RE PORT - Alameda-Contra Costa Transit District Qtrly Ops... · STAFF RE PORT AC Transit Board of ... RR g R g MILES BETWEEN ROAD CALLS ... 3,164, a decrease of 13.62 percent, or

,)11 Report No:Meeting Date

17-214

August 9, 2017

Alameda-Contra Costa Transit District

STAFF RE PORTAC Transit Board of Directors

Michael A. Hursh, General Manager

Quarterly Operations Performance Report

TO:

FROM:

SUBJECT

BRIEFING ITEM

RECOMMENDED ACTION(S)

Consider receiving the Quarterly Operations Performance Report for AC Transit fixed routese rv ices .

BACKGROUND/RATIONALE

The Quarterly Operations Performance Report provides information on programs within theDistrict designed to improve the performance, reliability, cleanliness, and safety of the District'sbus service. To continually recognize outstanding employees who are an important part ofachieving the division goals, the following is a list of employees who were recognized asEmployees of the Month during the quarter.

TransportationDivision 2: EmeryvilleDivision 3: RichmondDivision 4: East Oakland

Division 6: Hayward

Apr-17Sheila KingJuventino Sa nchez

Kenisha Sparrow

Tejinder Bra r

May-17Maurice AmieAlisia SmithSteven White

Regina Ward

Jun-17

La'Vera Monique Wilson

Ravinder Singh

SERVICE OPERATED PERCENTAGE

The Percentage of Service Operated improved from a system wide average of 99.57 percent inQ3 of FY 2016/17 to 99.67 percent in Q4 of FY 2016/17. The Percentage of Service Operatedexceeded the goalof 99.5 percent in Apriland May of the quarter. Transportation has focusedon limiting any cancellations or missed trips. Superintendents are responsible for reporting anyservice failure issues in the district.

 Division 2: EmeryvilleDivision 3: Richmond

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--+- Syste rnwide AverageSystem-Wide Percentage of Service Operated

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ON-TIME PERFORMANCE

The On-Time Performance improved from a system wide average of 69.79 percent in Q3 ofFY2016/17 to 70.74 percent in Q4 of FY20].6/].7. The On Time Performance was below theDistrict's goal of 72.00 percent, but nearly achieved this goal in April with an On-TimePerformance rate of 71.49 percent. The On-Time Performance has shown gradual improvementwith the implementation ofimproved running and relief times for the District's operators.

The Planning and Scheduling Department is continuing to evaluate the bus lines with the lowest

on-time performance to determine the lines that may need schedule adjustments to improveon-time performance. The On-Time Performance Taskforce is also continuing to reviewproblem areas on major routes and assigning supervisors to monitor and take corrective actionsto improve on-time performance.

-- +- Syste mwide AverageSystem wide On-Time Performance

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MILES BETWEEN ROAD CALLS

Miles Between Chargeable Road Calls, (MBCRC), worsened from a system-wide average of5,491 during Q3 of FY 2016/].7 to 5,172 in Q4 of FY 2016/].7. Miles Between Chargeable RoadCalls were at 4,706 in Apri], improved in May to 5,35]. and then exceeded the District's goals inJune by reaching 5,460.

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System-Wide Chargeable Miles Between Road Calls

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OPERATOR UNAVAILABILITY

Total Operator Unavailability improved from 24.87 percent in Q3 of FY 2016/].7 to 23.52 percent inQ4 of FY2016/].7. The Percentage of Total Operator Unavailability is comprised of bothunscheduled unavailability and scheduled time off for vacations, floating holidays, birthdayholidays, and other scheduled time off. The Scheduled Operator Unavailability Rate improved from8.86 percent in Q3 of FY 2016/17 to 7.56 percent during Q4 of FY 2016/17.

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UNSCHEDULED

Operator Unavailability improved from 16.01 percent in Q3 of FY 20].6/17 to 15.97 percent in Q4 ofFY 2016/17. The rate of unscheduled operator unavailability is primarily due to contractualtime offallowances, Federal and State mandated leave provisions, and long-term medical leave. An analysisof the absenteeism data revealed that the highest rates of Unscheduled Operator Unavailability areprimarily due to the use of Sick Time and Family Medical Leave (FML). The Operations staffcontinues to monitor and enforce the attendance policies to minimize disruptions in service tocustomers.

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Report No. 17-214Page 4 of 8

--+- Systemwide AverageSystem-Wide Unscheduled Operator Unavailability Rate

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ACCIDENT RATE RATES

The Passenger Fall Rate per 100,000 Miles improved from 2.89 in Q3 of FY 2016/17 to 2.39 in Q4

of FY 2016/17. The Passenger Accident Rate achieved the District target of 3.25 in April, Mayand June, with actualresults of 2.47, 1.98 and 2.71respectively.

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The Vehicle Collisions Rate per 100,000 miles improved from 4.93 in Q3 of FY 2016/17 to 4.57 inQ4 of FY 2016/17, which was not below the District's target of 4.00. The District has focused onabsenteeism to alleviate the pressure off of schedule adherence. Operator's new built inallotted time have helped with a renewed safety focus.

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The Accident Reduction Task Force has evaluated the accidents that occurred during the periodand has initiated new campaigns to focus on the highest accident types in an effort to reduceaccidents.

