TO: AC Transit Board of Directors
FROM: Salvador Llamas, General Manager/Chief Executive Officer
SUBJECT: Service Reliability Report
BRIEFING ITEM
AGENDA PLANNING REQUEST: ☐
RECOMMENDED ACTION(S):
Title
Consider receiving the semi-annual Service Reliability Report for AC Transit Fixed Route Services covering the first half of Fiscal Year 2025-2026.
Staff Contact:
Aaron Vogel, Chief Operating Officer
Body
STRATEGIC IMPORTANCE:
Goal - Convenient and Reliable Service
Goal - Safe and Secure Operations
Goal - High-Performing Workforce
Initiative - Service Quality
This semi-annual Service Reliability Report presents a detailed assessment of the District’s operational performance for Q1 and Q2 of FY2026 and supports three Strategic Plan goals as follows: Convenient & Reliable Service, Safe & Secure Operations, and a High-Performing Workforce.
BUDGETARY/FISCAL IMPACT:
There are no budgetary or fiscal impacts related to this report
BACKGROUND/RATIONALE:
The Service Reliability Report provides a comprehensive overview of service reliability, fleet cleanliness, rider safety, and staffing trends, measured by established Key Performance Indicators (KPIs) that support transparent, accountable, and data-driven decision-making.
The report includes two supporting attachments:
Attachment 1 - Data Visualization (July - December 2025):
Figures and tables that display historical trends of KPIs along with comparative benchmarks.
Attachment 2 - Trips Not Operated (July - December 2025):
A breakdown of missed trip patterns by service type and route.
GOAL: Convenient and Reliable Service
SERVICE OPERATED PERCENTAGE (ATTACHMENT 1, FIGURE 1)
The Service Operated (SO) KPI measures the percentage of scheduled transit trips that are successfully completed. The District has a SO target of 99.5%. During the first half of FY2026, Service Operated averaged 98.31%, a 1.68% improvement over the prior period's average of 96.62%. With a smaller dataset, there was little variation when viewed on a quarterly basis, with Q2 averaging 98.17% from 98.44% in Q1. The District fell slightly below the 99.5% target in each month of Q2: 98.14% in October, 98.51% in November, and 97.87% in December.
To improve the District’s SO KPI percentage, staff continuing its collaboration with Amalgamated Transit Union (ATU) Local 192 to implement the Trunkline Incentive Program (TIP) pilot which launched last June to further improve SO. The TIP pilot offers a $2-per-hour incentive for driving the high - frequency trunk lines - 1T, 6, 9, 18, 40, 51A, 51B, 57, 72, 72M, 72L and 97 with the goal of maintaining a 98% cumulative SO target on those lines. While this initiative is still being evaluated for its effectiveness, it has been a contributing factor to the recent SO improvement.
ON-TIME PERFORMANCE (ATTACHMENT 1, FIGURE 2)
On-Time Performance (OTP) remains one of the clearest indicators of how well our bus network is working for riders. Behind every percentage point, the District is balancing what our community expects with the conditions we operate in each day.
During the first half of FY2026, the District implemented Realign, the most significant service adjustment in years. The OTP goal was 75% percent, which was increased this fiscal year by 3% from the previous fiscal year goal of 72%. The District achieved 72.87%.
As is typical, July saw a temporary improvement in OTP as Supplementary School service was deactivated, and seasonal conditions reduced roadway congestion. Beginning in August and extending through October, however, performance trended downward in August to 72.51%, September 70.26%, and October 70.62%.
Large-scale service changes almost always result in short-term performance adjustments. Realign required new run cuts and operator assignments, recalibrated schedules, adjusted layover times, updated signage, revised headways, and synchronization of real-time data systems. Because these components function as an integrated system, the ripple effects of individual challenges are most accurately assessed and corrected once service is operating in real-world environments.
Coupling the service change, regional traffic patterns have shifted significantly. In June, the City of Oakland requested that City employees return to the office four days per week. In July, State employees resumed in-person work and in August, the City and County of San Francisco followed. These phased returns resulted in a substantial increase in roadway congestion across the East Bay and routes into San Francisco, precisely as Realign was being activated.
