CITY OF WINDSOR AGENDA 09/18/2019
Environment, Transportation & Public Safety Standing Committee Meeting
Date: Wednesday, September 18, 2019 Time: 4:30 o’clock p.m. Location: Council Chambers, 1st Floor, Windsor City Hall
MEMBERS:
Ward 1 – Councillor Fred Francis
Ward 2 – Councillor Fabio Costante
Ward 4 – Councillor Chris Holt (Chairperson)
Ward 8 – Councillor Gary Kaschak
Ward 9 – Councillor Kieran McKenzie
ETPS Standing Committee Meeting - September 18, 2019 Page 1 of 247 ORDER OF BUSINESS
Item # Item Description 1. CALL TO ORDER
2. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
3. ADOPTION OF THE MINUTES OF THE ETPS STANDING COMMITTEE
3.1. Minutes of the Environment, Transportation and Public Safety Standing Committee meeting held July 24, 2019 (SCM 297/2019)
4. REQUEST FOR DEFERRALS, REFERRALS OR WITHDRAWALS
5. COMMUNICATIONS
5.1. EWSWA Regular Board Meeting Minutes May 7 2019 (SCM 242/2019)
6. PRESENTATIONS AND DELEGATIONS
6.1. East Riverside Flood Risk Assessment - Wards 6 and 7 (S 166/2019)
7. COMMITTEE MATTERS
7.1. Minutes of the Windsor Licensing Commission of its meeting held June 26, 2019 (SCM 238/2019)
7.2. Minutes of the Windsor Essex County Environment Committee of its meeting held July 4, 2019 (SCM 254/2019)
7.3. Report No. 104 of the Windsor Essex County Environment Committee - Eco-Passage (bridge) for animals only spanning the Ojibway Parkway and request for funding (SCM 240/2019)
7.4. Report No. 6 of the Transit Windsor Advisory Committee - Approval of Strategy 3: Frequent Rider Discount (SCM 311/2019)
ETPS Standing Committee Meeting - September 18, 2019 Page 2 of 247 7.5. Report No. 7 of the Transit Windsor Advisory Committee - Approval of the Fare Structure Categories (SCM 312/2019)
7.6. Minutes of the Town & Gown Committee of its meeting held July 16, 2019 (SCM 298/2019)
8. ADMINISTRATIVE ITEMS
8.1. Adoption of the St. Paul and Pontiac Pump Station and St. Rose and the Campbell/University Drainage Areas Studies - Wards 2 and 6 (S 147/2019)
8.2. CQ14-2019 CQ15-2019 Traffic Calming - CITY-WIDE (S 145/2019)
8.3. CQ12-2019 Residential Parking Permit Policy - City Wide (S 146/2019)
8.4. Community and Corporate Greenhouse Gas Emissions and Energy Monitoring Report 2018 - City Wide (S 164/2019)
9. TRANSIT BOARD ITEMS
9.1. Transit Windsor Fare Structure Review - City Wide (S 123/2019)
9.2. Transit Windsor Fare Policies - City Wide (S 163/2019)
10. ADOPTION OF TRANSIT BOARD MINUTES
11. QUESTION PERIOD
12. ADJOURNMENT
ETPS Standing Committee Meeting - September 18, 2019 Page 3 of 247 Item 3.1
Committee Matters: SCM 297/2019
Subject: Minutes of the Environment, Transportation and Public Safety Standing Committee meeting held July 24, 2019
ETPS Standing Committee Meeting - September 18, 2019 Page 4 of 247 CITY OF WINDSOR MINUTES 07/24/2019
Environment, Transportation & Public Safety Standing Committee Meeting
Date: Wednesday, July 24, 2019 Time: 4:30 o’clock p.m.
Members Present:
Councillors Ward 1 - Councillor Francis Ward 2 - Councillor Costante Ward 4 - Councillor Holt (Chairperson) Ward 8 - Councillor Kaschak Ward 9 - Councillor McKenzie
Also present are the following from Administration:
Mark Winterton, City Engineer Dwayne Dawson, Executive Director Operations Pat Delmore, Executive Director of Transit Windsor Vincenza Mihalo, Executive Director Human Resources Bill Kralovensky, Supervisor Compliance and Enforcement Rob Vani, Manager Inspections Andrew Dowie, Execuitve Initiatives Coordinator Tiffany Pocock, Engineer III Jeff Hagan, Transportation Planning Engineer Averil Parent, Environment & Sustainability Coordinator Anna Ciacelli, Supervisor of Council Services
1. CALL TO ORDER
The Chairperson calls the meeting of the Environment, Transportation & Public Safety Standing Committee to order at 4:31 o‘clock p.m.
ETPS Standing Committee Meeting - September 18, 2019 Page 5 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 2 of 13 2. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
None disclosed.
3. ADOPTION OF THE MINUTES OF THE ETPS STANDING COMMITTEE
3.1. Adoption of the Environment, Transportation & Public Safety Standing Committee minutes of its meeting held June 19, 2019
Moved by: Councillor Francis Seconded by: Councillor McKenzie
THAT the Minutes of the Environment, Transportation & Public Safety Standing Committee meeting (excluding Transit matter items) held June 19, 2019 BE ADOPTED as presented. Carried.
Moved by: Councillor Costante Seconded by: Councillor Kaschak
THAT the Minutes of the Environment, Transportation & Public Safety Standing Committee meeting (Transit matter items only) held June 19, 2019 BE ADOPTED as presented. Carried. Report Number: SCM 216/2019
4. REQUEST FOR DEFERRALS, REFERRALS OR WITHDRAWALS
7.5 Windsor Essex County Environment Committee Report No. 103 (Temporary Road Closures at the Ojibway Prairie Complex)
Nancy Pancheshan, representing Save Ojibway Group
Nancy Pancheshan, representing Save Ojibway Group appears before the Environment, Transportation and Public Safety Standing Committee Meeting regarding the Windsor-Essex County Environment Committee Report No. 103 (Temporary Road Closures at the Ojibway Prairie Complex) expressing concern with the referral request as she indicates this is a time sensitive concern and delay in addressing the report could result in the September/October migration of animals being missed.
ETPS Standing Committee Meeting - September 18, 2019 Page 6 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 3 of 13
Richard St. Denis, member of the Windsor-Essex County Environment Committee
Richard St. Denis, member of the Windsor-Essex County Environment Committee appears before the Environment, Transportation and Public Safety Standing Committee Meeting regarding the Windsor-Essex County Environment Committee Report No. 103 (Temporary Road Closures at the Ojibway Prairie Complex) in support of the deferral as he believes the issue requires more information.
Johnathan Choquette, Lead Biologist, Ojibway Prairie Reptile Recovery, Wildlife Preservation Canada
Johnathan Choquette, Lead Biologist, Ojibway Prairie Reptile Recovery, Wildlife Preservation Canada appears before the Environment, Transportation and Public Safety Standing Committee Meeting regarding the Windsor-Essex County Environment Committee Report No. 103 (Temporary Road Closures at the Ojibway Prairie Complex) and indicates that traffic calming in the area should be considered.
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 684 That report No. 103 of the Windsor Essex County Environment Committee—Temporary Road Closures at the Ojibway Prairie Complex BE REFERRED to a future meeting of the Windsor Essex County Environment Committee to allow for the committee members to review the previous Council decisions and administrative reports related to this issue, including legal and traffic calming information. Carried.
Report Number: SCM 239/2019
5. COMMUNICATIONS
None Presented.
6. PRESENTATIONS AND DELEGATIONS
See items 7.5 and 8.2
7. COMMITTEE MATTERS
7.1. Minutes of the Windsor Bicycling Committee of its meeting held May 8, 2019
ETPS Standing Committee Meeting - September 18, 2019 Page 7 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 4 of 13
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 685 That the minutes of the Windsor Bicycling Committee of its meeting held May 8, 2019 BE RECEIVED. Carried.
Report Number: SCM 181/2019 Clerk’s File: MB2019
7.2. Report No. 5 - Town & Gown Committee 2019 Terms of Reference & Mandate
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 686 That Report No. 5 of the Town and Gown Committee indicating: That the 2019 Revised Terms of Reference and Mandate for the Town and Gown Committee with minor amendments identified in bold and italics attached as Appendix A BE APPROVED, BE APPROVED. Carried.
Report Number: SCM 203/2019 Clerk’s File: MB2019
7.3. Minutes of the Town & Gown Committee of its meeting held May 23, 2019
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 687 That the minutes of the Town and Gown Committee of its meeting held May 23, 2019 BE RECEIVED. Carried.
Report Number: SCM 228/2019 Clerk’s File: MB2019
ETPS Standing Committee Meeting - September 18, 2019 Page 8 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 5 of 13
7.4. Minutes of the Transit Windsor Advisory Committee of its meeting held May 28, 2019
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 688 That the minuts of the Transit Windsor Advisory Committee of its meeting held May 28, 2019 BE RECEIVED. Carried.
Report Number: SCM 229/2019
8. ADMINISTRATIVE ITEMS
8.1. Street Light Citywide LED Conversion Project Closeout Report
Moved by: Councillor Francis Seconded by: Councillor Costante
Decision Number: ETPS 689 1. That the Close Summary on the Street Light Citywide LED Conversion Project BE RECEIVED for information; and, 2. That the proposal by LED Roadway Lighting Ltd. (LRL) to provide all equipment, software and IT support for a streetlight controls (value equal to or greater than $40,000) for a pilot project BE ACCEPTED in exchange for the $40,000 credit owing for Street Light Citywide LED Conversion; and,
3. That approval BE GIVEN to allow pilot projects for retrofitting decorative fixtures and controls for streetlights. All pilots must BE AUTHORIZED through the CAO report process. Any costs associated must be in accordance with the City’s Purchasing By-law and will be funded from the Street Lighting Capital Budget (project No. 7035011). Carried. Report Number: S 124/2019 Clerk’s File: ST2019
ETPS Standing Committee Meeting - September 18, 2019 Page 9 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 6 of 13
8.2. Parking By-law #9023 amendment to Gross Vehicle Weight Rating and Public Utility Exemption - City Wide
Brian Chauvin, Operations Manager – Windsor, Enbridge Gas Inc.
Brian Chauvin, Operations Manager – Windsor, Enbridge Gas Inc. appears before the Environment, Transportation and Public Safety Standing Committee regarding the administrative report Parking By-law 9023 amendment to Gross Vehicle Weight Rating and Public Utility Exemption (City Wide) and thanks the City for consideration of this matter and indicates that Enbridge requests this change to ensure the safety of residents and employees. Mr. Chauvin indicates that in an emergency every minute counts and allowing this change will ensure public safety, meet and exceed regulatory requirements.
