HAMPTON ROADS TRANSIT: Service and Schedule Efficiency Review

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1 HAMPTON ROADS TRANSIT: Service and Schedule Efficiency Review FINAL REPORT

2 Table of Contents EXECUTIVE SUMMARY... 1 CHAPTER 1: SCHEDULE SCENARIO AND SCOPING TESTING PURPOSE METHODOLOGY Step 1 - Brainstorming Step 2 - Scenario Testing Sign s Split Shifts Part Operators Rostering Virginia Beach Division Step 3 - Group Test Step 4 - Recommendations CHAPTER 2: CYCLE TIMES/TIMED TRANSFERS REVIEW PURPOSE BACKGROUND METHODOLOGY FINDINGS Terminals Intermediate d Transfer points CONCLUSIONS CHAPTER 3: SERVICE PERFORMANCE REVIEW BACKGROUND PURPOSE METHODOLOGY HRT Route Performance Hierarchy Review of Performance Metrics Trip Level Metrics Summary of Service Adjustment Impacts System Enhancements Service Reinvestment NEXT STEPS SUPPORTING DATA Performance Metrics Service Adjustment Details Service Reinvestment Plan Details ii

3 CHAPTER 4: LABOR UTILIZATION REVIEW PURPOSE METHODOLOGY EXISTING CONDITIONS Existing Operator Requirements and Staffing Operator Absenteeism Trends EXTRABOARD SIZING Overtime Versus Extraboard Part Extraboard Recommended Extraboard Approaches ABSENTEEISM KEY FINDINGS CHAPTER 5: CONCLUSIONS AND NEXT STEPS APPENDIX... A-1 APPENDIX A1: SUPPORTING DATA - CHAPTER 2... A-2 APPENDIX A2: SUPPORTING DATA - CHAPTER 3... A-16 APPENDIX A3: SUPPORTING DATA - CHAPTER 4... A-199 iii

4 List of Tables and Figures TABLE 1.1 SIGN ON TIME INCREASE FROM 10 TO 15 MINUTES TABLE 1.2 ALTER SPLIT SHIFT SPREAD PREMIUM TO COMMENCE AT 12 TH HOUR (CURRENTLY 11 TH HOUR) TABLE 1.3 PART TIME OPERATORS (UP TO 25% OF TOTAL SHIFTS DAILY) TABLE 1.4 MIXED ROSTER ESTIMATED SAVINGS TABLE 1.5 CLOSURE OF VIRGINIA BEACH (TROLLEY) DIVISION TABLE 1.6 PART TIME OPERATORS (UP TO 25% OF TOTAL SHIFTS DAILY) TABLE 3.1 HRT AVERAGE DAILY RIDERSHIP FY TABLE 3.2 PERFORMANCE METRIC THRESHOLDS TABLE 3.3 INITIAL HRT ROUTE PRODUCTIVITY SCREENING TABLE 3.4 HRT ROUTES FAILING ALL OR MOST ROUTE LEVEL METRICS TABLE 3.5 SUMMARY OF RECOMMENDATION TYPES BY ROUTE TABLE 3.6 SUMMARY OF PROPOSAL IMPACTS SERVICE ADJUSTMENTS TABLE 3.7 SUMMARY OF PROPOSAL IMPACTS REINVESTMENT PLAN TABLE 3.8 SUMMARY OF PROPOSAL IMPACTS CONSTRAINED REINVESTMENT PLAN TABLE 4.1 HRT ABSENTEEISM CATEGORIES TABLE 4.2 SUMMER 2010 ROSTER REQUIREMENTS TABLE 4.3 SUMMARY OF TOTAL ABSENCES FIGURE 4.1 ABSENTEEISM COVERAGE EXAMPLE (FULL TIME EXTRABOARD, OVERTIME) FIGURE 4.2 ABSENTEEISM COVERAGE EXAMPLE (FULL TIME AND PART TIME EXTRABOARD, OVERTIME) TABLE 4.4 RECOMMENDED EXTRABOARD TABLE 4.5 RECOMMENDED STAFFING TABLE 4.6 WEEKDAY REGULAR DAY OFF (RDO) OVERTIME REQUIREMENTS TABLE 4.7 WEEKEND REGULAR DAY OFF (RDO) OVERTIME REQUIREMENTS TABLE 4.8 TOTAL ABSENTEEISM RATES iv

5 Executive Summary In August 2010, Hampton Roads Transit commissioned Transportation Management and Design Inc. to conduct the Service and Schedule Efficiency Study. The goal of this study was to identify significant operating savings through scheduling and service efficiencies. The study would assist the agency in exploring all possible options to avoid, delay, or reduce the magnitude of a fare increase while keeping the agency financially sustainable. A target operating cost saving of $3 Million annually (after fare revenue impacts) was established for the study. The study reviewed four key areas of service and schedule efficiency: Service Performance Schedule Efficiency Operator Work Practices Labor Utilization An overview of the analysis and findings for each of these areas of review is provided below. Service Performance Review Background and Methodology The study included a comprehensive review of service performance in terms of ridership generated per hour of service. This analysis was conducted in order to determine of the most productive service possible was being operated with the existing investment in service hours. The analysis was used to develop a set of service recommendations for all HRT fixed-route transit services to significantly reduce operating costs from adjusting service levels for poor performing services, while retaining the majority of existing riders and their associated fare revenue. In association with these recommended adjustments, a plan was developed to reinvest operating savings in the most productive HRT routes, with an overall goal of reducing subsidy requirements for the existing total HRT fixed route transit operating expenses. The review of service performance was conducted based on a set of metrics for overall route performance as well as a review of individual trip ridership. A database of service ridership was developed specifically for the review of trip level ridership, while existing HRT service performance data was utilized for the route level metrics. Key route level service performance metrics (and their associated thresholds) adopted for this review were as follows: Passengers per Revenue Hour (>= 30 high performance; < 10 low performance) Subsidy per Passenger Boarding (<$2.00 high performance; >$5.00 low performance) Farebox Ratio (>30% high performance; <10% low performance) 1