Initial runtimes, developed prior to these shifts, did not fully reflect the new operating environment. For example, a three-to-five-minute variance per trip, due to longer travel and dwell times, compounded across multiple runs throughout the day, affected systemwide OTP. In response, Staff implemented more than 50 schedule modifications, as documented in the December 10, 2025 Staff Report 25-542 on the Winter Service Change. Incorporating substantial employee, rider and community input, the changes added more realistic travel times and additional trips to improve OTP and better match today’s traffic patterns and ridership demand.
Q2 reflects encouraging stabilization and improvement. As Bus Operators gained repetition and familiarity with their new routes performance strengthened. OTP improved to 72.79% in November and 73.15% in December.
While the District did not exceed its Q1 target, the decrease was marginal and aligned with expectations for a service change of this sweeping scale. Importantly, Q2 data demonstrates forward momentum.
FIRST TIMEPOINT ON-TIME PERFORMANCE DEPARTURE BASED (ATTACHMENT 1, FIGURE 3)
Board Policy No. 545, “Service Standards and Design Policy,” adopted in January 2026. Part of its Service Quality Measures was the establishment of a First Timepoint Departure KPI, with a targeted goal of 95%. Under this policy, a departure is considered on time when it occurs within 0-1 minutes (0-60 seconds) of the scheduled time.
During the first half of FY2026, the First Timepoint OTP (1stTpOTP) averaged 33.70%. The current results serve as a baseline and starting point for staff, highlighting where operational improvements are most needed by focusing on critical time points to help identify root causes of unreliability and guide targeted initiatives. While this is a new KPI, staff has been anticipating its adoption and took this into consideration with the Winter Service Change by continuing operator restroom access improvements, adding more run time and layover time to schedules. Starting with this sign up, staff is piloting a campaign to monitor Fruitvale BART, the most frequent departure location in the system to better identify root causes in order to come up with strategies to implement and improve service quality.
TRIPS NOT OPERATED BY SERVICE TYPE/ROUTE (ATTACHMENT 2, SECTIONS 1 - 3)
By monitoring trips not operated, staff can analyze patterns, address issues such as staff shortages or mechanical failures, implement corrective measures to minimize disruptions, and communicate service reliability to the public.
Data on Trips Not Operated (TNO) is provided in two formats: service type (Attachment 2, Sections 1-2) and route (Sections 3-4) to support targeted analysis and informed decision-making.
During the first half of FY2026, there were 885,049 Planned Revenue Trips. Of these, 870,156 were operated as planned (98.3%) while 14,893 were not. No Workforce Reasons accounted for 5,537 or 37% of the trips not operated with Service Disruptions, Road Calls, Accidents, and other categories accounting for the remaining not operated trips.
To strengthen operations, New Bus Operator (NBO) class deployments were prioritized to divisions facing the greatest workforce challenges, ensuring limited resources are focused where they can most effectively improve service reliability and reduce missed trips.
RIDERSHIP (ATTACHMENT 1, FIGURE 4)
From July to December 2025, system-wide total monthly ridership averaged 3.3 million and cumulatively reached 20.0 million for the 6-month period. This 6-month period reflects a -0.6% Y-Y change from the prior year. A key event during this period was the implementation of Realign service plan, which went into effect in August 2025.
The implementation of Realign created longer routes, allowing some riders to complete their trips on one bus instead of two. While this change benefits riders, the ridership data records only one unlinked trip rather than two, resulting in a lower overall ridership count. Additionally, the Realign implementation encountered unexpected issues with schedule reliability, which the District addressed in the Winter Service Change. These reliability improvements are expected to enhance OTP and the customer experience on several routes.
Increasing ridership is dependent on a number of factors, including identifying the right audiences with the right messages, educating and informing new riders about riding AC Transit, and encouraging previous riders to return. Ridership patterns pre-COVID are very different than a post-COVID environment, and previous riders who found new travel methods will be included in targeted messaging and marketing materials. Additional messaging focusing on new service will be a part of any rider marketing campaigns, as will increasing ridership through strategic marketing partnerships and attention to the District’s existing ridership-generating programs like EasyPass.
In Spring, the District will be conducting its second Customer Satisfaction Survey, which will provide critical insight into how our customers and riders feel about the District’s current service and program offerings, as well as identifies opportunities for improvement.
