SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage

2014 SYSTEM PERFORMANCE REVIEW public transportation department municipality of anchorage

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

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 24 13 University/Hospitals 25 13 Service Change Analysis 26 14 Government Hill 27 15 15th Ave/DeBarr 28 36 West Anchorage/U-Med 29 45 Mountain View 60 Old Seward 31 75 Tudor/Muldoon 32 75 Service Change Analysis 33 102 Eagle River/Peters Creek 34 AnchorRIDES and Coordinated Transportation 35 Share-a-Ride 37 Outlook 38 Glossary 39 II

SYSTEM PERFORMANCE REVIEW: 2014 III

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 2014. 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 2008. 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

SYSTEM PERFORMANCE REVIEW: 2014 2

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

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 2042. 2 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 21,961 7.5 5 to 17 53,825 18.4 18 to 24 32,802 11.2 25 to 34 45,440 15.6 35 to 44 39,062 13.4 45 to 54 44,569 15.3 55 to 64 33,028 11.3 65 and over 21,139 7.2 Total 291,826 Source: 2010 Census 1 US Census Bureau. http://www.census.gov 2 Alaska Department of Labor & Workforce Development. Alaska Economic Trends. Vol 34 No 6. June 2014. http://labor.state.ak.us/trends/jun14.pdf 4

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 192,498 66.0 Asian 23,580 8.1 American Indian / Alaska Native 23,1 7.9 Black or African American 16,226 5.6 Native Hawaiian / Pacific Islander 5,901 2.0 Two or more races or other,491 10.5 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 $75,000. 25.9% of households had an income between $40,000 - $74,999, and 22.9 % of households had an income of less than $40,000. 1 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 2010. % Unemployment by Year - Anchorage, AK 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015* Source:U.S. Bureau of Labor Statistics *Preliminary Results 1 US Census Bureau. http://www.census.gov 2 Alaska Department of Labor & Workforce Development. Monthly Employment Statistics: Municipality of Anchorage. http://live.laborstats.alaska.gov/ces/ 5

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 2013. 4% 3% 2% 1% 0% -1% -2% -3% % Change in CPI, 2009-2014 2009 2010 2011 2012 2013 2014 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 2014. 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 $1.50 2010 2011 2012 2013 2014 Source: U.S. Energy Information Administration 6

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

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 0 0.5 1 2 Transit /Hub Fixed Routes Turnagain Arm Eagle River Miles± 0 0.5 1 2 Cartographer: Ryan Yelle, Municipality of Anchorage 8

SYSTEM PERFORMANCE System Summary 2014 2013 2010 % Change 2013-14 % Change 2010-14 Total Boardings 3,861,234 3,986,877 4,146,570-3.15% -6.88% Average Fare $1.10 $1.07 $0.91 2.80% 20.88% Direct Operating Cost $17,135,176 $16,802,749 $14,617,493 1.98% 17.22% Total Operating Cost $23,349,065 $23,5,609 $20,675,789-0.77% 12.93% Fare Revenue $4,243,485 $4,265,961 $3,774,194-0.53% 12.43% Scheduled Revenue Hours 122,786 122,926 126,655-0.11% -3.05% Vehicle Revenue Miles 1,918,021 1,881,382 1,909,652 1.95% 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... 14 Stops...1,081 Active Fleet... 54 Service area... 77 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 2013. System-level ridership has declined by 3.18% from 2013. Productivity has remained relatively stable over the past few years. Ridership People Mover had a total ridership of nearly 3.9 million passengers in 2014. 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 13,081 0 3,000 6,000 9,000 12,000 15,000 9

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) 375,000 350,000 325,000 0,000 275,000 250,000 4,146,570 4,129,120 4,101,915 3,988,167 3,861,234 2010 2011 2012 2013 2014 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Service Availability A total of 122,786 revenue hours were scheduled in 2014. Scheduled revenue hours have remained steady over the last five years following reductions of 3% in 2009 and again in 2010. Scheduled Revenue Hours by Year 135,000 1,000 125,000 120,000 115,000 110,000 105,000 126,655 122,880 122,673 122,926 122,786 100,000 2010 2011 2012 2013 2014 10

