annual performance report 2008 - app06.ottawa.ca · the second edition of an annual occurrence, ......

Introduction

This document has been prepared by OC Transpo, the Transit ServicesDepartment of the City of Ottawa, as both a snapshot and a scorecard ofhow transit services were planned, operated and managed in 2008. This isthe second edition of an annual occurrence, which serves to monitor andassess how transit services are evolving from year to year.

A Transition Year

2008 was marked by a labour strike by the Amalgamated Transit UnionLocal 279 representing bus operators and mechanics, among others.Service was disrupted from 10 December until the end of January 2009.

Prior to the labour dispute, 2008 had seen major changes initiated in theway business is run at OC Transpo:· the opening of the new Integrated Transit Control Centre;· the establishment of a triage protocol between Transit Operations

and Transit Law for responding to calls from the street;· the transfer under the General Manager’s responsibility of more than

700 employees in Transit Fleet Maintenance and related areas fromelsewhere in the Corporation;

· the development of a Marketing Plan to emphasize the customerexperience;

· the reinstitution on a fuller scale of cyclical training for bus operators; and· the completion of the Strategic Branch Review, laying new grounds

for how transit services are thought of in our City.

As a direct outcome of the Strategic Branch Review, significant efforts went into revisiting how success is measured and how performance measures are captured. This edition of the Annual Performance Report features more performance measures than were reported last year, as more became implementedin 2008. In certain cases, significant improvements have also been made to the nature of what is measured, to the way the supporting data are collected or how they are processed.

Where changing a performance measure marks a departure from the past, it admittedly complicates making comparisons over time. However, the measurement changes brought about this year all serve to transition toward a truer picture of performance at OC Transpo.

1Transit Services Annual Performance Report 2008

Annual Performance Report 2008

Being More Accountable

OC Transpo is more resolved than ever to increase its accounta-bility, not only internally but also to Council and to the transit cus-tomers themselves, both actual and potential ones. The majoractions initiated in 2008 are all in line with the key objectives ofOC Transpo:

· To create an accountability-based framework for all strategicactivities, with clear specifications, consistent actions andclient-focussed metrics;

· To establish a quality-driven organizational framework, withmeasurements and continuous improvement processesdefining agendas;

· To create a financially sustainable framework for servicedelivery, where activities are aligned with clients’ needs, suc-cess targets and Council goals;

· To increase transparency and adherence to Council man-dates, with Councillors having pertinent and timely informa-tion on Transit activities, and public discourse being fact-based;

· To create a new relationship with front-line employees,where meeting service standards are valued as the founda-tion for building employee satisfaction and where accounta-bility is desired, not shunned;

· To maintain control over business risks and to capture oppor-tunities, with a marketing team striving to meet client needsand to create value for Transit Services in Ottawa; and

· To integrate Transit within Planning and Environment objec-tives, with Transit having a measurable impact on quality oflife of citizens.

Together, performance measures and standards contribute tofostering a culture of service excellence, through the implemen-tation of best practices. Over time, the Annual PerformanceReport is intended to serve as a barometer of success at OCTranspo.

2 Transit Services Annual Performance Report 2008

What’s InsideThe Strategic Branch Review of the Transit Services Departmentidentified four core outcomes for OC Transpo: ease of mobility,economic efficiency, accessibility and environmental efficiency.The services provided by OC Transpo toward achieving theseoutcomes were also defined, the main ones being conventionalservices (regular transit, commuter transit and school transit) andparatransit. As well, all the work that needs to be accomplishedat OC Transpo for providing these services was aligned into ninekey strategic activities: system planning, quality management,marketing and public relations, service delivery, demand monitor-ing, asset management, safety management and enforcement,and revenue management.

The performance measures presented in this AnnualPerformance Report cover a full cross-section of those out-comes, services and strategic activities


Ease of mobility

Economic efficiency

Accessibility

Environmental efficiency

Policy-Level Performance Measures

4

The first group of performance measures reported in the following pages are policy-level measures. Theseare the transit performance measures that are linked to standards set by Council. The policy standards arereferred to in the Annual Performance Report for convenience.