Councillor McKenzie inquires about the types of tools that are contained in the vehicle and expresses concern with leaving the vehicles in an unsecure location. Mr. Chauvin indicates that some of the more sensitive equipment will have to be brought into the homes with the employees such as computers.
Councillor McKenzie inquires about the types of vehicles that Enbridge will be parking on the streets. Mr. Chauvin indicates there are a number of different sizes of vehicles ranging from F150- F350.
Councillor Kaschak expresses concern with the request and inquires about the company providing an after hours yard instead of having its employees park on the street. Mr. Chauvin indicates that this would increase response time and have a negative effect on public safety as every minute counts in an emergency.
Councillor Kaschak expresses concern with the winter, and street sweeping and snow clearing with these vehicles on City streets. Dwayne Dawson, Executive Director Operations, appears before the Environment, Transportation and Public Safety Standing Committee regarding the administrative report Parking By-law 9023 amendment to Gross Vehicle Weight Rating and Public Utility Exemption (City Wide) and indicates it would be the same with other vehicles parking on roads, the trucks would have to go around them.
Councillor Costante inquires about the number of vehicles that this change would pertain to. Mr. Chauvin indicates it would be 10 in Windsor and 30 across Windsor/Essex.
Councillor Costante inquires about response to call data. Mr. Chauvin indicates that in 2018 they responded to 2100 emergencies across the City with under 30 minute response time. Mr. Chauvin adds that if employees would not able to respond from their home it would add considerable time to
ETPS Standing Committee Meeting - September 18, 2019 Page 10 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 7 of 13 emergency response times. A comparison to other municipalities that have a similar situation is provided, specifically Brantford.
Councillor Costante inquires about the specific tools that are in the trucks and whether those tools/equipment would have a negative impact on the neighbourhood. Mr. Chauvin indicates they would only be maintenance tools, gas meters that determine gas levels that would not cause a risk to the surrounding area.
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 690 That by-law 9023 BE AMENDED as follows:
DELETE:10(3). No person shall park a vehicle having a registered gross weight or a gross vehicle weight rating of three thousand kilograms (3,000 kg.) or more at any time on any highway or portion of highway other than the highways set out in Schedule "AA" (Designated Truck Routes) hereof. (amended B/L 9l43, Sept. 2l/87; B/L 11338, Feb.15/93)(deleted & replaced B/L 57- 2009, March 30/09)
10(4) No person shall park a vehicle having a registered gross weight or a gross vehicle weight rating of three thousand kilograms (3,000 kg.) or more, during the hours 10:00 p.m. to 6:00 a.m., Monday to Sunday on any Highway within the City of Windsor. (added B/L 283-2004, August 30/04) (deleted & replaced B/L 57-2009, March 30/09);
And REPLACE with: 10(3). No person shall park a vehicle having a registered gross weight or a gross vehicle weight rating of four thousand five hundred kilograms (4,500 kg.) or more at any time on any highway or portion of highway other than the highways set out in Schedule "AA" (Designated Truck Routes) hereof. (amended B/L 9l43, Sept. 2l/87; B/L 11338, Feb.15/93)(deleted & replaced B/L 57- 2009, March 30/09)
10(4) No person shall park a vehicle having a registered gross weight or a gross vehicle weight rating of four thousand five hundred kilograms (4,500 kg.) or more, during the hours 10:00 p.m. to 6:00 a.m., Monday to Sunday on any Highway within the City of Windsor. (added B/L 283-2004, August 30/04) (deleted & replaced B/L 57-2009, March 30/09);
ADD: 10(9) Sections 10(3) and 10(4) above do not apply to the following vehicles which are parked or stopped on any highway at anytime within the City of Windsor: i. Marked vehicles actually engaged in works or on call, undertaken for or on behalf of The Corporation of the City of Windsor or a public utility, including utilities providing hydro, telephone, natural gas or internet service. Carried. Report Number: S 128/2019
ETPS Standing Committee Meeting - September 18, 2019 Page 11 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 8 of 13 Clerk’s File: ST2019
8.3. CQ 10-2016 Free Accessible Parking Pilot Project
Councillor Francis requests clarification regarding the financial impact of a pilot project. Dwayne Dawson, Executive Director Operations provides the specific information requested.
Councillor Francis inquires about the abuse of the accessible parking permits. Andrew Dowie, Executive Initiatives Coordinator appears before the Environment, Transporation and Public Safety Standing Committee regarding the administrative report CQ10-2016 Free Accessiible Parking Pilot Project and indicates the problem is very signficant in Toronto as a result few programs of this nature are deployed in large Cities due to the abundance of permits and concerns of abuse. An enforcement blitz undertaken recently has addressed some of those concerns in the greater Toronto area. Mr. Dowie adds that abuse of the system can happen in all areas although it‘s not as prominent in Windsor.
Mr. Dawson adds that enforcement will be monitoring the area and that this pilot project would only apply to meters, currently City of Windsor surface lots offer free accessible parking.
The committee inquires how this issue came about. Administration indicates that the request came from the Windsor Accessibility Advisory Committee and now administration would like to implement a pilot project for consideration.
Requirement of accessible parking through AODA legislation is provided.
Councillor McKenzie inquires about the City of Windsor Parking app and if reimbursement could be provided through the app. Administration indicates that there would be challenges with abuse and how people would prove that they had a valid permit etc.
Adminsitration indicates that the result of the pilot project would be provided to Council and then it can determined if the program would be useful as a City Wide program.
Moved by: Councillor Francis Seconded by: Councillor Kaschak
Decision Number: ETPS 691 That the report of the Executive Initiatives Coordinator dated June 20, 2019 entitled “CQ 10-2016 Free Accessible Parking Pilot Project” BE RECEIVED for information. Carried.
Report Number: S 202/2018 Clerk’s File: ST2019
ETPS Standing Committee Meeting - September 18, 2019 Page 12 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 9 of 13
9. TRANSIT BOARD ITEMS
9.1. Portability of Post-Retirement Benefits between Transit Windsor and the Corporation of the City of Windsor
Councillor McKenzie inquires about seniority rights, vacation etc. and would these be able to be transferred between the two City departments as well. Vincenza Mihalo, Executive Director Human Resources appears before the Environment, Transportation and Public Safety Standing Committee regarding the administrative report Portability of Post-Retirement Benefits between Transit Windsor and the Corporation of the City of Windsor and indicates that the Human Resources department is working with all the unions to discuss things such as rates, overtime, etc. to ensure everyone agrees. Ms. Mihalo indicates approval of this report would initiate the process.
Mark Winterton, City Engineer appears before the Environment, Transportation and Public Safety Standing Committee regarding the administrative report Portability of Post-Retirement Benefits between Transit Windsor and the Corporation of the City of Windsor and indicates there are challenges with recruitment and retaining employees and administration is being proactive. Mr. Winterton adds that this would be a valuable tool for the future in recruiting and retaining employees.
Councillor Francis inquires about other City areas such as Roseland. Administration indicates this agreement would be exclusively between transit and the City. Ms. Mihalo adds that other areas can certainly be considered although they would be different unions which may pose other issues. Mr. Delmore indicates that approval of this report by City Council would initiate the discussions then it would become part of negotiations and the CAO would approve a Memorandum of Agreement to implement the agreement.
Moved by: Councillor Costante Seconded by: Councillor Kaschak
Decision Number: ETPS 692 THAT City Council BE REQUESTED to approve the concept of the portability of corporate benefits including but not limited to post-retirement, vacation, and seniority benefits between employees of the Corporation of the City of Windsor and of Transit Windsor, and to give Administration direction to explore this possibility; and,
Subsequent to City Council concurrence:
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a) That discussions with the relevant employee unions, ATU Local 616, CUPE Local 82 and CUPE Local 543, BE INITIATED to consider amendments to the collective agreements allowing for this portability, by the City Clerk & Licence Commissioner - Corporate Leader of Public Engagement & Human Services, the Executive Director of Human Resources, and the Manager of Employee Relations; and that the CAO be informed of the results; and, b) That A memorandum of agreement BE REACHED between Transit Windsor, the noted Unions, and the Corporation of the City of Windsor allowing for employee seniority recognition and for the retention of earned corporate employee benefits where an employment opportunity is accepted by the employee in either of the corporations; and, c) That the noted draft amendments to the appropriate By-Laws BE PROPOSED to the Environment, Transportation & Public Safety Standing Committee and to City Council, should concurrence be achieved by the Parties; and, d) That the appointment of an authorized person to represent Transit Windsor for the implementation of any necessary decisions required to implement this change BE REQUESTED of the Standing Committee and City Council by the Executive Director of Human Resources. Carried. Report Number: S 116/2019 Clerk’s File: AS2019
9.2. Transit Windsor Fare Structure Review - City Wide
Moved by: Councillor Francis Seconded by: Councillor McKenzie
Decision Number: ETPS 693 THAT the Environmental, Transportation & Public Safety Standing Committee sitting as the Transit Windsor Board of Directors TABLE the report, Fare Structure and Strategy Review by IBI Group, until August 25, 2019 in order to allow for comments; and,
THAT the Fare Structure and Strategy Review report be FORWARDED to the Transit Windsor Advisory Committee for comments; and,
THAT a report be PROVIDED to the Environmental, Transportation & Public Safety Standing Committee in September 2019 detailing recommendations of updated Fare structures and policies for Transit Windsor. Carried.
Report Number: S 123/2019 Clerk’s File: MT2019
9.3. Transit Windsor and University of Windsor UPass Agreement - City Wide
ETPS Standing Committee Meeting - September 18, 2019 Page 14 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 11 of 13
Moved by: Councillor Francis Seconded by: Councillor Kaschak
Decision Number: ETPS 694 THAT the Corporate Leader Environmental Protection and Infrastructure Services and the Executive Director of Transit Windsor BE AUTHORIZED to update the Universal Bus Pass (UPass) Agreement with the University of Windsor Students’ Alliance (UWSA), the Graduate Student Society (GSS) and the Organization of Part Time University Students (OPUS) to make the UPass a permanent program; and,
THAT the Chief Administrative Officer and the City Clerk BE AUTHORIZED to sign the updated agreement with the UWSA, GSS and OPUS satisfactory in form to the City Solicitor, in financial content to the City Treasurer , and in technical content to the Corporate Leader of Environmental Protection and Infrastructure Services and the Executive Director of Transit Windsor. Carried.
