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Conference on Performance Measures for Transportation and Livable Communities

SEPTEMBER 7-8, 2011 • AUSTIN, TEXAS

BREAKOUT SESSION 6:
Livable Communities and Transit Performance Measures

Click on the icon to view a PDF of the slide presentation.

Presiding

KARTIK SRIBARRA, Rails-to-Trails Conservancy

	FasTracks Quality of Life Study: Measuring the Effects of Implementing Rapid Transit GENEVIEVE HUTCHISON, Regional Transit District, Denver, Colorado
	Smart Mobility for Sustainable Communities KIM SLAUGHTER, Metropolitan Transit Authority of Harris County, Houston, Texas
	Using Integrated Data to Measure Performance at TriMet DAVID CROUT, Tri-County Metropolitan Transportation District of Oregon
	More than Lines on a Map: How Capital Metro is Using Performance Measurement to Shape Transit Service TODD HEMINGSON, Capital Area Metropolitan Transportation Authority, Austin, Texas

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FasTracks Quality of Life Study: Measuring the Effects of Implementing Rapid Transit

GENEVIEVE HUTCHISON, Regional Transit District, Denver, Colorado

Slides [PDF , 932K]

Genevieve Hutchison discussed the Denver Regional Transportation District’s (RTD) Quality of Life (QoL) Study.  She summarized the services operated by the RTD and the projects included in the FasTracks Program.  She described the background and purpose, study scope, reporting, and example measures in the QoL study.  Genevieve covered the following points in her presentation.

• The RTD operates public transit in eight counties in the Denver Metropolitan area.  The RTD covers a 2,300-square mile service area.  The RTD is funded by sales and use taxes.  The RTD is governed by a 15-member Board of Directors.  The RTD operates a family of services, including 35 miles of light rail transit (LRT) and 150 bus routes, to meet the diverse needs of the region.
• Voters in the Denver region approved a 0.4 percent tax increase to fund expansion of the regional transit system in 2004.  The FasTracks program includes 122 miles of new commuter rail and LRT, 18 miles of bus rapid transit (BRT), 21,000 new parking spaces at rail and bus stations, and enhanced bus service to facilitate bus and rail transfers across the eight-county district.
• The RTD Board adopted three core goals for the FasTracks program as part of the 2004 FasTracks Plan.  These three goals were to balance transit needs with future regional growth, to increase transit mode share during peak travel times, and to provide improved transportation choices and options.  The plan also outlined the anticipated benefits to the region from the FasTracks projects.  As part of the planning process, there was interest to ensure that these goals were being met and the anticipated benefits were being realized from the projects.
• The QoL study is a multiyear monitoring program.  The primary goal of the program is to objectively track and measure how the region changes as the FasTracks program is planned, constructed, and operated.  The study also serves to fulfill the before-and-after study data requirements for corridors receiving federal New Starts funding.
• The study objectives are matched to three FasTracks goals.  Study objectives associated with the FasTracks goal of establishing a proactive plan that balances transit needs with future regional growth include meeting future transportation needs, providing opportunities for development near transit, and environmental sustainability.  Study objectives linked to the FasTracks goal of increasing transit mode share at peak times are transit usage, travel safety and security, and customer satisfaction.  The study objectives associated with the FasTracks goal of improving transportation choices and options are system mobility and travel choices and accessibility.  There are multiple QoL study indicators and measures associated with each objective.
• The QoL study measures the effects of the FasTracks program at three geographic levels – the region, rapid transit corridors, and rapid transit station areas.  Only representative stations are used for the station area data collection.
• A number of reports are being prepared as part of the QoL study.  The first detailed report was completed in 2006.  It established a baseline of data for the full set of 70 measures.  Detailed reports are issued every three-to-five years.  High level measures reports are issued annually between detailed reports.  These reports provide updates on a subset of 11 measures.
• The system mobility objective of the FasTracks program includes measures related to travel times and trip time variability.  One measure related to corridor travel times is the travel time to reach downtown Denver during the morning peak period.  Automobile travel time has increased in both the southeast corridor and the southwest corridor, while transit travel time decreased in both corridors.  The southeast corridor LRT improved transit travel in the southern I-25 corridor by reducing travel time by 15 minutes.
• The travel choices and accessibility objective includes measures related to transit access, land use, and destination access.  The transit access measures focuses on the population within walking distance of representative stations, which was defined as a ½-mile walkshed versus a ½-mile radius.  Further, walkable streets were defined to include all roadways except limited access freeways.
• The land use measure focuses on transit-supportive zoning changes around existing and future rapid transit station areas that increase densities and encourage mixed-use development.  Zoning changes were implemented in 2006 and 2007 around 10 stations.  The zoning was changed around the Louisville station in 2008.  There were no transit-supportive zoning changes in 2009.
• The regional destinations served by the high-frequency transit measure focused on high-frequency transit service areas defined as a ½ mile radius of rail stations and a ¼ mile radius of bus stops with 15-minute or better peak and off-peak headways.  Currently, 30 percent of Denver’s regional destinations are served by high-frequency transit, compared to 25 percent prior to opening of the Southeast corridor LRT.
• There have been both challenges and opportunities in conducting different elements of the QoL study and long-term performance monitoring program.  In using new data sources and methodologies, it is important to decide when to change or remain consistent.  Maintaining objectivity is important, as is understanding the difference between correlation and causation.  Finally, considering transferability to other projects is important, including data availability and use of different methodologies.

