BOARD OF DIRECTORS MEETING

Transcription

1 DATE : Tuesday, May 9, 2017 TIME : 5:30 p.m. BOARD OF DIRECTORS MEETING PLACE : Vancouver Community Library, Columbia Room, 901 C. Street, Vancouver WA , e mail: debbiej@c tran.org; Web site: tran.com Vancouver Community Library is accessible by C TRAN Routes #2, #25, #30, #32, #37, #39, #60, #71, #105, and The Vine The complete C TRAN Board of Directors meeting packet is available on C TRAN s website at tran.com/about c tran/c tran board information/board meeting documents AGENDA ITEM NO. PAGE NO. CALL TO ORDER AND PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS APPROVAL OF AGENDA CITIZEN COMMUNICATIONS Anyone requesting to speak to the Board of Directors, may come forward at this time. Comments are limited to three minutes per person. All comment cards to be collected by Presiding Officer before comments begin. LIGHTER SIDE 1. RETRO C TRAN MARKETING Contact Chair Marc Boldt. TIME ESTIMATED AT 2 MINUTES C TRAN Board of Directors Agenda May 9, 2017 Page 1 of 5 1

2 ITEM NO. PAGE NO. CONSENT ITEMS 1. APPROVAL OF BOARD MEETING MINUTES: APRIL 11, Contact Executive Assistant/Clerk of the Board Debbie Jermann. 2. TRANSMITTAL OF CLAIMS NUMBERED THROUGH PLUS NET PAYROLL PAID IN APRIL 2017, IN THE TOTAL AMOUNT OF $4,890, Contact Chief Financial Officer Diane O Regan. 3. CONTRACT AWARD: TASK ORDER CONTRACT: INFORMATION TECHNOLOGY AND INTELLIGENT TRANSIT SYSTEM CONSULTING SERVICES, STAFF REPORT # C TRAN s Fixed Route scheduling and operations management software is outdated and vulnerable to disruption. The critical function performed by this software includes schedule writing, trip blocking, run cutting, operator sign ups, daily absence monitoring, operational vehicle dispatching, timekeeping, operator performance, and more. The 2017/2018 budget contains funds for replacement of the existing system. On February 14, 2017, the C TRAN Board awarded a contract to IBI Group, DKS Associates, and NIS for technology consulting services as an umbrella activity based contract, funded by individual projects and authorized through task orders. Task orders over $35,000 must be brought before the C TRAN Board of Directors prior to work commencing. Contact Director of Information Technology Bernie Thompson INFORMATION TECHNOLOGY CONTRACTED MAINTENANCE AGREEMENT TRAPEZE ENTERPRISE ASSET MANAGEMENT EAM SYSTEM, STAFF REPORT # The Trapeze EAM annual contract maintenance will not exceed $61,672. The cost does not include an assumption for Washington State Sales Tax, as the services included in the contract are not taxable. This cost is included in the adopted Biennial Budget under the line item for Services and is 100 percent locally funded. Expenditures are regularly monitored by C TRAN staff. Contact Director of Information Technology Bernie Thompson C TRAN Board of Directors Agenda May 9, 2017 Page 2 of 5 2

3 ITEM NO. PAGE NO. ACTION ITEMS 1. FARE POLICY, STAFF REPORT # Contact Chief Financial Officer Diane O Regan. a Staff Report 10 Minutes b Board Deliberation 15 Minutes c Board Action 5 Minutes 2. CONTRACT AMENDMENT: BUS RAPID TRANSIT PASSENGER INFORMATION DISPLAYS, STAFF REPORT # On July 12, 2016, the C TRAN Board approved the award of the Bus Rapid Transit Passenger Information Display contract to INIT Innovations in Transportation. This included one single sided display with two lines at each of the 24 minor stations; a single, double sided display at the nine major stations; and two double sided, eight lined displays at the Vancouver Mall Transit Center. Since the Vine launched in January, C TRAN has received a number of passenger requests to make the PID s at all minor stations double sided, similar to the major stations. Fortunately, with construction activities nearing full completion, C TRAN staff conducted a review of unused contingency funds and determined there is sufficient contingency remaining to fund adding a second side PID to each of the 24 minor stations. This amendment will authorize INIT to add additional displays to the 24 minor stations making them into doublesided displays. Contact Director of Planning, Development, & Public Affairs/PIO Scott Patterson. a Staff Report 5 Minutes b Board Deliberation 10 Minutes c Board Action 5 Minutes 99 PRESENTATIONS 1. YOUTH OPPORTUNITY PASS UPDATE, DISCUSSION ONLY NO Contact Executive Director/CEO Jeff Hamm. a Staff Presentation 10 Minutes b Board Questions 5 Minutes KEY PERFORMANCE INDICATORS KPI, DISCUSSION ONLY NO Contact Executive Director/CEO Jeff Hamm and Chief Financial Officer Diane O Regan. a Staff Presentation 10 Minutes b Board Questions 5 Minutes C TRAN Board of Directors Agenda May 9, 2017 Page 3 of 5 3

