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TCRP Report 141 (Project G-11)A Methodology for Performance Measurement andPeer Comparison in the Public Transportation IndustryAndBenchmarking Public Transportation Systems in Texas
TCRP Report 141 (Project G-11)A Methodology for Performance Measurement andPeer Comparison in the Public Transportation IndustryAndBenchmarking Public Transportation Systems in Texas2010 SCOPT/MTAP Annual Winter Meeting
Linda CherringtonTexas Transportation InstituteThe Texas A&M University System
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TCRP G-11 Project PurposeTCRP G-11 Project Purpose
Develop and test a methodology for performance measurement and peer comparison for:– All fixed-route components of a public transit system– Motorbus (MB) mode specifically– Major rail modes specifically
Provide guidance on applying performance measurement and peer comparison to:– Improve public transit agency operations– Demonstrate public transit’s ability to meet local or regional
transportation goals
This presentation highlights key findings and products from the project
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Research TeamResearch Team
Kittelson & Associates, Inc.
Texas Transportation Institute,Texas A&M University System
Center for Urban Transportation Research (CUTR)at University of South Florida
Nakanishi Research & Consulting
Lehman Center for Transportation Researchat Florida International University
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Desired Methodology AttributesDesired Methodology Attributes
Robust
Practical
Transparent
Uniform
Innovative
Adaptable
Accessible
Updateable
Build upon TCRP G-6 work TCRP Report 88 A Guidebook for Developing a Transit Performance-Measurement System
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Research StepsResearch Steps
Literature review & agency experience
Identify comparison factors, performance measures
Develop initial methodology
Small-scale test, revise methodology– Agencies chose topic and reviewed results, researchers
applied method– 10 transit agencies, 5 state DOTs, Chicago RTA
Large-scale test, revise methodology– Agencies chose topic, applied method, reviewed results– 19 transit agencies, 2 state DOTs, Chicago RTA
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Definition of ”Benchmarking”Definition of ”Benchmarking”
“The continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders.”– David Kearns, Chief Executive Officer, Xerox Corporation
“The search for industry best practices.”– Robert C. Camp, Best Practice Institute.
“A process of comparing the performance and process characteristics between two or more organizations in order to learn how to improve.”– Gregory Watson, former Vice President of Quality, Xerox
Corp.
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Levels of BenchmarkingLevels of Benchmarking
Adapted from European EQUIP benchmarking project
Level 1: Trend analysis
Level 2: Peer comparison
Level 3: Agency contact
Level 4: Benchmarking networks
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TCRP Report 141 Benchmarking MethodologyTCRP Report 141 Benchmarking Methodology
1. Understand context
2. Develop performance measures
3. Establish a peer group
4. Compare performance
5. Contact best-practices peers
6. Develop implementation strategies
7. Implement the strategy
8. Monitor results
1. Understand context1. Understand context
2. Develop performance measures2. Develop performance measures
3. Establish a peer group3. Establish a peer group
4. Compare performance4. Compare performance
5. Contact best-practices peers5. Contact best-practices peers
6. Develop implementation strategies6. Develop implementation strategies
7. Implement the strategy7. Implement the strategy
8. Monitor results8. Monitor results
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Performance Measure SelectionPerformance Measure Selection
TCRP Report 141 provides guidance on National Transit Database (NTD)-derivable and other commonly used measures, linked to particular topics or applications– Outcome measures that measure results– Descriptive measures that provide clues as to why the results
turned out the way they did
TCRP Report 88 provides an expanded library of measures that can also be considered for benchmarking network applications
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Peer Grouping ProcessPeer Grouping Process
Methodology seeks to find agencies with similar characteristics
Methodology produces a ”likeness score” that indicates how similar or dissimilar two agencies are, and provides guidance on how to interpret the likeness score
Ideally, use 8–10 agencies with the smallest likeness scores as the peer group– Fewer peers may be used when likeness scores are out of the
desirable range, but use at least 4 peers at a minimum
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Peer Grouping FactorsPeer Grouping Factors
