Strategies for Providing Cost Effective Community

Transportation ServiceDan Dalton, KFH Group

Florida Commission for the Transportation Disadvantaged

22nd Annual Best Practices and Training Workshop July, 2014

Session Overview

•The case for change -- why community transportation providers must be responsive and adapt to new ways of doing business

•Potential strategies to reduce costs or improve productivity at your community transportation system

•Applying this to your system or community

Key Areas for Discussion

•Evaluating and Implementing Management Practices and Procedures

•Assessing Service Design and Providing the Right Service for the Need

•Working with the Private Sector

The Case for Change

•Proactive Innovators

Some Realities

•Demand for community transportation services will continue to increase, i.e. as residents “age in place”

•Expenses to operate services will continue to go up

•Funding levels will probably not keep pace

How can a community transportation provider respond? •Embrace change•Manage the system like a business•Lower costs through

productivity improvements•Maximize the use of scheduled

services • Implement appropriate

technology improvements

Organizational Culture of Innovation •Systems with successful

programs/practices: ▫Serve as community agents of change▫Optimize rural resources▫Embrace technology ▫Act as entrepreneurs▫Provide effective, quality service ▫Maintain fiscal diversity

Evaluating and Implementing

Management Practices and Procedures

Some Management Practices to Consider• Implementing employment practices to maintain

veteran drivers and to reduce turnover

• Implementing policies to reduce no-shows and late cancellations, especially through non-punishment policies

• Implementing marketing activities and branding efforts to raise visibility of services, invoke local “ownership” of system, and increase opportunities for local funding support

Maintaining Veteran Drivers and Reducing Turnover • Increased productivity, reduced costs, and

a safer system as compared to “rookie” drivers

•Where to recruit drivers with “veteran” potential

•Fostering a positive work environment

Assessing No-Show Policies

•Ability to effectively track no-shows •Staff input •Community consultation and buy-in •Community education and communications •Well-timed process•Meaningful, but not overly punitive action:▫Program through which customers that are

chronic no-shows must call prior to each trip▫Customers pay fare for no show with next

completed trip

Branding and Marketing to Raise Visibility •Community branding to

facilitate local ownership •Tailoring service to meet

local need •Specially painted

vehicles•Entry point for new

partnerships and additional revenue sources

Thinking Outside the Bus Marketing •“Meeting on the Bus” •Brings public meetings

and outreach events to individual communities

• Increases participation from the public

•Provides opportunity to initiate new partnerships with private industry

Resources The Transit Cooperative Research Program (TCRP) funds many studies that can provide rural and small urban transit managers with a wealth of valuable information on a wide range of topics. See the notebook for a list and obtain free copies of these reports at www.tcrponline.org

Assessing Service Design: The Right Service for the

Need

The overarching goal:

Provide more service, ridership and mobility for all residents and visitors in a safe, efficient and effective manner

Time to re-focus on this goal? •The right service design for the need(s)Poor service design is like placing staff in

handcuffs and expecting better job performance

•Shift our planning energies to actual service planning

Sometimes the best way to coordinate service is to provide excellent community transportation services that most people can use

But why?

•Paratransit/demand response/dial-a-ride is the most expensive form of transit to operate on a per trip basis

• It is also the most difficult form of transit to operate

•There are other service designs that can often accommodate the needs

Maybe Time for a Change

•The objective is to provide the most appropriate service design for each situation/need

•Paratransit/demand-response/dial-a-ride should always be a last resort because of its cost

•There are other service designs that can provide door to door service when needed.

•The key is to follow a schedule.

The Philosophy of Productivity

•Productivity and costs

•Critical to non-scheduled services

•Factors that affect productivity

Cost Control and Improved Productivity• In reality, the best way to lower costs is through

productivity improvements• Measuring productivity as one-way trips per

service hour: ▫Going from 2 trips per hour to 2.2 trips per hour will

yield a ten percent system savings • Better yet, implement a scheduled service and

see productivity jump to 6 or more one way trips per hour

• Cost per trip will drop dramatically

Improved Productivity

•Achieved through:▫Demand Management/Service Design ▫Effective Dispatch Techniques and Tools

•Affected by:▫Uncontrollable factors▫Controllable factors

Uncontrollable Factors

• Service area size• Population density• Traffic flow, congestion, and speed

limits• Mobility status of passengers as it

affects dwell time• Political decisions• Weather, terrain, and natural barriers

Controllable Factors • Service design• Percentage of group trips• Mix of subscription and call-in trips• Experience, training, and competence

of scheduling and dispatch staff• Experience, training and competence

of vehicle operators• Expectations/past history• Vehicle condition/maintenance

Taking Advantage of Your Opportunities• Consider the transit attributes (product lines) of

your service area:-- College-- K through 12 student transportation-- Military or other government installation-- Human service (Medicaid and Job Access)-- Local town with retail centers-- Large corporations/employment - commuters-- Special events-- Proximity to large cities - commuters-- Tourism -- Shopper shuttles-- Intercity -- Solution to parking problem

Tailor Service to Fit Your Service Area Needs

•Take advantage of the service area attributes

•Keep your eye on the prize – ridership!