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 0-54 55-177 ± 178-400 401-827 828-1698 n Miles 0 0.5 1 2 Turnagain Arm Eagle River Miles± 0 0.5 1 2 Cartographer: Ryan Yelle, Municipality of Anchorage Based upon data collected from the 2010 Decennial Census, the urbanized area of Anchorage has a population of 251,243. 82.1% of this population resides within 1/4 mile of an active bus stop. 11

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 35 34 33.8 33.3 33 32.7 32.4 32 31.4 31 2010 2011 2012 2013 2014 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 2010. 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 100 90 80 71.6 71.4 72.5 78.9 82.5 70 60 2010 2011 2012 2013 2014 12

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

SYSTEM PERFORMANCE REVIEW: 2014 PERFORMANCE MEASURES AND TRENDS Performance Measure Standard 2014 2013 2010 1- Year Trend 5- Year Trend Effectiveness Productivity (boardings per revenue hr.) 20-31.4 32.4 32.7 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 0.00 1.44 0.92 1.71 14

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 2014-15 service year consists of service between June 2, 2014 through June 28, 2015. Ridership During the 2014-15 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 45 7 3 75 2 15 9 60 13 1 8 36 102 14 Weekday Saturday Sunday 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 2,200 2,400 2,600 15

SYSTEM PERFORMANCE REVIEW: 2014 Productivity During the 2014-15 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 55 47.7 50 45 Weekday Average 40 35 29.8 35.2 35.7 36.1 36.4 27.7 21.4 22.8 25 20.0 31.0 32.7 32.9 17.4 15 10 5 0 102 13 36 60 1 3 8 2 16 7 9 15 14 75 45

On-Time Performance During the 2014-15 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 100.0 95.0 90.0 Weekday Average 85.3 85.5 86.6 86.6 86.7 87.2 87.6 88.3 88.4 89.4 85.0 80.2 81.7 82.7 83.0 80.0 75.0 70.0 3 7 9 36 60 45 75 102 2 14 1 8 13 15 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 10.85 % 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 12 10 9.55 8 6 4 2 0 0.14 0.19 0.47 0.53 0.66 0.75 0.89 1.05 1.23 1.97 2.06 2.25 2.71 14 36 15 13 8 102 60 9 1 3 2 7 75 45 17

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) 20-10-15 15-25 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

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 32 24 18 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 199,520 539 170,939 663 17,470 312 11,111 198 Revenue hours 7135.63 19.3 5731.90 22.2 828.80 14.8 574.93 10.3 Productivity 28.0 29.8 21.1 19.3 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 702 692 665 646 663 Daily Revenue Hours 22.70 22.33 21.98 22.2 22.2 Productivity.9 31.0.3 29.1 29.8 On-time Performance - - 78.1% 81.3% 87.6% % of Trips with Near Crowding - - 1.7% 1.03% 1.23% Average Weekday Ridership 720 702 692 700 680 665 663 660 640 620 25.0 20.0 15.0 22.7 22.3 22.2 22.2 22.0 646 Daily Scheduled Weekday Revenue Hours 32 31.5 31.5 29.5 29 28.5 28 27.5 Weekday Productivity (Boardings per Revenue Hour).9 31.3 29.1 29.8 10.0 5.0 0.0 19

SYSTEM PERFORMANCE REVIEW: 2014 2 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 41 22 17 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 311,507 842 263,066 1,020,388 543 18,053 322 Revenue hours 9,582.5 25.9 8,045.3 31.2 900.67 16.1 636.53 11.4 Productivity 32.5 32.7 33.7 28.4 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 1,066 999 997 1,020 Weekday Daily Revenue Hours 31.53 31.43 31.4 31.2 31.2 Productivity 32.9 33.9 31.8 32.0 32.7 On-time Performance - - 77.8 83.3% 86.7% % of Trips with Near Crowding - - 2.7 2.28% 2.06% 1,100 1,050 1,000 950 900 Average Weekday Ridership 1,066 1,037 1,020 999 997 40 20 Weekday Productivity (Boardings per Revenue Hour) 32.9 33.9 31.8 32.0 32.7 35 25 20 Daily Scheduled Weekday Revenue Hours 31.5 31.4 31.4 31.2 31.2 10 0 15 10 5 0 20

