1 YORK REGION TRANSIT/ VIVA SYSTEM PERFORMANCE

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1 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, YORK REGION TRANSIT/ VIVA SYSTEM PERFORMANCE The Transportation Services Committee recommends: 1. Receipt of the presentation by Rick Leary, General Manager, Transit; and 2. Adoption of the recommendations contained in the following report dated June 8, 2011 from the Commissioner of Transportation Services. 1. RECOMMENDATIONS It is recommended that: 1. York Region Transit (YRT/Viva) develop a Five-Year Service and Operational Plan that focuses on the: a) Ridership management (retain, increase ridership) b) VivaNext construction mitigation (rapidways and Spadina Subway extension) c) Transit Service Guidelines review d) Rapid transit readiness (i.e. Assess Toronto Transit Commission (TTC) services into York Region) 2. YRT/Viva develop the 2012 Service Plan to guide YRT/Viva service adjustments including: a) Route restructuring b) Strengthening the grid network c) Rationalizing service 3. YRT/Viva Monthly System Performance Updates be revised to include the following Key Performance Indicators: a) Trips not accounted for (monthly) b) On-time performance/adherence to schedule (monthly) c) Ridership with rolling five year averages (monthly) d) Quarterly Ridership Report 2. PURPOSE The purpose of this report is to advise Regional Council of the current YRT/Viva system performance and recommend direction on priorities for the next five years.

2 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, BACKGROUND In 2011, YRT/Viva celebrated its 10th anniversary; YRT was amalgamated in 2001 combining the local municipal transit systems of Vaughan, Markham, Richmond Hill and Newmarket As YRT/Viva has moved from a start-up to a mature transit agency, operating practices have changed and evolved. In those early years from 2001 to 2004, the business priorities were to standardize levels of service, brand the service and develop best practices for managing the outsourced transit operations and maintenance. Regional Council committed to bus rapid transit (BRT), focusing York Region Transit s priorities from 2005 to 2010 to adjusting service to support the Viva BRT service and to incorporate state-of-the art technology to track on-time performance, ridership and introduce customer satisfaction surveys. In 2011, YRT/Viva is at the stage where the data/statistics now available from technology investments can be analyzed by staff to provide the optimal service for retaining and growing ridership. YRT/Viva staff has been reviewing the data outputs to see how operating practices can be redesigned to provide the highest levels of service at the lowest possible cost. All of this will be done while preparing YRT/Viva for the opening of new rapid transit facilities in the coming years. Table 1 and Figure 1 below illustrate the evolution of YRT/Viva to the present day and beyond. Figure 1 YRT/Viva Transit System Lifecycle

3 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, 2011 Table 1 Evolution of YRT/Viva 2001 to 2004 Start-Up YRT was amalgamated from four local transit systems to a Regional system serving nine municipalities over a service area of 1776 square kilometres and 760,000 residents to 2010 Rapid System Growth YRT adjusted service and routing in preparation of the introduction of Viva bus rapid transit (BRT) throughout the Region. The introduction of BRT in the Region also included new technologies, such as the Innovation in Transportation (INIT) system. The INIT system is used by YRT/Viva to track ridership via Automatic Passenger Counters (APC) on Viva buses and to use MobileStatistics to track vehicle locations and unaccounted for trips. The initial stages of technology implementation included a training period allowing drivers to become acquainted with the new technology to Realignment YRT/Viva is currently leveraging the data made available by technology to prepare for the next phase of growth. This growth is anticipated because of the construction of rapidways along Yonge Street, Davis Drive, Highway 7 and the Spadina Subway extension to 2020 Rapid Growth YRT/Viva will prepare a new Five-Year Service and Operational Plan to address service requirements on how to best serve the new rapidways and subway service within the Region. Between January 2001 and January 2011 annual revenue service hours increased from 325,000 to 1,120,000 hours or 3.5 times. During the same period the revenue boardings grew from 7.9 to 19.4 million or 2.5 times. Therefore, ridership growth has not kept pace with the investment in service hours This report describes some of the measures YRT/Viva has been using to understand how well the transit system is operating today, and proposes steps to improve the transit system performance and be ready for the opening of new rapid transit facilities over the next five years. YRT/Viva s goals are to retain ridership by improving service for existing customers and to grow ridership by preparing for rapid transit expansion projects.