6 For the review of passenger boardings per trip, a threshold of ten boardings was used as the minimum acceptable level of usage. Key Findings and Recommendations The review of service metrics identified a set of routes that failed to meet the minimum metric thresholds, including: o Selected regional MAX express routes, other peak period express and commuter routes. o Seasonal WAVE routes at Virginia Beach and military base weekend recreational routes. o A small number of local HRT bus routes. Options to address the underperformance of such routes were: o Reducing the number of trips by eliminating those with ridership below the minimum threshold or operating a lower frequency commensurate with the level of demand. o Full discontinuation (as an option of last resort) From the review of trip ridership for each route, recommendations were developed to: o Reduce evening or early morning service on most routes o Discontinue additional peak period trips (above basic frequency provided across the peak) where sufficient demand no longer exists to warrant these additional trips. o Reduce overall frequency weekdays where demand does not warrant existing service level o Reduced Saturday service levels (where many routes run the same service Saturdays as weekdays but with much less ridership). Based on the above changes, a set of recommendations for improving overall service performance was developed to save an estimated $4.1 Million annually in operating costs. A package of service improvements was also developed to fully reinvest these and other savings (work practices etc.) in order to improve the best 20 HRT local routes (based on the passengers per revenue hour metric). The focus was to operate more 15 minute frequencies on these routes (30 minute is more common now), as this allows more passengers to use the overall network of routes spontaneously (without prior reference to schedules), including more convenient transfers. With the higher overall revenue to be earned from these services from ridership growth in response to the improvements (compared to that earned from the trips proposed to be discontinued), the overall operating subsidy HRT would require for its existing operating budget would reduce by $150,000 annually, with estimated 450,000 additional boardings annually. Constrained Reinvestment Plan The HRT system is operated based on an overall funding agreement (cost allocation agreement) with the seven member cities. This presents some challenges for implementing the full reinvestment strategy outlined above. 2

7 The planned reinvestments flow mainly into routes operated in Hampton, Newport News, and Norfolk, where the HRT bus routes with highest productivity primarily operate. The level of reinvestment proposed actually exceeds the level of reductions planned in these three cities. This would require an increased level of operating funding from each of these three cities if the full planned reinvestments were to be implemented, which is not feasible, especially in the current economic climate. It is therefore necessary to scale back the planned reinvestments in these three cities to ensure they are not confronted with an increased operating funding requirement. They may individually choose to increase their level of operating funding to provide more of the recommended service increases. Based on these revised recommended service reinvestments under a constrained plan, the overall impacts of the plan (both adjustments and reinvestments) is a reductions of approximately $2 Million in both operating costs and subsidy requirements, with a small overall increase in ridership and fare revenue. Next Steps The overall plan (adjustments and reinvestments) as recommended will be presented to the HRT Board in detail at their meeting. Follow-up meetings with each city s staff will be held to discuss all parts of the plan (revisions and reinvestments) in order to reach agreement on what service changes can be made. The HRT Board would then potentially approve the plan in May 2011, with implementation possible by January Schedule Efficiency Review Background and Methodology This study reviewed HRT s overall schedule efficiency, using two key areas of analysis: Route Cycle s how efficient was each route in using buses and operators without excessive amounts of unproductive layover time between trips. d Transfers: the coordinated schedules at many locations throughout the HRT network are intended to provide riders convenient transfers between mostly low frequency routes. Are these requiring excessive holding time at timepoints or causing excessive delays. The goal of this review was two-fold: To identify opportunities to enhance schedule efficiency (reduce resource requirements) To enhance service reliability (increase on-time performance). To complete this review, a large database of service on-time performance was compiled and reviewed. Based on the review of this data, recommendations were developed for each HRT bus route to ensure both efficiency and reliability were optimized. Strategies to enhance service efficiency and reliability resulting from this review included: Service Rescheduling Trip retiming to ensure schedules accurately reflect actual travel times, allowing buses to operate reliably 3

