TTCHMENT Transit Division Performance Measurements Report Fiscal Year 2013-14 First Quarter uly 1, 2013 September 30, 2013
Introduction The Orange County Transportation uthority (OCT) operates a countywide network of local, community, rail-connector, and express bus routes serving over 6,000 bus stops. OCT also operates federally-mandated paratransit service (CCESS), a shared-ride program available for people unable to use the regular fixed-route bus service because of functional limitations. Fixed-route bus service, operated by OCT, is referred to as directly operated fixed-route service (DOFR), while routes operated under contract are referred to as contracted fixed-route service (CFR). The CCESS program is a contract-operated demand-response service mandated by the mericans with Disabilities ct (D) that is complementary to the fixed-route service and predominately accounts for the overall paratransit services operated by OCT. These three services make up the transit system provided by OCT and are evaluated by the performance measurements summarized in this report. This report provides an update on key performance indicators for the Transit Division, focusing on areas such as safety, courtesy, and reliability, in addition to measurements commonly used in the transit industry such as ridership, operating data, financial data, and maintenance measurements. Performance Measurements The OCT Transit Division monitors a multitude of measurements in evaluating the services provided to the public. There are key performance indicators that track transit system safety, courtesy, and reliability standards: recordable vehicle accidents, customer complaints, on-time performance, and miles between road calls. long with these metrics, industry-standard measurements are tracked to assess OCT transit operations; these measurements are ridership, passenger fare revenues, operating costs, farebox recovery ratios, and cost per revenue vehicle hour (RVH). description of the performance indicators and the analysis to account for the variances between reporting periods is presented on the subsequent pages. Tables and graphs follow the details of each indicator showing the standards or goals for the fiscal year (FY) and the values for the current and previous reporting periods. First Quarter Preliminary Figures Due to the timing of this report, September 2013 data are unaudited, preliminary figures. Data in this report is likely to exclude final changes. Updates to these initial numbers will be incorporated into the next quarterly report. FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 1
Safety: Recordable Vehicle ccidents per 100,000 Miles Recordable vehicle accidents are counts of incidents concerning physical contact between vehicles used for public transit and other vehicles, objects, or pedestrians where a coach operator failed to do everything reasonable to prevent the accident. To obtain a standardized measurement, the accident counts are multiplied by 100,000, then divided by the total miles on the vehicles used for public transit. OCT has established a safety standard of no more than one (1) vehicle accident per 100,000 miles. Directly Operated Fixed-Route In the first quarter of FY 2013-14, DOFR did not meet the safety standard of one or less recordable vehicle accidents per 100,000 miles with a rate of 1.08. However, this measurement is an improvement from the prior year rate of 1.11. The majority of the improvement is associated with a reduction in accidents involving fixed objects. This type of accident experienced a decrease of approximately 18 percent from the prior year as a result of a continued focus on training. Staff will continue to monitor the safety trends to identify areas of improvement not already being addressed. For example, Bus Operations has completed their seasonal School is Starting training and awareness campaign to emphasize safe operations during the start of the school year. In addition, ten annual required training classes have been completed during the first quarter, providing required refresher training for approximately 100 coach operators. 1.8 1.5 1.2 0.9 0.6 0.3 0.0 D F FY 2012-13 FY 2013-14 STNDRD DOFR Standard FY 2014 FY 2013 ccidents per 100,000 Miles 1 1.08 1.11 ccidents n/a 48 50 Fleet Miles n/a 4.4M 4.5M Proper mirror checks help ensure optimal visibility which is important for safe driving. FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 2
