Durham Region Transportation Planning Model Documentation
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Social Sustainability of Transit: an Overview of the Literature and Findings from Expert Interviews
Social Sustainability of Transit: An Overview of the Literature and Findings from Expert Interviews Kelly Bennett1 and Manish Shirgaokar2 Planning Program, Department of Earth and Atmospheric Sciences, 1-26 Earth Sciences Building, University of Alberta, Edmonton, AB Canada T6G 2E3 1 Research Assistant/Student: [email protected] 2 Principal Investigator/Assistant Professor: [email protected] Phone: (780) 492-2802 Date of publication: 29th February, 2016 Bennett and Shirgaokar Intentionally left blank Page 2 of 45 Bennett and Shirgaokar TABLE OF CONTENTS Funding Statement and Declaration of Conflicting Interests p. 5 ABSTRACT p. 6 EXECUTIVE SUMMARY p. 7 1. Introduction p. 12 2. Methodology p. 12 3. Measuring Equity p. 13 3.1 Basic Analysis 3.2 Surveys 3.3 Models 3.4 Lorenz Curve and Gini Coefficient 3.5 Evaluating Fare Structure 4. Literature Review p. 16 4.1 Age 4.1.1 Seniors’ Travel Behaviors 4.1.2 Universal Design 4.1.3 Fare Structures 4.1.4 Spatial Distribution and Demand Responsive Service 4.2 Race and Ethnicity 4.2.1 Immigrants 4.2.2 Transit Fares 4.2.3 Non-work Accessibility 4.2.4 Bus versus Light Rail 4.3 Income 4.3.1 Fare Structure 4.3.2 Spatial Distribution 4.3.3 Access to Employment 4.3.4 Non-work Accessibility 4.3.5 Bus versus Light Rail 4.4 Ability 4.4.1 Comfort and Safety 4.4.2 Demand Responsive Service 4.4.3 Universal Design 4.5 Gender 4.5.1 Differences Between Men and Women’s Travel Needs 4.5.2 Safety Page 3 of 45 Bennett and Shirgaokar 5. -
Miway - Update on Presto Device Refresh
9.3 Date: January 25, 2021 Originator’s files: To: Mayor and Members of Council From: Geoff Wright, P.Eng, MBA, Commissioner of Meeting date: Transportation and Works February 10, 2021 Subject MiWay - Update on Presto Device Refresh Recommendation That the report titled “MiWay - Update on Presto Device Refresh“ dated January 25, 2021 from the Commissioner of Transportation and Works, providing an update on Presto Device Refresh along with capital costs incurred, be received for information. Report Highlights On December 6, 2017, Council approved the new Presto Operating Agreement (valid till 2027). The Director of Transit was authorized to procure directly from Metrolinx, and directly from PRESTO subcontractors, for PRESTO related services, technology, equipment, and infrastructure as defined in the Operating Agreement, subject to budget approval. The Presto Device Refresh Project was initiated (led by Metrolinx/PRESTO in collaboration with MiWay and other GTHA transit partners) in 2017/2018 to replace aging bus and station equipment. New devices have been installed on all MiWay Transit buses and in fixed locations (Bus Terminals, Community Centers) as of December 2020. These devices are built on a modern high performance, high security platform. This new platform provides PRESTO and MiWay with a futureproof solution that will enable new, flexible fare collection options such as time of day pricing, capping, e- Ticketing and open payments. The necessary capital budget required to support this critical business system initiative has been requested through the City’s business planning process. 9.3 General Committee 2021/01/25 2 Background The existing Presto fare collection equipment was developed prior to 2010 and deployed in late 2010 on MiWay buses. -
No. 48, Port Lands Flood Protection and Enabling Infrastructure, Page 54 Credit: Waterfront Toronto/Vid Ingelevics/Ryan Walker
2021 No. 48, Port Lands Flood Protection and Enabling Infrastructure, Page 54 Credit: Waterfront Toronto/Vid Ingelevics/Ryan Walker Top100 Projects 2021 Changing the Language of Top100 Projects — 2021 An annual report inserted in Infrastructure ReNew Canada’s had an interesting encounter following the release of last January/February 2021 issue year’s report, and I wanted to share in an effort to get I feedback from the rest of the industry. MANAGING Andrew Macklin We had released the 2020 Top100 Projects report and were EDITOR [email protected] getting set for the Key Players and Owners Dinner, which we host every February in Toronto as a celebration of the accomplishments GROUP Todd Latham PUBLISHER of the industry in developing infrastructure megaprojects. I