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 59 26 16 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 1,205 390,051 1,512 35,669 637 20,247 362 Revenue hours 14,932.2 40.4 12,994.6 50.4 1,224.53 21.9 713.07 12.7 Productivity 29.9.0 29.1 28.4 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 52.22 50.45 49.95 50.3 50.4 Productivity 29.6 31.3 31.1 29.7.0 On-time Performance - - 70.3% 75.8% 80.2% % of Trips with Near Crowding - - 3.1% 2.3% 2.0% 1,650 Average Weekday Ridership 1,600 1,550 1,500 1,547 1,578 1,552 1,493 1,512 40 Weekday Productivity (Boardings per Revenue Hour) 1,450 20 29.6 31.3 31.1 29.7.0 60 50 40 Daily Scheduled Weekday Revenue Hours 52.2 50.5 50.0 50.3 50.4 10 0 20 10 0 21

SYSTEM PERFORMANCE REVIEW: 2014 7 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 60 26 18 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 1,245 393,733 1,526 41,694 745 25,328 452 Revenue Hours 14,037.4 37.9 11,962.6 46.4 1,260.0 22.5 814.8 14.6 Productivity 32.8 32.9 33.1 31.1 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 41.0 44.4 45.4 46.2 46.4 Productivity 37.3 36.1 32.9 31.3 32.9 On-time Performance - - 74.4% 80.9% 81.7% % of Trips with Near Crowding - - 2.00% 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 1,526 50 Weekday Productivity (Boardings per Revenue Hour) 1,400 60 50 40 20 10 0 Daily Scheduled Weekday Revenue Hours 41.0 44.4 45.4 46.2 46.4 40 20 10 0 37.3 36.1 32.9 32.9 31.3 22

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 33 21 16 Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 204,806 554 168,799 654 21,674 387 14,333 256 Revenue Hours 6,667.6 18.0 5,452.4 21.1 714.9 12.8 500.3 8.9 Productivity.7 31.0.3 28.7 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 701 741 696 637 654 Weekday Daily Revenue Hours 19.8 21.6 21.2 20.5 21.1 Productivity 35.3 34.3 32.8 31.1 31.0 On-time Performance - - 83.6% 81.0% 88.3% % of Trips with Near Crowding - - 1.% 0.49% 0.66% 775 750 Average Weekday Ridership 741 725 700 675 650 625 701 696 637 654 40 Weekday Productivity (Boardings per Revenue Hour) 600 35.3 34.3 32.8 31.1 31.0 Daily Scheduled Weekday Revenue Hours 20 10 20 19.8 21.6 21.2 20.5 21.1 0 10 0 23

SYSTEM PERFORMANCE REVIEW: 2014 9 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 53 24 16 Dimond Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 259,844 702 223,215 865 24,474 437 12,155 217 Revenue Hours 7,374.8 19.9 6,342.5 24.6 640.3 11.4 392.0 7.0 Productivity 35.2 35.2 38.2 31.0 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 1,000 925 865 865 Weekday Daily Revenue Hours 22.7 24.3 25.0 24.9 24.6 Productivity 41.3 41.2 37.0 34.7 35.2 On-time Performance - - 83.1 84.2% 82.7% % of Trips with Near Crowding - - 0.10 1.14% 1.05% 1,050 1,000 950 Average Weekday Ridership 1,000 936 925 900 850 865 865 50 Weekday Productivity (Boardings per Revenue Hour) 800 40 41.3 41.2 37.0 34.7 35.2 Daily Scheduled Weekday Revenue Hours 20 10 20 22.7 24.3 25.0 24.9 24.6 0 10 0 24

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 37 24 17 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 231,932 627 223,215 760 22,035 393 13,848 247 Revenue hours 11,213.6.3 9,154.7 35.5 1,226.4 21.9 832.5 14.9 Productivity 20.7 21.4 18.0 16.6 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 887 880 827 788 760 Weekday Daily Revenue Hours 36.7 36.3 36.0 35.4 35.5 Productivity 24.2 24.3 23.0 22.2 21.4 On-time Performance - - 78.0% 82.1% 88.4% % of Trips with Near Crowding - - 1.1% 0.66% 0.53% 1,000 Average Weekday Ridership 950 900 887 880 850 800 827 788 760 Weekday Productivity (Boardings per Revenue Hour) 750 20 24.2 24.3 23.0 22.2 21.4 40 Daily Scheduled Weekday Revenue Hours 10 20 36.7 36.3 36.0 35.4 35.5 0 10 0 25

