AT Local
Devonport On-Demand
Rideshare Trial
Service Review and
Recommendations
2
AT Local – Context: First & Last Leg
First and final leg connecting customers to/from public transport can be the
most difficult journey stage
Difficult for traditional scheduled public transport to provide effective and
efficient services to bridge this gap
The gap in part is being filled by commercial ride sharing and ride hailing
services: Uber, DriverHer, Ola and Zoomy; however, these services are often
unreliable, price variable or cost prohibitive
Focused on optimising (reducing) waiting and travel times but only at an
individual customer level.
AT Local:
12 month trial
Trial Objectives
On-demand, corner-to-corner
1)
Encourage modal shift away from the private motor vehicle
rideshare service
2)
Reduce congestion in the local Lower Devonport Peninsula area
3)
Trial a new innovative way to meet customers ‘first’ and final’ leg travel needs
4)
Social responsibility including improved sustainability through use of electric vehicles
5)
Measure customers adoption and perception of the rideshare concept
6)
Take learnings and applicability of the service for other parts
of Auckland.
3
Key Outcomes (to 31 August 2019)
A review has been undertaken on AT Local for the period of November (launch) 2018 to 31 August 2019. Key outtakes:
•
Service is still in the growth phase, averaging 50 new customers weekly. Since June on average achieved target 200 daily rides
•
2,950 registered customers (~20% of target market in the ride zone area)
•
43% of customers have swapped private motor vehicle for AT Local
•
High customer satisfaction rating (97% of users rate service 5/5, from 3,100 ratings)
•
Stable use of local bus services – customers use bus & AT Local interchangeably
•
Subsidy per passenger: AT Local $11.72; compared to the highest cost traditional PT mode of Ferry $11.18
•
Peak hour ridership ranks 2nd, benchmarked against nine similar global services (Services provided by Via Mobility)
Recommendations for Trial
•
Continue the current AT Local service but with operational changes to reduce cost and public subsidy
• Extend the trial for a further 6-month period to assess performance over summer, leveraging the larger customer base.
• Reduce the operating cost (~10%) by reducing operating hours, which will drop the subsidy/ride to below $10; negligible pax impact
Day
Mon - Thu
Fri:
Sat:
Sun / Public Holiday:
Current Operating Hours
05:40am – 21:20pm
05:40am – 21:20pm
08:25am – 18:50pm
08:25am – 18:20pm
Proposed Operating Hours
06:00am – 21:00pm
06:00am – 22:00pm
No Service
No Service
•
Expand rideshare zone to include additional area to Hauraki Corner in (shown in yellow)
•
Future possibilities:
•
Ability to book rides via web, phone
•
Alternative payment options e.g. voucher, cash, AT HOP
4
Result: 1) Encourage Modal Shift
Travel to Ferry:
Travel to Ferry:
Pre-AT Local
With AT Local
•
27,500: Total ridership
•
43%: Modal shift - customers switched away from cars
•
10,750: Private vehicle trips replaced
•
26%: Use AT Local more than once per day
•
23%: Users increased use of ferries because of AT Local
•
2%: Started using ferries because of AT Local
•
Local bus patronage stable: users interchange use of
local buses and AT Local
Pre-AT Local customer survey (Sep 2017)
AT Local customer survey (May 2019)
Result: 2) Reduce Congestion
Ride Aggregation: Sharing the Ride
•
407 car trips replaced per weekday
•
49% ride aggregation (share) in 2 hour AM peak
•
32% aggregation (share) in 5 hour PM peak
•
81% of people that live in the ‘ride zone’ area are
aware of the AT Local service
5
Result: 3) Customer-Focused Innovation
A number of new service changes have been introduced based on customer feedback, including:
•
A simpler “book now” feature
•
An easy way to book a ride at a future time/date
•
Making it easier to identify the ride vehicle you need to catch (if several are lined up at the
ferry)
•
Ferry terminals are selectable icons within the app
•
Reduced customer walking distances without affecting operational efficiency
•
In-app marketing has been a low cost and effective way to both acquire and activate usage
with customers
Result: 4) Social Responsibility
•
Improve sustainability. AT Local delivered a world first in utilising an all-electric vehicle rideshare fleet.
•
10,750 private vehicle trips replaced, which equates to an 8.7 tonne reduction in CO emissions
2
•
AT Local takes multiple passengers per trip, which has has resulted in an estimated 3,150 reduction in vehicle trips
•
AT Local has provides customers with improved transport choices
•
Customer accessibility. AT Local is a safe (after dark), reliable, affordable service which is wheelchair accessible
•
Reduced driver distraction when searching for parking
6
Result: 5) Customer Adoption & Perception
•
4.88/5.00: Average customer rating
•
2,950: Registered customers (20.7% of target market)
•
890: Regular riders (30.2% of customer base)
•
38%: Rides aggregated (shared) during peak hours
•
62%: Customers have taken at least one ride
•
39%: Customers have taken three or more rides.
Result: 6) Learnings & Applicability for Future Services
•
Future trial locations areas will have unique localised customer factors that must be identified & integrated into the service
•
Selecting the right Operator impacts successful outcomes – rideshare is more personalised than public transport
•
Timing of new service implementations – avoid launching close to extended summer holiday period
•
Extensive pre-launch and post launch promotion campaigns are needed to gain fast customer adoption
•
Consider alternative channels for ride book requests, such as web and phone
•
Consider alternative payment options, such as cash and vouchers