had heard through one of my colleagues that a couple of well-respected PUBLISHER Nick Krukowski members of the industry wanted to chat with me at the event and I should seek them out. So I did. ART DIRECTOR AND Donna Endacott SENIOR DESIGN My first thought was that, not having nearly the expertise as many of you, that I had somehow managed to royally screw something ASSOCIATE Simran Chattha up. Or perhaps they wanted to tell me that I should try a different EDITOR tact to the report? Maybe a new idea for adding a complementary DIGITAL MARKETING Becky Umweni piece for this report? But as it turned out, they wanted to have a COORDINATOR conversation with me about… language. DIGITAL The language of this report has become, to some, quite convoluted. Connie Vitello EDITOR As different jurisdictions use the language familiar to them, it can often mean that, from one project to the next, different words are EVENT Natasha Mawji MANAGER used to describe the same thing. -
Smarttrack Ridership Analysis: Project Final Report
SMARTTRACK Research Report RIDERSHIP ANALYSIS Project Final Report Eric J. Miller, James Vaughan, Monika Nasterska June 2016 SMARTTRACK RIDERSHIP ANALYSIS PROJECT FINAL REPORT Prepared for the City Manager, City of Toronto by: Eric J. Miller, Ph.D. Professor, Department of Civil Engineering Director, Transportation Research Institute Research Director, Travel Modelling Group University of Toronto James Vaughan & Monika Nasterska Travel Modelling Group, University of Toronto Transportation Research Institute June, 2016 i Executive Summary Project Objectives On December 11, 2014, City Council directed the City Manager in consultation with the Province/Metrolinx to develop a work plan to undertake an accelerated review of the SmartTrack and RER plans. Council also directed the City Manager to retain the specialized services of the University of Toronto Transportation Research Institute (UTTRI) to support the planning analysis and required transit ridership modelling as a component of the overall review.1 On February 10, 2015, City Council considered the report EX2.2 SmartTrack Work Plan (2015- 2016), and approved the accelerated work plan for the review of SmartTrack.2 The UTTRI component of this work was to provide transit ridership estimates and other key network performance measures using the City’s new Regional Travel Demand Model (GTAModel Version 4.0) developed at the University of Toronto by UTTRI. As detailed in the final Terms of Reference for the UTTRI work, this work included: • Confirming the integrated RER and SmartTrack Service Concept to be modelled. • Completion and validation of a new travel demand model system to be used by the City of Toronto in this and similar studies of transit ridership and travel demand. -
Cross-Boundary Transit Service Integration Pilot Project
9.8 Date: May 25, 2021 Originator’s files: To: Chair and Members of General Committee From: Geoff Wright, P.Eng, MBA, Commissioner of Meeting date: Transportation and Works June 9, 2021 Subject Cross-Boundary Transit Service Integration Pilot Project Recommendation 1. That the report to General Committee entitled “Cross-Boundary Transit Service Integration Pilot Project” dated May 25, 2021 from the Commissioner of Transportation and Works be received for information. 2. That Phase 1 of the Service Integration Pilot Project recommendations for enhanced cross-boundary travel be received for information. Executive Summary The Ministry of Transportation has convened a Fare and Service Integration (FSI) Provincial-Municipal Table that includes representatives of all transit agencies and aims to improve connections and the customer experience for inter-municipal transit travel. The Toronto Transit Commission (TTC) has engaged a consultant team to develop an agency-driven FSI model to present to the Provincial-Municipal Table in partnership with surrounding transit agencies including MiWay. Currently MiWay, along with several other 905 agencies, are prohibited from providing local service within City of Toronto, resulting in TTC providing duplicate service for their residents. In addition, transit fares are not integrated between the TTC and MiWay. In partnership with the TTC, the Burnhamthorpe Road corridor has been selected for a transit service integration pilot project in the near-term (targeting fall 2021). 9.8 General Committee 2021/05/25 2 Background For decades, transit service integration has been discussed and studied in the Greater Toronto Hamilton Area (GTHA). The Ministry of Transportation’s newly convened Fare and Service Integration (FSI) Provincial-Municipal Table consists of senior representatives from transit systems within the Greater Toronto Hamilton Area (GTHA) and the broader GO Transit service area. -