SYSTEM PERFORMANCE REVIEW: 2014 13 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 2013-14 2014-15 % Change Average Boardings 788 760-3.7% Daily Revenue Hours 35.4 35.5 0.3% Productivity (boardings / revenue hour) 22.2 21.4-3.7% On-time Performance 82.1% 88.4% 7.1% % of Trips with Near Crowding 0.66% 0.53% -24.5% 26

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 16 12 9 Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 63,485 172 53,052 206 6,238 111 4,195 75 Revenue Hours 1,882.2 5.1 1,470.6 5.7 235.2 4.2 176.4 3.2 Productivity 33.7 36.1 26.5 23.8 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 259 265 213 202 206 Weekday Daily Revenue Hours 6.1 6.7 6.2 5.7 5.7 Productivity 42.2 39.6 34.3 35.4 36.1 On-time Performance - - 86.7% 83.7% 87.2% % of Trips with Near Crowding - - 0. 0.48% 0.14% 0 280 259 265 260 240 220 213 202 206 200 180 10 8 Average Weekday Ridership Daily Scheduled Weekday Revenue Hours 50 40 20 10 Weekday Productivity (Boardings per Revenue Hour) 42.2 39.6 34.3 35.4 36.1 6 4 6.1 6.7 6.2 5.7 5.7 0 2 0 27

SYSTEM PERFORMANCE REVIEW: 2014 15 15TH 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 55 24 16 Overall Monday-Friday Saturday Sunday Service yr Avg daily Service yr Avg daily Service yr Avg daily Service yr Avg daily Boardings 272,844 737 239,052 927 21,283 380 12,509 223 Revenue hours 7,674.4 20.7 6,703.7 26.0 597.3 10.7 373.3 6.7 Productivity 35.6 35.7 35.6 33.5 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 916 992 982 907 927 Weekday Daily Revenue Hours 26.8 27.0 26.5 26.0 26.0 Productivity 34.1 36.7 37.1 35.0 35.7 On-time Performance - - 78.9% 87.5% 89.4% % of Trips with Near Crowding - - 0.70% 0.36% 0.47% 1,020 1,000 980 960 940 920 900 880 Average Weekday Ridership 992 982 927 916 907 Daily Scheduled Weekday Revenue Hours 28 26 26.8 27.0 26.5 26.0 26.0 24 50 Weekday Productivity (Boardings per Revenue Hour) 40 34.1 36.7 37.1 35.0 35.7 20 10 0 22 20 28

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 38 20 14 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 191,233 517 165,318 641 16,328 292 9,587 171 Revenue Hours 8,523.4 23.0 7,254.1 28.1 765.3 13.7 504.0 9.0 Productivity 22.4 22.8 21.3 19.0 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 634 648 626 600 641 Weekday Daily Revenue Hours 27.8 27.4 27.9 28.1 28.1 Productivity 22.8 23.7 22.4 21.4 22.8 On-time Performance - - 75.3% 82.5% 83.0% % of Trips with Near Crowding - - 0.% 0.37% 0.19% 680 Average Weekday Ridership 660 640 634 648 626 641 620 600 600 580 Daily Scheduled Weekday Revenue Hours 29 28 28.1 28.1 27.8 27.9 27 27.4 26 Weekday Productivity (Boardings per Revenue Hour) 25 20 22.8 23.7 22.4 21.4 22.8 15 10 5 0 25 29

SYSTEM PERFORMANCE REVIEW: 2014 45 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 70 25 18 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 1,995 655,987 2,543 51,936 927,087 537 Revenue Hours 15,485.2 41.9 13,755.7 53.3 1,036.9 18.5 692.5 12.4 Productivity 47.7 47.7 50.1 43.4 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 53.1 46.0 46.1 53.7 53.3 Productivity 47.4 53.1 50.2 46.9 50.1 On-time Performance - - 73.7% 79.8% 85.5% % of Trips with Near Crowding - - 21.8% 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 2,543 55 Weekday Productivity (Boardings per Revenue Hour) 2,000 60 Daily Scheduled Weekday Revenue Hours 50 45 47.4 53.1 50.2 46.9 47.7 55 50 53.1 53.7 53.3 40 45 46.0 46.1 40