70%82%

59% 65%

0%

20%

40%

60%

80%

100%

% R

espo

nden

ts

givi

ng a

pos

itive

rat

ing

2007 2008

Transit Users

Transit Users

Non-Transit Users

Non-Transit Users

Conventional ServiceQuality ManagementCustomer satisfactionwith the overall service

The policy standard for customer satisfaction is to exceed that of 2007/Spring 2008, with a target of sus-tained increase from year to year. The standard was met for 2008 (Fall 2008) for both transit users andnon-users.

A repeat of the Spring 2008 attitude survey of Ottawa residents, based on 2007 focus groups, was con-ducted in the Fall of 2008. This latest survey found that OC Transpo was given a positive overall rating by agrowing portion of transit users and a growing portion of non-transit users as well. 82% of respondents whouse transit rated OC Transpo overall as “good” or “very good”.

Transit Services Annual Performance Report 2008

The policy standard for ridership is to exceed that of 2007, with a target of sustained increase from year toyear. The standard was met for the first 11 months of 2008, but not for the full year, due to the service disrup-tion in December 2008. Conventional services experienced an unprecedented level of ridership over the first11 months of 2008, sustaining growth in excess of 4% over that period for the second year in a row. Full-yearridership registered a net decrease of 1.8% in 2008 compared to 2007. Rural route ridership, which repre-sents a little less than 0.5% of the total ridership, also decreased by about 2% in 2008.

Measured against the population of the Urban Transit Area, the rate of passenger trips per capita decreasedby 2.4% to 120 in 2008, from 123 in 2007. Measured against the employed labour force in the City, the rateof passenger trips per employed resident in 2008 decreased by 4.5% compared to 2007. This can be attrib-uted in part to the slowing down of the economy that started in Fall 2008. Economic factors govern trip-mak-ing in general – by any mode of transportation, including car. The interest in the trip rate per employed labourforce is that it reflects more closely than the trip rate per capita those changing conditions that affect trip-making.

82.3

89.693.9

(-1.8%)91.8

(+2.5%)95.6

(+4.1%)

84.3(+2.4%)

87.8(+4.1%)

91.4(+4.2%)

192.8 189.8 196.9 198.2 *

0

50

100

150

2005 2006 2007 2008

Mill

ions

of p

asse

nger

trip

s

0

30

60

90

120

150

180

210

240

Pas

seng

er tr

ips

per e

mpl

oyed

resi

dent

Millions of passenger trips (Dec)Millions of passenger trips (Jan-Nov)Passenger trips per employed resident

* extrapolated to adjust for strike

Conventional ServiceDemand MonitoringRidership


Paratransit ridership has grown very slightly in 2008. While ParaTranspo has for a number of years nowbeen operated as a fixed-capacity model, 2008 was the first full year that vans and contracted taxis wereoperated in an integrated way, increasing operating efficiency (dispatching the right type of vehicle) andconvenience to customers (reducing their wait time). The number of passengers reported here includesregistered customers but excludes attendants and companions who may have travelled along with them.Rural ridership now represents over 19% of the total ridership, having increased by 9% in 2008 over2007, following a jump of 37% over 2006.

Area coverage indicates the degree to which the transit system reaches out to households and jobs. Theproposed policy targets for area coverage within the Urban Transit Area during the peaks are for 95% ofall households, and the work locations of 95% of all employees, to be within a 5-minute walk of a bus stopor Transitway station. Outside of the peaks, the target is for 95% of all households to be within a 10-minute walk.

In 2008, all three targets were exceeded. 98.8% of work locations were within a 5-minute walk from thetransit system during the peaks.