Report Number: S 120/2019 Clerk’s File: MT2019
9.4. The Contributory Pension Plan for Employees of Transit Windsor - Audited Financial Statements for the year ended December 31, 2018 - City Wide
Councillor McKenzie inquires about a shortfall. Pat Delmore, Executive Director Transit Windsor appears before the Environment, Transportation and Public Safety Standing Committee regarding the administrative report Transit Windsor Pension—Audited Financial Statements for the year ended December 31, 2018- City Wide and indicates that the plan is currently funded, if the City of Windsor closes up tomorrow then it would be a concern. Mr. Delmore adds that this is a requirement under Federal Legislation.
Moved by: Councillor McKenzie Seconded by: Councillor Kaschak
Decision Number: ETPS 695 THAT the Environment, Transportation & Public Safety Standing Committee sitting as the Transit Windsor Board of Directors:
APPROVE the Audited Financial Statements as at December 31, 2018 of the Contributory Pension Plan Fund for Employees of Transit Windsor; and,
DIRECT the Executive Director of Transit Windsor, as the Plan Administrator, to file the financial statements with the Office of the Superintendent of Financial Institutions Canada (OSFI). Carried.
ETPS Standing Committee Meeting - September 18, 2019 Page 15 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 12 of 13 Report Number: S 122/2019 Clerk’s File: AS2019
9.5. The Contributory Pension Plan for Employees of Transit Windsor - Actuarial Valuation as at December 31, 2018 - City Wide
Moved by: Councillor Francis Seconded by: Councillor Costante
Decision Number: ETPS 696 That the Environment, Transportation & Public Safety Standing Committee sitting as the Transit Windsor Board of Directors:
I. APPROVE the Actuarial Valuation of the Contributory Pension Plan for Employees of Transit Windsor as at December 31, 2018; and,
II. DIRECT the Executive Director of Transit Windsor, as the Plan Administrator, to forward the Actuarial Valuation as at December 31, 2018 to the Office of the Superintendent of Financial Institutions and to the Canada Revenue Agency. Carried.
Report Number: S 121/2019 Clerk’s File: AS2019
10. ADOPTION OF TRANSIT BOARD MINUTES
None presented.
11. QUESTION PERIOD
None presented.
12. ADJOURNMENT
There being no further business, the Environment, Transportation & Public Safety Standing Committee is adjourned at 5:36 o’clock p.m. The next meeting of the Environment, Transportation & Public Safety Standing Committee will be held August 28, 2019.
______Ward 4 – Councillor Holt Supervisor of Council Services
ETPS Standing Committee Meeting - September 18, 2019 Page 16 of 247 Minutes Environment, Transportation & Public Safety Standing Committee Wednesday, July 24, 2019 Page 13 of 13 (Chairperson)
ETPS Standing Committee Meeting - September 18, 2019 Page 17 of 247 Item 5.1
Committee Matters: SCM 242/2019
Subject: EWSWA Regular Board Meeting Minutes May 7 2019
Page 1 of 1
ETPS Standing Committee Meeting - September 18, 2019 Page 18 of 247 Meeting Date: Tuesday, May 07, 2019 Time: Regular Session 4:00 PM Location: Essex County Civic & Education Centre – Room C 360 Fairview Avenue West, Essex Ontario Attendance: Board Members: Gary McNamara County of Essex (Ex-Officio) Marc Bondy County of Essex Leo Meloche County of Essex Ed Sleiman City of Windsor Jim Morrison City of Windsor Gary Kaschak – Vice Chair City of Windsor Kieran McKenzie City of Windsor EWSWA Staff: Eli Maodus General Manager Michelle Bishop Manager of Finance & Administration Catharine Copot-Nepszy Manager of Waste Diversion Tom Marentette Manager of Waste Disposal Teresa Policella Executive Secretary County of Essex Staff: Mary Birch Director of Council & Community Services/Clerk Sandra Zwiers Director of Financial Services/Treasurer City of Windsor Staff: Anne Marie Albidone Manager of Environmental Services Tony Ardovini Deputy Treasurer Financial Planning Dwayne Dawson City of Windsor Administration Absent: Aldo DiCarlo – Chair County of Essex Hilda MacDonald County of Essex Drew Dilkens City of Windsor (Ex-Officio)
1. Call To Order
The Vice Chair called the regular meeting to order at 4:26 pm
2. Declaration of Pecuniary Interest
The Vice Chair called for any declarations of pecuniary interest and none were noted. He further expressed that should a conflict of a pecuniary nature or other arise at any time during the course of the meeting that it would be noted at that time.
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3. Announcement – EWSWA 25th Anniversary: May 1994 – May 2019
The General Manager announced that the Authority is celebrating its 25th anniversary. He asked the Manager of Waste Diversion to speak about what Authority events will take place to celebrate this milestone. The Manager of Waste Diversion explained that staff will incorporate the 25th anniversary in the fall during Waste Diversion week. They will explain how the Authority started and where the Authority is going. There may also be an open house at the Recycling Centre.
4. Approval of the Minutes
A. April 11, 2019 Regular Meeting Minutes
Moved by Kieran McKenzie Seconded by Marc Bondy THAT the Minutes from the Essex-Windsor Solid Waste Authority Regular Meeting, dated, April 11, 2019 be approved and adopted.
- Carried Unanimously 19-2019
5. Business Arising from the Minutes
No other items were raised for discussion.
6. Correspondence
There are no items for discussion.
7. Delegations
There are no delegations.
8. Waste Disposal
A. Appoint Board Member to Regional Landfill Liaison Committee
The Manager of Waste Disposal provided background information regarding the Landfill Liaison Committee. The Environmental Compliance Approval (ECA) for the Regional Landfill stipulates the establishment and maintenance of a Landfill Liaison Committee (LLC). The purpose of the LLC is to review and make comment on any activities associated with the Regional Landfill Site, which shall include a review of Operations and Monitoring reports, review of complaints as well as the development and implementation plan for eventual end use and perpetual care. Meetings of the LLC are held quarterly. The membership of the LLC consists of 8 members appointed as follows:
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- One (1) member from the EWSWA Board that is not a Municipal Council member from the host municipality, namely the Town of Essex – Term of 1 year
- Two (2) members from the Municipal Council of the host municipality, namely the Town of Essex – Term of Council. Currently the members for the Town of Essex are Ms. Kim Verbeek and Mr. Richard Meloche.
- One (1) MOE representative appointed by the District Manager of the Ministry of the Environment. Kelly Laforet, Provincial Officer, has been appointed as the representative.
- Four (4) resident representatives from the “Schedule A” area as defined in the Compensation Policy – Term of three (3) years. The current representatives are Joel Gagnon, Jack Albert, Susan Morand and Louise Masse.
The Authority is to appoint one of its Board members to the Landfill Liaison Committee at this meeting. As a matter of information, the Board’s appointment for 2018 was Board Member Hilda MacDonald.
Due to Ms. MacDonald’s absence, Mr. McNamara asked if she had indicated that she would like to return to the LLC. The General Manager noted that Mrs. MacDonald did not advise him one way or the other.
Mr. McNamara nominated Mr. Bondy for the position.
The Vice Chair asked if Mr. Bondy accepts the nomination. Mr. Bondy accepted the nomination.
Moved by Gary McNamara Seconded by Leo Meloche THAT the Board appoint Mr. Bondy, who is not a member of the Council of the Town of Essex, to the Landfill Liaison Committee for a term of one year.
- Carried Unanimously 20-2019
B. Contract extension with Waste Connections for Refuse Haul and Windsor Depot Bin Shuttling for two (2) years to December 31, 2021.
The Manager of Waste Disposal explained to the Board that the Authority contracts the Hauling of Refuse to the Regional Landfill from the Windsor Transfer Station and Transfer Station 2 in Kingsville as well the Windsor Public Drop Off Bin Hauling to the Windsor Transfer Station. The current contract with Waste Connections will expire on December 31, 2019. Waste Connections has been providing the Authority with good
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service during the past 6 ½ years. Administration is requesting the Board approve a two (2) year contract extension from January 1, 2020 to December 31, 2021 in order to take advantage of the preferred rates received in 2012 which resulted from the tendering process.
Mr. McKenzie asked if the Authority would pay the CPI adjustment like the other contract extension that will be addressed on the agenda. The Manager of Waste Disposal confirmed the Authority will pay the CPI adjustment.
Moved by Ed Sleiman Seconded by Jim Morrison THAT the Board approve a two (2) year contract extension from January 1, 2020 to December 31, 2021 to Waste Connections of Canada for the Hauling of Refuse and Public Drop Off Bin Hauling at the Essex-Windsor Regional Facilities under the same terms and conditions of the original contract.
- Carried Unanimously 21-2019
9. Waste Diversion
A. 2018 Residential Waste Diversion Cover Report
The Manager of Waste Diversion explained the Authority produces an annual Waste Diversion Report which contains information on the various waste diversion programs and the related residential waste diversion rate. The Waste Diversion Report fulfills Condition 5.2 of the Environmental Assessment Approval for the Regional Landfill, as well as provides the Authority with a source of information on all its waste diversion programs. Some of the highlights of the waste diversion report are as follows:
The overall waste diversion rate increased from 34% in 2017 to 36.3% in 2018.
Collection of white goods, tires, scrap metals and electronics remained consistent with 2017 tonnage.
Organic yard waste increased 18% from 2017 to 2018.
The basket of goods sale of recyclable material decreased from 2017 to 2018. The Manager of Waste Diversion noted that although 2017 was an exceptionally high year, we are consistent with other years. She noted that actual were lower than forecasted and the Authority was always higher compared to other municipalities.
The new Recycle Coach App attracted 3700 subscribers with 8,500 client interactions. She noted that through the app, residents can receive personalized
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schedules, tips on recycling and utilize the “What Goes Where” search engine. She noted
School programs and community presentation continue to reach many residents of all ages.
613 Gold Boxes were awarded in 2018 to residents through the Gold Star Recycler Program,
The Authority services 96 special events with recycling carts in 2018.
Special Waste program was similar in tonnage from 2017 to 2018.
Sandra Zwiers entered at 4:38 pm
Mr. Morrison noted that white goods are not collected in the City of Windsor. He noted from the report 126 tonnes were picked up curbside from County municipalities and 158 tonnes were delivered to the depots. Mr. McNamara stated a lot of times white goods are picked up by people looking for scrap metal before the contractor can collect the item. The Manager of Waste Diversion stated the Authority sees a little of this being done. She said the municipality is charged by the Authority whether or not the item is found at curbside because the contractor has been directed to attend to that address.