4 ITEM NO. PAGE NO. COMMUNICATIONS From the Chair From the Board From the Executive Director/CEO From Legal Counsel EXECUTIVE SESSION 1. EXECUTIVE SESSION POTENTIAL LITIGATION; Q CLUB PURSUANT TO RCW i Contact Board Chair Marc Boldt TIME ESTIMATED AT 15 MINUTES ADJOURNMENT C TRAN Board of Directors Agenda May 9, 2017 Page 4 of 5 4

5 2nd Quarter April June 2017 UPCOMING BOARD DISCUSSIONS This list is for information only and subject to change Executive Director/CEO Recruitment Fare Compliance/Enforcement Presentation 3 rd Quarter July September Performance Measures 2 nd Quarter Update CCAC Quarterly Update 4 th Quarter October December 2017 Appointment of Executive Director/CEO Performance Evaluation Subcommittee October 2017 and Evaluation December Performance Measures 3 rd Quarter Update CCAC Year End Update UPCOMING BOARD MEETING SCHEDULE All Meetings are held in the Columbia Room at the Vancouver Library, 901 C Street, Vancouver, WA, unless otherwise noted June 13, :30 p.m. July 11, :30 p.m. August 8, :30 p.m. September 12, :30 p.m. October 10, :30 p.m. November 14, :30 p.m. December 12, :30 p.m. C TRAN Board of Directors Agenda May 9, 2017 Page 5 of 5 5