Contracted Fixed-Route CFR exceeded the safety standard of one or less recordable vehicle accidents per 100,000 miles with a rate of 0.98. However, this is an increase from the prior year rate of 0.93. Staff will continue to monitor the safety trends to identify areas for improvement; this will also be a focus in the contractor s monthly mandatory safety meetings. In addition, individual operators will receive retraining as needed. CFR Standard FY 2014 FY 2013 ccidents per 100,000 Miles 1 0.98 0.93 ccidents n/a 18 14 Fleet Miles n/a 1.8M 1.5M 3.0 2.5 2.0 1.5 1.0 0.5 0.0 D F FY 2012-13 FY 2013-14 STNDRD CCESS CCESS exceeded the safety standard of one or less recordable vehicle accidents per 100,000 miles with a rate of 0.86. This is an increase from the prior year rate of 0.46. In uly 2013, the CCESS program was transitioned from Veolia Transportation, Inc. to MV Transportation, Inc. (MV). In an effort to meet the service requirement, over 100 new drivers were hired by MV and Yellow Cab (subcontractor). fter performing an in-depth analysis, staff noticed a pattern with accidents among newly hired drivers. Similar to DOFR, the most common type of accident for CCESS is vehicles making contact with fixed objects. OCT and MV staff have held a series of safety meetings to reinforce safe driving habits with all operators. OCT and MV will continue to explore the use of other training strategies to help reduce the overall accident frequency rate. CCESS Standard FY 2014 FY 2013 ccidents per 100,000 Miles 1 0.86 0.46 ccidents n/a 19 11 Fleet Miles n/a 2.2M 2.4M 1.8 1.5 1.2 0.9 0.6 0.3 0.0 D F FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 3
Courtesy: Customer Complaints per Thousands of Boardings Customer complaints are counts of incidents where a user of public transit reports dissatisfaction with the service. For DOFR, the metric is standardized by multiplying the counts by 100,000 then dividing by the total number of boardings. CFR and CCESS services do not record over 1,000,000 boardings per month, so the statistics are factored by 4,000 and 1,000 respectively, then divided by the total number of boardings. The standards for customer complaints per thousands of boardings are six (6) complaints per 100,000 boardings for DOFR, one (1) complaint per 4,000 boardings for CFR, and one (1) complaint per 1,000 boardings for CCESS. Customer complaints are determined to be valid after an investigation process. Investigations may include a review of the automatic vehicle locator system, radio logs, on-board videos, or verbal communication with the coach operator. For example, a customer may call to comment that the bus did not show up or is running behind schedule. The radio log might confirm that the bus broke down and a relay trip is started, causing a late trip. Based on that information, this would be determined to be a valid complaint. Directly Operated Fixed-Route In the first quarter of FY 2013-14, DOFR exceeded the courtesy standard of six or less valid complaints per 100,000 boardings with a rate of 2.77. This is an improvement compared to the prior year rate of 3.07. The positive trend is attributed to the 21,000 RVH that were added during the October 2012 and February 2013 service changes to address three of the top five complaints: behind schedule, pass by, and no show. For the routes that were adjusted with the schedule maintenance hours, there was a 16 percent decline in the number of complaints. n additional 10,000 RVH was added in the October 2013 service change to continue addressing scheduling and operating deficiences. DOFR Standard FY 2014 FY 2013 Complaints per 100K Boardings 6 2.77 3.07 Complaints n/a 303 363 Boardings n/a 10.9M 11.8M 7 6 5 4 3 2 1 0 D F FY 2012-13 FY 2013-14 STNDRD Contracted Fixed-Route CFR exceeded the courtesy standard of one or less valid complaints per 4,000 boardings with a rate of 0.64. Comments related to behind schedule, pass by, ahead of schedule, no show, and coach operator judgment are the top five complaints. For the schedule-related complaints, 2,000 RVH were added in the previous FY and an additional 1,500 RVH were included in the October 2013 service change. In terms of coach operator judgment comments, the contractor staff incorporates customer service training in their mandatory monthly safety meetings and performs immediate retraining for drivers receiving these types of comments. CFR Standard FY 2014 FY 2013 Complaints per 4,000 Boardings 1 0.64 0.41 Complaints n/a 265 140 Boardings n/a 1.7M 1.4M 1.2 1.0 0.8 0.6 0.4 0.2 0.0 D F FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 4