8 Deviations Removal of low usage but time-consuming route deviations that are impacting efficiency and reliability Interlining New opportunities to interline routes (route pairs sharing less resources overall for the same service levels) Extra Resources Adding resources (additional bus and operator) for a route where the above options were not available. Key Findings and Recommendations Analysis of reliability overall suggests that HRT has as many issues with early running as it does late running, averaging around 60 percent on time: 20 percent of services were early (more than one minute ahead of schedule) at timepoints 20 percent of services were late (more than 5 minutes behind schedule) at timepoints. Even addressing half of each of these problem areas would increase on-time performance to around the suggested initial target of 80 percent on time. The solution lies primarily in retiming services to match current travel times. Many routes can absorb the changes without extra resources being required. A number of reportedly underutilized route deviations (10 or more) are recommended for consideration of deletion (once low ridership is verified) in order to allow base routes to operate reliably. A number of these deviations occur in the middle of the more productive routes, impacting many riders with additional travel time of no value to them. There are a small number of opportunities for routes to be interlined, utilizing less overall resources for the same level of service. These savings can be reallocated to address an equivalent number of reliability problems where additional resources appear necessary to address the problems. Success will also require addressing cultural issues such as varying driver attitudes toward observing timepoints and timed transfers, and departing terminals on time. The level of planning and scheduling staff at HRT will need supplementing if the rewriting of schedules is to be expedited. The supply of user friendly data for use in schedule rewriting also needs to be improved, through more user friendly AVL data reports. Overall, based on this initial analysis, it appears that no operating savings can be expected from implementing the recommended changes. However, HRT can cost effectively address service reliability issues within existing operating resources, helping retain ridership and fare revenue. Next Steps HRT to work to implement recommended changes as routes are reviewed progressively over the next two years. The program could be accelerated if additional scheduling staff were available for this work. 4

9 Operator Work Practices Review Background and Methodology Changes in bus operator work practices provide one potential option to lower operator costs for delivering the existing service levels. The study reviewed options to improve operating efficiency through possible changes to work practices for bus operators. Many work practices are defined in the operator labor agreement and other work practices. This review is timely as HRT is due to renegotiate the operator labor agreement with the ATU Local The review was conducted using the following steps: 1. Brainstorming: TMD staff met with HRT staff to identify a list of work practice changes that would improve operating efficiency through reducing operating costs. 2. Scenario Testing: The impacts on operating costs of proposed work practice changes identified in step 1 were estimated individually for each work by rescheduling operator work assignments for each proposed change individually. 3. Group Test: Based on results in step 2, the most successful work practice changes in terms of lowering operating costs were tested as a group, through operator work assignments being rescheduled with all of these proposed work practices changes available. This group test avoids double counting of savings, as different changes can remove the same unproductive time in operator work assignments. 4. Recommendations: The final step was to document the recommended operator work practice changes identified in the previous steps. Key Findings and Recommendations HRT already has a very favorable operator labor agreement with relatively limited restrictions compared to systems throughout the nation. The following work practices, tested both individually and as a group, appear to offer the best opportunities for operational cost savings: o Re-introduction of part time operators. This can be done without requiring agreement but will be optimal with some revised labor agreement clauses quantifying the number of part time positions allowed at each operating base. o Split shift (two part operator assignments) spread premium pay to commence after 12 th hour elapsed (rather than after the 11 th hour). This requires a change to the operator labor agreement. o Rostering efficiencies from mixing short and long shifts in operator work weeks. This is helpful in reducing guarantee time (paid to ensure operator has minimum 40 hours/week) and overtime (50% premium after 40 hours worked per week). This can be implemented without a change to the labor agreement, but requires sensitive handling in regard to keeping operator start and finish times as consistent as possible across the work week to keep a reasonable quality of life for operators. 5

10 These work practice changes tested as a group total approximately $860,000 in annual operating cost savings. In addition to the above items, a analysis was conducted of the impact of closing the small Virginia Beach operating division, which operates only ten buses off-season (over 30 in the peak 5 months: May-September). The revised operating plan for Virginia Beach Division with off season (7 month) closure is also expected to generate approximately $75,000 overall in operating savings. Overall, work practice change recommendations are estimated to save HRT $935,000 annually. Next Steps HRT management will work to progressively implement or negotiate for these changes as part of the operator contract renegotiations. Labor Utilization Review Background and Methodology The study also reviewed the efficiency of HRT s application of operator staffing in the daily delivery of service. The key purpose of the analysis was to identify if HRT was appropriately staffed with operators, ensuring that these staff are consistently utilized each day for service delivery. While a core group of regular operators are required to perform runs to deliver the scheduled service, a second group of operators known as the Extraboard staff must cover for the various absences. These absences included both planned absences (such as vacations) and unplanned absences (such as sick leave or industrial injury). HRT previously planned for an Extraboard staff equivalent to 20 percent of the regular operator requirement, though current levels are lower at around 14 percent. To ensure their full utilization, the number of Extraboard operator staffing should match the minimum consistent level of absences, with operators working overtime being cheaper to address the variable levels of absences above these minimum levels. Variable levels of absences above this level can be covered cost-effectively with unscheduled overtime (part- day or rostered day off). Excessive numbers of Extraboard operators results in unutilized staff being paid for unproductive time. The analysis conducted in this study reviewed existing Extraboard staffing as well as operator absenteeism levels at the HRT divisions and overall. This allowed for the identification of whether Extraboard staffing was in line with operational requirements for provision of full scheduled service. Key Findings and Recommendations Operator Staffing o HRT operator numbers systemwide were almost exactly in line with the recommended staffing based on the Extraboard sized to meet minimum absences (only minor movement of staff required). 6

