SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage

Transcription

1 2014 SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage

2 SYSTEM PERFORMANCE REVIEW: 2014 Municipality of Anchorage - Dimond Transit Stop# 396 Lake Otis & Providence I

3 TABLE OF CONTENTS Executive Summary 1 Introduction 3 Regional Overview 4 Demographics 4 Service Area Map 8 System Performance 9 Ridership 9 Service Availability 10 Population within Urbanized Area Map 11 Productivity 12 On-Time Performance 12 Capacity 13 Performance Measures and Trends 14 Route Performance 15 Ridership 15 Productivity 16 On-Time Performance 17 Capacity 17 Route Summaries 18 1 Crosstown 19 2 Lake Otis 20 3 Northern Lights 21 7 Spenard/Airport 22 8 Northway 23 9 Arctic University/Hospitals Service Change Analysis Government Hill th Ave/DeBarr West Anchorage/U-Med Mountain View 60 Old Seward Tudor/Muldoon Service Change Analysis Eagle River/Peters Creek 34 AnchorRIDES and Coordinated Transportation 35 Share-a-Ride 37 Outlook 38 Glossary 39 II

4 SYSTEM PERFORMANCE REVIEW: 2014 III

5 EXECUTIVE SUMMARY The Municipality of Anchorage Public Transportation Department provides three public transportation services: People Mover fixed route bus service, AnchorRIDES complementary paratransit and coordinated service, and a vanpool rideshare service. These services are designed to provide both intercommunity connections and circulation within areas of Anchorage. The structure of the fixed route bus system is intended to address the transportation needs resulting from a dispersed regional development pattern providing connections between neighborhoods within the Municipality. Yearly, we analyze our ridership and performance to inform decisions on service adjustments and improvements to the transit system. They provide a tool for responsible planning and operating of the People Mover system. People Mover uses performance standards identified in the 2009 Route Restructure Update, as well as the Anchorage: Performance. Value. Results. framework. Unless noted otherwise, the data analyzed was for calendar year Route performance data covers the June 2, 2014-June 28, 2015 service period. Over the past few years ridership levels have been decreasing, while the amount of service on the road has remained relatively stable. Productivity has remained relatively constant, but has decreased recently despite more consistent service levels. Over this same period of time, Anchorage s population has continued to grow, the unemployment rate has dropped, and the average cost of fuel has remained high. Under these conditions, transit ridership typically increases. People Mover, however, has been losing ridership year-to-year since Recently, People Mover has incrementally adjusted service towards the recommendations in the Route Restructure Update to increase frequency on select trunkline routes. Service frequency improvements to Routes 45 and 75 were prioritized based on demand and passenger loading standards, and since have largely proved successful in improving ridership on these routes while systemwide ridership has declined. This suggests People Mover should comprehensively review its routes, schedules, fares, and marketing to improve and enhance Anchorage s transit service, aiming towards a higher frequency bus network. This report is intended as a starting point and will help to identify areas of concern for further review and analysis. Performance standards allow for a transparent process using objective data that helps People Mover make decisions about adding, reducing and changing transit service to deliver productive, high quality service where it s needed most. 1

6 SYSTEM PERFORMANCE REVIEW:

7 INTRODUCTION People Mover recognizes the importance of monitoring, reviewing and evaluating transit system performance, to increase effectiveness, efficiency, reliability, and safety. Doing so allows us to effectively manage and modify transit services to meet the needs of transit users, and the greater community. People Mover annually reviews ridership data, performance metrics, and safety to make adjustments to the transit system to serve Anchorage better. Transit service and performance is influenced by many factors, some are under department control, others are not. When monitoring and evaluating system performance, People Mover recognizes that a variety of external factors such as demographics, the economy, and even the seasonal changes in weather have an influence on performance as much as service, on-time performance, rider fares and route alignments. About This Report This annual report examines the key factors affecting transit and is intended to provide a base for making evidence-based strategic investments, adjustments and resource allocations to best meet the community s needs. Specifically, this report: Tracks performance and trends at the system and route levels Compares performance between individual routes Analyzes impacts of service changes Recommends future changes or study This report will be a valuable resource to aid in the discussion, planning and implementation of future service changes to support People Mover s mission to provide reliable transportation options for Anchorage. People Mover Mission Statement To connect our community with safe, reliable transportation options; emphasizing customer service while providing economic, social and environmental benefits. Planning Context The most recent system-wide analysis of Anchorage s transit system was conducted in 2009 by RLS & Associates, Inc. The report, People Mover Route Restructure Update, reviewed the state of transit in Anchorage and recommended various service improvements to be implemented over a five-year period, including: Increase Sunday span of service on Routes 3, 9, 15, 36, 60 and 75 to operate from 10am to 6pm Operate Monday-Friday service until 11pm on all routes Improve daytime Monday-Friday headway to minutes on all routes Improve Monday-Friday peak headway to 15 minutes on Routes 3, 7, 9, 15, 36 and 45 Establish four new routes Since the report was published, People Mover has been unable to implement most recommendations due to budgetary limitations. People Mover uses these recommendations as a framework, prioritizing improvements where demand exists. The department is continually looking for opportunities to identify efficiencies, expand transit service and implement these recommendations. 3