CCESS CCESS did not meet the courtesy standard of 1.5 or less valid complaints per 1,000 boardings with a rate of 1.62. Most customer comments received are related to driver no shows, behind schedule, and judgment. Driver no shows are often incidents when the driver arrives at the wrong location at a facility with multiple access points, such as a mall, medical facility, or large housing complex. This type of error was more frequently experienced when the trip was provided by one of the 100 new MV and Yellow Cab drivers. s with any new assignment, there is a learning curve for new drivers, and this is more evident during a program start-up or transition. For example, in uly 2013 after the service transition, the complaints rose to a rate of 1.96. However, as the new drivers gained experience, the rate declined in ugust 2013 to 1.44 and in September 2013, the rate remained below the standard at 1.45. OCT and the new contractor staff will continue to monitor this area of performance but, overall, the courtesy metric did meet the standard for the last two months of the first quarter. The new contractor MV Transportation providing CCESS paratransit service. Quarter 1 Standard FY 2014 FY 2013 Complaints per 1,000 Boardings 1.5 1.62 1.21 Complaints n/a 556 417 Boardings n/a 343,189 345,800 2.4 2.0 1.6 1.2 0.8 0.4 0.0 D F FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 5
Reliability: On-time Performance On-time performance (OTP) is a measure of performance evaluating a revenue vehicle s adherence to a planned schedule such as time points on a fixed-route schedule or scheduled pick-up time for transportation on a demandresponse schedule. For fixed-route service, a trip is considered on-time if it departed the timepoint no more than five minutes late. There is no tolerance for early departures. The system standard for OTP is at least 85 percent of the scheduled trips will be on-time. To more appropriately evaluate fixed-route services, particularly during the service transition between the DOFR and CFR modes, OTP is reported by the service type for the fixed-route system. The fixed-route service consists of four service types: local, community, StationLink, and express. On CCESS service, a trip is considered on time as long as the vehicle arrives no later than 30 minutes from the scheduled pick-up time. The CCESS OTP standard is 92 percent. First Quarter Seasonal Impacts In the trend charts following the narratives, there is a noticeable pattern of performance declining by the end of the first quarter. The decrease in OTP can be attributed to seasonal activities, such as late summer beach travel and increased traffic and ridership during the initial weeks of September when schools are back in session. Traditionally, OTP improves by the second quarter as traffic and ridership begin to stabilize. Local Fixed-Route Service Local fixed-route service comprised of lines 1 to 99 typically operate along major arterials forming the OCT fixed-route grid network. These routes serve multiple Orange County municipalities and operate longer distances, generally along a single major corridor such as Beach Boulevard (Route 29), Harbor Boulevard (Route 43), and Katella venue (Route 50). Overall, for the first quarter of FY 2013-14, local fixed-route service OTP did not meet the standard of 85 percent; however, there has been a positive trend experienced since RVH were added. pproximately 23,000 service hours were added within last year, with an additional 11,500 RVH included in the October 2013 service change to address operating deficiencies such as low OTP and high passenger loads. For routes such as lines 29, 47, 50, 53, 55, 60, and 72 that were adjusted with these RVH, there was on average a five percent improvement in OTP. When compared to the previous year, the overall OTP measurement has improved by 1.7 percent from 82.8 percent to 84.2 percent. Local FR Standard FY 2014 FY 2013 OTP 85% 84.2% 82.8% 92.5% 90.0% 