Mr. Morrison asked if the items end up back at an Authority facility from the scrap metal collectors. The answer is most likely not since the scrap metal collector would instead bring the item to a scrap metal recycler who would pay for the item
Mr. Sleiman asked if the blue box recycling market is going down due to China not wanting any more recyclables. Mr. Sleiman asked if the Authority has any plans to mitigate the loss of market. The Manager of Waste Diversion stated that the Authority was able to ship almost all its materials to domestic buyers. It is more critical to produce a cleaner product. The Manager of Waste Diversion stated that the North American market is currently oversaturated and prices are dropping. She added that the Authority is in a good position and on target as the Authority will soon be installing a Fibre Optic Sorting System in the Fibre Recycling Centre.
Mr. McKenzie asked how the 36% waste diversion rate compares to other jurisdictions. The Manager of Waste Diversion replied that London is at 45%. London is higher because they have wood waste and textile diversion programs.
Mr. McKenzie commented that he started to use the Recycle Coach App. He said the app was a very good tool. He asked if the Authority thinks this will help the diversion rate. The Manager of Waste Diversion stated the Authority will have to raise awareness with residents through radio and newspaper ads, social media and other communication. Mr. McKenzie asked if the Authority will be able to manage an increase
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in waste diversion. The Manager of Waste Diversion stated that the Authority will make operational adjustments if there is an increase. Mr. McKenzie stated that he is on the Windsor-Essex Environmental Committee and they would definitely like to promote this app.
Mr. Bondy noted that the Authority has received a lot of motor oil but no revenue. The Manager of Finance and Administration stated that when world oil prices are high the Authority is paid a revenue but oil prices have been depressed. The contractor engaged by the Authority does not charge to remove and recycle the oil and the Authority has assured that this oil does not go to landfill or down a drain.
Mr. Meloche asked if the Authority looks at recycling price variances. The Manager of Finance and Administration stated that the Authority subscribes to an industry standard price sheet for fibre materials. The Authority also receives an email with current commodity prices. She explained that it gets built into the budget. She explained the Authority looks at the commodity prices and trends. The Authority spot markets some commodities and sells to the highest bidder. The Authority has certain contracts for fixed pricing for newsprint.
Mr. McNamara asked about the wood waste and construction material diversion in London. He asked what are they doing different. Is there a recycling opportunity that we are missing or maybe a lack of equipment or a larger investment? The Manager of Waste Disposal stated he visited the two landfills in London last year including a private recycling facility, TRY Recycling. He stated the Authority would need more space, equipment and labour resulting in cost to the Authority.
Mr. McNamara stated an investment should be kept in mind if there is an opportunity. Mr. McNamara asked about the plastic pots residents throw away in the garbage. He said Aphria probably goes through 2 million pots. He asked if there is a potential market for these pots. The Manager of Waste Diversion stated the Authority has a drop off for the pots. She stated that this time of year the Authority receives a lot of pots that can be recycled. The pots are blended with the mixed plastics. Mr. McNamara asked if there is a potential for drop-offs at other locations, for example, Zehrs or Costco. He stated maybe if it’s close enough for residents there might be more of an initiative to recycle.
The General Manager stated that at times there is some confusion with the public when products have the “recycle” symbol stamped on a product. Although products may have a recycle symbol stamped on the product it does not always mean that they are accepted in the EWSWA recycling program.
The General Manager stated there is a balance between the diversion and the cost. The Authority will receive the product if the product is delivered. There are process and facility constraints. He stated London is fortunate because they have a private recycling company close to them – TRY Recycling. The Authority does not such a partner.
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Mr. McKenzie asked if the recycled construction material is a positive generator for London. The Manager of Waste Disposal stated that TRY Recycling is a private sector company.
Moved by Gary McNamara Seconded by Kieran McKenzie THAT the Board receive the 2018 Residential Waste Diversion Report as information.
- Carried Unanimously 22-2019
B. Earth Day Report re: April 28, 2019
The Manager of Waste Diversion explained Earth Day is a global celebration which occurs annually in the spring. The event focuses on strategies around waste diversion and to support environmental protection. This year, 1500 residents attended the Earth Day event at Malden Park. Mayor Drew Dilkens, Councillor Jim Morrison and MP Brian Masse were some of the leaders in attendance at the event. The theme this year was “Protect Our Species”. The focus was on the importance of healthy ecosystems and to promote this through activities including waste diversion and reduction. Authority staff distributed information about the Recycle Coach App. The app provides information around each resident’s collection schedules, tips on waste diversion and other e- resources such “What Goes Where?”
Mr. McKenzie stated that he also attended the event with his six year old daughter. He said the event was fantastic and his daughter got a lot from the event. He stated the games and the event was very well done.
Mr. Morrison said the Authority staff did a great job and he enjoyed his time at the booth. He stated everyone was engaged and the event was very well done.
Mr. Meloche noted he attended a nature event held at Holiday Beach which teaches kids about the environment. He stated that he can provide contact information for this group. He said it is a program that connects children with nature.
Moved by Jim Morrison Seconded by Ed Sleiman THAT the Board receive the Earth Day 2019 Report as information.
- Carried Unanimously 23-2019
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C. Upcoming Waste Diversion Activities
The Manager of Waste Diversion informed the Board about other upcoming EWSWA activities such as the Truckload Sale, Children’s Water Festival and Open House. She stated each event promotes a certain message.
The Truckload Sale held on May 5, 2019 was well received. To promote the Truckload Sale, buy one get one recycle box were offered at the sale this year. Recycling carts were not offered at the sale this year. Gates were opened earlier because traffic was backed up. Also available at the sale were rain barrels, composters and paper bags for shredded paper. All items were offered at a discount.
At the end of May, EWSWA will co-host the Children’s Water Festival held at Heritage Village in Essex. EWSWA has been a key partner of this event since 2001. EWSWA staff support a variety of interactive centres that engage students from Essex-Windsor in waste diversion activities. This event reaches approximately 4,000 people which include students and attendees.
This year, the EWSWA Open House is delayed until the fall, to allow EWSWA to better connect with the community through an event in the second half of the year. This event was typically held in June. The Open House provides recycling centre tours and interactive stations. The Open House will focus on EWSWA’s “25 year anniversary”. Details about this event will be provided at a later date.
Moved by Gary McNamara Seconded by Marc Bondy THAT the Board receive the Upcoming EWSWA Outreach Activities for 2019 Report as information.
- Carried Unanimously 24-2019
D. Contract extension with Windsor Disposal Service for Organics Grind and Haul for one (1) year to May 31, 2020.
The Manager of Waste Diversion explained the Authority requires the services of a contractor to process/grind yard waste at the Essex-Windsor Recovery Facility (MRF), Transfer Station #2 and the Regional Composting Site. Processed yard waste must also be hauled from the MRF to the Regional Landfill where it can be windrow composted. Grinding reduces particle size, thereby improving shipping weights and speeds up the composting process. In 2014, a contract to support these operations was awarded to Windsor Disposal Services (WDS) Ltd. for the period May 12, 2014 until June 2, 2018. The contract allows the Authority to mandate an extension for any period up to 2 years. Last year, the Authority exercised its right and extended the contract for an additional year to June, 2019.
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Authority administration proposed to WDS that the contract be extended for an additional year, under the same terms and conditions as the current contract. This means that the current rates would be applicable and would be adjusted only for the change in the Consumer Price Index. The extension period would be June 3, 2019 to May 31, 2020. WDS is in agreement with the extension. There is no financial impact on the approved 2019 budget.
Mr. Morrison asked the amount of the contract. The Manager of Finance and Administration stated the contract was $500,000 for the three sites combined. She also noted that the CPI adjustment is two part – a 10% fuel component and a 90% general CPI component.
Mr. McNamara asked what is the recovery? The Manager of Finance and Administration responded that the Authority charges the municipalities a $39/tonne fee. Mr. McNamara also asked if there is a net cost to the Authority. The Manager of Finance and Administration explained that residents can drop off yard waste to the Public Drop-Off locations free of charge. She explained that revenue of $160,000 is earned from the scale of finished compost back to residents and landscaping businesses.
Vice Chair Kaschak asked if WDS is the only company that provides this service. The Manager of Finance and Administration stated that we require a company that can grind as well as haul the yard waste to the Regional Landfill. There are not a lot of companies in the area that have the grinding equipment as well as the hauling equipment.
Moved by Kieran McKenzie Seconded by Leo Meloche THAT the Board approve a one year extension for the period June 3, 2019 to May 31, 2020 of the Processing/Grinding and Hauling of Organic Waste contract with Windsor Disposal Services Ltd. under the same terms and conditions as outlined in the existing contract.
- Carried Unanimously 25-2019
E. Province of Ontario & Ministry of the Environment Conservation and Parks Discussion Paper: Reducing Litter and Waste in Our Communities
The General Manager referred to page 32 of the agenda package. He stated that this information was conveyed to the prior Board. The report will serve as information to new Board members and a refresher to past Board members. In March 2019, the Province and the Ministry of the Environment published a discussion paper which sets out goals, actions and performance measures and outlines how the Province will decrease the amount of waste going to landfill and increase the province’s overall diversion rate. The discussion paper outlines 8 key areas for action.
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The General Manager stated he will focus on Items 3 and 4 as they will have the most financial and operational impact for Essex-Windsor within the next 5-6 years.
Item #3 will make producers responsible for the waste generated from their products and packaging. What this means for Essex-Windsor and all Ontario municipalities is that municipalities will no longer be responsible for 50% of the net cost of providing a municipal recycling program. Producers are currently paying the other 50% of the net cost. The Province will be compelling the producers to be responsible for the full cost. This will serve to relieve the Authority’s budget of approximately $4M on a net basis. This is the approximate net cost on an annual basis that is included in the Authority’s budget to manage the collection, processing and sale of recyclables. The current target for this transition is by the end of 2024. The General Manager noted that in 2022 there will another provincial election and that sometimes a new government may alter timelines.
Mr. Meloche asked the General Manager to define producer. The General Manager explained producers or stewards are the companies that produce the items that go in the blue box, for example, newspaper publishers, Walmart and Proctor and Gamble. They can also be importers. Mr. Meloche asked when will the cost be passed on to the them. Mr. Meloche also asked if the government going to just collect another tax. Mr. Meloche’s concern is that the cost will be redirected to the taxpayers. The General Manager stated the producers will be directly responsible. The General Manager stated the process will have to be seamless and residents will have to not notice a change in the program. The producers will have to absorb the costs of delivering the blue box programs across the province or they will build the cost into the products they sell.
