How service standards could ensure all communities benefit from the transit system

Earlier this year the RTA released Transforming Transit, the agency’s vision for a world-class regional transit system with $1.5 billion in annual operating funding supported by a stronger RTA. Among the reforms outlined in the plan, a strengthened RTA would set minimum performance standards for efficient, reliable, and safe transit services in different parts of the region. These standards would include required levels of coverage for each transit mode tailored to the communities it serves and available funding, which would be allocated in part by operators’ ability to deliver service that meets those standards.

As lawmakers in Springfield continue to discuss transit funding and reform to address the looming fiscal cliff, the RTA will advocate to take on additional responsibilities to ensure that the region’s three service providers offer more reliable and coordinated services. These could include requiring more frequent compliance reporting on service, leveraging discretionary funding to incentivize coordination, as well as the ability to contract with external operators to fill in gaps in the regional network.

How service standards are practiced in peer systems

Service standards are common but vary widely in transit systems across the country, as each system offers different services and operates under the unique conditions of the areas they serve. Generally, service standards are used as performance measurements to transparently report what level of service certain areas can expect to receive based on demographic, land-use, and other characteristics. In each of the examples below, service standards lack concrete accountability measures, and none are linked to the distribution of funding.

In Washington, D.C., the Washington Metropolitan Area Transit Authority (WMATA) set service standards for Metrobus as part of its 2020 Bus Transformation Project. The plan outlines the timing and frequency of service by ranking routes on a three-tier system; and even offered recommendations on how Metrobus could re-design existing routes to maximize ridership. WMATA also uses a robust performance measurement system, which reviews each route individually, evaluating productivity, cost effectiveness, and other considerations to guide Metrobus on improving its reliability.

In Boston, the Massachusetts Bay Transportation Authority (MBTA) evaluates service delivery against its own standards on a rolling basis and issues an annual report with recommendations to address any gaps in the system. The MBTA Board last approved an update to the agency’s service standards in 2024, which is being implemented this year. Due to MBTA’s uncertain fiscal climate, the updated standards largely provide riders with more accurate scheduling estimates based on available funding.

In the Los Angeles area, the Southern California Association of Governments (SCAG) used the city’s Transit-Oriented Communities Incentive Program to develop bus service standards in specific areas well-suited for operations as part of the most recent Regional Transportation Plan. These include existing major transit assets, areas where transit-oriented development can be achieved, and corridors where service providers offer overlapping or complimentary service. SCAG, which is the region’s Metropolitan Planning Organization and does not operate transit, established an aspirational 15-minute service interval goal for buses in these areas and coordinates with the city to measure compliance, taking a regional approach to align service from 25 separate operators.

In Philadelphia, the Southeastern Pennsylvania Transportation Authority (SEPTA) measures its Surface Transportation and Regional Rail programs for economic performance and quality of service, issuing an annual report. In addition to service delivery, SEPTA also issues network, route, and stop design standards to review the efficiency, quality, and connectivity of its infrastructure. The state’s Department of Transportation also reviews these performance reports and compares SEPTA to peer systems every five years, adding another layer of quality control.

And in New York, the Metropolitan Transportation Authority (MTA) annually reports out performance metrics like scheduled vs. delivered service, on-time performance, ridership, safety and security, and others. This performance reporting promotes transparency but is not strictly tied to service improvements. In our own region, the CTA, Metra, and Pace publish similar performance data monthly, and the RTA hosts a wealth of other data on the RTA Mapping & Statistics portal.

Transforming Transit stands out from peer systems

Each of these peer systems largely use service standards as a performance measurement tool with annual reviews to make service adjustments; and, as mentioned previously, lack concrete accountability measures and are not linked to the distribution of funding. The reforms proposed in Transforming Transit stand out by empowering the RTA to leverage discretionary funds to ensure providers deliver the frequent, reliable service that has been agreed to and funded.

Currently, operations funding passes through the RTA to the Service Boards, but the RTA has limited ability to hold operators accountable and incentivize better performance. The CTA, Metra, and Pace set their own schedules and deliver service, typically only reporting their budgets and financials to the RTA once at the end of the calendar year. With additional public investment and an empowered RTA to set and enforce service standards, Service Boards would be more accountable for service delivery, and the RTA would have more opportunities throughout the year to intervene on service issues.

To that end, Transforming Transit also proposes authorizing the RTA to fund new, innovative programs to assist service providers in filling service gaps and enhancing regional connectivity. For example, the RTA could provide funding to operators for new transit routes that connect emerging regional job centers and destinations, or test on-demand services – like rideshare and active transportation options – to fill last-mile, late-night, or unplanned gaps in service.

You can help Save Transit Now

Each of the peer service standard plans discussed above note that operators can only provide service with the funding they have available. Every major transit agency across the country is facing fiscal uncertainty, and some, like Philadelphia, have had to take drastic measures because state and local leaders have failed to act in time.

Chicago has a limited amount of time to avoid service cuts. An empowered RTA, supported by sustainable increased funding, can transform transit in our region. Visit SaveTransitNow.org to write a letter to your lawmaker telling them that transit can’t wait, and keep informed on the latest developments on the RTA’s Fiscal Cliff Hub.