8 SYSTEM PERFORMANCE REVIEW: 2014 REGIONAL OVERVIEW Ridership is impacted by many external factors beyond department control, such as changes in population and land uses, traffic patterns, fuel prices, and the economy. Understanding these underlying conditions can support service planning and marketing efforts. The Municipality of Anchorage encompasses nearly 1,700 square miles, of which only about 80 are urbanized. Anchorage is the largest city in Alaska, representing about 41% of the state s population. Demographics The US Census Bureau estimates the Anchorage population was 1,010 in 2014, an increase of 3.15% from 2010 (291,826), and 15.6% from 2000 (260,0). The majority of the population - 85% - lives within the Anchorage Bowl. 1 The Alaska Department of Labor projects the population of the Municipality in 2022 will be 326,600, and 364,900 in Age The median age in Anchorage, as reported by the 2010 Census, was 33 years old. The following table breaks down the 2010 population into eight age cohorts, with children 5 to 17 years old representing the largest group. 1 Age cohort Population % Under 5 21, to 17 53, to 24 32, to 34 45, to 44 39, to 54 44, to 64 33, and over 21, Total 291,826 Source: 2010 Census 1 US Census Bureau. 2 Alaska Department of Labor & Workforce Development. Alaska Economic Trends. Vol 34 No 6. June

9 Race The majority of people in Anchorage - 66% - identify as white, according to the 2010 Census. The next two largest racial groups are Asian and American Indian/Alaska Native, each representing 8% of the population. Race Population % White 192, Asian 23, American Indian / Alaska Native 23,1 7.9 Black or African American 16, Native Hawaiian / Pacific Islander 5, Two or more races or other, Total Population 291,826 Source: 2010 Census Income According to the 2013 American Community Survey 5-year estimates, the median household income in Anchorage was $77,454. Approximately 51.2% of households had an annual earning of greater than $75, % of households had an income between $40,000 - $74,999, and 22.9 % of households had an income of less than $40, Economy Local economic conditions play a critical role in the demand and success of any public transportation system. This section reviews employment industries, the unemployment rate, and changes in the Consumer Price Index. Employment by Industry The Alaska Department of Labor reports the largest employment industry in Anchorage in 2014 was Trade, Transportation & Utilities (23.4%), followed by Government (20.5%), and Educational & HealthServices (17.3%). 2 The Labor Department projects little to modest job growth in Anchorage in the next few years. Growth is expected in the oil industry, tourism, healthcare, and retail. Government jobs, particularly federal and state, are expected to decline. Industry % Trade, Transportation & Utilities 23.4 Government 20.5 Educational & Health Services 17.3 Professional & Business Services 14.1 Leisure & Hospitality 11.8 Construction 5.8 Other Services 4.3 Information 2.8 Source: Alaska Department of Labor Unemployment Rate According to the U.S. Bureau of Labor Statistics, the 2014 unemployment rate in Anchorage was 5.8%. This was a decrease in the annual unemployment rate for the third year in a row, from a ten year high of 7.2% seen in % Unemployment by Year - Anchorage, AK * Source:U.S. Bureau of Labor Statistics *Preliminary Results 1 US Census Bureau. 2 Alaska Department of Labor & Workforce Development. Monthly Employment Statistics: Municipality of Anchorage. 5

10 SYSTEM PERFORMANCE REVIEW: 2014 Consumer Price Index (CPI) Consumer Price Index serves as a reference measure for the price of goods and services paid by local consumers. Factors that are averaged into it s calculation include transportation, medical, and grocery costs. Over the past five years, the calculated CPI for Anchorage residents has been moderately consistent with the national average, despite the rise that occurred in % 3% 2% 1% 0% -1% -2% -3% % Change in CPI, Anchorage US Average Fuel Prices Source: Bureau of Labor Statistics According to the U.S. Energy Information Administration, the price of a gallon of regular gasoline in West Coast States, including Alaska, ranged between $2.67 and $4.00 over the course of There was no direct correlation between fuel prices and ridership observed. Average Cost for Gallon of Conventional Gasoline (West Coast States) by Year $4.50 $4.00 $3.61 $3.76 $3.59 $3.60 $3.50 $3.00 $2.93 $2.50 $2.00 $ Source: U.S. Energy Information Administration 6

