CITY AND BOROUGH OF JUNEAU TDP 2. GOALS, OBJECTIVES, AND PERFORMANCE STANDARDS MOORE & ASSOCIATES PAGE 1

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1 CITY AND BOROUGH OF JUNEAU TDP 2. GOALS, OBJECTIVES, AND PERFORMANCE STANDARDS MOORE & ASSOCIATES PAGE 1

2 CITY AND BOROUGH OF JUNEAU TDP CHAPTER 2 GOALS, OBJECTIVES, AND PERFORMANCE STANDARDS This chapter advances a Performance Measurement System governing the public transit program (i.e., fixed-route, paratransit) provided by the City and Borough of Juneau (CBJ). The organization s mission or visioning statement provides a foundation for the Performance Measurement System. In the case of the CBJ, it serves as a focal point for the City s Transit Development Plan (TDP). The Performance Measurement System discussed herein is defined in the 1996 Transit Development Plan: To provide the City and Borough of Juneau with an up-to-date TDP, including a schedule of capital investments needed for the completion of the plan, through the planning period. To provide decision-makers within the City and Borough of Juneau accurate information on which to base decisions regarding the future of Capital Transit and to express those decisions in a comprehensive document, including statements of policy and objectives. To provide the State of Alaska Department of Transportation and Public Facilities and the Federal Transit Administration with accurate information on which to base future capital grant decisions concerning Capital Transit. To support the identified mission and vision, the following core values have been developed by Moore & Associates for CBJ services: Efficiency, Effectiveness, Responsiveness, Inclusiveness, and Environmental consciousness. MOORE & ASSOCIATES PAGE 2

3 CITY AND BOROUGH OF JUNEAU TDP Goals, Objectives and Measures An effective Performance Measurement System is composed of goals, objectives, and standards. Goals are statements that qualify the desired results. They are the end toward which efforts are directed. They are general and timeless, yet theoretically attainable. Objectives provide quantifiable measures of the goals. They are more precise and capable of both attainment and measurement. Measures set quantifiable targets for achieving the adopted goals. The City and Borough of Juneau had no previous set performance standards with which to compare its current performance. However, given the data provided by Capital Transit and the City and Borough of Juneau, we believe the performance of both fixed-route and the Care-A-Van services has been improving consistently across the past four fiscal operating years. The overall operational costs for both the fixed-route and Care-A-Van services have also been increasing yearly. Overall, Capital Transit is performing well in all quantifiable areas (i.e., Passengers/VSH), and should therefore focus on adjusting the service to address new and emerging mobility demands throughout Juneau. The following tables link the adopted goal to the quantifiable measure; then compares actual performance from FY 2006/07 with attainable performance standards. MOORE & ASSOCIATES PAGE 3

4 Goal I. Operate an efficient and effective system that maximizes service and minimizes cost impacts. Minimize operating costs. Operating Cost/VSH Fixed-route: Life-line $65.00 Regular $ $85.00 Trunk $95.00 Care-A-Van $49.59 $35.00 Operating Cost/Passenger Fixed-route: Life-line $10.00 Regular $2.49 $4.00 Trunk $2.00 Care-A-Van $24.23 $15.00 Farebox recovery Fixed-route 24.4% 10.0% 20.0% 30.0% Care-A-Van 3.2% 10.0% Maximize use of transit funding Coordinated Human Services Plan Meets standard No duplication of service. Increase transit usage. Annual growth in ridership Fixed-Route 1.91% At least 3.5% Care-A-Van 4.30% No more than 3% Passengers/Vehicle Service Hour (VSH) Fixed-route: Life-line 10.0 Regular Trunk 60.0 Care-A-Van Passengers/Vehicle Service Mile (VSM) Fixed-route: Life-line 0.5 Regular Trunk 2.5 Care-A-Van Exhibit 2-1 Goals, Objectives, and Performance Standards MOORE & ASSOCIATES PAGE 4