11 Next Steps o Recommended Extraboard requirements weekdays are around percent, except Northside Sundays (unusually consistently high absences) and at Virginia Beach (small team with low absences). o This is significantly less than the 20 percent planned Extraboard size HRT has in the past planned for, but HRT has not been actually staffed to that level recently, so no savings can be achieved. o There appears to be an opportunity to utilize part time operators in coverage of absences, in additional to the use of overtime. The cost per hour for these staff is lower than for full time operators and they can be used on less days, allowing them to be focused on days with high absences, but not requiring them on days with lower averages. o The use of part time operators in this way would be subject to negotiation even though the existing labor agreement includes the option of part time (they are not presently utilized). It will be important to ensure part time Extraboard operators have early access to available duties consistent with required notice period for their work. Overtime Requirements o Overtime is very cost effective compared to additional full time (Extraboard) staff, who must be utilized close to 100 percent of the time to be as cost effective as overtime. o In conjunction with Extraboard sized to meet minimum absence levels, associated levels of rostered day off or part-day overtime must be sustained. o Part time operators would allow for a flexible alternative for covering absences, given their relatively low costs compared to both full time operators and overtime. Managing Absences o Overall absences are low by industry standards, but are high Sundays at Northside and other occasions such as Mondays and Fridays. These days should receive additional absenteeism management attention. o Vacation leave are managed well with balanced levels throughout the year. o Sick Leave (Excused and Unexcused) is by far the largest source of unplanned absences. Managing the peaks in and overall levels of this can help reduce both overtime and Extraboard requirements. HRT will work with the Union to discuss options for reintroduction of part time operators, while continuing to size Extraboard consistent with minimum absence level trends. Management will also continue to work to reduce overall absences, especially on commonly high absence days. While no immediate savings are expected in this area, in the longer term (12-18 months), once these strategies are implemented, there will be potential savings. 7

12 Summary of Potential Operating Savings and Service Reinvestments Category Operating Cost Reductions Fare Revenue Increase Overall Savings Operator Work Practices $900,000 $0 $900,000 Service Performance $5,100,000 ($1,000,000) $4,100,000 Total Savings $6,000,000 ($1,000,000) $5,000,000 Service Reinvestment (Constrained) ($3,200,000) $1,300,000 ($1,900,000) Overall Impacts $2,800,000 $300,000 $3,100,000 Overall Impacts (Excluding Work Practices) $1,900,000 $300,000 $2,200,000 8

13 Chapter 1: Schedule Scenario and Scoping Testing 1.1 Purpose The overall purpose of the HRT Service and Schedule Efficiency Review is to identify significant operating savings through scheduling and service efficiencies. This is particularly relevant as the agency tries to avoid or reduce the magnitude of a fare increase. A goal of saving $3 Million annually in operating costs (after fare revenue impacts) was established for the study. Consistent with the overall study purpose and goal, Tasks 1 & 2 review options to improve schedule efficiency through changes to work practices for bus operators. This task is timely as HRT is likely to be soon re-negotiating the operator labor agreement with the ATU Local 1177 representing HRT bus operators. 1.2 Methodology Tasks 1 and 2 were conducted using the following steps: 5. Brainstorming: Meet with HRT staff to identify work practice changes that would improve schedule efficiency and agree upon a list of items to test. 6. Scenario Testing: Test the impact of proposed work practices identified in step 1 on schedule efficiency by re-runcutting the HRT divisions for each change individually. 7. Group Test: Based on results in step 2, test the set of changes judged by consultant and HRT to be most favorable to improving schedule efficiency in work practices as a group (to avoid double counting savings). 8. Recommendations: Provide HRT management with a recommended set of work practices to be implemented progressively in conjunction with operator labor contract re-negotiations A summary of each of the above steps is provided below Step 1 - Brainstorming Consultant staff met with HRT planning and operations management team in September 2010, to brainstorm work practice changes that might improve schedule efficiency and reduce operating costs. Consultant staff provided a list of potential items for change including sign times, travel times, meal and layover requirements, travel times, split shift provisions, guarantee/overtime provisions, and rostering practices. These items were used as a check list during the brainstorming step. From the meeting and subsequent review by HRT management, the following items emerged as candidates for work practice changes: 9

14 Increased sign time (15 minutes instead of current 10 minutes) actually a cost increase but included because it was a recent Union request (justification unknown). Split shift pay spread premium from the 12 th hour from first sign on time (rather than the 11 th hour as is currently paid) this item was put before the Union by management in recent labor negotiations Earlier start and finish times for split shifts (5 am start, 8 pm finish). No meal break pay for split shifts with less than 30 minute interval between half shifts. Re-introduce the use of part time operators these are still allowed under the existing labor agreement but HRT has not utilized this form of operator since a school services contract with Hampton ceased over two years ago. Weekend and weekday Trolley Division (Virginia Beach) closure, due to the high costs of supporting this very small operation (especially off-season). These items were then tested to determine their value in reducing operating costs, as discussed in the next section Step 2 - Scenario Testing The purpose of this task was to quantify the operational savings attributable to the work practice changes identified in Task 1 above. The primary task in this evaluation was to revise operator duties for each division for all days to determine the overall impact of each change on operating costs. The main variables monitored in these tests were: Operator paid hours (including impact on overtime and guarantee payments) these determine the direct operating costs (including some benefit costs such as FICA/Med and Retirement accumulated per hour worked). Impact measured was change in paid hours, and these were costed at $21.63 per hour. Operator duty count these numbers determine the required staffing for each division. Some costs for an operator are benefits that are based on employment rather than the number of hours worked (e.g., health insurance). These were costed at $6.17 per hour, accounting for the remaining portion of the full direct cost per operator hour of $27.80 per hour (this excludes all operational or corporate overhead). A subsequent step performed was a joint test of those work practice changes showing the potential to reduce operating costs. This is necessary to avoid double counting of savings, as two different work practice changes may remove the same unproductive time (such as guarantee time) or extra cost ( e.g. overtime). Testing of each work practice change was completed through developing new operator duties using Hastus scheduling software. TMD schedulers were provided access to HRT s own version of Hastus to complete the analysis in a test environment. New rules were input reflecting the changed work practices and operator duties were revised based on these new parameters. The following results were obtained from the testing of proposed work practices: 10