6 6

7 7

8 8

9 9

10 10

11 11

12 12

13 13

14 14

15 15

16 16

17 17

18 18

19 19

20 20

21 21

22 22

23 23

24 24

25 25

26 26

27 27

28 28

29 29

30 30

31 31

32 32

33 33

34 34

35 35

36 36

37 37

38 38

39 39

40 40

41 41

42 42

43 43

44 44

45 45

46 46

47 47

48 48

49 49

50 50

51 51

52 52

53 53

54 54

55 55

56 56

57 57

58 58

59 59

60 60

61 61

62 62

63 63

64 64

65 65

66 66

67 67

68 68

69 69

70 70

71 71

72 72

73 73

74 74

75 75

76 76

77 77

78 78

79 79

80 80

81 81

82 82

83 83

84 84

85 85

86 86

87 87

88 88

89 89

90 90

91 91

92 92

93 93

94 94

95 95

96 96

97 97

98 98

99 99

100 100

101 101

102 102

103 103

104 DISCUSSION ONLY No TO : Chair and Board of Directors FROM : Diane O Regan, Chief Financial Officer VIA : Jeff Hamm, Executive Director/CEO DATE : May 09, 2017 SUBJECT : 2016 Year End Performance Measure Update BACKGROUND C TRAN s performance measures are organized around the agency s mission to provide safe, reliable, efficient mobility choices. The measures were designed to be reported on at least an annual basis to the Board of Directors and to also include longitudinal and peer comparison data analysis where data is available. Below is a summary table of trend for each measure. More details can be found throughout this report. Measures for Fixed Route (unless otherwise noted) Goal Goal Met Trend* Safety Revenue Vehicle Miles Between Vehicle Accidents Page 2 26,468 26,946 29,798 No Staff Time Lost Hours per FTE (agency wide) Page Yes Boarding's Between Passenger Injury Page 5 234, , ,854 Yes % Total Maintenance Inspections on Time Page % 98.1% 100.0% No Reliable On Time Performance Page % 67.2% 70.0% No % of Trips Completed Page % 99.9% 100.0% Yes Revenue Miles Between Road Calls Page 11 6,163 9,398 6,449 Yes Call Center Wait Time (agency wide) Page No Unscheduled Absenteeism Rate Page % 7.3% 6.3% No Efficient Revenue Hours per FTE (agency wide) Page No Passengers per Revenue Hour Page No % of Platform Hours that are Revenue Hours Page % 90.3% 90.6% Yes Operating Expense Recovery from Farebox Page % 20.6% 25.0% No Cost per Revenue Hour Page 25 $ $ $ Yes Mobility Choices Revenue Hours per Service Area Capita Page TBD N/A Ridership per Service Area Capita Page TBD N/A Ridership Page 33 5,856,838 5,622,099 No *Green = Improving; Blue = Holding; Yellow = Warning; and Red = Needs Improvement Desired Trend 104 C TRAN Discussion Only Paper #17 03 Page 1 of 34

105 Safety 1. Revenue Miles between Vehicle Accidents Objective: Higher miles between accidents. Fixed Route Target: The 2016 target was for a three percent increase over the prior five year average Target no lower than 29,798 Influencing Factors: Major factors include driver safety training, vehicle condition, and route condition. 40,000 35,000 Revenue Miles Between Vehicle Accident Fixed Route 30,000 28,791 25,000 26,476 20,000 15,000 10,000 30,575 33,651 28,997 25,415 30,969 23,528 26,468 23,311 26,946 5, C TRAN ABBG Discussion: The target was not met. Back to Basics Operator training was given in late October 2015 focused on space management around the coach. This training was followed up at the beginning of 2016 with defensive driving paying specific attention to strategies to avoid the most common preventable collision types in 2015: collisions with fixed objects, roadside mirror contacts with passing vehicles, and roadside sideswipes. Early 2017 Operator training included a stop sign and red light campaign called Plan Ahead for Red, as well as wheelchair securement refresher training. It is too soon to tell whether the training has had an impact on collisions. 105 C TRAN Discussion Only Paper #17 03 Page 2 of 34

106 C VAN Target: The 2016 target was for a three percent increase over the prior five year average Target no lower than 21,641 Discussion: The target was met. For C VAN, the results are better than prior years due to a very low accident year. C VAN operators also received training in the last year including securement refresher, bicycle awareness, defensive driving basics and Plan Ahead for Red training. 106 C TRAN Discussion Only Paper #17 03 Page 3 of 34

107 2. Staff Time Lost Hours per FTE Objective: Fewer hours lost per FTE. Target: The 2016 target was for an eight percent reduction from Target lower than 26.8 hours per FTE Influencing Factors: Major factors include operator safety training and safe working conditions Staff Time Lost Hours per FTE Hours Discussion: The target was met. The agency is focusing on identifying reasons for on the job injury and training programs to reduce the risk of accidents. In addition, a robust light duty program is being developed to encourage employees out due to an on the job injury, to return to work. 107 C TRAN Discussion Only Paper #17 03 Page 4 of 34

108 3. Boarding Between Passenger Injury Objective: Higher number of boardings between injuries. Fixed Route Target: The 2016 target was a three percent increase over the prior five year average Target no lower than 276,854 Influencing Factors: Major factors include operator safety training, vehicle condition, route conditions and incident response time. 400,000 Boardings Between Passenger Injury Fixed Route 350, , , , , , , , , , , , , , , , ,807 50, C TRAN ABBG Discussion: The target was met. The increase in budgeted Operators provides opportunities for targeted training in the causes of passenger injuries and ways of preventing such accidents. Back to Basics Operator training was given in late October 2015 focused on space management around the coach, with follow up defensive driving training at the beginning of It is too soon to tell whether the training has had an impact on passenger injuries, but an added emphasis on maintaining following distance is preventative behavior to reduce hard brake type incidents, which may attribute to passenger injuries. In addition, more lowfloor coaches on the road assist in reducing falls during boarding and alighting. 108 C TRAN Discussion Only Paper #17 03 Page 5 of 34