BUS CLEANLINESS INSPECTION RATE

The Overall Rating Average for System-Wide Bus Cleanliness inspections improved slightly from7.83 during Q3 of FY 2016/17 to 7.85 in Q4 of FY 2016/17. Bus Cleanliness did not meet theDistrict's goal of 8.10 in any of Q4 months, April was 7.98, May was 7.96 and June was 7.62. TheMaintenance Bus Cleanliness Task Force meets monthly to analyze, investigate, and solve issuesregarding bus cleanliness. The division's efforts to expand the daily cleaning of buses at the fuelisland and improve the mileage-driven preventive maintenance cleaning programs have moved thecleanliness of the fleet closer to operations 8.lgoal, but the department willneed to focus on areasreceiving the lowest rating in the monthly quality assurance inspections to achieve the District goal.

systemwide.AverageSystem-Wide Bus Cleanliness

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CUSTOMER COMPLAINTS

The majority of complaints received by the District are categorized under the ScheduleAdherence, Pass Ups, New Fare Increases, Unsafe Operation, Operator Discourtesy/Conduct,and Equipment Infrastructure categories. Total Customer Complaints in Q4 of FY 2016/17 were3,164, a decrease of 13.62 percent, or 499 complaints from the 3,663 received in Q3 of 2016/17.Schedule adherence complaints that had increased over the past few months duringimplementation of the Service Expansion Program began to trend downward as the operatorstaffing levels stabilized and the Percentage of Service Operated returned to more normallevels.

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SYSTEM WIDE Customer Boarding Complaints

-e-nEqubment/Infrastmdure/System .-OnMlscelbneous -@nOperatorDBcourtesy/Conduct -@BPass Up! -OwSchedule Adherence plate/llo show/ Earlyl

OPERATOR LOG-ON RATE

Operator log-on rate worsened from 94.09 percent in Q3 of FY 2016/17 to 93.75 in Q4 of FY20].6/].7. Operator Log-On Rates were only slightly below the District's goal of 95.00 percent duringthe quarter with actual results of 94.25, 92.84 and 94.15 percent in April, May and Junerespectively.

The District is continuing to focus on reviewing log on rates daily. CAD/AVL has not been accurateand this has impacted this key performance indicator. Staff continues to review this andcommunicate with the Information Services department to fix any outstanding log on issues.

System-Wide Log On Rate

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CUSTOMER CALL CENTER

Under contract, American Customer Care continues to handle customer service feedback, tripplanning, and Flex Service calls from customers seven days a week. During the fourth quarter ofFY2016/17, the customer call center handled 12,502 calls, 500 more than the prior quarter. Thisincrease is likely due to increased calls in June related to the fare change July 1, 2017. Theproportion of complaint calls has been higher in the past year over prior years, but there were

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fewer complaint calls overall than in prior quarters, as customers are reporting more feedbackonline. The call center continued to perform at or beyond service levels, with a very lowabandoned rate and average wait time for callers of 16-17 seconds.

CALL STATISTICS

Calls Accepted

Calls Answered

Average Call Time IMinutes)

Calls Answered w/in 20 seconds

Calls Answered w/in 180 seconds

Calls Aba ndoned

Total Call Minutes

Average Speed of Answer (seconds)

CALL DISTRIBUTION

Trip Planning

Travel Information

Compla nts

Other

No Answer

Flex Service

!QIIBNEY LEVEL MECHANIC STAFFING

The Service Expansion Plan(AC Go), combined with promotion of Journey LeveIMechanics andattrition rates, caused a temporary backlog in mechanic vacancies. However, these vacanciesare quickly being filled with a plan to establish a Clualified Candidate Pool. The District has beensuccessful in hiring Journey Level Mechanics which has resulted in a reduction of vacanciesduring Q4 of the last fiscal year. Human Resources, Maintenance, Training and EducationDepartment, and Marketing collaborated with an enhanced approach to attract, recruit, andhire Journey Level Mechanics. A summary of recent staffing activities for this position is listednnln\A/'

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Customized postings listed on traditional job boards, industry specific job boards,community colleges and trade schools

Informational handouts created by Marketing for job fairs and industry eventshighlighting the Journey LeveIMechanic positionAdvertising push on AC Transit socialmedia platforms and localradio advertisements

Human Resources and Maintenance staff attended auto shows and other industryrelated events to promote the Journey Level Mechanic position

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Report No. 17-214Page 8 of 8

e Staff leveraged current workforce for leads on potentialapplicants

These efforts are yielding results; the District has plans in motion to fill more vacancies. OnAugust 14"', five (5) new mechanics will be added to the Heavy Duty Coach MechanicApprenticeship Program. Four(4) new Journey LeveIMechanics will be hired and start trainingin September. At the beginning of Q4 there were twenty-one (21) vacancies. Staff anticipateshaving only three(3) Journey LeveIMechanic vacancies by the end of QI of FY17/18.

BUDGETARY/FISCAL IMPACT

There are no current budgetary fiscal impacts related to this report

ADVANTAGES/DISADVANTAGES

This report does not recommend a course of action with notable advantages or disadvantages

ALTERNATIVES ANALYSIS

This report does not recommend an alternative analysis

PRIOR RELEVANT BOARD ACTION/POLICIES

There are no prior relevant board actions/policies

A'TTACHMENTS

None

Approved by: Derik Calhoun, Director of Transportation

Reviewed by: Derik Calhoun, Director of TransportationSalvador Llamas, Director of Maintenance

Prepared by: Scott Arjun, Management Analyst

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