ParatransitDemand MonitoringRidership

Conventional ServiceSystem PlanningArea Coverage (Reach)

620 611 593454

75 83 108252

0

200

400

600

800

2005 2006 2007 2008

Thou

sand

s of

pas

seng

ers

(exc

ludi

ng a

ttend

ants

& c

ompa

nion

s)

Van and sedan service Taxi service

Total = 707(+0.9%)

Total = 700(+0.8%)

Total = 695(-0.1%)Total = 695

1.1% 0.2% 0.2%0.4%

99.2%98.6%

0%

20%

40%

60%

80%

100%

0 -400m

400 -600m

600 -800m

0 -800m

800 -1000m

1000 -1200m

Distance from transit

% o

f hou

seho

lds

Peak service Off-peak service


58%

28%35%

60%

0%

10%

20%

30%

40%

50%

60%

70%

2007 2008

Pas

seng

er-k

ms

per s

eat-k

m

(mor

ning

pea

k)Transitway, Radial and Through Routes - InboundCirculator and Inbound Feeder RoutesCross-town RoutesExpress and Rural Express Routes

2007 datanot available

A key measure of transit efficiency, occupancy measures how much of the transit service capacity offeredby OC Transpo is consumed by customers. For an individual route, it is the actual sum of passenger-kilo-metres travelled per seat-kilometre offered. The nature of travel demand varies widely across route typesand by direction of travel (inbound vs. outbound). The average occupancy varies accordingly for differentgroups of routes. Radial routes are those going to downtown in the morning. Circulators and feeder routesare mostly short, local routes. Cross-town routes connect neighbourhoods without serving downtown.

The proposed policy standard for each group of routes is for average occupancy to equal or exceed thatof 2008. The policy target is to maintain or improve occupancy from year to year, subject to a maximumyet to be established. The TransPlan process will work toward the policy target for occupancy. By identi-fying the latent capacity of under-performing routes, occupancy measures will support the process ofimproving capacity elsewhere on the system, thus benefiting other users.

Conventional ServiceSystem PlanningOccupancy


The proposed policy target is for OC Transpo bus trips to adhere to published schedules 90% of the time.The new policy standard of what constitutes running “on time” is not to run early and to be no more than fiveminutes late – in line with an industry standard. Throughout 2008 however, bus operators were stillprompted on board buses with the former on-time standard of no more than 2 minutes early and 3 minuteslate. Measured against this standard, reliability reached 81% at time points during the morning peak in 2008.

Starting in 2008, on-time performance is no longer measured at specific time points only but instead,thanks to the full use of global positioning system information, at all points along all routes, at all times.Applying this new capability, on-time performance for 2008 is reduced from 81% to 73%, as buses weremore often on time at time points than elsewhere. The graph shows that applying the new time bound-aries sets the baseline at 53%. A sizeable improvement should be readily achieved with operatorsadjusting to the new time boundaries now prompted on board buses.

Conventional ServiceQuality ManagementOn-time performance


99.34%99.45%

99.28%99.16%

99.67%99.70%99.59%

99.43%

99.0%

99.2%

99.4%

99.6%

99.8%

100.0%

% S

ched

uled

veh

icle

trip

spl

aced

into

ser

vice

target=100% target=100%

2005 2006 2007 2008

Weekday service

Weekend service

2005 2006 2007 2008

11%

46%

2%2%

27%

7% 5%

2008

% O

n-tim

e se

rvic

e(m

orni

ng p

eak)

target = 90%

Early -5 -2 0 +3 +5 +10 Late

On-time

In the context of a business focus on increasing asset productivity, the policy target for availability is 100% by 2012.

2008 will be remembered for its extraordinary snowfalls and the increased wear and tear they caused to thebus fleet. These conditions acted to offset what would have otherwise been a positive performance. As a casein point, on Sunday, 9 March 2008, the transit system effectively shut down for a few hours, due to a majorsnowstorm. That day alone accounted for a 0.44% decrease in the average Sunday service availability.

Conventional ServiceService DeliveryService Availability

When making a reservation, paratransit customers are given a 30-minute window as their pick-up time ifserved by van and a 15-minute window if served by taxi. In 2008, ParaTranspo came very close to meet-ing the policy target of 95% of passengers picked up within that policy standard of a 30-minute window.

The policy standard for security is for the annual number of offences per 100,000 passenger trips not toexceed that of 2007. The policy target is for sustained improvement in offence rates from year to year. In2008, the rate of criminal offences remained 10% below that of 2006, but it rose above that of 2007, theyear transit special constables were introduced and the effect of their visibility most noticed.