A Look at the Smart and Renewable Energy Sources Behind the Accelerated Innovation of Electric Vehicles
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET TO THE NATIONAL POST Opportunities abound The Air Rail Link Women in engineering Taking city transit to and design another level March 2012 ENGINEERING & INFRASTRUCTURE 3WAYS ENGINEERS ARE IMPACTING CANADA’S FUTURE INNOVATIONS IN CONSERVATION AND DEMAND MANAGEMENT A look at the smart and renewable energy sources behind the accelerated innovation of electric vehicles PHOTO: RVTR 2 · MARCH 2012 AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET TO THE NATIONAL POST CHALLENGES INITIATIVE 1 CONTRIBUTING WE RECOMMEND TO A SUSTAINABLE Electric vehicles Implementing the car ENVIRONMENT of the future within the infrastructure of today. PAGE 4 “What’s interesting about electric vehicles is that they are both an incredible opportun- ity for the grid and an incredible risk.” Conduit urbanism p. 5 How Canada’s linear infrastructure can be o f b e n e fi t . Panel of Experts p. 6 Exploring the model behind successful infrastructure delivery. PLANS FOR SUCCESS The aggregation of economic pro- grams, research centers, intermodal exchange, distributed electric vehicle hubs and renewable energy distribu- tion within a near future of Conduit Urbanism. PHOTO: RVTR With the commencement of National Engineering Month, the profession focuses on fostering the next generation of ingenuity and ensuring sustainable solutions for cities nation-wide. Sustainable development is high on the agenda ne of the chal- norm rather than the exception. Canada is proud to support National lenges we have Engineering Month, an annual cele- as a profession is Creating sustainable “On top of adapt- bration of Canadian engineering getting people to communities excellence that promotes engineering understand that On top of adapting infrastructure ing infrastructure as a career choice to youth. -
Accessible GO Transit Services Richard C
Feature Barrier-Free Access to Transport Accessible GO Transit Services Richard C. Ducharme GO Transit is an integrated network of and we are adding more as we build new ride GO Train services independently. train and bus services reaching 100 km stations or expand existing ones. Barrier-free facilities at accessible stations (60 miles) from downtown Toronto. We Moreover, we are now poised to introduce and one accessible car in every train en- carry 36 million passengers annually in barrier-free bus services on our network able disabled passengers to buy their own the Greater Toronto Area covering 8000 later this year. ticket or pass, board the train themselves, km2 and a population of 4.9 million. On and travel at their own convenience. No a typical weekday, GO transports some reservations are needed and mobility- 133,000 passengers in our distinctive Major Retrofits impaired customers pay the same fare as green-and-white trains and buses— other passengers. If a disabled passen- 103,000 by train and 30,000 by bus. Achieving these successes required ger requires an attendant, that person Our company has been offering barrier- major retrofits to stations and carriages. travels free-of-charge on the same ticket free access to our train services since June Forty-two of our fleet of 318 split-level as long as they are in attendance for the 1995. In this first stage, 10 stations in cars were modified to accommodate entire journey. our network became fully accessible to mobility aids and selected stations were passengers using mobility aids such as substantially improved by installing Consultation on Barrier-Free motorized and ordinary wheelchairs — elevators where there were pedestrian Access Design as well as to anyone else preferring not tunnels, constructing boarding ramps on to have to climb steps to get on and off train platforms, making station buildings Our service was developed with the input our trains. -
Go Rer Initial Business Case Summary | 2015 Go Rer Initial Business Case Summary | 2015 2 Table of Contents