109 350,000 Boardings Between Passenger Injury C VAN 300, , , , ,000 50, ,468 90, ,511 47, , , , ,394 83, ,212 C VAN ABBG C VAN Target: The 2016 target was for a three percent increase over the prior five year average Target no lower than 196,062 Discussion: The target was not met. One or two passenger injuries per year is a normal range for C VAN; however, three passenger injuries occurred in 2016, which significantly impacts the results for the year. 109 C TRAN Discussion Only Paper #17 03 Page 6 of 34

110 4. Percent Maintenance Inspections On Time Objective: Perform every preventative maintenance task between 6,000 and 6,600 miles. Target: The 2016 target was to maintain 99 to 100 percent of maintenance inspections on time. Influencing Factors: Major factors for this are vehicle availability, tracking software reliability and technician availability % % Total Maintenance Inspections on Time Fixed Route and C VAN 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 99.6% 99.9% 99.2% 94.7% 98.1% 30.0% 20.0% 10.0% 0.0% Discussion: The goal was not met. Although the FTA goal is to be above 80 percent on time, management s perspective is that this higher level of compliance results in a higher level of safety and reliability within our vehicles. Staffing constraints meant not reaching the 99 to 100 percent goal in C TRAN Discussion Only Paper #17 03 Page 7 of 34

111 Reliable 1. On Time Performance Objective: Maintain a 70 percent on time performance for all time points. Fixed Route Target: 70 percent on time for all time points Influencing Factors: Major factors include traffic congestion and roadwork, number of stops, passenger volumes, schedule accuracy, operator diligence, operator availability, length of route and mechanical problems. 90.0% On Time Performance Fixed Route 80.0% 79.0% 70.0% 68.2% 60.0% 50.0% 40.0% 30.0% 73.4% 81.0% 69.3% 80.2% 66.0% 79.3% 65.3% 79.6% 67.2% 76.8% 20.0% 10.0% 0.0% C TRAN ABBG Discussion: The goal was not met. The September 2016 service change was designed to improve on time performance. Preliminary analysis should be available in late summer C TRAN Discussion Only Paper #17 03 Page 8 of 34

112 120.0% On Time Performance C VAN 100.0% 98.1% 80.0% 79.2% 60.0% 40.0% 98.5% 76.5% 98.4% 80.4% 98.4% 80.7% 98.0% 97.4% 20.0% 0.0% C VAN ABBG C VAN Target: Maintain current level of on time performance defined as 90 percent. Discussion: The target was met. 112 C TRAN Discussion Only Paper #17 03 Page 9 of 34

113 2. Percentage of Trips Completed Objective: Complete 100 percent of fixed route trips. Target: 100 percent of fixed route trips completed Influencing Factors: Major factors include vehicle condition, operator availability, tripper availability, and incident response % 90.00% 80.00% Percent of Trips Completed Fixed Route 99.9% 70.00% 60.00% 50.00% 100.0% 99.9% 99.9% 99.9% 99.9% 40.00% 30.00% 20.00% 10.00% 0.00% Discussion: The target was met. 113 C TRAN Discussion Only Paper #17 03 Page 10 of 34

114 3. Revenue Miles Between Road Calls Objective: Higher mileage between road calls. Fixed Route Target: The 2016 target is a 3 percent increase over Target no fewer than 6,449 revenue miles between road calls Influencing Factors: Major factors include age of fleet, operator pre inspections, maintenance program, and vehicle condition. 25,000 Revenue Miles Between Road Calls Fixed Route 20,000 20,472 15,000 22,718 10,000 20,124 17,762 21,282 6,097 6,809 5,000 5,398 6,613 6,841 6,253 6,244 5,846 6,163 5,679 9, C TRAN ABBG WA Agencies Discussion: The goal was met. The improvement to 9,398 revenue miles between road calls is attributed to the replacement of problematic buses and new fareboxes. 114 C TRAN Discussion Only Paper #17 03 Page 11 of 34