11 Stop# 18 Providence & Seawolf Dr. (U-Med District) Municipality of Anchorage - Downtown Transit 7

12 SYSTEM PERFORMANCE REVIEW: 2014 People Mover Service Area Anchorage, AK Point MacKenzie Knik Arm Joint Base Elmendorf-Richardson Eagle River n n Anchorage International Airport n Knik Arm Peter's Creek Chugiak n ± Core Service Area Roadway n Miles Transit /Hub Fixed Routes Turnagain Arm Eagle River Miles± Cartographer: Ryan Yelle, Municipality of Anchorage 8

13 SYSTEM PERFORMANCE System Summary % Change % Change Total Boardings 3,861,234 3,986,877 4,146, % -6.88% Average Fare $1.10 $1.07 $ % 20.88% Direct Operating Cost $17,135,176 $16,802,749 $14,617, % 17.22% Total Operating Cost $23,349,065 $23,5,609 $20,675, % 12.93% Fare Revenue $4,243,485 $4,265,961 $3,774, % 12.43% Scheduled Revenue Hours 122, , , % -3.05% Vehicle Revenue Miles 1,918,021 1,881,382 1,909, % 0.44% Monitoring performance indicators is important at both the system and route level. People Mover uses key metrics to track our performance in meeting our goals of effectiveness, efficiency, reliability, and safety. These measures are important in understanding trends over time, where limited resources could be allocated, and what routes or trips are causing reliability concerns. Fare Changes Effective January 1, 2014, adjustments were made to the People Mover fare structure. Youth and Reduced fares were combined into a Half Fare. Fares were adjusted so that the Half Fare was half the adult fares. Adult cash fares increased from $1.75 to $2.00, youth day passes decreased from $5.00 to $2.50, and reduced cash fares increased from $0.50 to $1.00. Quick Facts Routes Stops...1,081 Active Fleet Service area sq. miles Anchorage population (2014)...1,010 Key Findings On-time performance increased to an average of 82.5%, a 3.6% improvement compared to System-level ridership has declined by 3.18% from Productivity has remained relatively stable over the past few years. Ridership People Mover had a total ridership of nearly 3.9 million passengers in Daily ridership averaged 13,081 on weekdays, 6,351 on Saturdays, and 3,754 on Sundays. Over 18% of all boardings were on Route 45, the busiest route in the system. Average Daily Boardings (2014) Weekday Saturday Sunday 3,754 6,351 13, ,000 6,000 9,000 12,000 15,000 9

14 SYSTEM PERFORMANCE REVIEW: 2014 Ridership - continued Total Ridership by Year 4,400,000 4,0,000 4,200,000 4,100,000 4,000,000 3,900,000 3,800,000 3,700,000 3,600,000 3,500,000 During 2014, the busiest months were March, April, and October. Each month, People Mover carried more than 280,000 riders. Ridership was highest in the spring and late summer. Ridership was lowest during winter and mid-summer. Total Ridership by Month (2014) 375, , ,000 0, , ,000 4,146,570 4,129,120 4,101,915 3,988,167 3,861, JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Service Availability A total of 122,786 revenue hours were scheduled in Scheduled revenue hours have remained steady over the last five years following reductions of 3% in 2009 and again in Scheduled Revenue Hours by Year 135,000 1, , , , , , , , , , , ,

15 Anchorage, AK Urbanized Area Population by Census Block (2010 Census) Point MacKenzie Knik Arm Joint Base Elmendorf-Richardson Eagle River n n Anchorage International Airport n Knik Arm Peter's Creek Transit /Hub n Fixed Routes Chugiak Core Service Area Roadway Population ± n Miles Turnagain Arm Eagle River Miles± Cartographer: Ryan Yelle, Municipality of Anchorage Based upon data collected from the 2010 Decennial Census, the urbanized area of Anchorage has a population of 251, % of this population resides within 1/4 mile of an active bus stop. 11

16 SYSTEM PERFORMANCE REVIEW: 2014 Productivity Despite the decreases in ridership over the past few years, People Mover s productivity has consistently remained between 31 and 34 boardings per revenue hour. Productivity was 31.4 boardings per revenue hour during 2014, which is a slight decrease when compared to previous years. Productivity by Year On-Time Performance People Mover buses are on-time if they arrive 0-5 minutes within the scheduled time. In 2014 buses arrived on time 82.5% of the time. This is an improvement of 3.6% when compared to 2013, and an improvement of 10.9% when compared to People Mover has focused on improving on-time performance over the past few years with the assistance of increased technology on the buses allowing for more accurate running times. The winter in 2014 was also mild, with less snowfall and severe weather contributing to better on-time performance. On-Time Performance by Year