15 Sign s Increased Sign to 15 minutes is not actually a cost saving but a cost increase. It was requested by the Union (ATU Local 1177) during recent negotiations and was analyzed to provide information to the HRT negotiation team. HRT does not pay operators sign off time at the end of duties, and the 10 minutes paid at the start of shift is in line with industry best practice. This area of work practice change is only proposed for a significant cost increase, and there is no known basis for such an increase to 15 minutes sign on time, as no procedure has changed for this process. It is not recommended that this item be carried forward in labor negotiations. Table 1.1 Sign On Increase from 10 to 15 Minutes Extra Hours Direct Cost Per Day Annual Cost Estimated Change in Direct Operating Division Weekday Saturday Sunday Weekday Saturday Sunday Weekday Saturday Sunday Cost Northside $ 251 $ 115 $ 99 $ 63,890 $ 5,984 $ 5,771 $ 75,644 Southside $ 466 $ 252 $ 95 $ 118,862 $ 13,094 $ 5,489 $ 137,445 VB Full Season $ 69 $ 58 $ 38 $ 7,306 $ 1,269 $ 908 $ 9,484 VB Off Season $ 29 $ 36 - $ 4,254 $ 1,084 - $ 5,338 Estimated Total Change Direct Annual Operating Costs $ 227,911 Table 1 Notes Virginia Beach based on 106 weekdays, 22 Saturdays, 24 Sundays/Holidays at Full Season Southside and Northside based on 255 weekdays, 52 Saturdays, 58 Sundays. No change in operator shifts each day. Includes estimated increase in overtime. Split Shifts A number of proposed changes to the payment and working arrangement for split duties for operators were tested: Earlier allowed start time (5 am rather than the current 5:30 am practice) and later allowed finish time (8 pm rather than the current 7:30 pm practice). No meal break payment for split shifts with less the 30 minute interval between half shifts. Payment of premium from 12 th hour after first sign on (instead of from the 11 th hour) Earlier start and end times for split duties were tested but did not provide any operational savings or additional split shifts. The abolition of the meal break payment for split shifts with less the 30 minute interval between half shifts also showed almost no potential operating savings, as there were almost no instances where this payment is required. However, the meal break payment should be abolished. 11

16 The change to split shift premium payment does provide a significant saving, and this item should therefore remain listed for negotiation. Estimated savings in operating costs are over $190,000 annually from this change. HRT split shifts already are close to industry best practice in terms of duty lengths (up to 10 hours) and spread time allowed (no restriction, aim for below 13 hours). Table 1.2 Alter Split Shift Spread Premium to Commence at 12 th Hour (Currently 11 th Hour) Extra Hours Direct Cost Per Day Annual Cost Estimated Change Division Weekday Saturday Sunday Weekday Saturday Sunday Weekday Saturday Sunday in Direct Operating Cost Northside $ (180) $ (16) $ (11) $ (45,890) $ (844) $ (627) $ (49,117) Southside $ (509) $ (83) $ (41) $ (129,838) $ (4,330) $ (2,384) $ (134,796) VB Full Season $ (27) $ (19) $ - $ (2,912) $ (424) $ - $ (3,335) VB Off Season $ (27) $ (19) $ - $ (4,093) $ (571) $ (3,335) $ (4,664) Estimated Total Change Direct Annual Operating Costs $ (191,913) Table 2 Notes: Virginia Beach base on 106 weekdays, 22 Saturdays, 24 Sundays/Holidays at Full Season Southside and Northside based on 255 weekdays, 52 Saturdays, 58 Sundays No Change in operator shifts each day Assumption is spread premium, but OT does not apply 12

17 Part Operators The existing HRT operator labor agreement with ATU Local 1177 currently allows for part time operators. The contract has specified limits at each division (up to 50% of runs at Hampton, 27 operators at Norfolk, and 10 operators at Virginia Beach). Part time operators also have a wage scale limited to 70 percent of the top full time operator hourly rate. However, no part time operators are currently employed at HRT. Their most recent key role was for school services in the Hampton area, explaining the high percentage allowed there. In any reactivation of this operator role, the quantity allowed at the Southside division would ideally be increased above the 27 currently listed. In testing the re-introduction of part time operators for HRT, the following work practices were assumed: Minimum 2 hours, maximum 7 hours per day Up to 5 days work and 35 hours per week Two piece part time shifts with split shift premium payable and 13 hour maximum spread Table 1.3 below outlines results of this test: This change shows very significant savings, with two thirds of the savings coming from the lower (70%) pay rate attributable to part time operators. Another significant saving is attributable to increased productivity (less waste) in operator shifts overall due to more flexible duty structures possible with part time operators (such as shorter shifts). More minor savings are attributable to revised staffing levels The use of part time operators appears to be a significant option to improve schedule efficiency. 13