GO RER INITIAL BUSINESS CASE SUMMARY | 2015 GO RER INITIAL BUSINESS CASE SUMMARY | 2015 2 TABLE OF CONTENTS 1. Ready, Set, GO 1.1 Building on success 1 1.2 Fixing the GTHA’s transportation problem 2 1.3 RER in the GTHA: What is being recommended? 4 1.4 Future improvements 10 1.5 How a recommendation was reached 11 2. The Strategic Case: Who Benefits and How 2.1 Making the regional GO system work for more GTHA residents 12 2.2 Electrification: Faster service, lower operating costs, greener environment 17 2.3 SmartTrack coordination 17 3. The Financial Case: How Much Will it Cost? 3.1 A comprehensive cost analysis 18 3.2 Forecasting ridership 18 3.3 Estimating fare revenues 20 3.4 Service levels: Technology and timing 20 3.5 Estimating capital costs 21 3.6 Estimated operating costs 21 3.7 Overall cost and revenue comparison 21 4. The Economic Case: How Much Would it Benefit the GTHA? 4.1 The benefits of mobility for over 7 million people 22 4.2 Benefits 22 4.3 Calculating net benefits 23 4.4 Benefit:cost ratio 24 5. Developing RER 5.1 Immediate tasks ahead 26 5.2 Cooperation with municipalities 26 5.3 Engaging stakeholders 27 6. Conclusion Putting the Regional System in Place 28 GO RER INITIAL BUSINESS CASE SUMMARY 1. Ready. Set. GO. 1.1 Building on success Metrolinx is bringing faster, more frequent and more convenient service to one of the most respected regional transit systems on the continent—GO Transit. -
The Deloitte City Mobility Index Gauging Global Readiness for the Future of Mobility
The Deloitte City Mobility Index Gauging global readiness for the future of mobility By: Simon Dixon, Haris Irshad, Derek M. Pankratz, and Justine Bornstein Where should cities the Internet of Things, artificial intelligence, and go tomorrow? other digital technologies to develop and inform intelligent decisions about people, places, and prod- ucts. A smart city is a data-driven city, one in which Unfortunately, when it comes to designing and municipal leaders have an increasingly sophisti- implementing a long-term vision for future mobil- cated understanding of conditions in the areas they ity, it is all too easy to ignore, misinterpret, or skew oversee, including the urban transportation system. this data to fit a preexisting narrative.1 We have seen In the past, regulators used questionnaires and sur- this play out in dozens of conversations with trans- veys to map user needs. Today, platform operators portation leaders all over the world. To build that can rely on databases to provide a more accurate vision, leaders need to gather the right data, ask the picture in a much shorter time frame at a lower cost. right questions, and focus on where cities should Now, leaders can leverage a vast array of data from go tomorrow. The Deloitte City Mobility Index Given the essential enabling role transportation theme analyses how deliberate and forward- plays in a city’s sustained economic prosperity,2 we thinking a city’s leaders are regarding its future set out to create a new and better way for city of- mobility needs. ficials to gauge the health of their mobility network 3. -
Triplinx - an Integrated View of Regional Transit
Triplinx - An Integrated View of Regional Transit Robert Proctor, Diane Kolin ITS Canada February 13, 2017 Triplinx Overview • Background • Features • Strategy • Partnerships • Challenges and Lessons Learned • Future Growth and Innovation 2 Metrolinx Metrolinx, an agency of the Government of Ontario under the Metrolinx Act, 2006, was created to improve the coordination and integration of all modes of transportation in the Greater Toronto and Hamilton Area. The organization’s mission is to champion, develop and implement an integrated transportation system for our region that enhances prosperity, sustainability and quality of life. The Metrolinx Vision: Working together to transform the way the region moves The Metrolinx Mission: To champion and deliver mobility solutions for the Greater Toronto and Hamilton Area 3 The Need for Triplinx Metrolinx is responsible for planning and coordination of transportation in the Greater Toronto and Hamilton Area Context of the Triplinx initiative: • 11 public transit systems including regional transit (GO Transit) and the UP Express airport service • Each has its own customer information system- of varying maturity Background: • Low public awareness of the amount and quality