MILES BETWEEN CHARGEABLE ROAD CALLS (ATTACHMENT 1, FIGURE 5)
Miles Between Chargeable Road Calls (MBCRC) is a KPI that measures the average distance a bus travels before experiencing a chargeable road call - an incident caused by a mechanical failure or other issue that prevents the bus from completing its route. Monitoring MBCRC enables the District to identify vehicles requiring increased maintenance, inform midlife overhaul planning, and strengthen overall service reliability.
This fiscal year, the MBCRC performance target was increased from 7,500 to 9,500, reflecting continued improvements in fleet condition and maintenance practices.
Systemwide MBCRC averaged 9,920 during the first half of FY2026, compared to 9,739 in the prior period - an improvement of 181 miles. Quarterly performance strengthened further in Q2, reaching 10,747, up from 9,093 in Q1, an increase of 1,654 miles. The District met or exceeded the 9,500 goal in two of the three months in Q2, recording 11,709 in October, 11,133 in November, and 9,399 in December.
The Road Call Reduction Taskforce (RCRT) meets monthly to review road call data, address recurring issues, and implement strategies that drive these gains. Supported by a strong preventative maintenance program and analytical tools, staff refines maintenance practices to sustain peak fleet performance. In December, the District experienced an increase in road calls, primarily driven by Check Engine Light faults and cold-weather related issues such as coolant, heater, stalling, and no-start conditions. Despite this rise, overall performance remained above the established KPI, reflecting the effectiveness of ongoing preventive maintenance and reliability efforts.
BUS CLEANLINESS RATING (ATTACHMENT 1, FIGURE 6)
Bus cleanliness is a critical component of service quality, directly influencing customer’s transit experience and the District’s public perception. The District monitors cleanliness ratings to identify operational or staffing challenges, such as cleaning frequency or resource constraints, and to maintain accountability for high service standards.
During the first half of FY2026, the systemwide cleanliness rating averaged 8.05, compared to 8.12 in the prior period, reflecting a modest decline. Quarterly performance was relatively stable, with Q2 averaging 8.03, slightly down from 8.07 in Q1. In Q2, the District met the overall cleanliness goal in November (8.09) and December (8.03) but was below it in October (7.96).
The Bus Cleanliness Taskforce meets monthly to review inspection data, identify root causes, and implement corrective actions. The Taskforce strengthened cleaning consistency, reinforced supervisory oversight, and focused on high-impact categories identified in Quality Assurance reviews to stabilize performance and support sustained service quality improvements.
Goal: Safe and Secure Operations
PASSENGER FALLS (ATTACHMENT 1, FIGURE 7)
Tracking passenger falls helps identify issues such as abrupt braking, slippery floors, improper use of grabrails, or the securement of riders using mobility devices, allowing the District to implement targeted solutions, such as better vehicle maintenance, operator training, and passenger education. This KPI supports our commitment to providing Safe & Secure Operations.
In FY2025-2026, the Passenger Falls per 100,000 miles goal was adjusted to 3.00 from 3.25, reflecting the District’s success at remaining below the 3.25 target threshold for over one year.
During the first half of FY2026, the rate of Passenger Falls per 100,000 miles averaged 2.31 compared to 2.27 in the prior period, reflecting a modest increase. Quarterly performance improved 17% with Q2 seeing an average rate of 2.09 from 2.53 in Q1. Throughout the quarter, the District remained at or below the KPI target of less than 3.00 per 100,000 miles, with monthly rates of 1.94 in October, 2.1 in November, and 2.23 in December.
The District’s Accident Reduction Committee continues to review the root causes of passenger falls, launching campaigns and reinforcing existing initiatives to reduce and ultimately eliminate such incidents. One campaign involves direct interactions with operators about collisions, whether preventable or not, to gather better insight into roadway concerns, while simultaneously raising awareness. Campaigns involve daily safety messages from the Operations Control Center (OCC), broadcast to all buses and displayed on the Safety Boards, focusing on defensive driving strategies.