18 Table 1.3 Part Operators (Up to 25% of Total Shifts Daily) Southside Day Type Reduced Overall Hours Direct Cos t Per Extra Hours Annual Cost Day Weekday $ (428) $ (109,118) Saturday 8.25 $ 178 $ 9,274 Sunday 2.00 $ 43 $ 2,505 Estimated Total Direct Operating Cost Increase Northside Day Type Extra Hours Direct Cos t Per Day $ Reduced Overall Hours (97,339) Annual Cost Weekday $ (113) $ (28,792) Saturday 1.90 $ 41 $ 2,137 Sunday $ (19) $ (1,129) Estimated Total Direct Operating Cost Increase $ (27,784) Southside Notes 188 fulltime duties + 17 tripper duties become 163 full time + 41 part time duties (total 204 vs. 205) 143 full time duties + 5 tripper duties becomes 133 full time duties + 14 part time duties (147 total vs. 148) 51 full time duties + 3 tripper duties becomes 47 full time + 7 part time Northside Notes 97 fulltime duties + 6 tripper duties become 80 full time + 25 part time duties (total 105 vs 103) 78 full time duties becomes 72 full time duties + 6 part time duties 50 full time duties + 2 tripper duties becomes 40 full time + 12 part time Weekday Saturday Sunday Annual South $ (1,233) $ (402) $ (229) $ (348,454) North $ (788) $ (230) $ (361) $ (233,765) Annual Savings (PT Operator Wages at 70%) $ (582,218) Saving from Wage Rate Differential (Part at 70% of Full Rate Notes Southside and Northside based on 255 weekdays, 52 Saturdays, 58 Sundays Weekday Saturday Sunday Overall FTE South North Annual Savings (Operator Overhead - 70%) $ 42,450 Change in Operator Requirement Notes Results include estimated impact on overtime/guarantee Not tested for Virginia Beach Estimated Grand Total Direct Annual Operating Cost Saving from Introducing PT Operators $ (664,892) 14

19 Rostering At present, HRT pays overtime after 40 hours worked per week, and guarantee if less than 40 hours is worked. Structured roster assignments are provided for operators to bid on. This should aid efficiency by allowing shorter runs to be balanced with longer runs in each roster assignment to average closer to the required 40 work hours per week. HRT has the added bonus of counting spilt shift premium payments toward the 40 hours. However, HRT has traditionally tried to give each operator the same weekday run to keep sign on and off times the same, and does not mix weekday duties in each weekly assignment. HRT may be able to increase roster efficiency by more mixing of weekday roster duties in each roster assignment, helping bring the average work hours in each assignment closer to the required 40 hours. Table 1.4 below shows an estimated saving for more even balancing of the work hours in roster assignments. While this assessment shows relatively low savings, full redevelopment of a roster is recommended to more accurately test this approach. There is nothing in the labor agreement to preclude management testing this approach, though variable weekday work is unlikely to be popular with operators. Every effort should be made to keep start (and end) times similar when implementing this change. Virginia Beach Division Table 1.4 Mixed Roster Estimated Savings The HRT Virginia Beach Division is relatively small in the off season, with significant extra resources added for the 5 months of the Wave operation. The following resources are utilized each day: Off Season (7 months) 14 weekday, 11 Saturday, 0 Sunday duties; 9 peak buses Summer Season (5 months) Hours Saved Weeks Annual Hours Saved 51 weekday, 48 Saturday, 37 Sunday duties; 29 peak buses Annual Saving Southside (1,274) $ (27,557) Northside (1,456) $ (31,493) TOTAL $ (59,050) This division has a range of support staff, including a division manager, dispatchers, mechanics, and bus servicing crew. This is a high overhead cost for the small level of operations, especially off season. This study therefore reviewed options to avoid these costs. The first option was to examine operating cost increases associated with relocating the all year routes work to 18 th Street Norfolk Division. This move would cause an increase in deadhead distances and 15

20 travel time associated with moving to/from Virginia Beach route terminals. Table 1.5 below summarizes an estimate increase in these costs of $48,726 (moving Wave services as well and fully closing the facility increases direct operating costs by an estimated $209,755 annually). This cost of relocation of the all year work to Norfolk is then assessed against all other organizational savings to offset these costs. This assessment found the following facility costs could be avoided per year for the seven month closure: 2 dispatcher positions $96,593 (fully abolished) Facility maintenance $11,945 Utility costs (gas, power, water) $10,185 Technology costs $5,654 Revenue collection $1,096 TOTAL $125,473 Therefore the closure should result in overall annual cost savings for the agency in the order of $75,000. Table 1.5 Closure of Virginia Beach (Trolley) Division Virginia Beach Full Year Routes - Cost Impact from Relocation to 18th Street Norfolk Division (12 months) Da y Type Extra Hours Extra Miles Direct Cost Per Day Annual Cost Weekday $ 163 $ 41,483 Saturday $ 139 $ 7,243 Sunday Estimated Total Direct Operating Cost Increase $ 48,726 Estimated Operating Cost Increase From Total Closure of Trolley Division $ 209, Cost increase bases on direct costs (operator hourly wages) and direct mileage-based costs (Fuel, Oil, Maintenance) Table 5 Notes No overall change in staff numbers All full year Virginia Beach operations assumed relocated to 18 th St Norfolk Division Seasonal Wave services will remain operating from Virginia Beach (5 months) 16