of transit service • Regional growth is increasing the amount of regional travel involving more than one transit system There was a critical need for: • A one-stop source of transit information • Presentation of all available services as one integrated network 4 The Need for Triplinx • Utilized for the PanAm and Para PanAm games in 2015 – Sporting venues, supplementary services to assist ticket purchasers • A key strategic tool for customer service transit ridership development – Flexible management of multi-agency transit service data – One-stop customer information serving entire travel experience • North American systems, generally: – Blend in-house and third party products. -
GO Transit's Deliverable: the 2020 Service Plan
GO Transit’s deliverable: the 2020 Service Plan GO Transit’s 2020 Service Plan describes GO’s commitment to customers, existing and new, Success… and challenge: Union Station. to provide a dramatically expanded interregional transit option that integrates fully with the About 95% of GO Train customers travel RTP rapid transit network, and addresses the future travel needs in the Greater Golden to or from Union Station. During the peak Horseshoe. Further analysis during the planning and design of individual services will detail the hour, 45,000 customers use GO Transit’s service outline presented here, and define the appropriate technology, rail corridor improve - seven tracks and six platforms – the most ments, bus priority measures, passenger facilities, fleet growth, operational growth, and other intensive use of a train station in North activities needed to build the service. America. GO Transit has invested in more stairways, passenger waiting areas, This 2020 Service Plan summarizes the frequency and extent of service to be offered on and communications systems to handle major corridors, and is consistent with the infrastructure improvements and technologies the growing traffic through this “mobility included in the Metrolinx RTP and GO Transit’s vision and objectives described above. hub.” The adjacent Union Station GO Bus The plan reflects a significantly more proactive approach to service development than the Terminal provides convenient access to incremental, business-case driven approach that has guided GO’s growth for the past 15 express “train-bus” service between Union years. GO Transit will provide an attractive travel option that will compete successfully with Station and GO stations when trains are not automobile use for peak and off-peak trips between Urban Growth Centres identified in scheduled to run. -
Metrolinx Accessibility Status Report 2016
Acknowledgements We would like to acknowledge the efforts of former Metrolinx Accessibility Advisory Committee (AAC) members Mr. Sean Henry and Mr. Brian Moore, both of whom stepped down from the AAC in 2016. They provided valuable input into our accessibility planning efforts. We would like to welcome Mr. Gordon Ryall and Ms. Heather Willis, who both joined the Metrolinx AAC in 2015. Lastly, we would like to thank all of the Metrolinx AAC members for the important work they do as volunteers to improve the accessibility of our services. Metrolinx Accessibility Status Report: 2016 1. Introduction The 2016 Metrolinx Accessibility Status Report provides an annual update of the Metrolinx Multi-Year Accessibility Plan published in December 2012, as well as the 2015 Metrolinx Accessibility Status Report. Metrolinx, a Crown agency of the Province of Ontario under the responsibility of the Ministry of Transportation, has three operating divisions: GO Transit, PRESTO and Union Pearson Express. This Status Report, in conjunction with the December 2012 Metrolinx Multi-Year Accessibility Plan, fulfills Metrolinx’s legal obligations for 2016 under the Ontarians with Disabilities Act (ODA), to publish an annual accessibility plan; and also under the Accessibility for Ontarians with Disabilities Act (AODA), to publish an annual status report on its multi-year plan. The December 2012 Metrolinx Multi-Year Accessibility Plan and other accessibility planning documents can be referenced on the Metrolinx website at the following link: www.metrolinx.com/en/aboutus/accessibility/default.aspx. In accordance with the AODA, it must be updated every five years. Metrolinx, including its operating divisions, remains committed to proceeding with plans to ensure AODA compliance.