Scheduling Review Technical Memorandum

Transcription

1 Scheduling Review Technical Memorandum City of Colorado Springs Mountain Metropolitan Transit Comprehensive Operational Analysis

2 Introduction As part of the Colorado Springs Comprehensive Operations Analysis, TMD conducted a review of the Mountain Metropolitan Transit s (MMT) scheduling processes and procedures. The purpose of the review was to provide MMT an opportunity to discuss the current process and identify opportunities for improvement. As part of the review TMD reviewed: Structure of the scheduling function Process of developing schedules and blocking Crew scheduling/runcutting process Scheduling Bid statistics Scheduling Function Overview Colorado Springs provides service from one operating location with 29 peak fixed route buses on 18 routes. The operation of the fixed route service is contracted to McDonald Transit Corp (CSTM). MMT provides scheduling and runcutting for the contractor. Within MMT, the service planning and scheduling functions are combined. All service planning and scheduling is done by one scheduler and one planning supervisor. In addition they have one part-time on-board data surveyor. The planning and scheduling group is responsible for Data Collection including NTD Service Planning & Scheduling (including runcutting) Data Collection The part-time checker is primarily used to collect data to meet the sampling and data requirements for the National Transportation Data Base (NTD). MMT s sampling plan is based on the NTD sampling guidelines (UMTA C A) and uses Plan Number 2, which calls for three checks every other day sampling. The samples are generated using a random generator module included in the Trapeze software. The scheduler also collects data for specific route running time and/or performance issues through riding the route/trips in question. Comments from route operators are also considered. In addition to the manual data collection efforts, MMT has installed automatic passenger counters on 10 of 29 buses and is beginning to collect detailed data system-wide as the APC-equipped buses are rotated through the vehicle schedules. At this point of the installation phase, MMT and the contractor are in the process of validating the APC s. 2

3 MMT also has been conducting large-scale on-board surveys of its riders to collect basic rider demographics, as well as doing stop-by-stop boarding and alighting counts (during a 1-2 day period) of its entire system via contracted surveyors approximately every 2-3 years. Service Planning & Scheduling Service levels are reviewed as part of the annual city budgeting process. Recommendations for the annual budget are developed by MMT staff and reviewed as part of the city budgeting process. Service changes incorporated in the adopted budget are implemented based on the resources and the general time frames established in the budget. The system has criteria in place for determining if a public hearing process is warranted. Service changes can be implemented throughout the year based on the service levels included in the budget and at the discretion of staff. There is an internal management committee that reviews and considers all proposed route changes. Staff generally attempts to limit its service changes to two times per year (spring and fall). The contractor attempts to coordinate its operator bid cycles at the two service changes and conducts other mid service change cycles. In recent years the system has undergone significant changes in response to city-wide budget shortfalls. This has required staff to reconfigure the system, and reorganize all routes, in terms of coverage, frequency, and service spans. Initially, all weekend service was eliminated and weekday evening service curtailed after 6:45 pm as staff attempted to create a base system. The city restored limited Saturday service in 2012 and is restoring limited evening service on selected routes in The purpose of the COA is to develop system recommendations, service priorities, and related costs that can be submitted as part of the budget process. Staff will build on the recommended plan and refine the proposals for final consideration and implementation. Service scheduling is performed using Trapeze Scheduling software (version ). It is scheduled to be upgraded to version 12.0 in April MMT has invested in a full suite of Trapeze programs/modules. Major modules include FX, TP4, TP5, OPS, Com, AVL, APC, Plan, Pass, Viewpoint, Info, and Novus with the last update in The MMT scheduler has received Trapeze training. The software is supported by internal IT staff with additional assistance available through a software/technical support contract with Trapeze. The scheduler develops the schedules, the vehicle assignment parameters for the contractor, and performs the runcut in consultation with the contractor s management staff. The city s contractor is responsible for their employees, the labor agreement, administering the bid, providing the service, and maintaining the vehicles. 3

4 Schedule Writing and Vehicle Blocking As part of the review, TMD examined the schedule development process including scheduling service parameters, development of running times, and related recovery targets and blocking. The findings included: Route structure has historically been determined based on MMT s service design guidelines, service objectives, analysis of passenger utilization, and running time data collected (checker and supervisor checks, ride checks by scheduler, AVL and GFI data). The recent budgetary constraints have resulted in the implementation of a smaller reconfigured service network. Route frequencies are generally policy driven with a 30/60 minute frequency clock face structure allowing for key pulse times at the downtown terminal. The downtown terminal serves as the schedule build point for routes operating to and from the downtown. For nearly all other routes, the build point is the Citadel. The exception is Rt 32, which uses Hancock Plaza as its build point. Recovery times are used to balance the schedules. This practice can, and at times does, push the run time and challenge on-time performance, depleting the schedule recovery time as the day progresses. Scheduled running times are uniform throughout the day with no variation for peak hour traffic conditions and loads. Staff recognizes this is not an industry best practice. They have also expressed concerns about the adequacy of the current running times on a number of routes, including too much recovery time built into certain routes as well as too little running time on other routes. Recovery time is based on target of 12-15% of total running time, consistent with industry best practice. The current location for route recovery times is generally at a main pulse point, generally either the downtown or Citadel hubs. These locations allow for timed schedule connections between routes, enhanced passenger wait experience, vehicle recovery space and time for service reliability purposes, and operator rest facilities. Schedule interlines are used extensively throughout the system on weekday and Saturday service to allow for efficient operator and vehicle utilization through balancing round trip cycle running and recovery times. Weekday interlined routes include: o Routes 1 and 3 o Routes 5 and 7 o Routes 6 and 8 o Routes 9, 10, and 11 o Routes 4 and 12 o Routes 15 and 16 In developing interlines MMT staff looks at line length, cycle times, and terminal locations. Generally, they seek compatible line frequencies, lengths, cycle times that allow for redistribution of recovery time between routes, and common or close proximity terminal locations, consistent with industry best practice. 4