In spite of the increase in criminal offences handled by special constables from 2007 to 2008, the per-ception of safety also increased in 2008. The Fall 2008 attitude survey asked customers to rate how uni-formed law enforcement personnel and video surveillance made them feel more secure, and how confi-dent they were that OC Transpo staff could help quickly in case of an incident. On a scale from 1 (strongdisagreement) to 10 (strong agreement), the average rating increased to 6.6, compared to 6.5 in theprevious survey. As part of improved control over business risks, safety management systems will berecognized as benchmarks and integrated with operational procedures and controls.

ParatransitQuality ManagementOn-time performance

Conventional SevviceSafety Management andEnforcementSafety and security


94%(includes

taxi service)

94%(excludes

taxi service)

94%(excludes

taxi service)

96%(includes

taxi service)

0%

25%

50%

75%

100%

2005 2006 2007 2008%

Rid

ers

pick

ed u

p w

ithin

pr

omis

ed w

indo

w

0.74

0.500.67

6.66.5

0.00

0.25

0.50

0.75

1.00

2005 2006 2007 2008

Crim

e ra

te (o

ffenc

es p

er

100,

000

pass

enge

r trip

s)

0

2

4

6

8

10

Saf

ety

satis

fact

ion

inde

x(1

to 1

0)

Crime rate Safety satisfaction index

2005 data not available

The policy standard for safety is for the annual number of preventable accidents per 100,000 vehicle-km notto exceed that of 2007. The policy target is for sustained improvement in preventable accident rates fromyear to year. In 2008, the rate at which OC Transpo buses are involved in collisions that are preventable bythe operators increased for the first time in 4 years, from 0.61 to 0.66 collisions per 100,000 vehicle-km.

The rate of non-preventable collisions (which represent more than three-quarters of all collisions) alsoincreased, from 1.99 to 2.05 collisions per 100,000 vehicle-km. As part of safety management systems,safe driving recognition will be integrated with operational procedures. The reinstitution of cyclical trainingon a fuller scale was started in the latter part of 2008.

For conventional transit operations, Council has set as a policy standard a minimum of 50% of operatingcosts to be covered by passengers’ fares and other revenue, with 55% set as a target.

The level of cost recovery fell below the standard in 2008. Major contributors were the large increase infuel cost and very limited revenue in the month of December, due to the service disruption and subse-quent fare refunds. For the period running until 2012, the business focus is set on increasing asset pro-ductivity, station revenue sources and property development.

Conventional ServiceSafety Management andEnforcementVehicle collisions

Conventional ServiceSystem PlanningOperating cost recovery


0.61 0.61 0.61 0.66

1.74 1.561.99 2.05

0.0

1.0

2.0

3.0

2005 2006 2007 2008

Col

lisio

ns p

er 1

00,0

00 v

ehic

le-k

m

Preventable collisions Non-preventable collisions

Total = 2.17

Total = 2.60 Total = 2.71Total = 2.35

50% 51% 50% 47%

0%

20%

40%

60%

2005 2006 2007 2008

% D

irect

ope

ratin

g ex

pens

esco

vere

d by

tota

l rev

enue

The policy target for accessibility is to remove 100% of barriers in the areas of customer service, trans-portation and the built environment. With all new buses acquired having low floors, the portion of the busfleet that is low-floor continued to increase in 2008, reaching 75%.

Elevators and escalators at the Transitway stations were in service about 94% of the time. The comple-tion of an accessibility audit and evaluation is planned for the end of 2009, which will help in efforts tomake OC Transpo a 100% barrier-free transit system.

The policy standard for CO2 emissions is for the annualized rate of grams of CO2 equivalent emissionsper vehicle-km not to exceed that of 2007. The policy target is for sustained improvement in emissionrates from year to year. In 2008, the rate of CO2 emissions decreased by 1.5% over that of 2007.

The rate at which buses emit greenhouse gases can be affected by passenger loads, driver behaviour,fuel blends and vehicle and engine specifications. An objective of OC Transpo is to set programs inplace toward carbon reduction, noise abatement, and chemical and solid waste reduction.