Some Service Design Guidelines•Understand service area attributes

•Understand needs

•Maximize use of fixed-route and other fixed schedule services – follow a schedule!

•Avoid one way loop routes – they will inhibit ridership

•Paratransit/demand-response/dial-a-ride should be the exception

More Service Design Guidelines

•Keep it simple•DO NOT COMPETE WITH YOURSELF! Do

not allow demand-response or dial-a-ride to compete with fixed route services

•Use existing vehicles for new service. Implementing fixed route when demand-response operates should include a one to one change

•Market the service, then market some more

“But My Clients Won’t Be Able To Follow A Scheduled Service”•People around the world that want to use

a bus -- they follow a schedule•Flying somewhere? You need to follow a

schedule•Going out to a movie? Need to check the

scheduled times• It is really not that hard, and always

remember they are customers -- not clients

Additional Considerations Bus Stop Inventory and Assessment

Before… After…

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The Bus Stop: Transit’s Front Door

• Why inventory your bus stops?• Asset management – signage & facilities

maintenance• ADA: Know which stops aren’t accessible

(paratransit eligibility) or unsafe• Ridership records – “on/off” counts• Planning for service changes

Why Inventory Your Bus Stops?

Foundation for a bus stop program – to improve the accessibility, safety, comfort, and convenience of your system:•Reduce costs:

• Enable use of existing fixed route services • Reduce demand for more expensive paratransit

services

•Provide a basis for budgeting/planning improvements

• Identify problem stops•Prioritize and track improvements

Criteria for Improving Bus Stops•Ridership•Safety▫ Pedestrian incidents and fatalities

•Accessibility•Type of trip generator served▫ Senior communities, hospitals, schools

•Public input/complaints•Financial support

Another Consideration

•Travel Training▫Supports community inclusion

for people with disabilities

▫Promotes a transit system as one that values the needs of older adults and people with disabilities

▫Reduces number of people who need paratransit

▫Increases fixed route ridership

Resources for Implementing Travel Training Program

•Easter Seals Project ACTION: ▫Introduction to Travel Training Course▫Fundamentals of Travel Training

Administration▫Online Travel Training Community ▫Variety of Publications

Travel Training: Determining Cost Savings •Cost to provide travel

training services • Increased economic

impact of job opportunities

•Cost avoidance through use of fixed route services as opposed to paratransit

•Cost/benefit analysis

Additional Resources The Transit Cooperative Research Program (TCRP) funds many studies that can provide transit managers with a wealth of valuable information on a wide range of topics. See the notebook for a list and obtain free copies of these reports at www.tcrponline.org

Working with the Private Sector

Some Realities • For a variety of reasons, private transportation

operators may not be as involved in efforts to provide mobility as they could be: ▫ Process may seem convoluted and difficult for private

operators to determine where they fit in

▫ Going to more meetings may not be high on their list – unless they know there are potential business opportunities

▫ Outreach to private operators may be lacking

▫ Need for stronger relationships between public providers and private operators

▫ Lack of forum for private transportation providers to form partnerships with transit providers

▫ Old stereotypes may affect the way they are perceived

Is this your image of a private transportation operator?

Some Recent Efforts

• FTA and the Taxicab, Limousine & Paratransit Association (TLPA) issued a guidebook for private transportation to assist with their participation in the transportation planning process

• FTA/TLPA also produced a companion piece with information on engaging private operators in the process and working with them to improve mobility

“Eighty percent of success is showing up” -- Woody Allen

Guidebook for Private Transportation Operators

• Provides information on the transportation planning process

• Review key funding programs, including the New Freedom and JARC Programs

• Companion brochure to assist planners and others working with private operators

• Available through the TLPA website: www.tlpa.org

Engaging Private Transportation Operators • Revisit Current Outreach Efforts to Private

Transportation Operators

• Highlight Opportunities for Private Transportation Operators

• Identify Possible Opportunities for Partnerships through JARC and New Freedom Programs Funds

Engaging Private Transportation Operators • Examine Stereotypes

• Value the Input from Private Transportation Operators

• Educate Private Transportation Operators on the Federal Compliance Requirements Associated with Participating in Federally-funded Projects

Opportunities for Partnerships

•Premium Taxi Services •ADA Paratransit •Specialized Services •After Hours Service•Overflow Trips •Bus Services

Contact Information

•Dan Dalton, 301-951-8660, ddalton@kfhgroup.com