5 Goal II. Provide safe, reliable, and high quality transportation. Provide safe service. Headway Times: Life-line Meets standard. Three times daily Regular Meets standard. Hourly Trunk Meets standard. Half-hourly Travel Time Meets standard. Travel time no more than three times that of car travel time. Ratio of Passengers to Available Seats No more than 145 percent of available seats. Passenger Injuries Fixed-route Meets standard. Less than one passenger injury 100,000 passenger boardings. Less than one passenger injury 10,000 passenger boardings. Preventable accidents Fixed-route No data Minimum of 60,000 miles between preventable collision accidents. Shelter location. In progress. Make sure all future bus shelters are in compliance with Alaska DOT/PF standards Reliable transit service. On-time performance Fixed-route 48.5% 90 percent of all monthly trips operate on-time (defined as no later than 5 minutes and no earlier than the published schedule). 90 percent of all monthly trips operate on-time (defined as within 15 minutes of the scheduled pick-up time). Missed trips Fixed-route Meets standard. Less than one percent of total monthly trips (defined as no later than 15 minutes past the schedule pick-up time or missed entirely). Less than one percent of the monthly trips (defined as no later than 30 minutes past the scheduled pick-up time or missed entirely). Demand-response. Minimize transfer wait times. Meets standard. No more than 5 minutes for transfer wait times. Missed transfers Fixed-route Meets standard. Less than five percent of the monthly transfers by route (missed transfer defined as missed connection from one bus to another). Spare ratio Maintenance schedule Fixed-route Meets standard. 20 percent Fixed-route Meets standard. All regularly scheduled maintenance completed within 500 miles or five days of scheduled date/cycle. Implement transit facilities maintenace Meets measure. program. Complaint resolution. Needs improvement. Monthly reports detailing number and type of complaint as well as resolution status. Offer mandatory and optional training opportunities to improve safety and professional development. Meets measure. Road calls Fixed-route No data No less than 10,000 miles between road calls. Defined as incidence where service is interrupted longer than five minutes due to a mechanical failure (except for flat tires). Trip reservations. Meets standard. 90 percent of DAR customers and all ADA-eligible trips scheduled within 60 minutes of requested pick-up time. Trip denials. Meets standard. No more than three percent of total monthly trip requests result in a denial due to capacity constraints, as defined by the Americans with Disabilities Act of MOORE & ASSOCIATES PAGE 5

6 Goal III. Serve the transportation needs of the community Improve mobility. Offer a menu of optional services and facilities aimed at specific high yield markets including a downtown shuttle, implementing a carpool program, rural route-deviation service, and park and ride lot program. In progress. Improve service visibility. Provide Capital Transit Information Centers in the Downtown/Mendenhall Valley areas. Meets measure. Implement shuttle, carpool program, rural service, and park & ride program by FY 2012/13. Maximize accessibility Hire a marketing firm to design a marketing Not yet implemented. campaign for Capital Transit which includes disseminating basic advertising and information on the system, educating the community on the benefits of transit, and working with major trip generators on an ongoin Geographic coverage. Some neighborhoods not covered (i.e., Thane, Lena Cove). Transit service within 1/2 mile of 80% of households. Accessibility. Some stops are unmarked. 100 percent of fleet handicap accessible. All transit vehicles and stops marked appropriately. Bicycle racks on all Capital Transit vehicles. Care-A-Van Certification Not yet implemented. Implement a single set of standards for CAV certification by identifying a single physician to perform all certifications. Goal IV. Evaluate, monitor and improve transit services on an on-going basis. Ongoing, mandatory enhancement Regularly programmed service evaluations. Meets standards. Independent evaluations at intervals of no greater than 5 years. Ongoing, mandatory reporting Regularly programmed data collection and reporting. Needs improvement. Monthly performance reports including such information as vehicle service hours, vehicle service mileage, fare revenue, ridership, accidents, and injuries. MOORE & ASSOCIATES PAGE 6

7 Goal V. Undertake effective marketing, outreach, and public participation Development of Marketing Plan. Actual expenditures. Does not meet Not less than 3 percent of annual operating budget. standard. Encourage citizen participation Provide various opportunities for customer feedback. Needs improvement. Conduct annual outreach prior to meetings to encourage public input on unmet needs. Goal VI. Coordinate transit system development with community planning and development efforts and land-use policy. Improve staffing structure Structure Capital Transit's staffing to allow Not yet implemented Hire at least one additional administrative staffer. the transit manager to have more community interaction including major employers. due to budget constraints. Enhance connection between transportation and land use Preservation of the right of way the Meets standard. Preserve the right of way. community will use to build a future fixed guideway transportation system. Create a framework for Capital Transit to work with municipal agencies to ensure that future planning and development processes includes an emphasis on pedestrian and transit-friendly designs. Not yet implemented. Create a framework for Capital Transit to work with State and local government to ensure that new roadway and facility design encourages and supports the safe extension of public transportation services. Encourage consideration of transit needs in land-use policies within the CBJ during the development review and approval process. In progress. Needs improvement. Update Capital Improvement Plan. Specify service levels. Identify capital improvements to be included in new developments. Work with retailers and business community to increase accessibility to the public transit service network. MOORE & ASSOCIATES PAGE 7

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