Conventional ServiceQuality Management/AssetManagementVehicle and stationaccessibility

Conventional ServiceAsset ManagementGreenhouse gas emissions


94.1%75%(761

buses)

70%(713

buses)

65%(626

buses)

57%(524

buses)

94.0%

0%

20%

40%

60%

80%

100%

2005 2006 2007 2008

Low-floor buses (% of fleet)Elevator and escalator in-service rate (% of days)

Elevator and

escalator datanot

available

Elevator and

escalator datanot

available

1,824 1,710(-1.5%)

1,737 (+1.0%)

1,720(-5.7%)

0

500

1,000

1,500

2,000

2005 2006 2007 2008

Gra

ms

CO

2 eq

uiva

lent

per v

ehic

le-k

m

The performance measures reported in the following pages complement the policy-level measures describedabove. They are of two types: business measures that relate to performance and quality measures thatrelate to consistency. As standards are set for these types of measures over time, they will be included here.

In response to growth, the number of kilometres travelled by OC Transpo buses while in revenue servicerose by 2.3% in the first 11 months of 2008 compared to the same in 2007. The service disruption inDecember 2008 translated into a net decrease of 3.3% for the year 2008 compared to 2007.

Conventional ServiceSystem PlanningService provided


39.6

43.3

45.6(-3.3%)

45.7(+5.5%)

47.2(+3.2%)

44.3(+2.3%)

43.3(+3.1%)

42.0(+6.2%)

0

15

30

45

60

2005 2006 2007 2008

Mill

ions

of b

us re

venu

e-km

Revenue kilometrage in Dec (millions of km)Revenue kilometrage from Jan-Nov (millions)

The average speed experienced by transit users on board buses in Ottawa is consistently high thanks to theTransitway infrastructure. The network speed stayed essentially the same in 2008 as in the previous two years,as was expected. (Note that the speed values reported here are slightly different from those reported last year,based on more accurate calculations). The splitting of some major routes running across town had no negativeeffect on network speed. The business focus is to increase convenience by reducing the total travel time of cus-tomers, from accessing the system, through waiting for service, to reaching their final destination. Accordingly,this performance measure will be replaced in the future by a stronger indicator of total travel time.

Conventional ServiceSystem PlanningNetwork speed

26.0 26.5

(-0.7%) 26.7

(+0.1%) 26.7

(+2.6%)

0

10

20

30

2005 2006 2007 2008

Km

per

hou

r

Additional Performance Measures

The productivity of buses is described in terms of the average in-service distance travelled in the courseof a day by any given bus that is part of the peak fleet. Productivity has bounced back slightly (by a littleover 1%) in 2008.

Conventional ServiceSystem PlanningProductivity


156157

(+1.1%)155

(-3.0%)160

(+2.8%)

0

50

100

150

200

2005 2006 2007 2008

Bus

reve

nue-

km

per v

ehic

le p

er d

ay

OC Transpo offers over 6,600 parking spaces for access to the transit system by car. 5,369 of thosespaces are concentrated in 11 major Park-and-Ride lots that service all sections of the Transitway.Utilization remains high. The building of 4 more lots is planned for 2009-2010.

Conventional ServiceSystem PlanningPark-and-Ride utilization

47085369

(+4.0%)5161

(+9.6%)

80.8% 80.2% 81.3%

0

2,000

4,000

6,000

8,000

2006 2007 2008

Urb

an P

ark-

and-

Rid

e sp

aces

0%

25%

50%

75%

100%

Number of spaces available Average weekday utilization


Unscheduled operator absences compound the challenge of delivering the service as scheduled.Unscheduled absenteeism has remained constant in 2008, consuming 6.4% of operators’ overall paidtime – primarily for personal illness, but also including family illness, injury and tardiness.