87.5% 85.0% 82.5% 80.0% 77.5% 75.0% D F Community Fixed-Route Service Community fixed-route service comprises lines 100 to 199, typically serving multiple streets and local community trip generators. These routes provide connections to the major grid routes, allowing passengers to travel beyond their community of origin. When compared to the regional local fixed-routes, the operating environment for these routes is not as demanding. Typically, community fixed-routes operate on less congested roadways which tend to have lower ridership and passenger loads, leading to less dwell time. Community fixed-route service exceeded the reliability standard of 85 percent with an overall OTP of 85.5 percent for the first quarter. This is a decrease from the prior year rate of 87.4 percent. Schedule adjustments for some of the lower performing routes such as lines 167, 178, and 191 will be made in a future service change as resources become available. FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 6
Community FR Standard FY 2014 FY 2013 OTP 85% 85.5% 87.4% 92.5% 90.0% 87.5% 85.0% 82.5% 80.0% 77.5% 75.0% D F Express Fixed-Route Service Express fixed-route service is categorized into two types: intra-county (lines 200 to 299) which transport commuters within Orange County and inter-county (lines 700 to 799) which transport riders between Orange County and neighboring counties (Los ngeles, Riverside, and San Bernardino). Express fixed-route service exceeded the reliability standard of 85 percent with an overall OTP of 86.3 percent in the first quarter. Express FR Standard FY 2014 FY 2013 OTP 85% 86.3% 83.7% StationLink Fixed-Route Service StationLink fixed-route service comprises lines 400 to 499 consisting of rail feeder services transporting commuter rail passengers between Metrolink train stations and employment destinations in Orange County. Thus, travel is over a defined route with limited stops located at major employment centers. These trips are scheduled to meet specific train trips and, if needed, buses wait for late trains to ensure passengers reach their final destinations. StationLink fixed-route service exceeded the reliability standard of 85 percent with an overall OTP of 97 percent for the first quarter. FY 2012-13 FY 2013-14 STNDRD 92.5% 90.0% 87.5% 85.0% 82.5% 80.0% 77.5% 75.0% D F FY 2012-13 FY 2013-14 STNDRD StationLink FR Standard FY 2014 FY 2013 OTP 85% 97% 94.1% 100.0% 97.5% 95.0% 92.5% 90.0% 87.5% 85.0% 82.5% D F OCT Express Route 701 from Huntington Beach to Los ngeles. FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 7
CCESS CCESS exceeded the reliability standard of 92 percent with an overall OTP of 95.7 percent for the first quarter. Beginning wtih the contract operator service transition on uly 1, 2013, the new contractor aggressively monitors OTP throughout the day utilizing software which tracks hour-by-hour performance. In addition, trips assigned to the supplemental service are now integrated into the Trapeze scheduling system, providing real-time trip information on all vehicles providing CCESS service. With this operating enhancement, dispatch is better able to manage service operations and make adjustments as necessary to ensure trips are performed within standard. CCESS Standard FY 2014 FY 2013 OTP 92% 95.7% 93.7% 100.0% 97.5% 95.0% 92.5% 90.0% 87.5% 85.0% 82.5% D F FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 8
Reliability: Miles Between Road Calls Miles between road calls (MBRC) is a maintenance performance indicator that measures the vehicle miles between mechanical failures of a vehicle used for public transit during revenue service. Road calls may cause a delay in service and necessitate removing the vehicle from service until repairs are made. Deferred Vehicle Purchases In 2009, during the recession, as part of a financial sustainability strategy, OCT decided to delay new vehicle procurements by extending the minimum useful life of the existing 24-foot buses, 40-foot buses, and 60-foot articulated buses by an additional two years. The 24-foot buses have a minimum useful life of five years which was extended to seven years; and the 40-foot and 60-foot buses have minimum useful lives of 12 years which was extended to 14 years. The initial impact of implementing this strategy was minimal; however, as the buses reach or exceed