115 80,000 Revenue Miles Between Road Calls C VAN 70,000 60,000 50,000 56,486 40,000 30,000 20,000 10,000 18,868 70,220 25,147 20,751 65,892 18,921 23,126 33,345 19,281 21,353 20,524 14,537 23,497 25, C TRAN ABBG WA Agencies C VAN Target: The 2016 target is a 3 percent increase over Target no fewer than 24,200 revenue miles between road calls Discussion: The target was met. 115 C TRAN Discussion Only Paper #17 03 Page 12 of 34

116 4. Call Center Measures Objective: Lower abandoned call rates, percent of calls on hold and average wait times. Target: The 2016 target is to maintain 2015 rates Target no more than 22.8 percent calls on hold; no more than 6.2% calls abandoned; no more than 21.7 seconds average wait time Influencing Factors: Major factors include staffing availability, call volume patterns, complexity of interactive voice response, and technical support. Call Center Measures 40.0% % 30.0 % of Calls 30.0% 25.0% 20.0% 15.0% 10.0% 23.7% % % % % Seconds 5.0% 0.0% 6.6% 7.6% 6.3% 6.2% 4.0% % of Calls on Hold % of Calls Abandoned Average Wait Time (Seconds) Discussion: The target for calls on hold and calls abandoned were met. The target for average wait times was not. Initially there was much discussion on improvement goals but the benefits that outweigh the costs. Average wait time up slightly is not concerning to management staff since the other measures improved. 116 C TRAN Discussion Only Paper #17 03 Page 13 of 34

117 5. Unscheduled Absenteeism Rates Objective: The objective is a progressive lower trend. Target: The 2016 target is for a ten percent reduction from Targets Operators 7.8 percent; Fleet Maintenance 5.0 percent; Other staff 3.2 percent Influencing Factors: Major factors include working conditions, staffing availability, policies, labor agreements, and protected leave benefits. 10.0% Unscheduled Absenteeism Rate All Modes 9.0% 8.0% 7.0% 6.0% 6.5% 8.0% 7.0% 7.0% 7.3% 5.0% 4.0% 3.0% 2.0% 1.0% 7.3% 3.4% 6.0% 9.2% 5.3% 6.2% 8.4% 4.1% 4.8% 8.7% 5.6% 3.6% 9.2% 5.8% 3.4% 0.0% Operators Fleet Maintenance Other Staff All Employees Discussion: The goal was not met. Unscheduled absenteeism is defined as time not worked paid or unpaid that is not planned in advance. Examples include all sick leave, OJI s, no shows, etc. The agency took the lead in a driver absenteeism clearinghouse study in 2015, which analyzed other ABBG members practices and provided a report of identified best practices. The results revealed that industry best practice includes: o A formal process for reviewing patterns of abuse, o An attendance policy for addressing areas of abuse, and o Measuring and sharing the results. A C TRAN specific program has not yet been developed. Long term employee leave of absences, especially in the operator ranking are the primary contributor to the rates maintaining at these higher levels. 117 C TRAN Discussion Only Paper #17 03 Page 14 of 34

118 10.0% Unscheduled Absenteeism Rate Fixed Route All Employees 9.0% 8.0% 7.5% 7.0% 6.0% 5.0% 5.2% 4.0% 3.0% 2.0% 6.7% 5.3% 8.6% 5.3% 7.2% 5.2% 7.7% 4.9% 7.4% 1.0% 0.0% C TRAN ABBG 118 C TRAN Discussion Only Paper #17 03 Page 15 of 34

119 Efficient 1. Revenue Hours per FTE Objective: Maintain the longstanding trend. Target: The 2016 target is to achieve 898 hours per FTE by Influencing Factors: Major factors include organizational structure, size of transit agency, service provision approach, investments in technology, and operating environment. 1, Revenue Hours per FTE All Modes Revenue Hours (All Modes) Revenue Hours per FTE 16 Year Average Discussion: This target was not met. Slow erosion in revenue hours per FTE this past couple of years are chiefly associated with added staff for planning, design, and construction of The Vine BRT proposal and FTE investment in IT. 119 C TRAN Discussion Only Paper #17 03 Page 16 of 34