OPERATOR LOG-ON RATE (ATTACHMENT 1, FIGURE 8)
The Bus Operator log-on rate measures the percentage of scheduled operators who log on and are available for duty. Operators logging onto the bus ensures the District’s various operating systems remain connected to collect safety and performance monitoring data, which is used for real-time bus location and passenger notifications.
In FY2025-2026, the Operator Log-On rate increased from 95% to 97%, reflecting the District success in implementing programs to ensure successful operator log events.
During the first half of FY2026, Operator Log-On percent averaged 98.02% compared to 97.63% in the prior period, reflecting a modest increase. Quarterly performance improved to 98.06% in Q2 from 97.97% in Q1. Throughout the quarter, the District remained at or above the target with monthly rates of 98.36% in October, 98.01% in November and 97.81% in December.
The OCC Transportation Supervisors actively monitor log-on performance, address systematic issues, provide reminders to operators, and ensure log-on are completed before leaving the yard. Field Transportation Supervisors, using mobile tablets, also track log-on activity, contributing to the sustained improvement of this KPI.
Goal: High-Performing Workforce
EMPLOYEES OF THE MONTH (ATTACHMENT 1, TABLE 1)
Outstanding frontline employees play a foundational role in achieving the Strategic Plan's goals. Their dedication and expertise personify a high-performing workforce that upholds service quality. Despite roadway hazards, disruptive patrons, inclement weather, mechanical challenges, and an array of unplanned hurdles, each recognized employee has demonstrated excellence and is essential to ensuring Safe & Secure Operations and delivering Convenient & Reliable Service.
WORKFORCE RECRUITMENT
AC Transit currently has no Bus Operator vacancies. With the implementation of Realign, vacancy levels were projected to decline as workforce capacity is strategically aligned with revised service requirements. Although the District maintains competitive recruitment advantages-including California DMV in-house commercial licensing authorization and a paid ten-week training program with full benefits-the operational demands of the position continue to pose a structural challenge to long-term employee retention.
The District ended 2025 with 10 Journey Level Mechanic (JLM) vacancies and working to fill a minimum of five positions over the next reporting period. The High Volume Talent Acquisition Team continues targeted recruitment efforts to support JLM staffing requirements critical to fleet maintenance operations. Strategic workforce initiatives developed in partnership with ATU Local 192-including the active Mechanic Helper Program and the forthcoming Master Journey Level Mechanic Program-strengthen internal career mobility, support succession planning, and enhance the District’s overall employment value proposition. Staffing levels are continuously assessed relative to operational service demands to ensure alignment with authorized and budgeted positions.
OPERATOR TOTAL UNAVAILABILITY (ATTACHMENT 1, FIGURE 9)
Operator unavailability directly impacts the District's commitment to a High-Performing Workforce and Service Quality. The District's Operator Unavailability KPI target is to maintain a combined total of less than 22.50%, through the following break down: (1) Scheduled unavailability at 8.50% and (2) Unscheduled unavailability at 14.00%.
During the first half of FY2026, Total Operator Unavailability averaged 31.36%, a slight improvement from 31.89% in the prior period. However, on a quarterly basis, the Q2 averaged 32.16%, up from 30.55% in Q1.
The District continues its collaboration with ATU Local 192 through the TIP pilot, Operator Mentoring Program, and Driver’s Committee to learn and adapt to ways to improve quality of life for operators and minimize unavailability through improved restroom access, schedules, layovers and expanded meal and rest period times.
OPERATOR UNSCHEDULED UNAVAILABILITY (ATTACHMENT 1, FIGURE 10)
High levels of unavailability, whether due to illness, absenteeism, or other factors, are linked to missed trips, service delays, and increased strain on available operators. During the first half of FY2026, Unscheduled Operator Unavailability averaged 22.30% which was nearly identical to the 23.29% average in the prior period. Quarterly Unscheduled time increased slightly to 22.98% from 21.62% in Q1. Throughout the quarter, the District was above the threshold target with monthly rates of 23.05% in October, 22.46% in November and 23.43% in December. Tracking this KPI throughout the fiscal year aids the District in identifying its workforce challenges and planning for planning for staffing needs.