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 35 25 17 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 253,570 685 214,253 8 25,625 458 13,692 245 Revenue Hours 9,660.4 26.1 7,744.3.0 1,187.3 21.2 729.8 13.0 Productivity 26.3 27.7 21.6 18.8 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 873 910 861 823 8 Weekday Daily Revenue Hours.1 29.5.0 29.6.0 Productivity 29.0.9 28.7 27.8 27.7 On-time Performance - - 75.1 76.9% 85.3% % of Trips with Near Crowding - - 3.0% 1.29% 0.89% 950 Average Weekday Ridership 925 910 900 873 875 861 850 823 8 825 800 32 Daily Scheduled Weekday Revenue Hours 31.1.0.0 29 29.5 29.6 32 Weekday Productivity (Boardings per Revenue Hour) 31.9 29 28 29.0 28.7 27 27.8 27.7 26 25 28 27 31

SYSTEM PERFORMANCE REVIEW: 2014 75 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 45 25 17 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 1,016 323,615 1,254 33,177 592 19,247 344 Revenue Hours 10,489.5 28.4 8,879.5 34.4 994.0 17.8 616.0 11.0 Productivity 35.9 36.5 33.4 31.3 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 28.8 29.1.9 29.5 34.4 Productivity 37.5 39.3 35.7 35.3 36.5 On-time Performance - - 73.6% 79.4% 86.6% % of Trips with Near Crowding - - 5.8% 3.8% 2.71% Average Weekday Ridership 1,0 1,250 1,200 1,150 1,100 1,050 1,000 36 35 34 33 32 31 29 28 27 1,082 1,144 1,104 1,040 Daily Scheduled Weekday Revenue Hours 1,254 28.8 29.1.9 29.5 34.4 40 38 36 34 32 Weekday Productivity (Boardings per Revenue Hour) 39.3 37.5 36.5 35.7 35.3 32

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 2013-14 2014-15 % Change Average Boardings 1,040 1,254 17.1% Daily Revenue Hours 29.5 34.4 14.2% Productivity (boardings / revenue hour) 35.3 36.5 3.3% On-time Performance 79.4% 86.6% 8.3% % of Trips with Near Crowding 3.8% 2.71% -40.2% 33

SYSTEM PERFORMANCE REVIEW: 2014 102 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 10 - - 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 60,203 233 60,203 233 - - - - Revenue Hours 3,465.8 13.4 3,465.8 13.4 - - - - Productivity 17.4 17.4 - - On-time 86.6% 86.6% - - % of Trips with Near Crowding 0.75% 0.75% - - Historical Weekday Averages Average Daily Weekday Boardings 277 278 262 255 233 Weekday Daily Revenue Hours 13.1 13.1 13.5 13.6 13.4 Productivity 21.2 21.3 19.5 18.7 17.4 On-time Performance - - 80.5% 80.3% 86.6% % of Trips with Near Crowding - - 2.5% 3.2% 0.75% 290 280 270 260 Average Weekday Ridership 277 278 262 255 250 240 233 2 220 15 Daily Scheduled Weekday Revenue Hours 14 13.5 13.6 13.1 13.1 13.4 13 12 23 22 21 20 19 18 17 16 Weekday Productivity (Boardings per Revenue Hour) 21.2 21.3 19.5 18.7 17.4 11 10 34

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 2014. 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. 1,000 120,000 110,000 100,000 90,000 80,000 70,000 60,000 50,000 AnchorRIDES Trip Volume by Funding Source and Calendar Year 113,987 70,809 112,552 76,252 109,315 81,503 111,556 111,422 77,379 63,841 101,642 MOA Funded Trips Non-MOA Funded Trips 61,360 2009 2010 2011 2012 2013 2014 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. 4 3.5 3 2.5 2 1.5 1 0.5 0 AnchorRIDES Productivity (boardings per revenue hour) 2.23 2.19 2.17 2.07 2.08 2.04 2009 2010 2011 2012 2013 2014 Customer Satisfaction: A 2014 AMATS Survey resulted in an 86% overall satisfaction rate. 35

SYSTEM PERFORMANCE REVIEW: 2014 36

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 2010. 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 2014. 1400 1200 1000 800 600 400 200 0 Vanpool Participants by Calendar Year 1152 992 972 917 923 848 2009 2010 2011 2012 2013 2014 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 2014. 70 65 60 55 50 45 40 35 Total Vanpool Contracts by Calendar Year 66 65 65 65 52 54 2009 2010 2011 2012 2013 2014 37

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

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

Municipality of Anchorage Public Transportation Department 3600 Dr. Martin Luther King Jr. Ave Anchorage AK 99507 PeopleMover.org 907.343.6543