Strategies to integrate third-party service providers Anna Bragina Project Director www.giro.ca Christian Lacasse Planning manager www.stm.info

STM Paratransit: our mission Our reliable, safe, punctual and courteous collective paratransit service contributes to the social, professional and economic inclusion of persons whose limitations have a significant and persistent impact on their mobility. 2

Key Numbers 3.6 M passenger trips (2015) 128 minibus drivers 36 years in 2016! 3.6 M passenger trips (2015) 128 minibus drivers 1,500 taxi drivers 86 minibuses operated internally 14 taxi companies + 1,275 vehicles in use 78 clerks + 14 office staff 31 maintenance employees 28 managers 5 external members sitting on admissions committee $75 M budget (2015) 88% trips handled by taxis 3

Customer profile 7.1% growth in new customers (MTQ Eligibility Criteria) 23% with psychiatric or intellectual disability Big proportion of paratransit users are 65 and more; 23% with psychiatric and intellectual disability which may different in the U.S. ; most of the transportation is for recreational and medical purposes; We have significant growths in new customers each year. > 67% aged 65 + 4 4

Service offer linked to demand Growth in recent years 0 denial until 9 pm prior to service day Number of delivered trips and distribution by type of vehicle Number of delivered trips and distribution by type of vehicle Accessible taxi Thousands 25% Standard taxi 63% 12% Minibus 5 5

STANDARD Taxi (1,000) 2,287,587 TRIPS $14.83 Types of transport STANDARD Taxi (1,000) 2,287,587 TRIPS $14.83 63% accessible Taxi (275) 903,231 TRIPS $18.68 25% MINIBUS (86) 437,492 Trips $42.74 12% 6

Taxis = 88% of transportation A winning business model with the Taxi Industry Taxis = 88% of transportation Taxis: competitive price, flexibility, service quality Planning/optimization kept in-house Service quality monitored with performance scorecard and mystery- customer program Customer satisfaction similar to rest of industry 7

Performance rating scorecard Weighting Weighting: INDICATORS TOTAL Service delivery 55% Delivery Performance (reliability + on-time performance) 50% Delivery (on-time performance – mystery customer) 5% Service quality 35%  Safety   Courtesy   Comfort and Cleanliness   Pick-up/Drop-off   Complaints/1,000 Trips 15% Billing/Collection of fares 10%   Accuracy of Billing by Taximeter   Accuracy of Fare Collection Performance rating total 100% 8

Performance rating score vs business volume (2015) Tracking performance of taxi providers Performance rating score vs business volume (2015) 9

Cost per trip 2014 EXTRA: upgrade to GIRO/ACCES 2013 1 MILLION $ BENEFIT 2015 EXTRA & Continuous improvement 2,7 MILLIONS $ BENEFIT 19.15 CAN$ (2015) Cost declined 20% in constant CAN$ between 2003 and 2013 10

Use of heuristic algorithms Leveraging technology for paratransit Ride-sharing challenges Limited vehicle and driver resources Time-sensitive origin-to-destination requests Time-dependent network congestion Variable demand Mathematical modelling Vehicle routing problem (pickup & delivery with time windows) Theoretically and computationally challenging Common approach: Use of heuristic algorithms 11

GIRO at a glance 37 years of expertise 350+ employees Integrated software solutions for transit planning and operations Bus/Subway/ Streetcar (HASTUSTM) Passenger rail (HASTUS-RailTM) Demand-responsive transportation (GIRO/ACCESTM) 12

GIRO/ACCES Scheduling and dispatch software solution How technologies can help provide real-time, on-demand transportation convenience to paratransit users? Management of door-to-door transportation services Automated scheduling and dispatching Specialized, limited-eligibility programs Services provided directly and/or through multiple contractors 13

GIRO/ACCES powerful routing algorithms Immediate automated trip scheduling and confirmation Offers most cost-effective solution at booking time Matches customers to appropriate mode/contractor Continuous optimization of schedules as they evolve Takes into account changing demand and supply Various optimization techniques Multiple scheduling servers Allows for parallel optimization of several schedules Provides scalability for large operations (already used for 12,000 trips per day) 14

Further reduce costs while servicing variable demand GIRO/ACCES optimizing service delivery in real time Continuous real-time optimization throughout operation day Leverages real-time connection with in-vehicle mobile computers and advanced passenger information tools Automated run generation and assignment to taxi or TNC providers When seamless communication with taxi dispatch systems is available Based on vehicle availability and budget restrictions Further reduce costs while servicing variable demand 15

Central planning scheduling and optimization Global view of demand and supply Increase possibilities for economies of scale Build runs centrally Subcontract delivery Include more cost-effective resources Use taxi or available TNC to better adjust available resources to demand Continuous optimization Improve performance and management of capacity 16

Optimizing day to day at the STM Measuring our results Analyzing/understanding Experiments and plans Taking actions Continuous improvement 17

is on its way! Projected earnings: $20 M over next 10 years 18 Upgrade the Control center Connect taxi dispatch systems to GIRO/ACCES Manage billing based on GPS Connect in-vehicle MDT to GIRO/ACCES Improve Passenger Information tools Projected earnings: $20 M over next 10 years 18

Final thoughts Centralized planning and optimized taxi integration can play a significant role in achieving low costs STM reduced average cost per trip while maintaining 94% customer satisfaction Technological advancements can further contribute to better adjust resources to demand and improve performance and efficiency

Thank you Christian Lacasse Planning manager www.stm.info Anna Bragina Project Director www.giro.ca