17 Capacity People Mover has established a loading standard of 1.0 with the objective to provide a seat for every passenger. This means that 39 passengers on board a transit vehicle with 39 seats would meet the established loading standard. People Mover then classifies trips with a maximum load factor greater than or equal to 1.0 as at capacity. Trips with a maximum load factor of 0.85 or greater are flagged as near crowding and may require initial evaluation for increased service. During 2014, 2.7% of all trips experienced near crowding or were at capacity. Most of these trips were on Saturdays, where 3.5% of trips experienced near crowding. People Mover flags routes that have 10% or more of trips as nearing crowding. During the service year, only Route 45 had near crowding on more than 10% of trips. Percentage of Trips with Near Crowding by Service Level (2014) Saturday 3.5% Weekday 2.7% Sunday 1.9% 0% 1% 2% 3% 4% 13

18 SYSTEM PERFORMANCE REVIEW: 2014 PERFORMANCE MEASURES AND TRENDS Performance Measure Standard Year Trend 5- Year Trend Effectiveness Productivity (boardings per revenue hr.) Efficiency Farebox Recovery (fare revenue/direct operating expenses) 15-20% 18.2% 18.1% 18.3% Reliability On-time Performance 85-90% 82.5% 78.9% 71.6% Safety Preventable Accidents per 100,000 Vehicle Miles Traveled

19 ROUTE PERFORMANCE In addition to data and performance of the entire system, People Mover reviews each route individually. At the route level, we can identify routes or services that are impacting the system-wide performance, and to recognize what trends are occurring along particular routes and how it varies from system-wide trends and from other routes. People Mover route performance over time will be used to modify the performance standards. Tracking performance at the route level also allows us to evaluate how service changes impact the performance of a route. To adequately measure impacts of service changes, and to avoid combining data from multiple service patterns or schedules, this section focuses on data from each service year. The service year consists of service between June 2, 2014 through June 28, Ridership During the service year, People Mover provided more than 4 million passenger trips. The following chart displays the average daily ridership for each route for Weekday, Saturday and Sunday service. Average Daily Ridership by Route and Service Level Weekday Saturday Sunday ,000 1,200 1,400 1,600 1,800 2,000 2,200 2,400 2,600 15

20 SYSTEM PERFORMANCE REVIEW: 2014 Productivity During the service year, there was a total average of 31.8 boardings for each hour of revenue service. Route 45 was the most productive route overall, averaging 47.7 boardings each hour. Saturday productivity on Route 45 was the highest for all routes and service levels, at 50.1 boardings per hour. The least productive route overall was the 102, averaging 17.4 boardings per hour. Weekday Productivity by Route Weekday Average

21 On-Time Performance During the service year, buses arrived at published timepoints within five minutes of the scheduled time 84.2% of the time. Route 15 showed the highest on-time rate 89.4% within standard. Route 3 had the lowest on-time record of all routes, 80.2%. Weekday On-Time Performance by Route Weekday Average Capacity Between June 2, 2014 and June 28, 2015 only 3% of all trips became near crowded (achieving a maximum load factor of 0.85 or greater). Route 45 was the most crowded route; overall, it had % of trips with near crowding. On Saturday, the rate of near crowding was double at almost 23%. This indicates that more than onefifth of all trips on Route 45 on Saturday had at least 34 people on board at the busiest location on each trip. Percent of Trips with Near Crowding during Weekday Service

22 SYSTEM PERFORMANCE REVIEW: 2014 ROUTE SUMMARIES The following pages provide summaries of each route in People Mover s system to evaluate based on performance standards and system averages. The data provided on each page provides additional details to the information presented in the preceding pages. For routes with service changes, an additional analysis is provided to review the impacts on ridership and productivity. In the Route Restructure Update, a set of measures with performance standards were developed for each type of route. These standards are productivity and on-time performance. The ranges listed below are the performance targets for these measures (good or satisfactory service). This section represents the first step in evaluating individual routes. Routes that have values above or below range should be reviewed in more detail by time period, day of week, and route segment for potential service adjustments. These routes could be subject to a number of actions including frequency reduction, service span revision, realignment, rescheduling, route consolidation or other restructuring, extensive marketing efforts, or elimination. Productivity (passengers per hr) Performance Standards Radial (All other routes) Crosstown (Route 1) Commuter (Route 102) On-time performance 85-90% Source: Route Restructure Update Service Changes - June 2, 2014 Route Realignments 13 - University/Hospitals: Realigned off 43rd Ave and Vance Dr. to travel on Tudor Rd. and Checkmate Dr. Service Increases 75 - Weekday trip headways were increased to minute intervals between approximately 1:00pm and 5:00pm. Service Reductions None New Routes None Route Eliminations None 18