5 System on-time performance (OTP) is 92 percent based on based on 1 min early and 8 min late. The eight minute late parameter is unusually long in the industry and inconsistent with MMT s service standards (industry prevailing practice is an on-time definition of up to one minute early and up to five minutes late). This longer OTP range is directly related to the scheduled pad or arrival time window allotted to routes to arrive at the downtown terminal to make the pulse. However, staff has the ability to query route on-time performance and determine the conformance with the narrower standard. The current on-time performance statistic would drop to the high 70 to low 80 percent range if the more common five minute late parameter was used. One other impact of this standard relates to their operating contract. The contract has provisions for contractor on-time performance and uses the more restrictive setting of late at five minutes rather than eight minutes behind schedule. However, currently the service is evaluated on the eight minute late standard. Crew Scheduling Runcutting/Rostering As noted earlier the service, while planned and scheduled by MMT, is operated by a private contractor. The contractor works with MMT staff on the runcutting and rostering elements of the service. The runcutting parameters and scheduling rules (hard and soft) are relatively flexible compared to industry typical and include: 50% of runs must be straight runs. Maximum allowable spread time is 16 hours, but 14 hours is used in practice. There are no meal break provisions the system uses targeted recovery time. Part-time operators are allowed and can work up to 36 hours per week, but the scheduler targets 32 hours for runcutting purposes based on contractor direction. There is no set target for scheduled overtime, the scheduler attempts to keep it as low as possible. The Contractor s target pay-to-platform ratio is 1.1 with the actual at Trapeze software modules generate all relevant schedule/bid statistics. Staff accesses these reports and is able to compare reports from the last several years. The operator bidding process is the responsibility of the contractor and is conducted cafeteria style without rostering. Extraboard size and rules are determined by contractor. 5

6 Conclusions The current staffing level is appropriate for scheduling function on a system of this size. Creating an annual work plan will assist in addressing key priorities and the application of staff time. The consolidation of the planning and scheduling functions allows both a near term service operation focus and longer term service planning outlook. The organization has made a significant investment in software and technology (Trapeze) and is implementing automatic vehicle location (AVL) and automatic passenger counting (APC) technology. When fully deployed, the AVL/APC data if properly accessed, summarized, and applied can facilitate the monitoring, scheduling, and planning for the system. Systems that have integrated this technology in their processes make sure the equipment on the bus is maintained, the APC sampling plan is routinely followed, the data is reviewed for completeness, and key reports produced and reviewed on a regular basis. The consolidated Planning/Scheduling group should take the lead in reviewing and using this AVL and APC data for monitoring and updating the system. Operations staff will utilize the data in real time (AVL) to facilitate daily service delivery. It will be important for IT staff to assume responsibility for ensuring the hardware and software components function to specifications. The on-time performance standard currently in effect is outside of general industry practice and MMT should consider a tighter 1 min early to 5 min late standard. The current approach, based on downtown terminal pulsing, can be accommodated in the tighter OTP standard. The on-time performance criteria stipulated in the operating contract has not been initiated and staff should consider implementation in conjunction with the review of the OTP standard. A systematic running time analysis should be undertaken to identify specific causes of the OTP issues and to better calibrate runtimes. This effort should include an analysis of the AVL/APC data as well as a review of: o o o Running time adjustments by time of day and day of week around the build point Delay reduction options i.e., bus stop spacing, passenger boarding policy, fare policy Operator training and daily field supervision MMT staff scheduling performance together with relatively flexible work rules and parameters in key areas results in an efficient utilization of operating and vehicle resources. 6

7 MMT staff establishes scheduling and blocking and then performs runcut working interactively with the contract provider. At most systems the runcut is the responsibility of the contractor, but MMT s collaborative approach results in efficient use of vehicle and operator resources which return cost benefits to MMT, directly and indirectly, respectively. Regardless, MMT should ensure contractor runcutting/bid instructions are well documented. The Trapeze software provides full range of bid statistics and metrics and a standardized bid report. These should be developed and reviewed by the scheduler and planning supervisor and the operations management team prior to implementation of any new bid. 7