Mr. McKenzie asked about the $4M cost to run the blue box program moving toward 2024 and how are we building this into the budget. Mr. McKenzie stated producers will change how they will package their products. The General Manager also stated the food waste program hopefully would not be implemented until the blue box program is resolved. In this scenario, the money freed up from recycling could go towards paying for a food waste program. Mr. McNamara noted that AMO has been fighting this issue (blue box funding) for some time on who is going to pay.
The other action item that will impact the Essex-Windsor area is Provincial Action Item #4. This action item will compel municipalities to reduce and divert from landfill disposal food waste. The General Manager noted that municipalities in the greater Toronto area already have food waste collection programs. What this means for Windsor and four of the seven County of Essex municipalities is, by 2025 that 50%-70% of food and organics waste generated by single family dwellings in “urban settlement areas” shall be diverted from landfill disposal. The selection criteria used by the Province to designate certain municipalities was population and population density. Therefore, Lakeshore, Essex and Kingsville would not be compelled to comply with the diversion target. The four County municipalities that would be impacted are Leamington, LaSalle, Tecumseh and Amherstburg. Their target would be 50%. Windsor’s target would be 70%. Windsor would need to provide curbside collection. The four County municipalities
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would only be required to provide a depot for residents to attend in order to dispose of their food waste. A tool to compel residents to divert food and organic waste from the garbage, would be to reduce the frequency of the collection of garbage. The General Manager noted the Province acknowledges that there is still much work to do for the Province, the Ministry and municipalities before food waste collection programs can be developed. The Province and the Ministry know there is a lack of processing facilities that could manage the material from the municipalities. Another issue is the cost associated with managing food waste. The General Manager noted this program is more costly than the current compost program. The City of Windsor has been proactive and engaged a consultant to examine what would be required to establish a food waste collection program. The analysis would also look at the possibility of partnerships with nearby municipalities. The General Manager noted that Chatham-Kent and London also do not have a program. The final report is scheduled to be available this fall.
Mr. McNamara noted that a “green program” is well underway with Bonduelle in Tecumseh. The program is providing a rich liquid fertilizer. Another issue is with the product coming in and what to do with the end product. Mr. McNamara noted the General Manager brought forward some very good points. Mr. McNamara said that every pound of methane producing product diverted away from the landfill is good. At the end the day, he said digesters are the way to go.
Mr. Morrison stated that this information was very beneficial to the new board members. He noted the 28% recovery from plastics. He asked what could be done locally to reduce plastic waste. He asked if the management team will come to the Board for recommendations or should the Board come forward to management. For example, he asked about single use plastics. Will the Authority be looking at possible solutions within municipal control. He stated that food waste diversion will require a lot of cooperation with other local municipalities. In regards to the single use plastics, the General Manager stated it makes sense to eliminate them but how enforceable is it at the municipal level of government. Mr. Morrison stated that if there is something that we can do locally, we should try.
Mr. McKenzie said on a governance level higher levels of government will have to be involved to enforce plastic waste restrictions. Mr. McKenzie asked what does Toronto do with its food waste. The General Manager replied that they generate electricity for their own use.
Mr. McNamara stated greenhouses are generating electricity from composted material. Tecumseh is doing something with Bonduelle. Tecumseh received a grant for this program.
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Mr. McKenzie stated this process would be very complicated. The opportunities are there and we would have to be legislated.
Moved by Gary McNamara Seconded by Ed Sleiman THAT the Board receive the Provincial Discussion Paper – “Reducing Litter and Waste in Our Communities” Report as information.
- Carried Unanimously 26-2019
10. Finance and Administration
A. 2019 EWSWA Budget Approval Status – County Council
The Manager of Finance and Administration referred to page 36 of the agenda to provide an update on the EWSWA 2019 budget approval status. At the Authority’s April 11, 2019 meeting, the Authority Board approved the 2019 budget recommendations. On May 1, 2019, Authority Administration attended Essex County Council to present the 2019 Budget, address questions from the council members and to seek approval of the 2019 EWSWA Budget. Essex County Council resolved to approve the Authority’s Budget at that meeting.
In regards to the City of Windsor Council consideration of the Authority’s 2019 budget, Authority Administration is scheduled to attend the May 27, 2019 Council meeting to address questions. An update will be provided at the June Board meeting.
Moved by Ed Sleiman Seconded by Jim Morrison THAT the Board receive the EWSWA 2019 Budget Approval Status Report as information. - Carried Unanimously 27-2019
B. 2018 Audited Financial Statements
The Manager of Finance and Administration referred to page 38 of the agenda package in regards to the Authority’s 2018 financial statements and auditors’ report from KPMG. She stated that KPMG has issued an “unmodified” audit opinion of the 2018 financial statements. This means that the statements present fairly the financial position of the Authority. She also noted the auditors’ report is marked as “draft” until the Board approves the 2018 financial statements.
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The Manager of Finance and Administration provided a clarification on the balance due from the City of Windsor. She explained this is a strip bond held by the City of Windsor until 2024. The funds will then be released to the Authority to fund the construction of Cell 5 at the Regional Landfill.
The Manager of Finance and Administration also provided clarification on the balance due from the City of Windsor, Town of Tecumseh and the Town of Lakeshore. The balance represents the receivable due from the three noted municipalities for the project cost to accept and place clay from the construction of the Windsor-Essex Parkway at closed Landfill No. 3 in order to thicken the cap and modify the side slopes. While there was no cost to the Authority to have the clay supplied, hauled and placed at Landfill #3, there were costs incurred as a result of disturbing the site and as a result of the thicker cap. The Authority financed the project cost by borrowing internally from one of its reserves and in 2013 began charging the three municipalities over a 10 year period.
The Manager of Finance and Administration explained the balance for the Regional Landfill post closure costs must be recorded on the Authority’s financial statement in accordance with the Public Sector Accounting Board recommendations.
The Manager of Finance and Administration also spoke to the following items contained in the report:
The balance of $63M represents the debenture due to Sun Life Assurance Company Limited on account of the Regional Landfill.
The contribution to the Regional Landfill Perpetual Care Reserve will be suspended until the Sun Life debenture payment period is complete in 2031.
She noted on page 40 of the agenda package an outline of the various reserves and the intended use of the reserves. She stated that some transfers were made after the April board meeting.
The largest accumulated deficit is the debenture on the Regional Landfill.
The Manager of Finance and Administration explained that operations for 2018 resulted in an excess of revenue over expenditures of $162,629. An operating surplus of $272,800 had been projected in the 2019 budget. The majority of the additional $110,171 unfavourable variance is due to higher than projected expenditures in various Authority programs (increased fuel costs, leachate hauling, grinding and hauling).
The Manager of Finance and Administration stated that funds required to finance the acquisition of capital items comes from internal borrowing from various Authority reserves. She explained that the Authority can borrow from its own reserves at a better
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rate of interest than from an external financial institution. She stated the Authority currently owes themselves $8.6M and will have paid back all current loans by 2027.
Mr. Meloche asked about the accumulated deficit balance of ($203,625) and the long term debt balance versus the amount of tangible assets. The Manager of Finance and Administration said it was due to the debenture on the Regional Landfill. She referred to the bottom of page 40 of the agenda package. Mr. Meloche stated that it looks like the assets are depreciating faster than the debts. Mr. McNamara confirmed it was part of the MFP legal settlement. Mr. Meloche said his concern will be that we have assets that will be worth nothing but we still have a lot of debt.
THAT the Board approve the 2018 Financial Statements and Auditors’ Report, the 2018 financial statements and associated auditors’ report.
Moved by Gary McNamara Seconded by Leo Melcohe
- Carried Unanimously 28-2019
C. January – March 2019 Financial Report
The Manager of Finance and Administration stated that traditionally the Authority did not provide a three month report for January to March. Historically, the delivery of material for disposal at Authority depots is much lower during the period of January to March than other months of the year. Organics and construction demolition is very low at this time of year. This creates a challenge for Administration to compare actual first quarter results to budget estimates. Administration has only included in this report items that have a material variance to budget or are significant in nature such as Municipal revenue and the quarterly recycling revenue.
The Manager of Finance and Administration stated that the Authority is on track with municipal revenue and consistent as in past years. The first quarter of 2019 included a significant amount of episodic contaminated soil from the new Gordie Howe International Bridge construction project. The Bridge has identified a lot of contaminated soil which has to be disposed of in a landfill site. Although the 2019 budget of $650,000 of revenue has been exceeded in the first quarter, it is still unknown the total amount of material that may be delivered for disposal.
The Manager of Finance and Administration stated the Authority is struggling with the sale of newspaper and results in an unfavourable variance. Due to the installation of the Fiber Optic Sorting System (FOSS), the Authority is having to loose load the fibre material and is not receiving the revenue we normally would receive. The Authority could see a change once the FOSS is in full production. At six months, she stated that an update will be provided to the Board.
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Mr. Morrison asked when the FOSS will be in full production and running smoothly. He would like to take a tour of the facility and see the equipment in production. The Manager of Waste Diversion stated the FOSS should be at a stage for a tour. She offered the Board a group tour or on an individual basis.
Mr. Bondy asked if at some point we could store the contaminated soil. The Manager of Waste Disposal stated we cannot stockpile the soil and use it a daily cover. He stated it is a challenge with the wet conditions. This spring has been a problem. Mr. Kaschak asked if the Authority receives contaminated reports. The Manager of Waste Disposal stated the Authority does receive reports and they are compared to the Ministry of the Environment, Conservation and Parks guidelines.
Moved by Marc Bondy Seconded by Ed Sleiman
THAT the Board receive the January to March 2019 – Three Month Operations Financial Review Report as information.
- Carried Unanimously 29-2019
D. Summary of Legal Accounts
Moved by Gary McNamara Seconded by Marc Bondy
THAT the Board authorize the payment of the legal accounts as summarized.
- Carried Unanimously 30-2019
11. Other Items
No other items were noted at this time.
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12. By-Laws
A. By-Law 6-2019 – Being a By-Law to Confirm the Proceedings of the Meeting of the Board of the Essex-Windsor Solid Waste Authority.
Moved by Leo Meloche Seconded by Marc Bondy THAT By-Law 6-2019, being a by-law to confirm the proceedings of the Board of the Essex-Windsor Solid Waste Authority be given three readings and be adopted this 7th day of May, 2019.