23 1 CROSSTOWN Monday-Friday Saturday Sunday Days of Service Peak Frequency 60 min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 06:10am 8:20am 9:47am End of Service 10:17pm 8:13pm 7:06pm Daily Trips Dimond Providence/ UAA Muldoon Transfer Alaska Native Medical Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 199, , , , Revenue hours Productivity On-time 86.6% 87.6% 84.8% 80.0% % of Trips with Near Crowding 0.98% 1.23% 0.08% 0.00% Historical Weekday Averages Daily Weekday Boardings Daily Revenue Hours Productivity On-time Performance % 81.3% 87.6% % of Trips with Near Crowding % 1.03% 1.23% Average Weekday Ridership Daily Scheduled Weekday Revenue Hours Weekday Productivity (Boardings per Revenue Hour)

24 SYSTEM PERFORMANCE REVIEW: LAKE OTIS Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 05:45am 8:00am 9:53am End of Service 10:29pm 7:24pm 6:38pm Daily Trips Downtown Transit Dimond Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 311, ,066 1,020, , Revenue hours 9, , Productivity On-time 85.8% 86.7% 80.7% 82.1% % of Trips with Near Crowding 2.23% 2.06% 3.06% 0.43% Historical Weekday Averages Average Daily Weekday Boardings 702 1, ,020 Weekday Daily Revenue Hours Productivity On-time Performance % 86.7% % of Trips with Near Crowding % 2.06% 1,100 1,050 1, Average Weekday Ridership 1,066 1,037 1, Weekday Productivity (Boardings per Revenue Hour) Daily Scheduled Weekday Revenue Hours

25 3 NORTHERN LIGHTS Downtown Transit Centennial Village Muldoon Transfer Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency min 60 min 60 min Start of Service 05:56am 8:10am 10:06am End of Service 11:32pm 9:02pm 06:58pm Daily Trips Providence/ UAA Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 445,967 1, ,051 1,512 35, , Revenue hours 14, , , Productivity On-time 79.1% 80.2% 73.4% 69.4% % of Trips with Near Crowding 1.9% 1.97% 0.77% 0.56% Historical Weekday Averages Average Daily Weekday Boardings 1,547 1,578 1,552 1,493 1,512 Weekday Daily Revenue Hours Productivity On-time Performance % 75.8% 80.2% % of Trips with Near Crowding % 2.3% 2.0% 1,650 Average Weekday Ridership 1,600 1,550 1,500 1,547 1,578 1,552 1,493 1, Weekday Productivity (Boardings per Revenue Hour) 1, Daily Scheduled Weekday Revenue Hours

26 SYSTEM PERFORMANCE REVIEW: SPENARD/AIRPORT Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency min 60 min 60 min Start of Service 06:01am 7:40am 9:41am End of Service 11:28pm 9:27pm 6:55pm Daily Trips Anchorage International Airport Downtown Transit Dimond Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 460,755 1, ,733 1,526 41, , Revenue Hours 14, , , Productivity On-time 81.3% 81.7% 78.0% 79.6% % of Trips with Near Crowding 2.78% 2.25% 4.20% 3.77% Historical Weekday Averages Average Daily Weekday Boardings 1,532 1,601 1,496 1,448 1,526 Weekday Daily Revenue Hours Productivity On-time Performance % 80.9% 81.7% % of Trips with Near Crowding % 2.27% 2.25% Average Weekday Ridership 1,650 1,601 1,600 1,550 1,500 1,450 1,532 1,496 1,448 1, Weekday Productivity (Boardings per Revenue Hour) 1, Daily Scheduled Weekday Revenue Hours

27 8 NORTHWAY Monday-Friday Saturday Sunday Downtown Transit Northway Mall Muldoon Transfer Days of Service Peak Frequency min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 06:17am 7:21am 10:27am End of Service 10:10pm 6:19pm 06:12pm Daily Trips Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 204, , , , Revenue Hours 6, , Productivity On-time 87.6% 88.3% 87.0% 81.0% % of Trips with Near Crowding 0.74% 0.66% 0.61% 1.01% Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 81.0% 88.3% % of Trips with Near Crowding % 0.49% 0.66% Average Weekday Ridership Weekday Productivity (Boardings per Revenue Hour) Daily Scheduled Weekday Revenue Hours

