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An empirical evaluation of measures to improve bus service reliability: Performance metrics and case study in Stockholm

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(1)

An Empirical Evaluation of Measures to Improve

Bus Service Reliability

Performance Metrics and a Case Study in Stockholm

Masoud Fadaei Oshyani and Oded Cats

(2)

Service unreliability: A vicious cycle

Line 1, Stockholm

(3)

Urban

mobility

strategy

(4)

Bus preferential measures

• Running time

Right of way

Street layout

Demand management

• Crossing time

Priority in time

Priority in space

• Dwell time

Stop layout

Fare validation

[stop consolidation]

Reliability

(5)

A series of field experiments

RETT2

• Experiment – L1

• Focus on regularity, decentalization

RETT3

• Experiment – L1; L3

• Clean-operations, control center actions

• Led to its incorporation in the tendering process

RETT4

• Experiment – L4

• Additional measures – boarding, priority

• Support full-scale implementation

(6)

Adaptive headway-control strategy

Various strategies were evaluated using BusMezzo

The most promising strategy

Try to remain in the

middle

with respect to the preceding and

successive buses

• Adjust

your

speed

if possible

• Disregard

the

timetable

𝐸𝑇

𝑠,𝑙𝑘

= max min 𝐴𝑇

𝑠,𝑙𝑘−1

+

𝐴𝑇

𝑚,𝑙

𝑘+1

+ 𝑆𝑅𝑇

𝑚,𝑠

− 𝐴𝑇

𝑠,𝑙𝑘−1

(7)

Decentralized headway control

+1

-1

+2

0

0

0

[speed up

if possible]

hold/

slow down

hold/

slow

down

(8)
(9)
(10)

Also at the aggregate level –

Headway distribution

(11)

• Route

: 31 stops along 12km, cross-radial

inner-city line

• Commercial speed

: 12.56 km/hr

• Frequency

: 4-6 minutes all day long

• Vehicle

: Articulated buses

• Demand

: 65,000 passengers per day

Line 4 Stockholm

(12)

Measures

Introducing bus

lanes

on some line sections

Cancelling

4 stops

Running based on

regularity

Improving

transit signal priority

Allowing restricted

boarding

from the third door

Street layout changes

Period: 17-03-2014 – 19-06-2014

AVL (100%) and APC (15%) data

Compare with same period in 2013

Line 4 Stockholm

(13)
(14)
(15)

tar y M ea su res

Link related Operation

& Control Stop related

V eh ic le p erf or m an ce A V L APC / AF C Running time Dwell time

Reliability Demand Pattern

V eh ic le tim es Pass en ger tim es

Total trip time

In-vehicle time Waiting time

Total travel time

St

ep 1

St

ep 2

3

Evaluation

framewo

rk

(16)

Average passenger waiting time

1

𝑏

𝑘,𝑠𝑖 𝑆 −1 𝑖=1 𝑘∈𝐾

𝑏

𝑘,𝑠𝑖 𝑆 −1 𝑖=1 𝑘∈𝐾

𝑘,𝑠𝑖 𝑜

2

Average passenger in-vehicle time

1

𝑙

𝑘,𝑠𝑖 𝑆 −1 𝑖=1 𝑘∈𝐾

𝑙

𝑘,𝑠𝑚

∗ 𝑡

𝑘,𝑠𝑑𝑤𝑒𝑙𝑙𝑚

+ 𝑡

𝑘,𝑠 𝑚 𝑟𝑢𝑛𝑛𝑖𝑛𝑔 𝑆 −1 𝑚=1 𝑘∈𝐾

Average generalized passenger in-vehicle time

1

𝑙

𝑘,𝑠𝑖 𝑆 −1 𝑖=1 𝑘∈𝐾

𝑃𝐼𝑉𝑇

𝑘,𝑠𝑖 𝑆 −1 𝑖=1 𝑘∈𝐾 min 𝛾𝑘,𝑠𝑖, 1 ∗ 𝑣𝑘𝑠𝑒𝑎𝑡 ∗ 𝛽𝑘,𝑠𝑠𝑖𝑡𝑡𝑖𝑛𝑔𝑖 + max 0, 𝛾𝑘,𝑠𝑖 − 1 (𝑙𝑘,𝑠𝑖 − 𝑣𝑘𝑠𝑒𝑎𝑡) ∗ 𝛽𝑘,𝑠𝑠𝑡𝑎𝑛𝑑𝑖𝑛𝑔𝑖 ∙ 𝑡𝑘,𝑠𝑑𝑤𝑒𝑙𝑙𝑖 + 𝑡𝑘,𝑠𝑟𝑢𝑛𝑛𝑖𝑛𝑔𝑖

(17)

Estimating OD matrix from APC

(18)
(19)

More reliable fleet operations

Afternoon peak period

Total running time

Average trip time

90

th

trip time

Significantly fewer extremely long trips

-6%

-4:34

min

-6:16

(20)
(21)

Headway regularity evolution along the

routes

(22)
(23)

On-board passenger time effects

Afternoon peak period

(24)

Travel time savings

Excessive waiting time

In-vehicle time

Total travel time (1172->1056 sec)

Time savings amount to 2.8 SEK per boarding pass

Annual savings of

43.5 million SEK

for weekdays 7am-7pm

(underestimation of congestion effects)

-25%

-10%

(25)

Insights from a simulation analysis

1min

boarding

3min

control

(26)

• Systematic evaluation

of the impact of bus improvement measures

both passenger and operator perspectives

Supports

decision making and design

comparison of different implementations and their effectiveness

provide a sound basis for motivating investments in such measures

• Simulation

study to

isolate the effects of individual measures

estimate crowding variation

assess the potential benefits of truly allowing boarding from all doors

Induced

demand

(reliability, metro)/ removed demand (accessibility)

Bus operator decided to continue with headway-based control and

operations; Need to apply new

incentive

schemes

(27)

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