Conventional ServiceService DeliveryOperator Absenteeism

6.9%5.9% 6.4% 6.4%

0%

2%

4%

6%

8%

2005 2006 2007 2008

Uns

ched

uled

abs

ente

eism

rate

(% o

f tot

al p

ay h

ours

)

The rate of mechanical failures is a measure of transit fleet maintenance reliability. It is based on theactual number of breakdowns of buses assigned for service that required those buses to be pulled out ofservice. There were 19,293 such breakdowns in 2008. (Figures for years prior to 2008 were estimates,using internal bus trip codes as a proxy.) A measure of operational effectiveness is the ability to minimizethe number of bus service trips affected by mechanical failures and therefore the number of customersimpacted. Almost half of the breakdowns in 2008 did not translate into any bus trip being cancelled.

Conventional ServiceAsset Management/Service DeliveryMechanical failure rateand impact on service

47%

22%32%

35.833.8

29.232.2

0%

20%

40%

60%

80%

2005 2006 2007 2008

% M

echa

nica

l fai

lure

s

0

10

20

30

40

Mec

hani

cal f

ailu

res

pe

r 100

,000

veh

icle

-km

No interruption to serviceSome interruption to serviceService fully cancelled





The average length of time that buses remain out of service following failure is a key measure of transitfleet maintenance efficiency. In 2008, buses requiring to be pulled out of service because of mechanicalfailure were repaired and made available again on the same day in 72.4% of cases. The business focusis set on reaching utilization of 90% of the bus fleet. Toward that target, the nature of bus mechanicalfailures reported while in service will be analyzed.

Conventional ServiceAsset ManagementVehicle down time

15.9% 10.4% 1.3%

72.4%

0%

20%

40%

60%

80%

2007 2008

% U

nsch

edul

ed m

aint

enan

ce

by v

ehic

le d

own

time

Repaired same day Repaired next dayRepaired in 2-7 days Repaired in more than 7 days


In 2008, transit passengers voiced more than 1,821 compliments about operator behaviour (or 19.4 permillion passenger trips), continuing an upward trend from previous years. At the same time, the rate ofoperator-related complaints increased significantly, from 28.8 to 36.8 complaints per million passengertrips. Of note in 2008 were complaints relating to strollers and to stops not being called out. Both issuesgenerated media coverage that may have heightened customers’ perceptions of them. The MysteryShopper program initiated in 2007 was expanded toward the end of 2008, to provide unbiased measure-ment of a number of aspects of service quality.

Conventional ServiceQuality ManagementCustomer satisfactionwith the operators

16.2 13.9 17.2 19.4

(30.3) (32.9) (28.8)(36.8)

(40)

(20)

0

20

40

2005 2006 2007 2008

Rat

e pe

r mill

ion

pass

enge

r trip

s

Rate of compliments Rate of complaints

Technology allows transit systems to reduce customers’ dependency on non-automated points of servicefor obtaining the information they need. The rate at which customers are using OC Transpo automatedinformation channels has continued to increase in 2008.

Conventional ServiceMarketing and PublicRelationsAccess to electronicinformation


2.5 3.0 3.8 3.42.1 2.6 2.3 3.1

13.6 13.3 13.1 13.3

0

5

10

15

20

25

2005 2006 2007 2008R

ate

per h

undr

ed p

asse

nger

trip

s

Travel Planner sessions Other website visits560-1000 system calls

Total = 18.2 Total = 18.9 Total = 19.8Total = 19.1

Customer service personnel try to resolve as many complaints and enquiries as possible during initial cus-tomer contact, and to respond as quickly as possible to issues that need more time. In spite of the fastgrowth in OC Transpo customer base and a 19% increase in complaints and enquiries in 2008, the callcentre succeeded in increasing the proportion of complaints and enquiries resolved at the point of contact.Issues requiring a response beyond that which could be provided at the point of initial contact increasedby 6%, yet the number of days required to respond to these remained the same in 2008 as in 2007.

Conventional ServiceMarketing and PublicRelationsResponse to complaints andenquiries

68% 67% 61% 66%

34%32% 33% 39%

1110 10 11

0%

25%

50%

75%

100%

2005 2006 2007 2008

% C

ompl

aint

s an

d en

quiri

es

0

2

4

6

8

10

12D

ays

to re

spon

d

Proportion resolved at point of contactProportion requiring additional responseAverage days to respond


Recent cost pressures on transit operations have been significant. The total direct operating cost per vehi-cle-km for conventional transit rose by 12% from 2007 to 2008. Fuel accounted for 16% of the direct oper-ating costs of conventional transit in 2008, up from 13% in 2007. The cost of operating ParaTranspoincreased substantially, in part due to an increase of about 10% in taxi rates.