the original useful life, vehicle breakdowns occur more frequently, leading to a decrease in miles between road calls. Directly Operated Fixed-Route For the first quarter of FY 2013-14, DOFR did not meet the maintenance reliability standard of 14,000 miles or more between road calls with 13,030. s mentioned in the previous quarterly report, the primary reasons for the decrease in this metric is related to the age of the vehicles and the increasing mileage. s vehicles get older, reliability tends to decrease. Moreover, additional buses are required to accommodate the 23,000 RVH that were added for schedule maintenance last year. Without purchasing new vehicles, older buses from the contingency fleet have been reactivated and deployed to operate the service and maintain a 20 percent spare ratio. dditionally, the diesel 60-foot articulated buses are also 12 to 13 years old, and their mileage ranges from 400,000 to 525,000. These vehicles have the highest incidence of failures, achieving less than 7,000 miles between road calls on a regular basis. Twenty 60-foot CNG articulated buses are currently in production and another 16 vehicles are planned for puchase in the approved FY 2013-14 budget to replace the 60-foot diesel articulated buses in the active fleet. DOFR Standard FY 2014 FY 2013 MBRC 14,000 13,030 14,720 Road Calls n/a 340 305 Fleet Miles n/a 4.4M 4.5M thousands 30 25 20 15 10 5 0 D F FY 2012-13 FY 2013-14 STNDRD In addition, OCT s fleet of liquified natural gas (LNG) and compressed natural gas (CNG) vehicles have seen decreases in maintenance reliability as the LNG buses have reached or surpassed their 12-year minimum life cycle, and the CNG buses are now at their mid-life sixyear cycle. Warranty issues have also affected both the LNG and CNG vehicle engines. Twenty-nine 40-foot CNG vehicles are planned for purchase in the approved FY 2013-14 budget to replace some of the aging LNG buses. OCT s new 60-foot CNG articulated buses. FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 9
Contracted Fixed-Route CFR did not meet the maintenance reliability standard of 12,000 or more miles between road calls with 10,463. The decrease in miles between road calls is influenced by the age and mileage of the fleet assigned to CFR. When comparing the MBRC between the vehicle types in the CFR fleet, on average the 32-foot buses are reporting 5,610 miles and the 40-foot vehicles are experiencing 11,426 miles. The reason for the reduction in this performance metric is the same reason as cited above for the DOFR vehicles. OCT and contractor maintenance staff will continue to identify and address maintenance reliability concerns to improve performance in this area. Eleven 32-foot CNG vehicles are currently in production to replace some of the older buses in the CFR fleet. CFR Standard FY 2014 FY 2013 MBRC 12,000 10,463 13,498 32-Foot Buses n/a 5,610 7,149 40-Foot Buses n/a 11,426 15,061 Road Calls n/a 175 112 Fleet Miles n/a 1.8M 1.5M thousands 30 25 20 15 10 5 0 D F CCESS CCESS did not meet the maintenance reliability standard of 25,000 or more miles between road calls with 18,291. Similar to fixed-route, maintenance reliability is influenced by the age of the vehicles. These vehicles are not heavy duty and have a shorter life cycle five years or 150,000 miles. The average age of the fleet is approximately four years, and the average mileage per vehicle is over 200,000 miles. Seventeen paratransit cutaway vehicles are currently in production and another 99 buses are planned for purchase in the approved FY 2013-14 budget to replace some of the older CCESS buses. OCT and contractor staff will continue to identify ways to improve this metric. CCESS Standard FY 2014 FY 2013 MBRC 25,000 18,291 24,978 Road Calls n/a 121 95 Fleet Miles n/a 2.2M 2.4M thousands 60 50 40 30 20 10 0 D F FY 2012-13 FY 2013-14 STNDRD FY 2012-13 FY 2013-14 STNDRD FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 10