28 SYSTEM PERFORMANCE REVIEW: ARCTIC Downtown Transit Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency min 60 min 60 min Start of Service 06:43am 8:33am 10:33am End of Service 10:28pm 8:32pm 06:31pm Daily Trips Dimond Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 259, , , , Revenue Hours 7, , Productivity On-time 82.5% 82.7% 84.2% 77.7% % of Trips with Near Crowding 1.13% 1.05% 0.84% 1.46% Historical Weekday Averages Average Daily Weekday Boardings 936 1, Weekday Daily Revenue Hours Productivity On-time Performance % 82.7% % of Trips with Near Crowding % 1.05% 1,050 1, Average Weekday Ridership 1, Weekday Productivity (Boardings per Revenue Hour) Daily Scheduled Weekday Revenue Hours

29 13 UNIVERSITY/HOSPITALS Monday-Friday Saturday Sunday Days of service Peak frequency min 60 min 60 min Standard frequency 60 min 60 min 60 min Start of service 05:45am 8:17am 10:12am End of service 11:06pm 8:19pm 07:04pm Daily trips Dimond Providence/ UAA Muldoon Transfer Alaska Native Medical Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 231, , , , Revenue hours 11, , , Productivity On-time 87.5% 88.4% 83.6% 83.2% % of Trips with Near Crowding 0.47% 0.53% 0.08% 0.00% Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 82.1% 88.4% % of Trips with Near Crowding % 0.66% 0.53% 1,000 Average Weekday Ridership Weekday Productivity (Boardings per Revenue Hour) Daily Scheduled Weekday Revenue Hours

30 SYSTEM PERFORMANCE REVIEW: SERVICE CHANGE ANALYSIS Route Realignment to Improve Efficiency Route 13 was realigned off Vance Dr. and 43rd Ave, remaining on Tudor Road and Checkmate Dr. The alignment change did not affect the running time, however four bus stops were added on Tudor Road to replace four neighborhood stops on Vance Dr. and 43rd Ave. Overall on-time performance increased, however ridership decreased proportionate to declines for the system overall. Weekday Averages % Change Average Boardings % Daily Revenue Hours % Productivity (boardings / revenue hour) % On-time Performance 82.1% 88.4% 7.1% % of Trips with Near Crowding 0.66% 0.53% -24.5% 26

31 14 GOVERNMENT HILL Downtown Transit Monday-Friday Saturday Sunday Days of Service Peak Frequency 60 min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 06:41am 8:51am 9:40am End of Service 10:00pm 8:11pm 6:01pm Daily Trips Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 63, , , , Revenue Hours 1, , Productivity On-time 88.1% 87.2% 88.1% 95.5% % of Trips with Near Crowding 0.17% 0.14% 0.31% 0.00% Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 83.7% 87.2% % of Trips with Near Crowding % 0.14% Average Weekday Ridership Daily Scheduled Weekday Revenue Hours Weekday Productivity (Boardings per Revenue Hour)

32 SYSTEM PERFORMANCE REVIEW: TH AVE/DEBARR Downtown Transit Northway Mall Muldoon Transfer Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency min 60 min 60 min Start of Service 06:12am 8:34am 10:00am End of Service 10:08pm 8:31pm 05:55pm Daily Trips Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 272, , , , Revenue hours 7, , Productivity On-time 88.5% 89.4% 81.7% 84.6% % of Trips with Near Crowding 0.46% 0.47% 0.54% 0.11% Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 87.5% 89.4% % of Trips with Near Crowding % 0.36% 0.47% 1,020 1, Average Weekday Ridership Daily Scheduled Weekday Revenue Hours Weekday Productivity (Boardings per Revenue Hour)

33 36 WEST ANCHORAGE/U-MED Downtown Transit Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 06:05am 9:54am 10:47am End of Service 11:26pm 7:47pm 5:42pm Daily Trips Providence/ UAA Alaska Pacific University Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 191, , , , Revenue Hours 8, , Productivity On-time 80.7% 83.0% 64.3% 72.5% % of Trips with Near Crowding 0.31% 0.19% 0.55% 0.77% Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 82.5% 83.0% % of Trips with Near Crowding % 0.37% 0.19% 680 Average Weekday Ridership Daily Scheduled Weekday Revenue Hours Weekday Productivity (Boardings per Revenue Hour)

34 SYSTEM PERFORMANCE REVIEW: MOUNTAIN VIEW Monday-Friday Saturday Sunday Days of Service Peak Frequency 20 min 60 min 60 min Standard Frequency min 60 min 60 min Start of Service 05:50am 8:00am 9:45am End of Service 11:21pm 9:02pm 6:55pm Daily Trips Downtown Transit Northway Mall Providence/ UAA Alaska Native Medical Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 738,010 1, ,987 2,543 51, , Revenue Hours 15, , , Productivity On-time 84.8% 85.5% 78.5% 81.0% % of Trips with Near Crowding 10.85% 9.55% 22.99% 9.47% Historical Weekday Averages Average Daily Weekday Boardings 2,520 2,445 2,314 2,520 2,543 Weekday Daily Revenue Hours Productivity On-time Performance % 79.8% 85.5% % of Trips with Near Crowding % 13.88% 9.55% 3,000 Average Weekday Ridership 2,800 2,600 2,400 2,200 2,520 2,445 2,314 2,520 2, Weekday Productivity (Boardings per Revenue Hour) 2, Daily Scheduled Weekday Revenue Hours