21 1.2.3 Step 3 - Group Test A test of the most favorable work practice changes as a group was conducted, including: Part time operators Split shift premium after 12 th hour This test is necessary to avoid any double counting of savings as a number of the above items achieve their savings through the elimination of the same unproductive time. Table 1.6 Part Operators (Up to 25% of Total Shifts Daily) Southside Reduced Overall Hours Da y Type Extra Hours Direct Cos t Per Annual Cost Day Weekday $ (504) $ (128,607) Saturday 16.7 $ 360 $ 18,736 Sunday -2.0 $ (44) $ (2,543) Estimated Total Direct Operating Cost Increase $ (112,413) Northside Reduced Overall Hours Da y Type Extra Hours Direct Cos t Per Annual Cost Day Weekday $ (1) $ (257) Saturday $ (132) $ (6,861) Sunday $ (29) $ (1,694) Estimated Total Direct Operating Cost Increase $ (8,812) Southside Notes 188 fulltime duties + 17 tripper duties become 160 full time + 40 part time duties (total 200 vs. 205) 143 full time duties + 5 tripper duties becomes 129 full time duties + 15 part time duties (144 total vs. 148) 51 full time duties + 3 tripper duties becomes 44 full time + 10 part time Northside Notes 97 fulltime duties + 6 tripper duties become 80 full time + 25 part time duties (total 105 vs 103) 78 full time duties becomes 68 full time duties + 10 part time duties 50 full time duties + 2 tripper duties becomes 39 full time + 13 part time Weekday Saturday Sunday Annual South $ (1,323) $ (522) $ (368) $ (385,824) North $ (962) $ (395) $ (437) $ (291,048) Annual Savings (PT Operator Wages at 70%) $ (676,872) Saving from Wage Rate Differential (Part at 70% of Full Rate Notes Southside and Northside based on 255 weekdays, 52 Saturdays, 58 Sundays Weekday Saturday Sunday Overall FTE South North Annual Savings (Operator Overhead - 70%) $ (10,612) Change in Operator Requirement Notes Results include estimated impact on overtime/guarantee Not tested for Virginia Beach Estimated Grand Total Direct Annual Operating Cost Saving from Introducing PT Operators $ (808,710) 17

22 While roster assignment work hour balancing was not included in this group test (it is tested using a different method), the estimated $60,000 saving from this change is still available Step 4 - Recommendations Based on the above testing, the work practices tested as a group appear to offer the best opportunities for operational cost savings: introduction of part time operators, split shift spread premium to commence at 12 th hour, and pay hour balancing. These work practice changes tested individually total to approximately $1 million in savings and as a group total approximately $860,000 in annual operating cost savings. The revised operating plan for Virginia Beach Division with off season closure is also expected to generate approximately $75,000 in operating savings. Overall, work practice change recommendations are estimated to save HRT over $900,000 in annual operating costs. 18

23 Chapter 2: Cycle s/d Transfers Review 2.1 Purpose Task 3 of the Hampton Roads Transit (HRT) Service and Schedule Efficiency Review includes a review of HRT route cycle times and timed transfers throughout the system. The goal of this review is to identify opportunities to both enhance schedule efficiency (reduce resource requirements) and enhance service reliability (increase on-time performance). Recommendations were developed for each HRT bus route. Strategies to enhance service efficiency and reliability resulting from this review included: Trip retiming Removal of low usage but time-consuming route deviations New opportunities to interline routes (route pairs sharing less resources overall) 2.2 Background The analysis conducted for this task consisted of a review of service reliability data for each of the 48 all year HRT local fixed route transit services, as well as 8 Metro Area Express (MAX) routes, and 11 Peninsula Commuter Routes throughout Norfolk, Virginia Beach, Chesapeake, Portsmouth, Hampton, and Newport News areas (suitable data was not available for the four local Suffolk routes). HRT has developed an integrated network of timed transfers, facilitating convenient transfers at over 40 locations throughout the network. This is important to customers as many routes are either 30 or 60 minute frequencies, not automatically facilitating convenient transfers. Reliability was reviewed for all routes at the timed transfer locations. While the timed transfer system, on paper, appears robust, service schedules in general, is in need of a comprehensive review and updating to ensure the intended coordination is reliably achieved. Many routes have up to three minutes allocated for passenger transfers at key timed transfer locations, helping enhance reliability. However, running times in general may require adjustment to achieve higher on-time performance. HRT defines on-time as not more than 60 seconds (1 minute) early, and not more than 5 minutes late, and this analysis was based on these definitions. However, the agency currently does not have an ontime performance target, so a target was necessary to establish for this work. This is discussed further under methodology section below. 19