OPERATOR SCHEDULED UNAVAILABILITY (ATTACHMENT 1, FIGURE 11)
Districtwide Scheduled Operator Unavailability primarily results from division staff managing planned time off, such as medical appointments, vacations, and family commitments. During the first half of FY2026, Scheduled Operator Unavailability averaged 9.06%, up from 8.60% in the prior period. Quarterly Scheduled time increased slightly to 9.18% in Q2 from 8.93% in Q1. The District was above the threshold target two of the three months in Q2 with monthly rates of 11.15% in November and 9.43% in December, while it was successful in remaining below this threshold at 6.96% in October.
MEAL/REST BREAK (ATTACHMENT 1, FIGURE 12)
Essential to operator comfort, and cornerstone of a high-performing frontline workforce, the District has continually worked with ATU Local 192 to collaborate on addressing operator reports of missed Meal and Rest Breaks. Additionally, leveraging available resources over the past year, schedule changes were implemented during each signup to improve the likelihood that operators will receive the contractually required uninterrupted meal break time. The number of adjudicated meal break violations decreased in the signups following the implementation of these adjustments.
As part of the service quality strategic initiative, the District has developed a new KPI for Meal and Rest Breaks. This KPI sets a target goal of 96% based on real-time performance, measuring when Bus Operators arrive at their designated break locations.
During the first half of FY2026, Meal and Rest Break Compliance percent averaged 90.71% compared to 94.82% in the prior period. Quarterly performance dipped to 89.89% in Q2 from 91.52% in Q1. Throughout the quarter, the District was below the target threshold with monthly rates of 88.63% in October, 90.71% in November, and 90.33% in December. As a result of this dip and feedback from the Driver’s Committee, Meal and Rest Period Committee and employee, changes were made to the Winter Service Change by adding more run time to schedules to better match today’s traffic patterns and ridership demand to ultimately improve this KPI. Additionally, the new Collective Bargaining Agreement (CBA) signed in August 2025 with ATU, increases the Meal and Rest Period from 15 minutes to 20 minutes.
OPERATOR RESTROOMS
The District continues to improve restroom access and reliability for Bus Operators across the service area. Currently, 326 restroom locations provide 524 restroom options. These facilities include AC Transit-provided locations (6%), BART facilities (9%), paid vendors (8%), and AC Transit-friendly businesses (77%). Operators access restroom location information through the onboard Clever Devices system, the quarterly restroom book distributed during signup, and the District’s Restroom Finder mobile application.
In Q3 FY24/25, the District launched a 12-month pilot program with Throne Labs to deploy ten fully accessible, self-contained restroom units at locations selected in collaboration with ATU leadership and District management. The first units were installed in Q4 FY24/25. Due to municipal permitting requirements and site agreements, nine of the ten contracted units were installed. The cost savings from the uninstalled unit were applied to extend maintenance services by four additional months, ensuring continued service, maintenance, and data collection through the end of Q4 FY25/26.
To evaluate the pilot program, the District distributed an online survey to Bus Operators in Q3. The response rate was 20.1% systemwide, including 50.2% participation from Operators assigned to routes with Throne access. Of respondents, 93.9% rated the units favorable or very favorable. Feedback also identified opportunities for location adjustments and service enhancements.
The District will continue monitoring usage data, maintenance performance, and Operator feedback to inform future restroom access strategies.
ADVANTAGES/DISADVANTAGES:
This report does not recommend a course of action with notable advantages or disadvantages.
ALTERNATIVES ANALYSIS:
This report does not recommend an alternative analysis.
PRIOR RELEVANT BOARD ACTION/POLICIES:
There are no prior relevant Board actions/polices.
ATTACHMENTS:
1. Data Visualization (Jul - Dec 2025)
2. Trips Not Operated (Jul - Dec 2025)
Prepared by:
Chris Durant, Assistant Director of Maintenance
In Collaboration with:
Scott Arjun, Project Manager II
Ajay Hsu Martin, Transit Schedules Manager
Christy McCree, Human Resources Manager
Manjit K. Sooch, Director of Innovation & Technology
Robert del Rosario, Director of Services Development & Planning
Approved/Reviewed by:
Cecil Blandon, Director of Maintenance
William Tonis, Director of Business Sciences
James Arcellana, Executive Director of Human Resources
Ramakrishna Pochiraju, Executive Director of Planning & Engineering