35 60 OLD SEWARD Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 06:15am 8:07am 9:am End of Service 10:02pm 8:53pm 6:00pm Daily Trips Downtown Transit Dimond Huffman Business Park Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 253, , , , Revenue Hours 9, , , Productivity On-time 84.9% 85.3% 81.5% 86.3% % of Trips with Near Crowding 0.91% 0.89% 0.51% 0.53% Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 85.3% % of Trips with Near Crowding % 1.29% 0.89% 950 Average Weekday Ridership Daily Scheduled Weekday Revenue Hours Weekday Productivity (Boardings per Revenue Hour)

36 SYSTEM PERFORMANCE REVIEW: TUDOR/MULDOON Monday-Friday Saturday Sunday Days of Service Peak Frequency min 60 min 60 min Standard Frequency 60 min 60 min 60 min Start of Service 5:25am 8:01am 9:51am End of Service 9:46pm 9:14pm 6:11pm Daily Trips Downtown Transit Veterans Affairs Clinic Muldoon Transfer Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 376,036 1, ,615 1,254 33, , Revenue Hours 10, , Productivity On-time 85.5% 86.6% 80.6% 79.4% % of Trips with Near Crowding 2.49% 2.71% 0.80% 0.32% Historical Weekday Averages Average Daily Weekday Boardings 1,082 1,144 1,104 1,040 1,254 Weekday Daily Revenue Hours Productivity On-time Performance % 79.4% 86.6% % of Trips with Near Crowding % 3.8% 2.71% Average Weekday Ridership 1,0 1,250 1,200 1,150 1,100 1,050 1, ,082 1,144 1,104 1,040 Daily Scheduled Weekday Revenue Hours 1, Weekday Productivity (Boardings per Revenue Hour)

37 75 SERVICE CHANGE ANALYSIS Increase in Service Availability During Peak Hours Four additional trips were added to the Route 75 during the peak service hours to achieve minute headways in both directions between 1 PM and 5 PM on weekdays. This service improvement provided 14.2% more daily revenue hours and resulted in an increase of 17.1% in total boardings, 3.3% in productivity, and 8.3% in on-time performance. Weekday Averages % Change Average Boardings 1,040 1, % Daily Revenue Hours % Productivity (boardings / revenue hour) % On-time Performance 79.4% 86.6% 8.3% % of Trips with Near Crowding 3.8% 2.71% -40.2% 33

38 SYSTEM PERFORMANCE REVIEW: EAGLE RIVER/PETERS CREEK North Birchwood Park and Ride Monday-Friday Saturday Sunday Days of Service Peak Frequency Standard Frequency 20- min - - Start of Service 5:42am - - End of Service 7:08pm - - Daily Trips Downtown Transit Providence/ UAA Alaska Native Medical Eagle River Transit Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 60, , Revenue Hours 3, , Productivity On-time 86.6% 86.6% - - % of Trips with Near Crowding 0.75% 0.75% - - Historical Weekday Averages Average Daily Weekday Boardings Weekday Daily Revenue Hours Productivity On-time Performance % 80.3% 86.6% % of Trips with Near Crowding % 3.2% 0.75% Average Weekday Ridership Daily Scheduled Weekday Revenue Hours Weekday Productivity (Boardings per Revenue Hour)

39 ANCHORRIDES AND COORDINATED TRANSPORTATION The Municipality of Anchorage (MOA) Public Transportation Department (PTD) administers AnchorRIDES as part of the state designated coordinated paratransit system. AnchorRIDES is a shared ride service providing accessible origin to destination transportation in the urbanized greater Anchorage area. AnchorRIDES provides accessible transportation for seniors age 60 and over, people whose disabilities prevent them from using the fixed route People Mover bus system, and other coordinated transportation. Ridership AnchorRIDES has experienced a steady decline over the last 10-year period from 176,540 in 2005 to 163,002 in Funding sources have been flat or decreased. ASD began contracting with Reliant for Title 1 trips. A senior volunteer agency that used 900-1,000 trips a month was defunded in 2013 and the new agency uses about 100 trips a month. Other factors for trip decreases include enactment of senior fares for MOA funded trips and a mild 2014 winter that kept people using their cars and/or People Mover. 1, , , ,000 90,000 80,000 70,000 60,000 50,000 AnchorRIDES Trip Volume by Funding Source and Calendar Year 113,987 70, ,552 76, ,315 81, , ,422 77,379 63, ,642 MOA Funded Trips Non-MOA Funded Trips 61, Productivity In 2014 AnchorRIDES had a slight decline of passengers per revenue hour. Keeping on-time performance at or above 90% and ride lengths comparable to fixed route affect the ability to increase productivity. Adding smaller MV1 vehicle models affected lower productivity due to 1 wheelchair and 2 ambulatory seat spaces, but riders love the smoother ride AnchorRIDES Productivity (boardings per revenue hour) Customer Satisfaction: A 2014 AMATS Survey resulted in an 86% overall satisfaction rate. 35