24 2.3 Methodology The core activity in this task was to review on-time performance at route terminals and timed transfer locations. HRT s overall network reliability gives some clues to its current challenges with reliability. From the sample weekday data examined (April September 2010), approximately 19 percent early, 59 percent on-time, and 23 percent late arrivals were recorded across all timepoints throughout the network. This confirms HRT s belief that most routes require some retiming to achieve higher overall service reliability. Weekends were not specifically examined. Saturdays typically replicate weekday schedules and may consequently experience even higher early running issues if traffic conditions are lighter. Sundays in some cases have lower running times and service frequencies which may slightly increase the potential for late running. Although HRT does not have an on-time performance target, 80 percent on-time was used as a benchmark for deciding whether a route requires attention. This is a typical reliability target for a bus system, though many struggle to achieve this. The level of late or early running at a terminal or timed transfer timepoint exceeding 20 percent was therefore considered to require some attention. The higher the percentage of early or late running above 20 percent, the great the extent of the problem and the likely amount of extra (or less) time needed in the schedule to address the problem. This approach is used in the absence of detailed running time data. Once the extent of the problem was determined, strategies were identified to address the problem. These included: Reallocate surplus layover to running time Interline with a partner route with surplus layover Eliminate an unproductive and time-consuming deviation Add additional resource The level of layover percentage for each route was identified from schedule data. Extra (surplus) time may be available in layovers that can be converted to running time, while still maintaining at least a minimum 10% layover (a minimum not required by contract but considered appropriate to help maintain service reliability). If surplus layover is not an option to address the reliability problem, a second option may be to identify a partner route with sufficient spare layover plus a terminal in common and a matching service frequency. Those having a high layover percentage (above 15 percent) were noted as the most likely candidates for interlining opportunities, subject to reliability data confirming that scheduled times were reliably met. A third option was to identify deviations that are reportedly underutilized and that may be identified for elimination to reduce overall route running time. Ridership data was not available for these deviations and they can only be considered at this point based of HRT staff knowledge of their usage. This strategy 20

25 is particularly valuable for addressing problems on routes 14, 57, and 116. A full list of route deviations to review is included in Appendix A1. The three options can be cost effectively used to either restore reliability or in some cases to reduce overall resource requirements. If these three options are not possible, a four option (of last resort) is to add an additional resource to the route to restore reliability. This is not favored as the cost will be high and additional revenue will be limited (though it will help preserve existing revenue). The earlier three options are far more cost effective. This analysis is an initial scanning for reliability problems and the possible need for additional resources. The agency will need to conduct running time analysis to confirm or revise these initial findings as they rewrite service schedules to enhance reliability. 2.4 Findings The analysis was broken into two, focusing on terminals and intermediate timed transfer timepoints: Terminals On-time performance data for route terminals was used to determine if cycle times were reliably achieved or if opportunities exist to reduce resource requirements. Unreliable routes with over 20 percent late running at terminals were reviewed in regard to the strategies listed above to identify the best strategy to restore reliability. The following findings were identified: Routes requiring reschedule and additional resources (2 Routes/Route Groups) Routes requiring reschedule with deletion of deviation to avoid extra resources (3 Routes) Routes requiring reschedule with no additional resources and no new interline (51 Routes) Routes reliably timed (17 Routes) Routes to be interlined or retimed to reduce resource requirements (2 Routes/Route Groups) Intermediate d Transfer points A second stage of reliability analysis was to review intermediate timed transfer locations. As with terminals, late running above 20 percent was used as a threshold to indicate retiming of service was required. Similarly, early running above 20 percent was also used as a threshold. Late running impacts are already captured through the review of route terminal reliability, as a series of problems at intermediate timepoints can culminate in a late arrival at the trip terminal. Early running, however, offers an opportunity to shorten overall running times that may not appear clearly in terminal reliability data. This is because most operators will follow policy and wait at intermediate timepoints if they are early, so the early running does not accumulate and manifest itself fully at the route terminal. Significant early running may in some cases result in a reduction in resource requirements, or at least give confidence for establishing a reliable new interline. 21

26 Route intermediate timepoints would be subject to adjustment to address either early or late running. Findings for the routes examined were: Routes requiring revising of timepoints late running (30 Routes) Routes requiring revising of timepoints early running (26 Routes) Routes reliably timed (9 Routes) Not surprisingly, results are consistent with overall reliability trends which suggest as many problems of early running exist as there are late running problems. These are inevitably the result of factors such as operators not observing time points, buses waiting for other routes involved in timed transfers, as well as lack of staff time and user-friendly data for updating run times. 2.5 Conclusions Analysis of reliability overall suggests that HRT has as many issues with early running as it does late running. Even addressing half of each of these would increase on time performance to around the suggested initial target of 80 percent on time. It will require both addressing cultural issues such as driver attitudes to timepoints and timed transfers, as well as resourcing of staff and the supply of user friendly data for scheduling section to rewrite schedules. A review of reliability at route terminals can identify likely impacts on resource requirements from addressing reliability problems. The analysis conducted suggests that only two route groups (106/107, 961) require an additional resource to achieve acceptable reliability. The majority of other routes require some level of rescheduling utilizing surplus layover or removing a reportedly low usage but time consuming route deviation. In the case of two routes/route groups, a new interline or reschedule is proposed to allow for reliable service operations with less resources. This should offset the additional resource required for one route pair mentioned above that requires an extra resource to restore reliability. Most routes require revised intermediate time points with similar levels of both early and late running issues. Results appear consistent with reliability at terminus findings. Some cases of early running will help ensure proposed interlines will operate reliably, as excess running time can be allocated to areas of need or layovers. Overall, based on this initial analysis, it appears that HRT can address service reliability issues within existing operating resources. This finding is subject to further analysis of running time requirements, as well as resourcing the scheduling section adequately and addressing operator culture issues by HRT. 22

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