1. Strategies to integrate third-party service providers
Anna Bragina Project Director
Christian Lacasse
Planning manager

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

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

18. 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

19. 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

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