4 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, ANALYSIS AND OPTIONS Two thirds of the 7,600 complaints from YRT/Viva customers in 2010 were about schedule adherence/reliability and driver behaviour relating to speeding and sudden stops and starts The technology now on fleet buses allow staff to better understand how the system is performing and take steps to correct the problems in the field. A close examination of the data has shown that there were a high proportion of trips not accounted for and poor on-time performance on individual routes. This leads to the top customer complaints buses showing up late or not showing up at all and stressed out bus drivers who are driving hard to meet schedules. In 2009, the monthly average for trips not accounted for was 15.7%. By holding contractors accountable and correcting data collection issues, YRT/Viva has reduced the number to 2.3% in Q1 of 2011 The INIT system, which was installed as part of the start-up for Viva, has since been added to the conventional fleet. MobileStatistics, an element of the system, tracks trips not accounted for. The data showed that 15.7% of monthly trips were not accounted for in This, in turn, means there were almost 19,000 trips the contracted operators are not being held responsible for each month. This makes accountability for costs uncertain. It does not necessarily mean the trips were not made; often a trip is not accounted for due to: excessive delays (+20 minutes) trip data loss driver error technology issues By implementing INIT to track trips and implementing corrective measures (proper maintenance and inserting cover buses were appropriate) YRT/Viva has reduced the number of unaccounted for trips in 2011 to 2.3% as shown on Figure 2.

5 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, ,000 14,000 12,000 10,000 Figure 2 YRT/Viva Monthly Average of Trips Not Accounted For 8,000 6, % 4, % 2, % By making trips not accounted for a new Key Performance Indicator, YRT/Viva can better manage contractors and address and resolve issues with service and reliability. In 2011, system performance has increased and contractors are more accountable. Most importantly, the tracking of trips not accounted for reduces the number of passengers potentially left at bus stops. A target of 1% to 1.5% unaccounted for trips has been set for the end of On-time performance affects how customers rate the reliability of our service. To overcome poor on-time performance, schedules need to be updated to reflect actual travel times To improve on-time performance for trip start times, YRT/Viva has and will continue to update schedules to reflect actual travel times. In 2011, YRT/Viva improved its start time on-time performance for some routes by 12% compared to Figure 3 shows the improvements from December 2009 to April 2011.

6 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, 2011 Figure 3 YRT/Viva On-Time Performance, Trip Start (Weekday/ Weekend - Holiday Base and Viva (BRT) Services The 2011 goal is to achieve an 85% to 90% on-time performance for arrivals at the last stop. For the July and September board periods, YRT/Viva will be updating schedules to reflect actual travel times with a focus on achieving the targeted on-time performance. By focussing the 2011 operating budget allocation on on-time performance and service reliability, YRT/Viva has achieved two successive quarters where ridership has exceeded 5 million, and a ridership of 21 million is predicted for year-end More detail on the measures being tracked by YRT/Viva is included in Appendix A to this report.