120 2. Passengers per Revenue Hour Objective: Higher volume of passengers per hour. Fixed Route Target: The 2016 target is 25 passengers per revenue hour Influencing Factors: Major factors include demand, economic conditions, service area size, system speed, productivity versus coverage philosophy, advanced scheduling and service monitoring resources. Passengers per Revenue Hour Fixed Route Passengers per Revenue Hour Passengers per Revenue Hours 16 Year Average Discussion: The target was not met. Lower fixed route ridership beginning in 2012 accounts for most all of the reduction in passengers per revenue hour. The September 2016 fixed route service change, however, was designed to try to increase productivity through frequency and routing adjustments data will be analyzed for impacts and an increased ridership campaign/initiative is also planned. 120 C TRAN Discussion Only Paper #17 03 Page 17 of 34

121 35.0 Passengers per Revenue Hour Fixed Route C TRAN ABBG WA Agencies 121 C TRAN Discussion Only Paper #17 03 Page 18 of 34

122 Passengers per Revenue Hour C VAN Passengers per Revenue Hour Passengers per Revenue Hours 16 Year Average Passengers per Revenue Hour C VAN Passengers per Revenue Mile C TRAN ABBG WA Agencies C VAN Target: The 2016 target is three passengers per revenue hour for C VAN. Discussion: The target was not met partly due to an aspirational goal. 122 C TRAN Discussion Only Paper #17 03 Page 19 of 34

123 100.0% 90.0% 80.0% 70.0% 60.0% 3. Percentage of Platform hours that are Revenue Hours Objective: High, and increasing, percentage. Fixed Route Target: The 2016 target is to maintain 2015 results of 90.6 percent. Influencing Factors: Major factors include demand for reverse express commute and the first and last trip beginning and ending location. % of Platform Hours that are Revenue Hours Fixed Route 50.0% 40.0% 91.0% 87.8% 91.1% 90.6% 92.0% 91.0% 90.4% 92.3% 92.1% 90.6% 92.4% 91.9% 90.3% 30.0% 20.0% 10.0% 0.0% C TRAN ABBG WA Agencies Discussion: The target was essentially met. No substantial changes were made in the September 2016 service change that would provide differing results. 123 C TRAN Discussion Only Paper #17 03 Page 20 of 34

124 100.0% % of Platform Hours that are Revenue Hours C VAN 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 91.9% 78.8% 90.4% 91.9% 81.3% 88.9% 92.2% 84.6% 90.0% 91.8% 89.5% 85.9% 30.0% 20.0% 10.0% 0.0% C TRAN ABBG WA Agencies C VAN Target: The 2016 target is to maintain 2015 results of 91.8 percent. Discussion: The target was not met. Increased demand and the shortage of C VAN drivers in 2016 has disrupted C TRAN s traditional routing and scheduling scheme for C VAN service, and resulted in more deadhead miles driven. Updated Trapeze software with better algorithms and scheduler training is planned for C TRAN Discussion Only Paper #17 03 Page 21 of 34

125 4. Operating Expense Recovery from Farebox Objective: Measure favorably to comparable agencies. Fixed Route Target: The 2016 target was 25 percent cost recovery for fixed route. Influencing Factors: Major factors include the passenger fare revenue and cost containment. 30.0% Operating Expense Recovery from Farebox Fixed Route 25.0% 20.0% 15.0% 10.0% 19.1% 17.8% 18.4% 19.7% 23.2% 22.7% 22.3% 24.1% 22.4% 23.3% 24.4% 24.3% 24.4% 22.7% 21.6% 20.6% 5.0% 0.0% Passengers per Revenue Hour Operating Expense Recovery from Farebox 16 Year Average Discussion: The target was not met. Falling Ridership and decisions to not increase fares in 2016 are contributing to the decrease in this ratio. 125 C TRAN Discussion Only Paper #17 03 Page 22 of 34

126 30.0% Operating Expense Recovery from Farebox Fixed Route 25.0% 20.0% 16.1% 21.5% 22.7% 15.0% 10.0% 5.0% 24.3% 21.7% 14.9% 24.4% 21.7% 17.2% 22.7% 21.5% 16.3% 21.6% 21.0% 15.9% 20.6% 0.0% C TRAN ABBG WA Agencies 126 C TRAN Discussion Only Paper #17 03 Page 23 of 34