- Carried Unanimously 31-2019
B. By-Law 7-2019 – Being a By-Law to Authorize the Extension of an Agreement Between the Essex-Windsor Solid Waste Authority and Waste Connections for Refuse Haul and Windsor Depot Bin Shuttling for Two Years to December 31, 2021.
Moved by Leo Meloche Seconded by Marc Bondy THAT By-Law 7-2019, being a by-law to authorize the extension of an agreement between the Essex-Windsor Solid Waste Authority and Waste Connections for Refuse Haul and Windsor Depot Bin Shuttling for Two Years to December 31, 201 be given three readings and be adopted this 7th day of May, 2019.
- Carried Unanimously 32-2019
C. By-Law 8-2019 – Being a By-Law to Authorize the Extension of an Agreement Between the Essex-Windsor Solid Waste Authority and Windsor Disposal Services Ltd. For Processing/Grinding and Hauling of Organic Waste for One Year to May 31, 2020.
Moved by Leo Meloche Seconded by Marc Bondy THAT By-Law 8-2019 being a by-law to authorize the Extension of an Agreement between the Essex-Windsor Solid Waste Authority and Windsor Disposal Services Ltd. for processing/grinding and hauling of Organic Waste for one year to May 31, 2020 be given three readings and be adopted this 7th day of May, 2019.
- Carried Unanimously 33-2019
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Council Report: S 166/2019
Subject: East Riverside Flood Risk Assessment - Wards 6 and 7
Reference: Date to Council: 9/18/2019 Author: Anna Godo Engineer III (519) 255-6257 ext. 6508 [email protected] Infrastructure & Geomatics Report Date: 8/28/2019 Clerk’s File #: GM/12961
To: Mayor and Members of City Council
Recommendation: I. That the report for East Riverside Flood Risk Assessment, completed by Landmark Engineers Inc. and dated September 3, 2019 BE RECEIVED for information; and
II. That implementation of measures to address the vulnerability of the existing flood protection infrastructure outlined in the East Riverside Flood Risk Assessment BE REFERRED to the 2020 budget for Council’s consideration.
Executive Summary:
N/A
Background: On November 20, 2017, City Council passed the following resolution (CR714/2017):
That City Council APPROVE submission of 8 projects to The Federation of Canadian Municipalities (FCM) Municipalities for Climate Innovations Program (MCIP), the projects being: Active Transportation Master Plan (ATMP) Energy Conservation Strategies Study for the City’s three Historical buildings (MacKenzie Hall, Willistead, Capitol Theatre) Biogas Conversion from Sewage Sludge Study Organics Waste Processing Study
ETPS Standing Committee Meeting - September 18, 2019 Page 36 of 247 Page 1 of 6 Integrated Site Energy Master Plan (ISEP) Vulnerability & Risk Assessments for City outfall (Parent Avenue Storm Sewer Outfall) Study Vulnerability & Risk Assessments for the Riverside Area (Flood Risk Study for Riverside/East Riverside/Lake St. Clair) Sanitary and Storm Sewer Master Plan Resiliency Study
That the Chief Administrative Officer BE AUTHORIZED to execute any agreements, declarations or approvals required to submit one or multiple applications to FCM Municipalities for Climate Innovations Program;
That in the event the City receives written confirmation of the grant funding being awarded to the Organics Waste Processing Study, City Council DIRECT Administration to report back on final funding recommendations to support the City’s portion of the grant requirement.
That in the event the City receives written confirmation of the grant funding being awarded to one or multiple submitted projects, excluding the Organics Waste Processing Study, and where the project costs are within their respective budgets as outlined in the Financial Section and implementation of the projects does not result in a need for additional funding not already approved by City Council, then City Council APPROVES the following recommendations:
The funding sources for the City’s portion of the projects as outlined in the financial matters section of this report; and,
The Chief Administrative Officer and City Clerk BE AUTHORIZED to sign agreements or contracts with the Federation of Canadian Municipalities (FCM) for the grant funding, with approval in technical content by the City Engineer for all projects except the two energy ones which will be approved in technical content by the Senior Manager of Asset Planning, in financial content to the City Treasurer, and in legal form to the City Solicitor; and,
The Chief Administrative Officer to DELEGATE signing of all claims and applicable schedules and other such documents required as part of the request for payment to the City Engineer for all projects except the two energy ones which will be approved by the Senior Manager of Asset Planning, or designate, subject to financial content approval from the area’s Financial Planning Administrator or their manager; and,
The Chief Administrative Officer and City Clerk BE AUTHORIZED to sign agreements or contracts with successful vendors/proponent/bidders satisfactory in technical content to the City Engineer for all projects except the two energy ones which will be approved in technical content by the Senior Manager of Asset Planning, in financial content to the City Treasurer, and in legal form to the City Solicitor; and,
The Purchasing Manager BE AUTHORIZED to issue Purchase Orders or RFP’s as may be required to effect the recommendations noted above, subject to all specification
ETPS Standing Committee Meeting - September 18, 2019 Page 37 of 247 Page 2 of 6 being satisfactory in technical content to the City Engineer for all projects except the two energy ones which will be approved in technical content by the Senior Manager of Asset Planning, in legal content to the City Solicitor and in financial content to the City Treasurer.
Funding was confirmed under the FCM MCIP program for the Vulnerability & Risk Assessments for the Riverside Area (Flood Risk Study for Riverside/East Riverside/Lake St. Clair) project.
This study was to quantify the risk to the area along Riverside Drive, and inland, from St. Rose Beach Park to the City Boundary, due to alterations to the dike system since its installation in the 1980’s. Variability in water levels in the Detroit River and Lake St. Clair left the City of Windsor with the complex engineering challenge of how to protect residents located near the Detroit River and Lake St. Clair. With the recent return of record-high water levels on Lake St. Clair, the potential for overland flooding to occur was identified as a significant risk. The study was to include analysis of surface and subsurface breaches of the flood protection system and public consultation with respect to the vulnerability and risk of such flooding and recommended solutions. The Public Infrastructure Engineering Vulnerability Committee (PIEVC) Engineering Protocol for Infrastructure Vulnerability Assessment and Adaptation to a Changing Climate, as developed by Engineers Canada, which provides a step-by-step methodology for risk assessment of public infrastructure in response to climate change, was to be followed in carrying out this risk assessment study.
A Request for Proposal (RFP# 133-18) for a consultant to undertake the Flood Risk Study for Riverside/East Riverside/Lake St. Clair was advertised and the closing date was August 2, 2018. The RFP was conducted in the City’s standard two-envelope format. The first envelope (A) was an evaluation of the proponent’s qualifications and relevant experience, whereas the second (B) was an evaluation of price. An evaluation committee was struck which was overseen by Purchasing Department and included 3 members from the City representing the Infrastructure Division. Three (3) compliant submissions were received. The RFP provided that the successful proponent would be the proponent with the highest combined score on envelopes A and B. Landmark Engineers Inc. was the successful proponent.
Discussion: The flood risk assessment focused on:
- Documenting and assessing the condition of the existing flood control measures along Riverside Drive East from St. Rose Beach easterly to the City boundary with the Town of Tecumseh; - Quantifying the risk to the flood-prone areas along Riverside Drive and inland; - Identifying alternative solutions for restoration of the flood protection measures within the study area; - Preparing a prioritized action plan to address and mitigate the risk of overland flooding; and, - Providing updated design recommendations and cost estimates for budgeting purposes.
ETPS Standing Committee Meeting - September 18, 2019 Page 38 of 247 Page 3 of 6
The PIEVC Protocol was generally followed in carrying out this risk assessment study.
In order to establish a climate baseline for the water levels on Lake St Clair, Landmark retained a climate sub-consultant (RWDI Consulting Engineers & Scientists) to analyze the historic water level gauge records for Lake St Clair and establish an updated 1:100 year instantaneous peak water level for current conditions. In carrying out their analyses, RWDI also utilized established climate change models to predict future 1:100 year water levels for the years 2030 and 2050.
For the purposes of this assessment, the study area was divided into two distinct sections:
1. The area west of Little River (i.e. from St. Rose Beach to Little River); and, 2. The area east of Little River (i.e. from Little River to the City boundary with the Town of Tecumseh).
To address the potential for dike overtopping, it is recommended that the existing dike system be reconstructed along its existing alignment to ensure a continuous top elevation. Depending upon the specific location and the associated site constraints, establishing this elevation can be achieved using a combination of the following design alternatives:
- Earth berms; - Walls backed with earth berms; - Walls; - Automated mechanical gates; - Raising Riverside Drive.
A Public Information Centre (PIC) was held on June 26, 2019 to present the findings of the study to the public.
The draft assessment recommendations for the area within the Riverside Vista Improvement Project, Phase 2A, from Ford Boulevard to St. Rose Avenue, were used as a basis for the Disaster Mitigation and Adaptation Fund (DMAF) Intake 1b application Flood Protection Barrier Landform project.
The Sewer Master Plan is reviewing and refining the recommendations of this assessment, incorporating the flood protection elevation in the model and is developing long-term solutions based on future improvements to the City’s flood protection system infrastructure.
Risk Analysis: In order to meet the timeline of a Federal Grant in the amount of $125,000 from the Municipalities for Climate Innovation Program (MCIP), Council must approve the East Riverside Flood Risk Assessment before the end of October, 2019. This risk can be mitigated by approving Recommendation I.
ETPS Standing Committee Meeting - September 18, 2019 Page 39 of 247 Page 4 of 6 Many of the recommendations identified in the East Riverside Flood Risk Assessment will need to be considered in future capital budgets and as redevelopment occurs along this section of Riverside Drive. This assessment sets the criteria for the needed works to improve the City’s flood protection system infrastructure.
Financial Matters: The preliminary construction estimate based on the preferred solution as identified in the report are as follows:
Area west of Little River (from St. Rose Beach to Little River) $8.7 Million
Area east of Little River (from little River to the City boundary with the Town of Tecumseh) $8.7 Million
Sewer Modification and Backflow Protection Measures $1.3 Million
Total $18.7 Million
The preliminary estimates include engineering, administrative costs and construction. These costs are considered preliminary with confirmation required at the time of detailed functional and design.
Consultations: Wes Hicks, Senior Manager of Infrastructure and Geomatics
Michael Dennis, Financial Planning Administrator
Conclusion: The East Riverside Flood Risk Assessment is a plan that will serve as a guide to the City’s investments to improve the City’s flood protection system infrastructure.