Ridership Ridership (or boardings) is the number of rides taken by passengers using public transit and is influenced by the weather, economy, and seasonal variations in demand. ll Fixed-Route For the first quarter of FY 2013-14, ridership for all fixed-route exceeded the projection of 12.1 million boardings with 12.6 million boardings. Compared to the first quarter last year, this is a 4.4 percent decrease from 13.2 million boardings. The main contributor to the decrease in ridership can be attributed to the fare increase implemented in February 2013. Traditionally, a fare increase results in a decrease in boardings. ll FR Projection FY 2014 FY 2013 ll FR 12.1M 12.6M 13.2M DOFR 10.3M 10.9M 11.8M CFR 1.8M 1.7M 1.4M millions 6 5 4 3 2 1 0 D F FY 2012-13 FY 2013-14 CCESS CCESS ridership finished the first quarter within two percent of the projection. When comparing factors that impact ridership on fixed-route and paratransit, it becomes evident that many CCESS trips are non-discretionary. CCESS trips are primarily for medical appointments or to attend day programs provided to persons with special needs, unlike fixedroute ridership which is heavily impacted by changes in the local economy and, in particular, the unemployment rate. CCESS Projection FY 2014 FY 2013 Boardings 350,356 343,189 345,800 thousands 150 125 100 75 50 25 0 D F FY 2012-13 FY 2013-14 Customers onboard the fixed-route service. FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 11
Same Day Taxi The Same Day Non-D Taxi (SDT) program exceeded the ridership projection of 15,149 boardings with 16,744 passengers. In FY 2012-13, a pilot expansion of the SDT program increased the subsidy per ride, which resulted in an increase in the subsidized trip distance from three miles to five miles. OCT anticipated cost savings from the increased use of the SDT program as the cost to provide this service is capped at no more than $10.90 per ride, compared to the CCESS cost of approximately $26 for a trip in comparable distance. telephone survey and additional ridership analysis were conducted and a report on the performance of the SDT program has been prepared for presentation to the Transit Committee and Board of Directors. SDT Projection FY 2014 FY 2013 Boardings 15,149 16,744 15,876 thousands 12 10 8 6 4 2 0 D F FY 2012-13 FY 2013-14 FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 12
Farebox Recovery Ratio Farebox recovery ratio (FRR) is a measure of the proportion of operating costs recovered by passenger fares, calculated by dividing the farebox revenue by total operating expenses. s part of the budget development process, a goal is established for each of the modes, as shown in the goals listed on the charts below. minimum farebox recovery ratio of 20 percent for all service is required by the Transportation Development ct (TD) in order for transit agencies to receive the state sales tax available for public transit purposes. Total Transit System The total transit system farebox recovery ratio fell below the budget target of 21.7 percent with 20.8 percent. The lower farebox recovery is attributed to delayed revenues collected and reversed accounting accruals associated with the Off ccess program. djusting for the late fares and accruals, the revised farebox recovery ratio for the first quarter is approximately 22.2 percent, which would meet the budget projection and exceed the TD requirement of 20 percent. Total Transit Budget FY 2014 FY 2013 FRR 21.7% 20.8% 21.2% ll FR Budget FY 2014 FY 2013 ll FR 24.3% 25.1% 25.1% DOFR 23.7% 24.9% 25.4% CFR 27.9% 26.8% 22.8% 30% 25% 20% 15% 10% 5% ll Fixed-Route 0% ll fixed-route service exceeded the budget target of 24.3 percent for farebox recovery with 25.1 percent. For this portion of the report, the narratives for the fixed-route services have been separated between DOFR and CFR. FY 2012-13 FY 2013-14 TRGET Directly Operated Fixed-Route DOFR FRR exceeded the budget target of 23.7 percent with 24.9 percent. lthough actual farebox revenue came in lower than the budget projection by $0.6 million ($12.7 million versus $13.3 million), total operating costs were also under budget by $3 million ($43.8 million versus $46.8 million). The lowered fare revenue is mainly due to a shift from customers using cash fares to using the various type of passes. Typically, the average revenue per boarding for cash fares is $1.58, whereas the average revenue per boarding for passes is $0.85. In terms of operating cost, the under-run is attributed to salaries and benefits, and maintenance consumables. In total, there is an under-run of approximately $1.1 million in salaries and benefits. The under-run is associated with higher than projected attrition rate and number of vacancies related to the coach FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 13
