495/Metrowest Partnership March 15, 2018 495/Metrowest Network - - PowerPoint PPT Presentation

495/Metrowest Partnership

March 15, 2018

495/Metrowest Network

The Framingham/Worcester, Fitchburg and Franklin Lines

Framingham/Worcester Line

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• Third longest and second-busiest line in Commuter

Rail network with 44 miles of track and 18 stations.

• 16,000 inbound/outbound weekday passenger

journeys

• T took over ownership of the track in 2012 and

dispatch control in 2013. Able to prioritize passenger trains over freight

• Most amount of work done on this line under Keolis
• perations

Fitchburg Line

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• 19 Stations with 54 route miles.
• Approximately 9,500 daily round-trip journeys.
• Fully accessible Wachusett Station opened in 2016.
• Most amount of work done on this line under Keolis
• perations:
• New station
• Tie replacements
• Elimination of heat restrictions
• Brush cutting
• Double-tracking

Franklin Line

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• 16 Stations with 24 route miles.
• Approximately 12,400 daily round-trip journeys.
• 11-month Foxborough Pilot expected to begin in

2019.

• Upgrades will need to be made to the line for long term passenger

service

• Approved by FMCB in August, 2017.
• Spring 2018 there will be no weekend train service

between Forge Park/495 and Readville Station while we install PTC.

• Shuttle buses will be provided.

Performance

Reliability and seasonal preparedness

90.5% 92.1% 88.0% 68.39% 79.51% 92.00% 89.95% 90.62% 92.75% 92.50% 92.00% 86.30% 83.84% 50% 60% 70% 80% 90% 100% 12/11/2017 12/18/2017 12/25/2017 1/1/2018 1/8/2018 1/15/2018 1/22/2018 1/29/2018 2/5/2018 2/12/2018 2/19/2018 2/26/2018 3/5/2018

On Time Performance (OTP) by Week

OTP (within 5 minutes) OTP (within 10 minutes) Passenger OTP

On Time Performance

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Snowstorm on January 4th, tidal surge, and extreme cold spell Major storms on 3/2 - 3/3 and 3/7 - 3/8

1403 561 333

200 400 600 800 1000 1200 1400 1600 2015 2016 2017

Performance - Cancellations

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Worcester Line: Developing and Executing a Plan

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Plan is being implemented on Haverhill line and then will be applied to Fitchburg Line

Data analysis to identify biggest improvement opportunities Single action list targeted against biggest priorities

Selected Actions

 Change to track routing of express trains during AM Peak to avoid catching signals of local trains ahead  Increase of track speeds where possible based on safety  Appointment of ‘Worcester Line Superintendent’ to lead and coordinate efforts  First ever nine car set on Train 508, one of the worst performing trains  Change to freight train patterns in AM Peak  On time departure drive to ensure trains are leaving on time  Eliminate recurring signal issue between CP39 – CP42

Targeted studies by experienced managers on key trains and platforms

Worcester Line On-Time-Performance

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81.70% 88.40% 74.30% 78.10% 86.50% 89.40% 92.70% 96.50% 90.00% 97.70% 94.80% 92.30% 68.60% 84.20% 92.90% 93.30% 88.70% 94.50% 92.60% 93.50% 92.60% 80.10% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

Snowstorm on January 4th, tidal surge, and extreme cold spell Start of Performance Improvement Plan

Major storms

• n 3/2 - 3/3

and 3/7 - 3/8

Winter Preparation: Joint Incident Command Center (ICC)

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Improved Collaboration and Effectiveness of Incident Command Center New protocol established for joint ICC:

• Lessons learned from 2015
• Snow manager position for cross-department coordination
• MBTA and Keolis co-located in one ICC; all key depts. leads

in-person

• Incident Manager web-based & app-based tool fully deployed

to ensure clear communications and live information flow

• Improved collaboration, response times, communication,

solution development and effectiveness

• Strong relationship with, and guidance from, D. Grabauskas

Nor’easter storms: Learning Points

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An internally mounted camera show’s the engineer’s view during blizzard conditions

