Metro Vancouver s Service Optimization Initiative: Using Evidence-Based Planning to Meet the Needs of a Growing Region Peter Klitz, Senior Planner,

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1 Metro Vancouver s Service Optimization Initiative: Using Evidence-Based Planning to Meet the Needs of a Growing Region Peter Klitz, Senior Planner, TransLink Service Planning

2 A Bit About TransLink Bus Services More than 220 bus routes with a fleet of over 1,500 vehicles Ferry Services SeaBus, three passenger-only ferries linking Downtown Vancouver and North Vancouver Commuter Rail Services West Coast Express Roads Operation and maintenance of the 2,400 km major road network Cycling Contributions to new bike paths and locker facilities Bridges Owns the Pattullo, Knight Street, Golden Ears and Westham Island Bridges HandyDART A custom transit service for people with disabilities, there are 338 vehicles in the fleet Rapid Transit Services Expo, Millennium and Canada SkyTrain Lines Transit Police Force Dedicated transit police service AirCare Vehicle emission testing and inspection

3 Transit Ridership Outpacing Population Growth 1998 Metro Vancouver Annual Transit Ridership 125 million transit trips 2009 Ridership increased 52% between 1998 and 2009 Population increased by 15% 190 million transit trips

4 Annual Service Hours 25% Increase in Transit Service Since 2004 Between 2004 and 2011 the volume of transit service in the region increased by over 1 million annual hours. 5,500,000 5,000,000 4,500,000 4,000,000 Growth in Annual Hours of Transit Service 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000, ,000 0

5 Diversified Revenue Base but 25% of TransLink s revenue comes from Fuel Tax Second largest revenue source after Transit Fares Fuel Tax Property Tax Transit Fares Real Estate Parking Tax Other Bridge Tolls

6 Revenue (Dollars) Fuel Consumption is Dropping Lower than expected fuel tax revenue has led to a gap between revenue and expenses Over the next three years, fuel tax revenue will be approximately $120M lower than forecast if fuel revenues remain flat $450,000,000 TransLink Fuel Tax Revenue - 3-Yr. Future Risk $400,000,000 $350,000,000 2 cent/litre increase in gas tax ~ $120 M Historical $300,000, Budget $250,000,000 No Revenue Growth 2012 Supp Plan $200,000,000 $150,000,000

7 Approaches to Closing the Gap Reduce Costs Reduce Systemwide Service Hours Reduce Cost per Service Hour Cut Service Operating Efficiencies Increase Revenue Increase Revenue per Boarded Passenger Increase Revenue Ridership Increase Fares Reduce Fare Evasion Service Optimization

8 Beginnings of the Service Optimization Initiative On October 23, 2009, the Mayors Council approved the Funding Stabilization 10 year plan. Increases in gas tax and transit fares allowed TransLink to maintain resources allocated to transit operations at current levels...but a gap remained The plan was contingent on bridging the remaining gap between revenue and expenses through a strategic bus network review. Goal of strategic bus network review to increase overall transit system productivity while maintaining current resource levels.

9 What is Service Optimization? Scope: Comprehensive review of transit system performance Focused on the bus system Based on APC data Purpose: Reduce investment in low performing services Re-invest in higher performing services Net zero impact on base service levels Intended Outcomes: Encourage increased ridership Generate increased revenue from ridership In Short: Close the gap between revenue and expenses by generating more revenue from existing transit resources

10 Service Optimization Process Review system performance Implement changes Analyze impacts of previous changes Propose projects for service reduction and re-investment Identify areas of high and low productivity

11 Planner s Toolkit Evidence (and Insight) Principles and Approaches Service Optimization Implementation Plan

12 Evidence - Bus System Performance Review What is it? Comprehensive analysis of system performance Route-by-route performance Last review was published in 1992 What do we want people to know? TransLink continually monitors the efficiency of the system TransLink makes evidence-based decisions Who s the audience? Internal staff, city and municipal staff, elected officials, public

13 System-Wide Analysis Highlights trends in system performance at the macro level

14 North Shore Sub-Regional Analysis Northeast Sector Vancouver/UBC Burnaby New Westminster Richmond South of Fraser South Delta/Ladner/Tsawwassen Gives a better understanding of ridership and productivity trends at a sub-regional level

15 Route-by-Route Analysis Provides detailed information of how individual components of the transit system are performing Identifies opportunities for strategic re-investment

16 Bla nk Bottom 25% Percent Capacity Utilization (Total Boardings over Total Spaces) Middle Low 25% Middle High 25% Top 25% Turning Information into Insight Total Volume of Annual Revenue Hours by Capacity Utilization (C.U.) 460 to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to to 19 0 to 9 Blank ,589 2,509 3,593 9,869 13,584 23,936 33,081 25,112 35,598 57,453 72,486 75,306 79,774 76,491 75, ,203 93, , ,772 94,191 98, , ,000 50,000 75, , , , , , , ,000 Revenue Hours 141, , ,671 Top Quartile Middle High Quartile 188, , , , , , , ,512 Bottom Quartile Middle Low Quartile

17 Individual Route Summaries Key Characteristics Service Costs Ridership Recent Changes Route Thermometer

18 Individual Route Summaries Detailed Technical Performance by: Day Type Time Period Direction Key Performance Indicators: Annual Revenue Hours Trips per Hour Boardings per Trip Boardings per Hour Capacity Utilization Peak Load

19 Percent of Revenue Hours within given Productivity Band Tracking Changes in Productivity Productivity 100% 90% 85% 80% 70% 67% 60% 50% 40% 30% 20% 10% 0% 55% 42% 34% 32% 27% 22% 12% 10% 4% 2% 4% 1% 1% 0% under %+ 140%-89% 89%-52% under 52% Boardings Per Revenue Hour Capacity Utilization