Planning Act Matters:
N/A
Approvals: Name Title
Anna Godo Engineer III
Wes Hicks Senior Manager Infrastructure & Geomatics/Deputy City Engineer
Mark Winterton City Engineer
Onorio Colucci Chief Administrative Officer
ETPS Standing Committee Meeting - September 18, 2019 Page 40 of 247 Page 5 of 6 Notifications: Name Address Email
Dave Killen, P.Eng., 2280 Ambassador Drive, [email protected] Landmark Engineers Inc. Windsor, Ontario, N9C 4E4
Appendices: 1 Appendix A - East Riverside Flood Risk Assessment - Cover and Executive Summary
ETPS Standing Committee Meeting - September 18, 2019 Page 41 of 247 Page 6 of 6 ETPS Standing Committee Meeting - September 18, 2019 Page 42 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 43 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 44 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 45 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 46 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 47 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 48 of 247 Item 7.1
Committee Matters: SCM 238/2019
Subject: Minutes of the Windsor Licensing Commission of its meeting held June 26, 2019
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ETPS Standing Committee Meeting - September 18, 2019 Page 49 of 247
Windsor Licensing Commission Meeting held June 26, 2019
A meeting of the Windsor Licensing Commission is held this day commencing at 9:30 o’clock a.m. in Room 204, 350 City Hall Square West, there being present the following members:
Councillor Ed Sleiman, Chair Councillor Fabio Costante Councillor Gary Kaschak Jayme Lesperance Harpreet Virk
Also present are the following resource personnel:
Gary Cian, Deputy Licence Commissioner & Senior Manager of Policy, Gaming, Licensing & By-law Enforcement Craig Robertson, Supervisor of Licensing Bill Tetler, Manager of By-law Enforcement Kevin Kuprowski, By-law Enforcement Officer Janna Tetler, Senior Licensing Issuer Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 9:33 o’clock a.m. and the Commission considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
2. Minutes
Moved by Councillor Kaschak, seconded by Councillor Costante, That the minutes of the Windsor Licensing Commission of its meeting held April 24, 2019 BE ADOPTED as presented. Carried.
3. Disclosure of Interest
None disclosed.
ETPS Standing Committee Meeting - September 18, 2019 Page 50 of 247 Windsor Licensing Commission June 26, 2019 Meeting Minutes
4. Request for Deferrals, Referrals or Withdrawals
Moved by J. Lesperance, seconded by H. Virk, That the matter 7(a) relating to a Entertainment Lounge Licence, 375 Ouellette Avenue for 2235191 Ontario Ltd. o/a Level 3 Vodka Emporium BE WITHDRAWN as the business is no longer in operation. Carried.
5. Communications
None.
6. Licence Transfers
(a) Transfer of Taxicab Plate #117
Mr. Fernand Atieh, Transferee is present and available to answer questions.
Moved by Councillor Costante, seconded by Councillor Kaschak, WLC2/2019 That the transfer of Taxicab Plate #117 from 2196935 Ontario Limited to Mr. Fernand Atieh BE APPROVED with the following conditions:
i. Mr. Atieh be given thirty (30) days from the date of this decision to submit a vehicle for inspection that complies with Schedule 5 to By-law 137-2007, including a valid safety standards certificate. ii. Mr. Atieh must submit a Plate Holder application and pay the applicable fee. iii. Mr. Atieh shall provide verification that full compensation has been made to 2196935 Ontario Limited in consideration of the transfer of taxicab plate #117. iv. Mr. Atieh shall not lease the plate for a one year period as stated in Schedule 5, Section 21.3 of Licensing By-law 137-2007. Carried.
7. Applications/Hearings
(a) 2235191 Ontario Ltd. Entertainment Lounge Licence o/a Level 3 Vodka Emporium
This matter has been withdrawn.
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ETPS Standing Committee Meeting - September 18, 2019 Page 51 of 247 Windsor Licensing Commission June 26, 2019 Meeting Minutes
(b) Mr. Misbahul Mishu Kabir Taxicab Driver Licence Wheelchair Accessible Taxicab Plate Holder Licence & Plate #300 Taxicab Broker Licence
No one is present to speak to this matter.
C. Robertson advises Mr. Kabir surrendered his taxicab plate to the Licensing Division on June 25, 2019.
Moved by J. Lesperance, seconded by Councillor Kaschak, WLC3/2019 That City of Windsor Taxicab Driver licence #18 -144605 issued to Misbahul Mishu Kabir of 609 St. Joseph Street, Windsor, ON N9C 3H3 BE REVOKED and;
That City of Windsor Wheelchair Accessible Taxicab Plate Holder licence #18- 144676 and Wheelchair Accessible Taxicab Plate #300 issued to Misbahul Misu Kabir of 609 St. Joseph Street, Windsor, ON N9C 3H3 BE REVOKED and;
That City of Windsor Taxicab Broker licence #18-144598 issued to Ontario Easy Ride For OPTC Inc. o/a Windsor Cab (Misbahul Mishu Kabir) of 3219 Baby Street, Windsor, ON N9C 1K6 BE REVOKED and further,
That any future licence applications under the authority of the City of Windsor’s Public Vehicle Licensing By-law made by Misbahul Mishu Kabir or any corporation, partnership, entity, etc. associated with him BE REFERRED to the Windsor Licensing Commission FOR REVIEW at the next regularly scheduled meeting. Carried.
8. Reports and Administrative Matters
(a) Expired Application(s) for Business Licence
Moved by H. Virk, seconded by Councillor Kaschak, That the report of the Supervisor of Licensing dated June 7, 2019 entitled “Expired Application(s) for Business Licence” BE RECEIVED. Carried.
9. In Camera
Verbal Motion is presented by Councillor Kaschak, seconded by Councillor Costante, to move In Camera at 9:47 o’clock a.m. for discussion of the following item:
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ETPS Standing Committee Meeting - September 18, 2019 Page 52 of 247 Windsor Licensing Commission June 26, 2019 Meeting Minutes
Item No. Subject Section – Pursuant to Municipal Act 2001, as amended 9(a) Personal matter about an s. 239(2)(b) identifiable individual
Motion Carried.
Discussion on the item of business.
Verbal Motion is presented by Councillor Costante, seconded by Councillor Kaschak, to move back into public session at 9:59 o’clock a.m.
Moved by Councillor Kaschak, seconded by Councillor Costante, That the Clerk BE DIRECTED to transmit the recommendation(s) contained in the report(s) discussed at the In Camera Windsor Licensing Commission meeting held June 26, 2019 directly to the Windsor Licensing Commission for consideration at the next Regular Meeting. Carried.
Moved by Councillor Costante, seconded by Councillor Kaschak, WLC4/2019 That the In Camera report relating to a personal matter about an identifiable individual BE RECEIVED and further, that Administration BE REQUESTED to proceed in accordance with the verbal direction of the Windsor Licensing Commission. Carried.
10. Date of Next Meeting
The next meeting will be held on July 24, 2019 at 9:30 a.m. in Room 204, 350 City Hall Square West.
Adjournment
There being no further business, the meeting is adjourned at 10:00 o’clock a.m.
______CHAIR
______SECRETARY
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ETPS Standing Committee Meeting - September 18, 2019 Page 53 of 247 Item 7.2
Committee Matters: SCM 254/2019
Subject: Minutes of the Windsor Essex County Environment Committee of its meeting held July 4, 2019
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Windsor Essex County Environment Committee Meeting held July 4, 2019
A meeting of the Windsor Essex County Environment Committee is held this day commencing at 5:00 o’clock p.m. in the Board Room, Lou Romano Water Reclamation Plant, there being present the following members:
Leo Meloche, Deputy Mayor, Town of Amherstburg, Acting Chair Councillor Kieran McKenzie Keri Banar Derek Coronado Rosanna Demarco Katie Kuker Michael Schneider Richard St. Denis Jerry Zhu
Regrets received from:
Councillor Chris Holt Hilda MacDonald, Mayor of Leamington Radwan Tamr
Guests in attendance:
Dr. Anneke Smit, Associate Professor Faculty of Law, University of Windsor Jennifer Barden, Wildlife Preservation Canada Nancy Pancheshan, Save Ojibway Tom Henderson, Detroit River Canadian Clean-up, Chair, Public Advisory Council Andy Paling, Detroit River Canadian Clean-up, Vice Chair, Public Advisory Council Hilary Payne, Detroit River Canadian Clean-up, Public Advisory Council
Also present are the following resource personnel:
Averil Parent, Environmental & Sustainability Coordinator Amandeep Hans, Windsor Essex County Health Unit Karen Kadour, Committee Coordinator
ETPS Standing Committee Meeting - September 18, 2019 Page 55 of 247 Windsor Essex County Environment Committee July 4, 2019 Meeting Minutes
1. Call to Order
The Committee Coordinator calls the meeting to order at 5:02 o’clock p.m. and the Committee considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
2. Election of Co-Chairs
It is generally agreed to defer the election to allow Councillor Holt and Mayor MacDonald to be in attendance.
Leo Meloche, Deputy Mayor, Town of Amherstburg has agreed to be Acting Chair for this meeting.
Additions to the Agenda
Moved by D. Coronado, seconded by Councillor McKenzie, That Rule 3.3 (c) of the Procedure By-law 98-2011 be waived to add the following additions to the Agenda:
5. Tom Henderson, Detroit River Canadian Cleanup regarding funding for an eco-passage for animals only spanning the Ojibway Parkway 8.1 Dr. Anneke Smit, Associate Professor Faculty of Law regarding a Climate Change emergency research project with University of Windsor students
Carried.
3. Disclosure of Interest
None disclosed.
5. Presentations
Save Ojibway – Seasonal closure of Matchette Road and Malden Road
Nancy Pancheshan, Save Ojibway group and Jennifer Barden, Wildlife Preservation Canada appear before the Committee and provides the following as it relates to the seasonal closure of Matchette and Malden Roads:
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Ojibway supports 4,000 species, 22 are endangered and threatened species. Over 100 endangered species have been killed in the past two years. The communities of Burlington and Kitchener have proven road closures are an excellent method to protect our endangered species Requesting that Matchette and Malden Roads be closed for an 8 week period If no action is taken, there is a possibility of continued road mortality with the threat of extinction Alternate roads to take – Ojibway Parkway, Herb Grey parkway, Todd Lane or Laurier Parkway
In response to a question asked by R. Demarco regarding if there are businesses in this area, N. Pancheshan responds there are businesses on Malden Road.
M. Schneider suggests the use of speed bumps to slow down the traffic and to make it uncomfortable for people travelling down Matchette and Malden Roads.