Three consecutive storms brought historic flooding, widespread power outages and significant snowfall

Snowbuster Flooding in Quincy

Seasonal Preparation: Slippery Rail

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Slippery rail is the biggest performance issue in the fall—and 2017 was our best season yet even as we operated more trains

500 1000 1500 2000 2500 3000 3500 4000 41 42 43 44 45 46 47 48 49

Cumulative Time Lost (Minutes) Week Number

Cumulative Minutes Lost due to Slippery Rail

(October 1 - November 30)

2014 2015 2016 2017

 Five fewer days below 80% from 2016 (12 days) to 2017 (seven days)  Brush cutting yielded a 48% improvement on the Newburyport/Rockport Lines  34% reduction in sand issues on locomotives  Significant improvement in wash train performance

Equipment Availability

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Target: 67 Locomotives Available Target: 369 Coaches Available

Asset Improvements

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Mechanical

• Highest level of equipment availability ever,

consistently maintained since May 2017

• Legacy fleet of locomotives that missed necessary

mid-life overhaul

• First ever 9 car train in service on the network

Infrastructure

• PTC fleet & infrastructure program underway with minimal passenger disruption
• Extra rail capacity delivered during Comm. Ave bridge replacement project
• Most capital and state of good repair projects ever at one time across network

Investing in the Team: Biggest Assistant Conductor Class Ever

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Class of 27 new assistant conductors graduated in January

Revenue and Ridership

Name of presentation 18

Marketing Initiatives

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DIGITAL

• Microsite
• Geofencing digital ads
• Remarketing to site visitors
• Distribute educational content
• Continued emailing after engagement/use

SIGNAGE

• Update signage at outbound stations with

TMA, emergency ride home, alternate route options MAIL

• Direct mail based on location to origin

stations (North, South, Back Bay, Porter)

• Direct mail to corporate locations for corp.

pass based on service/walkability MEDIA/PARTNERSHIPS

• TMA referral contest program
• Comcast Spotlight targeted TV advertising

DIGITAL

• Digital advertising by area
• Remarketing to destination page visitors
• Distribute educational content
• Continued emailing after engagement/use

SIGNAGE

• Update signage at outbound stations to call

attention to weekend service, wayfinding MAIL

• Direct mail based on location to outbound

stations

• Direct mail to new home buyers in the area

MEDIA

• Comcast Spotlight targeted TV advertising
• The Sports Hub (blended messaging)
• Metro weekend issues

PROMOTIONAL PRICING

• Weekend rider special fare
• r monthly pass bonus

Reverse Commuters Leisure Travelers

Total Addressable Market

Suffolk County Drive to work alone: 41.1% Average Commute: 30.6 min Use public transit: 32.6% Work outside of county of res: 45% Essex County Drive to work alone: 74.6% Average Commute: 29.3 min Use public transit: 5.7% Work outside county of res: 50.4% Plymouth County Drive to work alone: 81.2% Average Commute: 32.6 min Use public transit: 5.2% Work outside county of res: 62% Middlesex County Drive to work alone: 68.6% Average Commute: 29.9 min Use public transit: 11.8% Work outside county of res: 44.9% Bristol County Drive to work alone: 82.3% Average Commute: 27.8 min Use public transit: 2.7% Work outside of county of res: 52.6% Norfolk County Drive to work alone: 69.3% Average Commute: 33.4 min Use public transit: 14% Work outside county of res: 67.6%

Conclusion: Focus on taking share from car drivers:

• Reverse commuters leaving Boston
• South of the city (esp. Plymouth County)

Commuters

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Looking ahead

• Ten year average OTP up 2% in 2016 and 2017
• Running 6% more trains than 2014
• KCS Headcount increase of 13% since contract start
• Still work to be done: sustain performance improvements,

new switch at CP6, installation of wayside PTC infrastructure and testing

• Working closely with MassDOT and the MBTA to mitigate

any service impacts and assist with way-finding and/or provide alternate service

• Revenue/Ridership agreement and marketing campaign

that emphasizes both leisure travel and reverse commuting

@KeolisBoston

Thank you