7 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, 2011 YRT/VIVA FIVE YEAR SERVICE AND OPERATIONAL PLAN (THE PLAN) The data presented in this report is a sample of the Key Performance Indicators now being tracked at YRT/Viva and will form the basis for the Service and Operational Plan being prepared for Council s consideration in Fall 2011 As staff prepares the Five Year Service and Operational Plan for consideration by Council, they will include specific ridership management measures to improve on-time performance with the aim of retaining and growing ridership. The Plan will focus on vivanext Construction Mitigation, including Spadina Subway construction impacts and the construction of rapidways along Yonge Street and Highway 7. It will focus on being Rapid Transit Ready by adjusting services to operate via transitways and to connect with the new subway stations. The plan will assess Toronto Transit Commission services into York Region. The plan will undertake an assessment of the 2006 Transit Service Guidelines, which are currently not being met. YRT/VIVA 2012 SERVICE PLAN The YRT/Viva 2012 Service Plan will also be presented to Council in Fall 2011 to guide next year s YRT/Viva service adjustments The 2012 Plan provides a framework for next year s service improvements of the transit network in order to attract new customers and increase overall transit market share. Some of the areas to focus on are route restructuring, strengthening the grid network, and rationalizing service. In Fall 2011, YRT/Viva will present the 2012 Service Plan to guide YRT/Viva service adjustments for next year. The new technology on the buses allows staff to collect more accurate and reliable information on system performance and on contractors performance Since 2005, YRT/Viva has used a Contractor Report Card program to report and score contractor performance. The report card was introduced to Council in September 2006 and has been reported on an annual basis. The report card scored contractors on 23 performance standards including: on-time departures, missed trips and CAD/AVL (INIT) system requirement. The results were tabulated quarterly with a benchmark score for acceptable performance. To determine the contractors score, random checks were performed by YRT/Viva operations inspectors but the sample sizes were small and the data was collected manually. Contractors were also

8 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, 2011 required to provide data on maintenance, vehicle accidents and responses to customer concerns along with other KPIs. The 2010 report indicated that for the performance standards of trips unaccounted for (goal: 95-98%) and on-time departures (goal: 90-95%) contractors were exceeding expectations. However, as described previously in this report, the data now available from the INIT system indicates that as of December 2009, 22% of trips were not accounted for and the average system on-time departures actually ranged between 74-79%. Now that the INIT technology provides more accurate data, an effective way to keep Council advised of YRT/Viva performance and contractors compliance with performance expectations is to use a new set of Key Performance Indicators on a monthly and quarterly basis YRT/Viva will be reporting on monthly system performance with the following new KPI s : a) Trips not accounted for (monthly) b) On-time performance/adherence to schedule (monthly) c) Ridership with rolling 5 year averages (monthly) d) Quarterly Ridership Report 5. FINANCIAL IMPLICATIONS YRT/Viva s proposed service adjustments and route rationalization will be accommodated within the 2011 budget YRT/Viva s annual budget for 2011 is $179.4 million which is 65% of the Transportation Services budget of $279.1 million and 12% of the Regional budget of $1.5 billion. The approved 2011 YRT/Viva operating budget reflects the on-time and reliability adjustments to service described in this report. This level of service has resulted in a revenue to cost ratio in 2010 of 39% with a projection in 2011 of 38%. This trend is not fiscally sustainable. In order to stop this downward trend, the 2012 Annual Service Plan will focus on route restructuring, strengthening the grid network and rationalizing service. The focus of the plan will be on retaining and growing ridership which will also retain and grow revenues while keeping costs as low as possible. This will be more possible than in past years due to the technology investments made to date which allows YRT/Viva to improve our business intelligence and contractor performance while controlling contractor costs.

9 Report No. 6 of the Transportation Services Committee Regional Council Meeting of June 23, 2011 Adopting a new approach to service will result in a more lean and efficient service model that will optimize Council s return on investment. 6. LOCAL MUNICIPAL IMPACT York Region Transit is committed to its on-going efforts to improve service reliability to all local municipalities. 7. CONCLUSION The Five-Year Service and Operational Plan and the 2012 Annual Service Plan will be presented in Fall YRT/Viva will also begin to report on a new set of key performance measures for system and contractor performance The two Service Plans will be presented to Transportation Services Committee in the Fall for approval. The new Key Performance Indicators monthly/quarterly reports will be submitted for information. For more information on this report, please contact Richard J. Leary, General Manager, York Region Transit/Viva at Ext The Senior Management Group has reviewed this report. (The attachment referred to in this clause is attached to this report.)

