory boards.
Expectations: Attendees can expect to learn about the following service delivery models: • Fixed Route, Fixed Schedule • Demand Response • Route Deviation • Point Deviation • Demand Responsive Connector • Request Stops • Flexible Route Segments • Zone Routes • Blended
PoliciesandPracticesAudience: Managers and Directors of coordinated transportation systems. This course does not apply to urban fixed route and ADA paratransit.
Description: There are certain policies and practices that are required for the success of every transit system. This course is a discussion forum about the essential policies and practices, including items such as Client Pickup Windows, Managing No Shows, Radio Traffic, Driver Pay Considerations, and many, many more.
Expectations: Attendees can expect to learn about: 1. Essential operating policies and practices necessary for…
a. Managing Schedules b. Managing Operations c. Managing Your Fleet d. Managing Your Employees e. Managing Funding Agencies f. Managing Performance g. Managing Contractors
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BasicsofSchedulingAudience: Managers, schedulers, and employees being cross trained in scheduling from all rural and urban coordinated transportation systems that schedule and dispatch their own trips. This course does not apply to urban fixed route and ADA paratransit.
Description: This course will be taught in two parts. The first part of the course covers basic scheduling skills, the theory of scheduling, the optimal scheduling work flow, and using performance measures to improve schedules. The last portion of the course shifts gears to discuss how to use the free web‐based tools to create more efficient routes and ordered manifests.
Expectations: Attendees can expect to learn about: 1. The basic skills necessary for scheduling 2. The optimal work flow for the scheduling process 3. Different organizational techniques for schedules 4. How to analyze scheduling efficiency 5. Tools to create more efficient schedules
BasicsofDispatchingAudience: Managers, dispatchers, and employees being cross trained in dispatching from all rural and urban coordinated transportation systems that schedule and dispatch their own trips. This course does not apply to urban fixed route and ADA paratransit.
Description: Dispatching is the heart and soul of safe, efficient, and effective transportation systems. Most dispatchers, however, have no formal training in the art of dispatching. This course goes over the basic principles of dispatching, discusses examples of real situations dispatchers face every day, and provides tools for dispatchers to perform their job duties more effectively.
Expectations: Attendees can expect to learn about: 1. The basic skills necessary for dispatching 2. The dispatching work flow 3. The connections between scheduling, dispatching, and verification 4. How to analyze dispatching efficiency 5. Crisis management using interactive scenarios 6. The impacts of different dispatching decisions 7. Tools to deliver more efficient service
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UnderstandingBillingAudience: Managers and directors of urban and rural coordinated transportation systems that are responsible for establishing billing rates. This course does not apply to urban fixed route and ADA paratransit.
Description: North Carolina coordinated transit systems use numerous billing methods. Each method has its own benefits and drawbacks, and it is essential that these impacts are understood. In this course, we will learn about how to establish billing rates using the most common methods and reveal the impacts that your billing methods may have on your funding agencies, your clients, and your service delivery.
Expectations: Attendees can expect to learn about: 1. The definitions of the different billing types 2. How to select a billing type 3. How to calculate your billing rates 4. The impacts of each billing type on your service delivery and agency bills
UsingYourDataAudience: Rural coordinated transportation systems using scheduling and dispatching technologies such as RouteMatch, CTS, Trapeze, StrataGen, and TrIP_Maker or any other system that has available data. This is the last of 5 courses on paratransit taught by ITRE. This course builds on lessons learned in Policies and Practices, Scheduling, Dispatching, and Billing Courses. However, it is not necessary to have attended the other courses. This course does not apply to urban fixed route and ADA paratransit.
Description: Systems with scheduling/dispatching technologies collect a large amount of transportation data each day. This course describes the data that is collected, shows a myriad of useful ways to analyze the data, and suggests other data that could be collected in the future. This course will help transit systems make full use of their data to ensure accuracy, create and analyze bills, track changes over time, track performance measures, submit required reports, and provide timely and valuable information to the public, advisory boards, and elected officials.
Expectations: Attendees can expect to learn about: 1. The different types of data that their scheduling software collects; 2. Ways to organize and combine data to get meaningful results; 3. Useful methods for tracking changes in service. 4. Ideas for presenting information about your system to advisory boards and interest groups.