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Smart Mobility for Sustainable Communities

KIM SLAUGHTER, Metropolitan Transit Authority of Harris County, Houston, Texas

Slides [PDF , 1.8M]

Kim Slaughter discussed the new focus at the Metropolitan Transit Authority of Harris County (Houston METRO).  She described the background to the new focus on sustainability, the services and programs provided by METRO, and key policy development elements.  Kim covered the following topics in her presentation.

• METRO recently went through a change in both the Board and President.  The Mayor of Houston is limited to serving only two terms.  A new Mayor was elected in 2009 and took office in 2010.  The Mayor appointed new Board members, including a new Chair, and a new President/Chief Executive Officer. The City of Houston appoints five of the nine METRO Board members.  There were also changes in other Board positions at the same time.
• The new METRO has a focus on sustainability.  Key elements in the new approach include people, customer service, and partnering with other agencies and groups.  Cost control, asset utilization, and safety are also key components.
• METRO provides a range of transit services, travel demand management programs, and freeway assistance activities.  METRO operates local bus routes, park-and-ride routes, and commuter routes.  Bike racks are available on buses.  An initial LRT line, METRORail, is in operation, and more lines are being planned.  METROLift is the specialized paratransit service.  METRO, in cooperation with TxDOT, operates high-occupancy vehicle (HOV) and high-occupancy toll (HOT) lanes on the major freeways.  METRO Star is a vanpool programs.  The Motorist Assistance Program (MAP) is operated on the major freeways, in cooperation with the Harris County Sheriff’s Department.  METRO also has its own police force and is a partner in TranStar, the regional traffic management center.
• METRO has three strategic priorities.  These priorities are to be a trusted community partner, to provide a great transit infrastructure, and to operate first-class transit services.
• METRO is also pursuing key policy development elements related to sustainable communities.  Enhancing the environment is one of these key policy elements.  Environmental elements METRO is pursuing include TODs, developing a complete transit network, and providing technical assistance on regional initiatives focused on enhancing the environment.
• The economy represents a second policy element.  METRO is focusing on playing an ever increasing role in the region’s economy by maintaining and improving access to jobs, reducing travel times, expanding mobility options, and establishing the economic value of transit.
• Cost represents a third policy element.  To maintain costs, METRO is implementing only what can be maintained.  METRO is also focusing on non-traditional funding sources and partnerships, as well as leveraging federal funds.
• Components of a vibrant Houston region include sustainable communities, economic opportunities, and reliable transportation.  METRO participates in key partnerships and coordinated planning efforts to support sustainable community initiatives.
• Performance measures drive sustainability.  Transit’s role in supporting sustainability can focus on at least three areas.  From a design and capital construction perspective, transit can make facilities as green as possible.  From an operations standpoint, transit can reduce hazardous waste and pollution and increase energy efficiency.  From a service design perspective, transit can encourage land use and TOD to increase public transit ridership.
• METRO uses performance measures in a number of ways.  Performance measures are used to determine service productivity and assess future services and facilities.  Performance measures are also used to track facility and vehicle conditions and the state of good repair.  Performance measures are used to assess project short-and long-term financial needs.  Finally, performance measures are used to ensure METRO is meeting the needs of customers, including language requirements, signage, and transit dependence.
• In summary, at METRO sustainable policies plus performance measures equal smart mobility, sustainable communities, and a growing economy.

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Using Integrated Data to Measure Performance at TriMet

DAVID CROUT, Tri-County Metropolitan Transportation District of Oregon

Slides [PDF , 830K]

David Crout discussed the use of performance measures at the Tri-County Metropolitan Transportation District of Oregon (TriMet).  He described the services provided by Portland TriMet, the performance measures used with the public and other stakeholders, and the performance measures used for internal management.  David covered the following topics in his presentation.