10 Council Report Attachment 1 Appendix A YRT/Viva System Performance Key Performance Indicators YRT/Viva s Customer Service team identified the top customer concerns to be schedule adherence/reliability of service and driver behaviour which includes bus speed. YRT/Viva will address these concerns by improving on-time performance/reliability and making the contractors more accountable for the service they provide. YRT/Viva Service Review In 2009, the monthly average for trips not accounted for was 15.7%. In 2011 it is 2.3% The Innovation In Techology (INIT) system was installed as part of the start up cost for Viva and has since been added to the conventional fleet. MobileStatistics, an element of the system, tracks trips not accounted for. For an average month, YRT/Viva operates 120,000 trips. If 16% of those trips are not accounted for, the contracted operators are not being held responsible for 20,000 trips along with its associated costs. Reasons why trips are not accounted for include: Excessive Delays (+20 min) Trip Data Loss Driver Error Technology Issues Currently, YRT/Viva has reduced the number of unaccounted for trips to 2.3% and is targeting 1% to 1.5% by the year end. Figure 1 shows YRT/Viva s monthly average of trips not accounted for.

11 YRT/Viva System Performance Key Performance Indicators 16,000 14,000 12,000 10,000 Figure 1 YRT/Viva Monthly Average of Trips Not Accounted For 8,000 6, % 4,000 2, % 2.3% A target of 1% to 1.5% for trips not accounted for has been set for YRT/Viva implemented a new process to track not accounted for trips The new process tracks trips not accounted for by category including: Mechanical Breakdowns Operators Sick/Late +20 minute Delay Due to Traffic Accidents Police, Fire, EMS Emergencies Contractors have also been tasked with providing additional training to their drivers to ensure compliance. There is also a program in place to ensure that the on bus technology is being properly maintained. By making this a new key performance indicator, YRT/Viva can hold the contractors directly responsible for the number of unaccounted for trips and provide an incentive/ disincentive to ensure accountability. By tracking trips not accounted for, YRT/Viva can better manage service and reliability by working with the contractors to address and resolve issues. System performance has Page 2

12 YRT/Viva System Performance Key Performance Indicators increased and contractors are more accountable since contractors can receive performance incentives. Most importantly, the tracking of trips not accounted for reduces the number of passengers potentially left at bus stops. YRT/Viva has set a start of trip, on-time performance goal of 95% for Viva (BRT) and 90% for conventional base routes. Also, an arrival at last stop goal of 85% to 90% for conventional base and Viva (BRT) routes is targeted To improve on-time performance for the trip start times, YRT/Viva has and will continue to update schedules to reflect actual travel times. In 2011, YRT/Viva improved its start time on-time performance by 9% to 12% over Figure 2 shows the improvements from December 2009 to April Figure 2 YRT/Viva On-Time Performance, Trip Start (Weekday/Weekend - Holiday Base and Viva (BRT) Services The 2011 goal is to achieve an 85% to 90% on-time performance for arrivals at last stop. For the July and September board periods, YRT/Viva will be updating schedules to reflect actual travel times with a focus on achieving the targeted on-time performance. Page 3

13 YRT/Viva System Performance Key Performance Indicators At no time did YRT/Viva comply 100% with the transit guidelines as outlined in The Transit Service Guidelines 2006 manual Transit service guidelines are the basis to provide the best appropriate service. Service guidelines define the conditions that require action when guidelines are not met. However, it allows flexibility to respond to varied customer needs and community expectations in an accountable, equitable and efficient manner. Service guidelines are intended to bring clarity and consistency to the process of adjusting and improving transit services to meet the varied and changing customer needs. Two key service guidelines are: Service Frequencies: Time (minutes) between trips Boarding per Hour: Number of passengers carried per hour The service frequency compliance for conventional, Viva (BRT) and the system are shown in Figure 3 - Service Frequency % Meeting Guideline Figure 3 Service Frequency % Meeting Guideline (February 2010 vs. 2011) Operating Period AM Peak PM Peak Year Conventional Viva System (BRT) % 100% 75.90% % 100% 79.50% % 100% 73.50% % 100% 69.90% For boardings per revenue hour, Viva (BRT) is 100% compliant with the peak period. A sample of YRT/Viva compliance with the boardings per revenue hour guideline is shown in Figure 4 - Boardings per Revenue Hour % Meeting Guideline. Figure 4 Boardings per Revenue Hour % Meeting Guideline (February 2011) Peak Off Peak All Routes 72.30% 59.00% Viva (BRT) Routes 100% 80% GO Shuttles 40% N/A Page 4