operator and maintenance workforce. The budget assumes one full-time equivalent (FTE) attrition per week for the coach operator, actual attrition for the first quarter of the FY has been averaging around 2 FTEs per week. s for the mechanic workforce, the budget assumes a total of 193 FTEs for the FY; however, through the first quarter, that number has been reduced through atttrition, down to 179 FTEs. Maintenance consumables consist of, but isnot limited to, fuels, parts, tires, oil, and lubricants. Through the first quarter of FY 2013-14, maintenance consumables are under budget by $0.9 million. bout $0.6 million of the under-run is associated with the unit cost for LNG fuel being lowered than budgeted the budget assumed $1.45 per gallon equivalent while the actuals are $1.36 per gallon equivalent. In addition, due to the maintenance issues with the LNG vehicles, LNG fuel, tires, oil, and lubricants utilization has been lowered than anticipated. Contracted Fixed-Route CFR farebox recovery ratio fell below the budget target of 27.9 percent with 26.8 percent. However, this is an increase from the prior year s rate of 22.8 percent. The lower farebox recovery as compared to the budget is a result of fare revenue received being lower than projected due to the shift from cash fares to passes. Similar to the last several fare increases, customers recognize it is more economical to utilize passes rather than paying cash. CCESS CCESS exceeded the budget target of 7.4 percent for farebox recovery with 8.6 percent. The passenger fare revenues of $0.9 million are on par with the budget projection; however, the under-run in operating expenses is contributing to the higher farebox recovery. Overall, operating expenses are under the budget projection of $12.6 million with $11.2 million. One of the reasons for the under-run is due to the amount of service operated in the first quarter being less than anticipated, budget assumption of 134,000 RVH versus actual of 127,000 RVH. nother reason for the under-run is due to a delay in payment of invoices. CCESS Budget FY 2014 FY 2013 FRR 7.4% 8.6% 5.8% 10% 8% 6% 4% 2% 0% FY 2012-13 FY 2013-14 TRGET FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 14
Cost per Revenue Vehicle Hour Cost per RVH is one of the many industry standards utilized to measure the cost efficiency of transit service. It is derived by dividing operating expenses by RVH. ll Fixed-Route ll fixed-route is under the budget target of $139.90 per RVH with $125.71. For this portion of the report, the narratives for the fixed-route services have been separated between DOFR and CFR. ll FR Budget FY 2014 FY 2013 Cost / RVH $139.90 $125.71 $115.90 Cost $54.7M $50.5M $44.7M RVH 391,134 402,083 385,653 $175 $150 $125 $100 $75 $50 $25 $0 FY 2012-13 FY 2013-14 TRGET Contracted Fixed-Route CFR is under the budget target of $79.71 per RVH with $75.81 per RVH. The main reason for the under run is associated with a delayed invoice of $0.3 million. djusting for this delay, the revised cost per RVH for CFR is $78.47, which is less than two percent within the budget. CFR Budget FY 2014 FY 2013 For FY 2013-14, OCT projected a cost of nearly $140 per hour for total fixed-route service. Directly Operated Fixed-Route DOFR is under the budget target of $160.53 per RVH with $139.93 per RVH. s previously discussed, the under-run is attributed to salaries, benefits, and maintenance consumables. DOFR Budget FY 2014 FY 2013 Cost / RVH $160.53 $139.93 $124.50 Cost $46.8M $43.8M $39.1M RVH 291,300 312,877 314,118 Cost / RVH $79.71 $75.81 $78.14 Cost $7.9M $6.7M $5.6M RVH 99,834 89,206 71,535 $125 $100 $75 $50 $25 $0 FY 2012-13 FY 2013-14 TRGET FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 15
CCESS (Primary) Service CCESS is under the budget target of $76.44 per RVH with $67.90 per RVH. The primary reason for the under-run is due to a delay in paying out the September invoice. djusting for this delay, the revised cost per RVH for CCESS is $76.16, which is less than one percent within the budget. CCESS Budget FY 2014 FY 2013 Cost / RVH $76.44 $67.90 $69.71 Cost $10.2M $8.6M $8.9M RVH 133,868 127,359 127,966 $125 $100 $75 $50 $25 $0 FY 2012-13 FY 2013-14 TRGET FISCL YER 2013-14 FIRST QURTER PERFORMNCE REPORT 16