• The TriMet service area population is approximately 1.5 million.  TriMet operates 100 bus routes, four LRT lines, and one commuter rail line.  In FY 2011 ridership was approximately 100 million.  Bus ridership was 58.5 million, LRT ridership was 41.2 million, and commuter rail ridership was 370,000.  Tri-Met owns 650 buses, 127 light rail vehicles (LRVs), three diesel multiple units (DMUs), and two rail diesel cars (RDCs).
• TriMet performance measures integrate data from a variety of sources.  These sources include automatic vehicle location (AVL) system and automatic passenger counters (APCs) to collect ridership and on-time performance data.  The TriMet Human Resources Department tracks attendance and hours worked.  Financial data includes the budget, fare revenue, and operating costs.  Maintenance data includes mechanical failures, scheduled maintenance, and use of the ticket vending machine (TVM).  Operations data includes the extraboard for drivers and bus pullouts.  Safety data includes incidents and collisions.  Customer Service data includes complaints and other input received from riders. 
• TriMet uses a performance dashboard to provide key information to stakeholders and the public.  The dashboard is available on the TriMet webpage at http://www.trimet.org/about/dashboard.htm.  Performance measures related to ridership, efficiency, the budget, and safety are presented.
• The internal performance measures provide much more detail on TriMet operations.  A wide range of operations and maintenance performance measures are reported on a monthly basis.  The monthly target, and data on the current month, the previous month, the month the year before, and the year-to-date are presented in table format.  Examples of data include on-time performance for all transit modes, accidents per 100,000 miles, and bus missed pullouts.
• TriMet also has an internal performance dashboard.  The operations dashboard includes daily and weekly key performance measures.  Examples of measures include bus and MAX light rail on-time performance, bus and MAX mechanical incidents resulting in lost service, and fixed route bus and MAX accidents.  Measures are presented in table and graphic formats.  Weekday route level on-time performance is reported by garage.  Other examples include the daily total vehicle miles reliability report, the daily fixed route bus accident report, the operator absentee report, and daily MAX trips above achievable capacity, and the MAX headway performance report.
• There are also other examples of integrated performance reports.  These examples include operator speeds to peers report sorted by safety-related complaints, and center bi-weekly operations report by badge and operator, which tracks attendance, on-time performance, and incidents.
• TriMet is working to expand the external performance dashboard to include more measures.  This expansion will also facilitate public access to data.  Another activity is increasing the use of internal measures among departments and seeking to institutionalize them.  TriMet is also working with internal stakeholders to adjust performance goals and make them realistic.

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More than Lines on a Map: How Capital Metro is Using Performance Measurement to Shape Transit Service

TODD HEMINGSON, Capital Area Metropolitan Transportation Authority, Austin, Texas

Slides [PDF , 1.4M]

Todd Hemingson discussed the development and use of transit service guidelines and standards at the Capital Metropolitan Transportation Authority (Capital Metro) in Austin.  He descried an application of the guidelines in planning and evaluating transit service in the area.  Todd covered the following topics in his presentation.

• Guidelines for initiating and operating transit routes and transit services are important for a number of reasons.  Guidelines and standards help connect the appropriate types of transit services with land uses, development patterns, and population and employment densities.  Guidelines enhance agency transparency, support good governance, and demonstrate financial responsibility.  Transit service guidelines also provide quantitative tools to help transit boards make fully-informed decisions.
• The process to develop service guidelines and standards at Capital Metro was initiated in 2009.  The goal was to take informal guidelines used by staff and evolve them into a formal guidelines and standards document.  The first edition was approved by the Capital Metro Executive Team and the Board of Directors in June 2009.  A biennial review and update process was also established.  A revised version is pending review and approval by the Executive Team and the Board.
• The Capital Metro service guidelines provide a framework for the provision, design, and allocation of service.  They incorporate transit service planning factors including residential and employment density, land uses, activity centers, street characteristics, and demographics.  The design criteria include defining service attributes such as route directness, the span of service, service frequency, stop spacing, and passenger amenities.  The service guidelines are to be used with some flexibility, realizing that there may be unique situations and characteristics.
• The service guidelines and standards are used in a number of different ways at Capital Metro.  They helped shape the comprehensive operational analysis, which resulted in ServicePlan 2020, the service operations plan for 2030.  The guidelines are used to add service and to remove and reallocate service.  They serve as a basis for reporting on the status of routes and services to the Board.
• The service guidelines and standards are complementary to the market analysis and market segmentation analysis conducted by Metro.  Mode choice analysis and market segmentation help to understand customers.  Origin-destination volumes and other travel market conditions help to understand markets.  Service planning tools and the transit competitive index are used to identify transit competitive position, which feeds into service planning.
• An example of using the service guidelines and standards for examining a route realignment needed to improve productivity was presented.  The example also evaluated urban form, pedestrian activity, ridership by stop and by time of day.  The routes in the area were restructured to better service the major population clusters.  The net effect of the study was positive.

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