14 YRT/Viva System Performance Key Performance Indicators In 2010, the actual revenue hours exceeded the budgeted hours by 2.3% or 25,000 hours In 2010 additional hours were required to update existing schedules to reflect the actual travel times along some routes. The additional travel time also allowed YRT/Viva to achieve its on-time performance targets of 90% for conventional (base routes) and 95% for Viva (BRT). YRT/Viva has the technical tools (INIT System) to observe schedule adherence and implement appropriate schedule changes. For 2010, YRT/Viva operated 1.12M revenue vehicle hours. The operating costs were $133M and revenue was $51M. To provide the advertised 2010 service YRT/Viva would have had to operate 1.2M revenue hours From 2007 to 2009, the actual service hours provided was below budgeted service hours. YRT/Viva did not provide service that matched the advertized schedules. This created an artificially high Revenue-to-Cost (R/C) ratio. Figure 5 shows the trend of the revenue hours actual vs. budgeted. Figure 5 Revenue Hours Actual vs. Budgeted ( ) YRT/Viva continually looks for ways to improve service while controlling costs. The number of bus deadhead hours (travel between starting points) have been significantly reduced. Select buses are now put into service as soon as they exit the garage; or at an appropriate location. By putting buses into service in this manner, passengers can be picked up sooner and not left standing at stops watching empty buses pass by. Page 5

15 YRT/Viva System Performance Key Performance Indicators System Performance System financial performance is expressed as a Revenue-to-Cost ratio The revenue-to-cost ratio (R/C) is a direct reflection of the annual expenditures relative to the system revenues. Key factors which impact R/C: Administrative/Operating Costs Fuel Costs Contract Negotiations Increase Maintenance (i.e. additional technology including PRESTO) Service Improvements (i.e. frequency) Congestion (adding travel time with no gain in ridership, maintain current ridership level) Construction (ridership loss, additional buses, re-routing, additional travel time) YRT/Viva 2010 R/C was 39% and is projected to be 38% in 2011 The Figure 6 shows the Revenue/Cost Ratio trends since Figure 6 YRT/Viva System Revenue/ Cost Ratio Page 6

16 YRT/Viva System Performance Key Performance Indicators Figure 7 shows the R/C ratio for YRT/Viva s family of services in the Peak period (6 a.m. to 9 a.m.; 3 p.m. to 7 p.m.) and includes gross costs. Gross costs include all costs except leasing costs and debt repayment charges. Figure 7 Revenue/ Cost Ratio Peak Period Figure 8 shows the R/C ratio for YRT/Viva family of services in the Off-Peak period (Weekdays 4:35 a.m. - 6 a.m.; 9 a.m. 3 p.m.; 7 p.m. 2:40 a.m.; weekends and holidays) and includes gross costs Page 7

17 YRT/Viva System Performance Key Performance Indicators Figure 8 Revenue/ Cost Ratio Off Peak Since 2007, YRT/Viva s projected revenue ridership was 20 million; to date this target has not been achieved Factors contributing to not achieving the ridership target include: Keeping an Artificially High R/C Not Providing Service Hours to Attract Riders Low Reliability Economic Downturn Strikes (Viva September 2008 to October 2008; York U November 2008 to January 2009) Page 8

18 YRT/Viva System Performance Key Performance Indicators YRT/Viva 2010 revenue ridership of 19.4 million was the highest since amalgamation. Revenue ridership for the first quarter of 2011 was 5.3 million. This is the second consecutive quarter where YRT/Viva exceeded 5 million revenue riders Figure 9 shows revenue boarding by quarter from 2006 to 2011 Figure 9 Revenue Boardings (By Quarter ) Factors affecting Ridership include population growth, state of the economy, fuel costs and fares Between 2005 and 2010, York Region s population grew an average of 3.1% per year. In 2010, there has been a general decrease in the unemployment rate resulting in a ridership increase. The unemployment rate in February 2010 was 8.2%. In February 2011, the rate decreased to 7.8%. As more people find jobs, they tend to use public transportation to get to and from their places of employment. Page 9