127 5.0% Operating Expense Recovery from Farebox C VAN 4.5% 4.0% 3.5% 3.0% 3.1% 3.6% 3.0% 3.0% 2.9% 4.3% 4.3% 4.0% 4.2% 4.0% 3.6% 3.4% 2.5% 2.0% 1.5% 1.7% 1.9% 1.9% 1.5% 1.0% 0.5% 0.0% Operating Expense Recovery from Farebox 16 Year Average 6.0% Operating Expense Recovery from Farebox C VAN 5.0% 5.2% 4.0% 3.7% 3.8% 3.0% 2.0% 4.0% 4.9% 3.5% 4.2% 5.4% 3.7% 4.0% 5.2% 3.7% 3.6% 3.9% 3.4% 1.0% 0.0% C TRAN ABBG WA Agencies C VAN Target: The 2016 target was 4 percent cost recovery for C VAN. Discussion: The target was not met. The Board of Directors is contemplating a fare proposal, which could have an impact on this measure. 127 C TRAN Discussion Only Paper #17 03 Page 24 of 34

128 5. Cost per Revenue Hour Objective: Maintain costs less than or equal to the local consumer price index CPI. Fixed Route Target: The 2016 target is no greater than $ per revenue hour. The CPI used was the percentage increase from 2014 to 2015 of 1.2 percent. Influencing Factors: Major factors include labor agreements, medical and PERS costs, and the price of fuel. $ Cost per Revenue Hour Fixed Route $ $ $ $ $ $80.00 $60.00 $40.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $20.00 $ C TRAN ABBG WA Agencies Discussion: The goal was met. Cost per hour decreased by a 2.4 percent increase in total annual revenue hours combined with only a 1.3 percent increase in operating costs. The change in the actual 2016 local CPI rate was 2.1 percent. 128 C TRAN Discussion Only Paper #17 03 Page 25 of 34

129 $ Cost per Revenue Hour C VAN $ $ $ $80.00 $78.65 $ $60.00 $40.00 $ $86.44 $ $ $77.90 $ $ $74.55 $ $ $ $ $20.00 $ C TRAN ABBG WA Agencies Fixed Route Target: The 2016 target is no greater than $ per revenue hour. Discussion: The goal was not met. Productivity declined in 2016 in part because of increase in ratio of platform hours to revenue hours described on page C TRAN Discussion Only Paper #17 03 Page 26 of 34

130 Mobility Choices The performance measures in this section are updated annually after official numbers are available from outside resources. Ideally, the goals for each of these measures would be to grow faster than population. These goals will be reviewed with the 2030 Plan update. 1. Revenue Hours per Service Area Capita Objective: Maintain revenue hours per service area capita. Fixed Route Target: The 2016 target is to increase at the same rate as the population increase. Influencing Factors: Major factors include the agency s productivity versus coverage philosophy, service area size, demand, and local economic conditions Revenue Hours per Service Area Capita Fixed Route Revenue Hours Revenue Hours per Service Area Capita 16 Year Average Discussion: The target was met. Revenue hours are maintaining at roughly the same rate year over year. 130 C TRAN Discussion Only Paper #17 03 Page 27 of 34

131 Revenue Hours per Service Area Capita Fixed Route C TRAN ABBG WA Agencies 131 C TRAN Discussion Only Paper #17 03 Page 28 of 34

132 0.30 Revenue Hours per Service Area Capita C VAN Revenue Hours C TRAN 16 Year Average Revenue Hours per Service Area Capita C VAN C TRAN ABBG WA Agencies C VAN Target: The 2016 target is to increase no greater than the rate as the population increase. Discussion: The target was met. Revenue hours are maintaining at roughly the same rate year over year. 132 C TRAN Discussion Only Paper #17 03 Page 29 of 34