20 Turning Information into Insight

21 High Performers

22 Percent of Revenue Hours within given Productivity Band Percent of Revenue Hours within given Productivity Band Percent of Revenue Hours within given Productivity Band Percent of Revenue Hours within given Productivity Band and Low Performers 100% 90% Line: 153 Annual Revenue Hours: 5,319 95% 100% 90% Line: 212 Annual Revenue Hours: 5,875 92% 80% 70% 60% 62% 80% 70% 60% 72% 50% 50% 40% 40% 30% 20% 10% 0% 21% 8% 9% 5% 0% 0% under %+ 149%-90% 89%-50% under 50% 30% 20% 10% 0% 20% 3% 5% 8% 0% 0% under %+ 149%-90% 89%-50% under 50% Boardings Per Revenue Hour Capacity Utilization Boardings Per Revenue Hour Capacity Utilization 100% 90% Line: C84 Annual Revenue Hours: 1, % 100% 100% 90% Line: 405 Annual Revenue Hours: 16,694 91% 80% 70% 80% 70% 72% 60% 60% 50% 50% 40% 30% 40% 30% 25% 20% 10% 0% 0% 0% 0% 0% 0% 0% under %+ 149%-90% 89%-50% under 50% 20% 10% 0% 9% 0% 0% 0% 2% under %+ 149%-90% 89%-50% under 50% Boardings Per Revenue Hour Capacity Utilization Boardings Per Revenue Hour Capacity Utilization

23 Approaches to Optimizing Service Changes in service frequency and/or hours of operation Changes in vehicle type Changes to network architecture

24 Principles - Managing the Transit Network What is it? Primer on the management of bus services Network design objectives Design themes and considerations How we make transit service decisions What do we want people to know? TransLink designs services based on sound principles There are challenges and tradeoffs associated with every decision we make Who s the audience? Municipal staff, members of the public, Anyone making decisions on where to live, work and build

25 What s the Plan?

26 Summary of Service Changes Overall, the enterprise reallocated 170,000 hours between September 2010 and September 2011 In total, approximately $35.8M of service was strategically reallocated Changes were primarily focused on adjustments to service frequency, hours of operation and vehicle type Changes impacted all parts of the Metro Vancouver region Vehicle conversions saved an additional $700,000/yr

27 Mixed Reaction

28 Positive Outcomes System-Wide Ridership Revenue Passengers: Revenue Passengers: 217,502, ,873, % 106.6% System-Wide Fare Revenue Fare Revenue: Fare Revenue: $ 410,296,000 $ 430,943, % 105.0% System-Wide Productivity Average Boardings per Service Hour: Average Boardings per Service Hour: % 101.7% 6.6% 5.0% 1.7%

29 Revenue Impacts of Service Optimization Bus-only productivity increased by 3.1% compared to 1.7% increase in systemwide productivity Systemwide fare revenue growth between 2010 and 2011 is approximately $20.6M Assuming 1.4 of the 5 percent increase in fare revenue is a result of service optimization then $5.8M to $7.0M in additional revenue could potentially be attributed to service optimization

30 Impact of Changes at a Route Level Route Service Change Ridership Outcomes Capacity Productivity Utilization Cost/Boarded Passenger Comment Routes 2/22 Route 16 Increased peak service; new Sunday/Holiday service 11% 9% - 7% Increased midday and weekend service 8% - 3% - Reduced overcrowding on route 22 Reduced overcrowding during Saturdays Route 791 Route 388 Route 116 Route 640 Route 8 Route 136 Route 403 Increased AM and PM peak service 7% Increased ridership Conversion to community shuttle,, all trips 17% 20% 94% -62% No overcrowding Conversion to community shuttle, weekends % -8% No overcrowding Conversion to community shuttle, weekends, evening 4% - 10% -4% No ridership impact Reduced service, where appropriate, all days - 4% 9% -3% No overcrowding Reduced AM and PM peak service % No overcrowding Reduced service, where appropriate, all days 10% 26% - -20% No overcrowding Route 246 Operate All trips operate to and from downtown 23% 16% 25% -11% No ridership impacts on adjacent transit routes

31 Examples that need further monitoring Route Route 129 Route 239 Route 319 Routes 112/C9 Routes 15/50 Service Change Increased AM and PM peak service Increased service to FTN levels Improved weekday service Converted western portion of route to community shuttle (C9) Short turned route 15 and interline with route 50 Ridership Outcomes Capacity Productivity Utilization Cost/Boarded Passenger Comment - -13% -13% 18% For review next year 3% -13% -4% 17% For review next year 6% -12% -9% 16% For review next year -5% 9% - 16% For review next year 35% 19% - 26% Further investigation required

32 Productivity (y) Service Planning A Science of Many Variables Density (x)

33 Productivity (y) Relationship between Density, Walkability and Productivity

34 Productivity (y) Exurban Areas - Low Productivity, Low Density, Low Walkability

35 Productivity (y) Outer Suburbs Showing Some Progress

36 Productivity (y) Emerging Areas Density and Walkability are Increasing

37 Productivity (y) Inner Suburbs Mix of Urban and Suburban

38 Productivity (y) Urban Core High Density, High Walkability, High Productivity

39 Next Steps Key steps in the next 18 months: 1. Post 2011 Bus System Performance Review on TransLink website (June 2012); 2. Post Managing the Transit Network Primer on website (June 2012); 3. Consult in Fall 2012 on network architecture projects proposed for implementation in 2013; 4. Implement service changes in September and December 2012 (primarily low impact changes in service frequency and vehicle type); 5. Conduct system performance review for 2012

40 Lessons Learned Be kind to your future self Know the difference between practice and policy Get ready for tradeoffs Stay the course Tell the story of your system

41 Thank You!!

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