19 YRT/Viva System Performance Key Performance Indicators Higher fuel prices also increase transit ridership as people try to reduce commuting costs. In April 2011, fuel prices have rose to between $1.23 and $1.39 per litre. Prices have since peaked in May 2011 to over $1.40 per litre. As fuel prices increase, there should be a corresponding increase in transit ridership. Historically, a fare increase has been followed by a reduction in ridership. In the past two years, YRT/Viva did not implement a fare increase and as a result, ridership grew. The additional riders have resulted in YRT/Viva recording its highest level of ridership to date. The 2011 year-to-date total revenue ridership growth is 9.3%. If the current ridership growth continues, the 2011 ridership is projected to reach 21 million. Figure 10 shows the ridership trends from 2007 to Figure 10 YRT/Viva Ridership Budget vs Actual 2011 Projected Ridership Page 10

20 YRT/Viva System Performance Key Performance Indicators Service adjustments are contributing to ridership growth Services are continually monitored and evaluated to better serve YRT/Viva customers. YRT/Viva uses extra buses on the busiest routes to accommodate demand. To accommodate the demand on Yonge Street; Viva Blue A, serving Newmarket to Finch Station bypassing Richmond Hill Centre Terminal (RHCT), was introduced in June It has grown from 10 trips to 24 trips a day and is scheduled to further increase in September Viva Purple between RHCT and York University now uses 60-foot articulated buses for select trips due to increasing passenger demand. Route 22A King City, serving Newmarket to York University was introduced in September 2010 and has seen its ridership increase an average of 17% monthly over the past 8 months. Page 11

21 PRESENTATION York Region Transit (YRT/Viva) System Performance Presentation to Transportation Services Committee Richard J. Leary June 15, 2011 Purpose of Presentation 1. Advise Transportation Services Committee on work to-date to better understand current transit operations based on detailed information now available from INIT technology 2. Advise Transportation Services Committee of key findings and proposed next steps 3. Receive direction on future service plans to be submitted this Fall Transportation Services Committee / June 15, 2011 Slide 2 1

22 PRESENTATION YRT/Viva Transit System Lifecycle Transportation Services Committee / June 15, 2011 Slide 3 Agenda YRT/Viva Today New Key Performance Indicators (KPI) YRT/Viva Business Performance Next Steps: Upcoming Key Decision Points for Committee and Council Transportation Services Committee / June 15, 2011 Slide 4 2

23 YRT/Viva Today 2010 Service: 121 YRT/Viva Routes - 5 Viva (BRT) - 19 YRT Base - 31 YRT Local - 11 TTC Routes - 10 GO Shuttles - 5 Express Routes - 3 Community Routes - 1 GO Route - 36 School Specials 19.4M Revenue Riders 465 Buses 58 Mobility Plus Vehicles Transportation Services Committee / June 15, 2011 Slide 5 YRT/Viva Today Factors Affecting Ridership: Population Growth to 2010, avg. 3.1%/year 6 5 Revenue Boardings (by quarter, ) Economy - Unemployment rate, April 2010: 8.1%; April 2011: 7.6%, Fuel Cost - April 2010: $ $1.02/L - April 2011: $1.23 $1.39/L Fare Increase - A fare increase is typically followed by a reduction in ridership Revenue Boardings (in Millions) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q Transportation Services Committee / June 15, 2011 Slide 6 3