Service characteristics– Modes operated (NTD)– Service area type (G-11)– Percent service purchased
(NTD)– Percent service demand-
response (NTD)– Vehicle-miles operated (NTD)– Annual operating budget
(NTD)
Regional characteristics– Urban area population (Census)– Population growth (Census)– Population density (Census)– State capital (G-11)– Percent college students
(Census)– Percent low-income (Census)– Roadway delay (TTI)– Freeway lane-miles (TTI)– Distance (G-11)
Many other factors considered and tested during project
These factors provided the best differentiation between potential peers, and peer groupings that were the most acceptable to agencies participating in the research tests
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Software ToolSoftware Tool
Peer-grouping methodology has been incorporated into the online Florida Transit Information System (FTIS) tool– Available now– Sponsored by the Florida DOT, but provides access to the full
NTD, plus data added by the TCRP G-11 project
Requires a free, one-time registration at www.ftis.org
Testing during the G-11 project found that users were able to learn about the methodology, learn how to use the tool, and perform their first analysis with 16 person-hours of work or less– Subsequent analyses can be performed very quickly
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Software ToolSoftware Tool
Identify peer groups for specific modes or agency as a whole
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Software ToolSoftware Tool
Retrieve NTD-based measures for the peer group
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Software ToolSoftware Tool
Analyze data within FTIS or export to a spreadsheet
$0
$2
$4
$6
$8
$10
$12
$14
$16
Altoona Anderson BattleCreek
Racine Sheboygan Sioux City Springfield Wausau Wheeling
Fare
Reven
ue/R
even
ue H
ou
r
2003 2004 2005 2006 20072007 peer group median
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Software ToolSoftware Tool
Investigate performance resultsAgency-wide
0
2
4
6
8
10
12
14
16
18
20
Altoona Anderson Battle Creek Racine Sheboygan Sioux City Springfield Wausau Wheeling
Avera
ge F
leet
Ag
e (
years
)
2003 2004 2005 2006 20072007 peer group median
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Published as
TCRP Report 141
http://onlinepubs.trb.org
Research ResultsResearch Results
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Benchmarking and Improving Texas Rural and
Small Urban Public Transportation
Systems
Texas Department of TransportationResearch Project 6205
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Overview of Project
• Establishing peer groups (rural and state-funded
urban)▫ 38 rural transit districts
▫ 30 eligible state-funded urban transit districts*
• Examining effectiveness and efficiency by peer
group
• Identifying strategies to improve performance
(transferable best practices)* Does not include transit authorities in urban areas >200,0000
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20
StateTransit Funds
35%Eligible Urban
Providers
65%Rural Providers
50%Needs
50%Performance
65%Needs
35%Performance
75% population
25% land area
100% population
Transit Funding Formula
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21
Performance Measures
Urban Performance • Revenue miles/
Operating expenses• Passengers/ Revenue
miles• Local investment/
Operating expense• Passengers/ Population
for urbanized area
Rural Performance• Revenue miles/
Operating expenses• Passengers/ Revenue
miles• Locally investment/
Operating expense
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Peer Grouping Environmental Data
• Population
• Service area size
• Service area density
• Percent of service area population that is age 65 or
older
• Percent of households with zero automobiles
• Percent of population below poverty level
• Percent of population ages 21 to 64 that are disabled
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Urban Peer Groups (4)
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Rural Peer Groups (5)
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Peer Group Effectiveness and Efficiency
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Determining High Performers - Urban
1 Standard Deviation Above
the Mean
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Determining High Performers – Rural
1 Standard Deviation Above
the Mean
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Benchmarking Strategies to Improve Performance
• Strategies to grow ridership and improve effectiveness
• Efforts to manage cost to improve efficiency
• Initiatives to maximize service and labor productivity
• Projects to improve management processes
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Why Peer Comparison and Benchmarking?
Informally, “the practice of being humble enough to admit that someone else is better at something and wise enough to try to learn how to match, and even surpass, them at it.”– American Productivity & Quality Center