Conventional ServiceSystem PlanningOperating efficiency

$3.74 $3.64 $3.80 $4.09

$2.13 $2.13 $2.33$2.80

$0.53 $0.57 $0.57$0.79

$0.24

$-

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

Dol

lars

per

veh

icle

-km

Direct operating cost (non-fuel) Fuel cost

2005 2006 2007 2008 2005 2006 2007 2008

Conventional transit

Paratransit

Tot =$4.27

Tot =$4.22

Tot =$4.37

Tot =$4.88

Tot =$3.03

Total direct operating cost

The proportion of passengers using regular and express passes has increased in 2008 compared to 2007,while in relative terms, there has been a decrease in the use of discounted passes (senior pass, commu-nity pass, annual pass and regular Ecopass). The business focus is to propose a fairer structure of transitfares, tied with the revenue-cost ratio, and to enhance product management to go after new growth mar-kets. At present, about 84% of fare revenues are generated by regular transit, 14% by commuter transit(express and rural routes) and 2% by school transit (600-series routes).

Conventional ServiceRevenue ManagementRidership by fare type

14% 19% 20% 19%

50% 45% 44%

11% 11% 11% 12%

26% 25% 25% 25%

43%

0%

25%

50%

75%

100%

2005 2006 2007 2008

% R

ider

ship

Full fare (cash, ticket, daypass)Commuter/express pass (adult/student/Ecopass/semester express, rural)Regular pass (monthly adult/student, semester regular)Discounted pass (senior/community, annual, regular Ecopass)


The number of fare enforcement officers was substantially increased in 2008 from previous levels.Adjustments were also made to enforcement, monitoring and reporting, for the purpose of a morerigourous rate of fare non-compliance. As a result, the graph shows that provincial offences represented1.1% of all transit passengers checked in 2008.

Conventional ServiceSafety Management andEnforcementFare non-compliance

1.1%

5.6%

0.5%

0%

2%

4%

6%

8%

10%

2007 2008Fa

re n

on-c

ompl

ianc

e

Provincial Offence Notices Written Warnings Verbal Warnings

2007 datanot

available

Total = 7.3%

Transit customers, especially those who have visual impairments, are greatly assisted by “next stop”announcements. By the end of 2007, the rate of calling out major stops had reached 40% overall.Sustained efforts through 2008 have seen that rate exceed 80% on Transitway routes and 66.5% on allother routes. Efforts will continue until an automated system is installed, which will address several otherneeds as well.

Conventional ServiceQuality ManagementCalling out major stops

40.0%

75.6%

52.4%66.5%

80.1%

0%

20%

40%

60%

80%

100%

% M

ajor

sto

ps c

alle

d ou

t

Jan - June 2008 July - Dec 2008

All routes Transitway routes All other routes

End of 2007


Newer buses are heavier than older ones, they carry more energy-consuming equipment and all featureair conditioning systems. Yet, fuel consumption per 100,000 vehicle-km decreased slightly in 2008 for alltypes of buses built in 1993 or after, including all articulated buses. An objective of OC Transpo is to reac-tivate a program of eco-driving for bus operators and monitor fuel consumption more closely.

Conventional ServiceAsset ManagementFuel consumption

52.5

53.1

53.4

53.859

.8

57.3

56.6

57.4

58.6

56.0

55.9

54.262

.2

60.4

60.3

60.3

84.0

83.1

83.6

83.2

30

50

70

90

2005 2006 2007 2008

Litre

s pe

r 100

veh

icle

-km

40-foot (1990 and earlier) 40foot (1991-1993)40-foot (1993-1998) 40-foot (1999 and later)60-foot (2001 and later)

annual performance report 2008 - app06.ottawa.ca · the second edition of an annual occurrence, ......

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