24 New Key Performance Indicators (KPI) Trips not accounted for: INIT installed - Viva Sept 2005, YRT Conventional MobileStatistics - Tracking of trips not accounted for - Initiated April, ,060 trips were scheduled in February 2011 Reasons for unaccounted trips: Excessive delays (20 min+) Trip data loss Driver error Technology issues attributed to number of trips not accounted for Monthly Average 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 YRT/Viva Monthly Average Trips Not Accounted For 15.7% 6.4% 2.3% Transportation Services Committee / June 15, 2011 Slide 7 New Key Performance Indicators (KPI) Contractor Accountability: Implementing a new process to track trips not accounted for by category: - Mechanical breakdown - Operators sick/late min delay due to traffic - Accidents - Police, Fire, EMS emergencies YRT/Viva better manage service and reliability Improve performance and accountability by contractor Reduce passengers left at stops 60% 50% 40% 30% 20% 10% 20% 10% Percentage of Trips Not Accounted For (December 2009) A B 84A A 88E 91A 91B 91E 98/ A YRT/Viva Route Number Percentage of Trips Not Accounted For (April 2011) Transportation Services Committee / June 15, ,984 Scheduled Trips 113,984 Scheduled Trips 119,265 Scheduled Trips A E B 90B 84A A 88E 91A 91B 91E 98/99 22A A YRT/Viva Route Number Slide 8 4

25 New Key Performance Indicators (KPI) On-Time Performance for Viva and Conventional Routes: Departures: 2011 Goal: - 95% for Viva - 90% for Conventional Graphs to be inserted Transportation Services Committee / June 15, 2011 Slide 9 New Key Performance Indicators (KPI) On-Time Performance Target for Viva & Conventional Routes: Arrival: 2011 Goal: - 85 to 90% for Viva (BRT) and Conventional Transportation Services Committee / June 15, 2011 Slide 10 5

26 New Key Performance Indicators (KPI) Transit Service Guidelines 2006: Service Frequencies: Time (minutes) between trips Boarding per Hour: Number of passengers carried per hour Operating Period AM Peak PM Peak Service Frequency % Meeting Guideline (February 2010 vs. 2011) Year Conventional 74.4% 78.2% 71.7% 67.9% Viva (BRT) 100% 100% 100% 100% System 75.9% 79.5% 73.5% 69.9% Boardings per Revenue Hour % Meeting Guideline (February 2011) All Routes Viva (BRT) Routes GO Shuttles Peak 72.3% 100% 40% Off Peak 59.0% 80% N/A Transportation Services Committee / June 15, 2011 Slide 11 YRT/Viva Business Performance 2010 YRT/Viva System: Revenue Hours Actual vs. Budgeted ( ) $133M Operating Costs $51M Revenue 19.4M Revenue Riders 1.12M Total Revenue Vehicle Hours Transportation Services Committee / June 15, 2011 Slide 12 6

27 YRT/Viva Business Performance Revenue to Cost Ratio (R/C): - Total operating revenues divided by total direct operating expenses - Direct operating cost include: -Salaries/benefits -Advertising -Maintenance/Fuel -General Administration etc. - Not included: -Debt Service payments -Rental/lease charges 2010 YRT/Viva R/C: - 39% System 2011 anticipated R/C is 38% YRT/Viva System Revenue/ Cost Ratio Transportation Services Committee / June 15, 2011 Slide 13 YRT/Viva Business Performance YRT/Viva Ridership: From 2007 to 2010, the estimated 20 million revenue riders were not achieved 2011 year-to-date total revenue ridership growth is 10% 2011 Ridership projection (21 million if current ridership growth continues) Transportation Services Committee / June 15, 2011 Slide 14 7

28 Next Steps: Upcoming Key Decision Points for Committee and Council 5-Year Service Plan - Ridership Management (retain, increase ridership) - vivanext Construction Mitigation (rapidways and Spadina Subway extension) - Review of 2006 Service Guidelines - Report to Transportation Services Committee (Fall 2011) 2012 Service Plan - Route Restructuring - Begin to Develop a Grid Network - Rationalizing Service - Report to Transportation Services Committee (Fall 2011) New KPI monthly reports - Trips Not Accounted For, Arrival And Departure On-time Performance, Monthly/Quarterly Ridership - New Transportation Status Reports (Fall 2011) Transportation Services Committee / June 15, 2011 Slide 15 8

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