London s Bus Service Key Performance Indicators. Head of Technical Services Group

Transcription

1 London s Bus Service Key Performance Indicators Simon Reed Head of Technical Services Group Transport for London March 2011 Arjan van Andel ITS Sales TrapezeITS 1

2 Contents 1. Background to TfL and the London Bus Network 2. Buses in London, Transforming Quality of Service 3. Measuring Bus Network Performance 4. Measuring Bus Systems Performance ibus Key Performance Indicators How Performance is measured 2

3 Trapeze delivers proven scalable, innovative technology and services to automate the multitude of tasks that come with supporting, building, managing and measuring better transport services to more than 1100 customers globally. Trapeze delivers custom and off the shelve KPI tools 3

4 Background to TFL and the London Bus Network

5 Background Transport for London (TfL) was formed in 2000 with the introduction of the Mayoralty and Greater London Authority Responsibility for Transport in London transferred to the Mayor Mayor required to develop a Transport Strategy 5

6 How the London bus system is delivered (1) The Mayor sets policy and fares. Transport for London: Operates a regulated or franchised bus service plans routes, frequencies and bus types consults on service changes tenders routes and awards contracts provides bus stations, stops and information monitors service quality, vehicle standards, driver hours carries out research and development. 6

7 How the London bus system is delivered (2) Private sector contractors: run and manage the services provide the assets, including buses and garages employ drivers, engineers, controllers and other staff deliver the bus service to the standards set by TfL 7

8 Key Facts Bus Operations Buses operate 24 hours per day, 7 days per week routes (from 1 to 50+ buses) 8,000+ buses 19,000 bus stops, 30 bus stations 2.3 billion passengers in 2009/ million passengers per weekday 46% of all bus journeys in England are in London (London has 15% of the population) Three quarters of all bus journeys in London are wholly outside of the central area 8

9 London Engine Room of the UK The capital is the heart of the UK 52 % of employed people in the capital use bus, tube or rail - 78% in central area By 2031 the population will increase by 1.3m Worldwide standard: highest proportion of cost covered by fares 9

10 Patronage compared to other systems Paris buses New York buses London Underground London Buses Passengers per year (millions) Data for 2006 or 2006/07 10

11 Passenger profile All social groups and reflect London s population 58% of bus users are female During the night around 50% of bus trips are to or from work Just under 20% of users are children 45% of passengers use Passes/Travelcards, 19% use Oyster pay-as-you-go, 13% use Freedom Passes and less than 2% pay with cash 11

12 Buses in London Measuring Bus Network Performance

13 Passenger Priorities (% contribution to overall satisfaction scores) 0% 2% 4% 6% 8% 10% 12% 14% 16% time taken personal safety comfort cleanliness information ride quality state of repair crowding driver behaviour ease of getting on and off

14 The Mayor s Transport Strategy People s experience of travelling by bus must be transformed..buses must be reliable, quick, convenient, accessible, comfortable, clean, easy and safe to use and affordable. London Buses publishes a wide range of performance indicators covering safety, service usage, reliability and service quality. We summarise the results, comparing performance against set standards, then present them in an easy-to-use format. 14

15 Measuring Bus Operator Performance Mileage Operated Each Contract contains a calculated target of miles to be operated. Bus Operators are paid based on the number of those miles actually driven. Excess Wait Time Calculated every quarter. Bus Operators penalised or paid bonus depending on adherence to agreed standard Customer satisfaction We ask a sample of passengers to give a score out of 100 on a wide range of bus service features, based on the journey they have just made. 15

16 88/9 89/90 90/1 91/2 92/3 93/4 94/5 95/6 96/7 97/8 98/9 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 Percentage 88/9 89/90 90/1 91/2 92/3 93/4 94/5 95/6 96/7 97/8 98/9 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 88/9 88/9 89/90 90/1 91/2 92/3 93/4 94/5 95/6 96/7 97/8 98/9 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 Minutes Million kms Publically Available EXCESS WAITING TIME FOR HIGH FREQUENCY BUS SERVICES KILOMETRES OPERATED Oper ated kilo PROPORTION OF SCHEDULED KILOMETRES OPERATED % Operated % Operated excl km lost from traffic delays

17 Buses in London Measuring Bus System Performance ibus London s Radio, RTPI and AVL system

18 The Business Model & Technology tools Contracts & Schedules Route Contract Passenger Data Network Analysis Planning/ Development Passengers Real Time Service Control ibus Service Control Operator Payments Performance Monitoring ibus Reporting ibus On- Board R.T.I

19 ibus - The Scope of the Project Replacement for existing beacon AVL and radio system Trapeze ITS awarded contract in m procurement 10 year contract design rollout maintenance service TfL owns and monitor all assets and monitors performance of the system via Key Performance Indicators (KPI s)

20 The Challenge Many Operating Companies 89 garages 8,500 buses 23,000 drivers 700+ routes 19,000 bus stops Complex, congested road network Intensive 24 hour operation

21 ibus Key Performance Indicators (KPI s)

22 The purpose of perform indicators It s not about the money it s about getting the performance levels (that) we want

23 Performance Indicators - Service Service KPI s, are based on contracted services based on the ITIL model Engineering Priority based with target time to fix based on priority call type. Radio failure = High Priority (4 hour fix) Others = Medium (8 hour) or Low ( 24 Hour) Configuration Management Time to complete and Success Change Management Time to complete and Success Release Management Capacity Management 23

24 Performance Indicators Availability Radio availability Emergency Voice Radio Call Set-up-Times GPRS attach time, latency, coverage and throughput Voice Call set up success rates WLAN Coverage & Performance Core System Hardware availability (% age) Service(s) availability (%age) On bus Equipment Hardware availability (%age) Garage Equipment Hardware availability (%age) End to End Availability Aggregate calculated value 24

25 Performance Indicators ITS System Performance Performance Location Accuracy agreed audit measure Prediction Accuracy agreed measurement of arrival time vs predicted arrival time Historic Data Availability agreed measurement of specific tables 25

26 How is performance measured?

27 KPI Measurement Automated Real-Time Dashboard Hardware Monitoring Radio performance monitoring Toolset Shared by TfL and Contractor All KPI s reported at periodic (monthly) review Position agreed (contractual process) and any service credits applied. Reports available for public inspection

28 Decreased Waiting Times at Stops 28

29 Increased On-Time Performance 29

30 Decreased percentage buses running Early 30

31 More operated miles 31

32 The benefits of KPI s to TfL Network performance statistics and customer feedback can tell us a lot about how well our bus services are operating - and what we can do to improve them. Provides a transparent measure of performance from both a system and a passenger perspective Allows trends to be analysed Enables cause and effect to be seen

33 Assisted by