40 SYSTEM PERFORMANCE REVIEW:

41 SHARE-A-RIDE The Share-A-Ride Program promotes carpooling and other alternatives to single occupant vehicles and provides the Vanpool program to encourage ridesharing to and from employment sites. The Anchorage Metropolitan Area Transportation Solutions (AMATS) Transportation Improvement Program (TIP) includes funding for the Transit Ridesharing program. The purpose of the Ridesharing program is to encourage and support alternatives to single occupant vehicle travel with a goal of reducing traffic congestion, increasing air quality and mitigating need for parking spaces. The Public Transportation Department contracts the management and operation of the vanpool program to vride. vride provides on-line vanpool matching services, volunteer driver training, vehicle acquisition, and coordination of fleet maintenance. Vanpool participants pay a monthly fee based on seating capacity, vehicle occupancy and daily commute distance. Ridership The vanpool program enjoyed steady increases in participation rates through Since then, vanpool riders has seen a slight drop. However, this remains a successful method to reduce traffic congestion by having 65 vans with 884 occupants, instead of having 884 single occupancy vehicles on the highways commuting to and from Anchorage. It also is a safer way to commute with no major accidents with injuries or vehicles in Vanpool Participants by Calendar Year Fleet The vanpool program, with a fleet of 75 Ford Econoline vans, has 65 registered vanpools. These vans primarily travel the Glenn Highway between the Mat-Su Valley and Anchorage during peak travel times. However, our three longest running vanpools commute to Girdwood. It is estimated the program reduced single occupant vehicle miles by 10,091,898 in Total Vanpool Contracts by Calendar Year

42 SYSTEM PERFORMANCE REVIEW: 2014 OUTLOOK Based on the success of increasing frequency on select trunkline routes, People Mover will continue to look for opportunities to increase frequencies towards the recommendations in the 2009 Route Restructure Update. Working towards implementing a higher frequency network, however, will require an increased operating budget and potential reallocation of resources. People Mover will continue to monitor the system s performance and ensure the transit system is supporting the community s need for safe and reliable transportation options. Specifically, People Mover should consider the following as areas of concern that require further analysis: High passenger volumes and crowding on Route 45, especially on Saturday Low on-time performance on Route 3, 7 and 9 Low productivity on Routes 13 and 36 Declining ridership on Route 102 Short term goals include improving the effectiveness, efficiency and reliability of operations and reallocating resources to meet the needs of riders and potential riders. Stop# 525 Chugach Manor 38

43 GLOSSARY Consumer Price Index Measurement of the cost of goods and services available to urban consumers. This cost is based on the prices for food, clothing, shelter, fuel, transportation, medical services, and other day-today living expenses. Changes in the CPI are the result of inflation, supply and demand, taxes, seasonal influences and other factors. The CPI was developed to measure the change in the price of goods in relation to a base year. It does not measure the differences in prices between different geographic areas, but can be used to compare the percent change in the cost of goods between two or more areas. Headway The amount of time between buses traveling on the same route in the same direction. Load Factor A ratio of total passengers on board a single transit vehicle at one time to the total number of seats on the vehicle. The People Mover standard is 1.0. On-time Performance The percent of time a bus arrives at a published timepoint at the time listed, and up to five minutes later. Ridership The total number of passenger boardings. Service Year The span of time during which a set of published route schedules and route alignments remain unchanged. The start of each service year coincides with the release of a new Ride Guide and the posting of new schedules. Span of Service The span of time between the start of service in the morning and the end of service in the evening or at night. Trunklines Routes that operate on the fastest and most direct route. Unemployment Rate The percent of the population in the labor force that are not currently working but are actively searching for employment. Productivity A ratio of passenger boardings to revenue hours; an indicator of service efficiency. Revenue Hour The time in which a bus is operating in service and picking up passengers. It does not include deadhead time or layover time. 39

44 Municipality of Anchorage Public Transportation Department 3600 Dr. Martin Luther King Jr. Ave Anchorage AK PeopleMover.org