133 2. Ridership per Service Area Capita Objective: High ridership per capita. Target: The 2016 target is to maintain ridership per capita of 2015, which was Influencing Factors: Major factors include the agency s productivity versus coverage philosophy, service area size, demand, and local economic conditions Ridership per Service Area Capita Fixed Route Ridership Ridership Per Capita 16 Year Average Discussion: The target was not met. Declining ridership has been a challenge in the transit industry due to a mix of factors, which are also affecting C TRAN ridership. o Sustained low gasoline prices o Lingering impacts of the recession service cuts/fares changes o Vehicle miles travels up steadily since 2014 following seven years of flat or negative trends. o Automobile purchases up with cheap loans o Non competitive bus travel times compare to other alternatives o Drops in college enrollments due partly with more online courses available o Service quality issues 133 C TRAN Discussion Only Paper #17 03 Page 30 of 34

134 25.0 Ridership per Service Area Capita Fixed Route C TRAN ABBG WA Agencies 134 C TRAN Discussion Only Paper #17 03 Page 31 of 34

135 0.80 Ridership per Service Area Capita C VAN Ridership Ridership Per Capita 16 Year Average 1.20 Ridership per Service Area Capita C VAN C TRAN ABBG WA Agencies Target: The 2016 target is to maintain or lower ridership per capita of 2015, which was Discussion: The target was met. 135 C TRAN Discussion Only Paper #17 03 Page 32 of 34

136 3. Ridership Objective: Ridership to increase. Target: The target is to increase ridership in fixed route and vanpool but maintain or decrease ridership in C VAN. Influencing Factors: Major factors include economic conditions such as the local unemployment rate and fuel prices, as well as factors like construction, and traffic congestion. 7,000,000 Ridership All Modes 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 6,614,724 6,193,249 6,061,350 5,856,838 5,622,099 1,000, ,468 56, ,021 67, ,508 68, ,788 69, ,532 68, Fixed Route C VAN Vanpool Discussion: The target was not met in any category for the same reasons identified in the ridership per capita measure. 4. Percentage of C TRAN Service Area Population within a Quarter Mile of a Bus Stop C TRAN calculated the service area within a quarter mile of a bus stop as 63.8 percent in The process of calculating this is labor intensive and will be evaluated again as part of future service change processes. 136 C TRAN Discussion Only Paper #17 03 Page 33 of 34

137 Summary C TRAN continues to emphasize containing costs to preserve service levels for as long as possible while at the same time making strategic investments into improved safety, service quality, and efficiency. The 2030 Plan update in 2016 provided significant input on future agency direction. Some of the targets in 2017 will be updated to reflect the impact of the decisions in the 2030 Plan update. Appendix American Bus Benchmarking Group ABBG 1. Clark County Public Transportation Benefit Area C TRAN in Vancouver, Washington 2. Capital Metropolitan Transportation Authority Cap Metro in Austin, Texas 3. Niagara Frontier Transportation Authority NFTA in Buffalo, New York 4. Pace Suburban Bus Pace in Chicago, Illinois 5. Greater Cleveland Regional Transit Authority GCRTA in Cleveland, Ohio 6. Greater Dayton Regional Transit Authority RTA in Dayton, Ohio 7. Des Moines Area Regional Transit Authority DART in Des Moines, Iowa 8. Lane Transit District LTD in Eugene, Oregon 9. Fort Worth Transportation Authority The T in Fort Worth, Texas 10. Central Florida Regional Transportation Authority LYNX in Orlando, Florida 11. Regional Transit Service RTS in Rochester, New York 12. Rhode Island Public Transit Authority RIPTA in Providence, Rhode Island 13. Omnitrans in San Bernardino, California 14. San Joaquin Regional Transit District RTD in Stockton, California 15. Pinellas Suncoast Transit Authority PSTA in St. Petersburg, Florida 16. Utah Transit Authority UTA in Salt Lake City, Utah 17. Spokane Transit Authority in Spokane, Washington 18. Hampton Roads Transit in Hampton, Virginia 19. Nashville Metropolitan Transit Authority in Nashville, Tennessee 20. Mass Transportation Authority in Flint, Michigan Washington comparable agencies include the transits decided by Arbitrator Williams 1. Whatcom Transportation Authority in Bellingham, Washington 2. Intercity Transit in Olympia, Washington 3. Community Transit in Everett, Washington 4. Ben Franklin Transit in Richland, Washington 5. Everett Transit in Everett, Washington 137 C TRAN Discussion Only Paper #17 03 Page 34 of 34