Moved by Councillor McKenzie, seconded by K. Kuker, That the presentation provided by Nancy Pancheshan, Save Ojibway and Jennifer Barden, Wildlife Preservation Canada regarding the potential seasonal closure of Matchette and Malden Roads BE ACCEPTED. Carried.
Moved by D. Coronado, seconded by K. Kuker, That the motion attached as Appendix “A” for “Temporary Road Closures at the Ojibway Prairie Complex” submitted by Wildlife Preservation Canada and Save Ojibway BE APPROVED. Carried. Councillor McKenzie and R. St. Denis voting nay.
Councillor McKenzie suggests the development of a wildlife strategic plan or policy for the City of Windsor.
A. Parent states the development of a wildlife plan by administration would require additional budget and staff time.
D. Coronado adds this situation is a “ticking clock” as species are being killed.
Tom Henderson, Detroit River Canadian Cleanup – Eco Passage for animals only spanning the Ojibway Parkway
Tom Henderson, Detroit River Canadian Clean-up, Chair Public Advisory Council appears before the Committee. An e-mail from Jacqueline Serran, Remedial Action Plan Coordinator, Detroit River Canadian Cleanup dated June 27, 2019 is distributed and
Page 3 of 8
ETPS Standing Committee Meeting - September 18, 2019 Page 57 of 247 Windsor Essex County Environment Committee July 4, 2019 Meeting Minutes attached as Appendix “B”. He requests that the motion passed by their Public Advisory Council proceed to the Environment, Transportation & Public Safety Standing Committee and to City Council for approval. He provides the following comments relating to this matter:
The Bridge Authority announced seed money in the amount of $1.5 M for an eco- passage bridge connecting the Black Oak Heritage Forest and Ojibway Park. This will provide safe passage for area wildlife and species at risk in the Ojibway Prairie Complex. Eco-passages are designed to provide safe passage for animals to get around roads that block their natural movements. They are especially important for species at risk as these animals migrate back and forth among various habitats. Slow movers like snakes and turtles are difficult to see and are most in peril. 20,000 vehicles per day travel along the Ojibway Parkway and E C Row Expressway. This contributes heavily to wildlife death.
In response to a question asked by Councillor McKenzie regarding the cost of the eco-passages, T. Henderson responds he does not have that information.
Moved by R. Demarco, seconded by Councillor McKenzie, That the presentation by Tom Henderson, Detroit River Canadian Cleanup regarding funding for eco-passages for animals only spanning the Ojibway Parkway BE RECEIVED. Carried.
Moved by R. St. Denis, seconded by Councillor McKenzie, WHEREAS, the Windsor-Detroit Bridge Authority has announced as part of its community benefits package seed money as a joint project with the City of Windsor for an Eco-Passage (bridge) for animals only spanning the Ojibway Parkway; and WHEREAS, additional funding will be required to complete the structure, THEREFORE BE IT RESOLVED, that City Council BE REQUESTED to consider that the balance of the funding required BE INCLUDED in the City’s 2020 Capital Budget.
Carried.
8. Subcommittee Reports
8.1 Air Quality
D. Coronado provides an overview of the Air Quality Subcommittee report which includes the following topics:
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Municipal Climate Emergency Declaration
IPCC Special Report Global Warming of 1.5C Canada’s Changing Climate Report 2019 Approximately 405 Canadian municipal councils (June 20) have declared a climate emergency, 365 in Quebec alone Definition of an Emergency – “A situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise.” (Emergency Management and Civil Protection Act R.S.O. 2000) A Draft Resolution requesting the City of Windsor to declare a climate emergency is proposed.
Councillor McKenzie advises Dr. Anneke Smit, Associate Professor Faculty of Law, University of Windsor is proposing her students (for credit work) research the crafting of a resolution for the City of Windsor to declare a Climate Change Emergency including the specific elements that would be addressed with the declaration. The role WECEC would play would be important in terms of the outreach aspect. Over the course of the summer and into the fall, the Committee would meet with the various stakeholders that could be impacted by any kind of climate change policy, i.e. environmental groups, businesses, agriculture, etc. By the end of the semester, there may be coherent language and a well researched policy proposal to bring forward.
Dr. Anneke Smit appears before the Committee and provides the following comments: We will research and provide some support to ensure whatever goes forward from WECEC to the Standing Committee and Council will be as well researched as possible. We are told that 40% of greenhouse gas emissions are regulated by municipalities across the country. This is an issue that law school students are very interested in. The University of Windsor has a well established experiential learning program so there is some flexibility to do clinical pop-up activities to ensure that the students are well trained and supervised so the ethics of their work in the community is well understood. Proposing front loaded research to strengthen motion to Council, as well as engagement to ensure the community is aware of potential climate change emergency Students will be graded (10 students maximum) and will be undertaking this concurrent with the Municipal Law studies.
R. St. Denis suggests this matter be deferred until more information is gathered.
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Councillor McKenzie proposes that the motion put forth by D. Coronado in the Air Subcommittee report be deferred and that a Climate Change subcommittee be established.
Moved by R. St. Denis, seconded by Councillor McKenzie, That the draft resolution put forth by D. Coronado in the Air Quality Subcommittee report for the City of Windsor to declare a climate emergency and to outline additional actions to be taken to incorporate into existing plans and policies and the achievement of net zero carbon emissions before 2050 BE DEFERRED. Carried. R. Demarco voting nay.
Councillor McKenzie expresses concern that the motion put forth by D. Coronado will not be approved by Council and adds there is an opportunity to work with the University of Windsor to make this a regional policy that could become municipal law.
Moved by K. Banar, seconded by R. St. Denis, That the presentation by Dr. Anneke Smit, Associate Professor Faculty of Law regarding the development of a proposal to declare a climate change emergency in Windsor Essex County in conjunction with the University of Windsor Law Students BE ACCEPTED. Carried.
Moved by Councillor McKenzie, seconded by R. St. Denis, That the Air Quality Subcommittee BE REQUESTED to move forward in the development of a proposal to declare a climate change emergency in Windsor Essex County in conjunction with Law Students from the University of Windsor in a Municipal Law and Climate Change course BE APPROVED. Carried. R. Demarco voting nay
The following WECEC members volunteer to sit on the Air Quality Subcommittee – K. Banar, D. Coronado, A. Hans, M. Schneider, J. Zhu, Dr. Smit, K. Kuker, Councillor McKenzie and Councillor Holt.
6. Business Items
6.1 Pat on the Back Awards
A. Parent thanks K. Kuker, K. Banar, R. St. Denis and M. Schneider for their assistance in the Pat on the Back Awards event. She adds WECEC received 15 applications and the following groups were presented with a $500 award each:
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Greener Bins Forest Glade Public School Glenwood Public School CommUnity Partnership
R. St. Denis expresses concern that it might not have been clear that a group cannot win two years in a row and suggests only new applications be forwarded to the judges for consideration.
6.2 Priorities Discussion
A. Parent notes the priorities proposed at the April 25, 2019 meeting have been summarized into a list.
The Acting Chair requests that the list be modified to include less priorities.
7. Coordinator’s Report
A. Parent provides an overview of the report.
8.2 Environmentally Sensitive Lands and Issues
No report.
9. New Business
9.1 Update on City of Windsor Environmental Issues
A. Parent reports administration is moving forward with the City of Windsor Climate Change Adaptation Plan. She indicates there will be more public consultation in the Fall 2019 when a draft of the plan is tabled at the Environment, Transportation and Public Safety Standing Committee.
10. Communications
10.1 The CBC Windsor article regarding “How to Make Cities Healthier and Happier and Better Equipped to Fight Climate Change” is received for information.
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11. Date of Next Meeting
The next meeting will be held on September 19, 2019 at 5:00 p.m. at the Lou Romano Water Reclamation Plant.
12. Adjournment
There being no further business, the meeting is adjourned at 7:00 o’clock p.m.
______Leo Meloche, Acting Chair
______Committee Coordinator
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Committee Matters: SCM 240/2019
Subject: Report No. 104 of the Windsor Essex County Environment Committee - Eco-Passage (bridge) for animals only spanning the Ojibway Parkway and request for funding
Page 1 of 1
ETPS Standing Committee Meeting - September 18, 2019 Page 65 of 247 Windsor, Ontario August 28, 2019
REPORT NO. 104 of the WINDSOR-ESSEX COUNTY ENVIRONMENT COMMITTEE (WECEC) of its meeting held July 4, 2019 at 5:00 o’clock p.m. Lou Romano Reclamation Plant
Members present at the July 4, 2019 meeting:
Leo Meloche, Deputy Mayor, Town of Amherstburg, Acting Chair Councillor Kieran McKenzie Keri Banar Derek Coronado Rosanna Demarco Katie Kuker Michael Schneider Richard St. Denis Jerry Zhu
Regrets received from:
Councillor Chris Holt Hilda MacDonald, Mayor of Leamington Radwan Tamr
Your Committee submits the following recommendation:
Moved by R. St. Denis, seconded by Councillor McKenzie, WHEREAS, the Windsor-Detroit Bridge Authority has announced as part of its community benefits package seed money as a joint project with the City of Windsor for an Eco- Passage (bridge) for animals only spanning the Ojibway Parkway; and WHEREAS, additional funding will be required to complete the structure, THEREFORE BE IT RESOLVED, that City Council BE REQUESTED to consider that the balance of the funding required BE INCLUDED in the City’s 2020 Capital Budget.
Carried. ______ACTING CHAIR
______COMMITTEE COORDINATOR
NOTIFICATIONS: Tom Henderson, Detroit River [email protected] Canadian Clean-up Jacqueline Serran [email protected] Hilary Payne On file WECEC Committee On file
ETPS Standing Committee Meeting - September 18, 2019 Page 66 of 247 Item 7.4
Committee Matters: SCM 311/2019
Subject: Report No. 6 of the Transit Windsor Advisory Committee - Approval of Strategy 3: Frequent Rider Discount
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September 18, 2019
REPORT NO. 6 of the TRANSIT WINDSOR ADVISORY COMMITTEE of its meeting held August 27, 2019
Present: Councillor Kieran McKenzie, Chair Councillor Rino Bortolin Councillor Irek Kusmierczyk Bernie Drouillard Ryan Hooey Nathaniel Hope
Your Committee submits the following recommendation:
Moved by Councillor Bortolin, seconded by Councillor Kusmierczyk, That City Council BE REQUESTED to consider the approval of Strategy 3: Frequent Rider Discount attached as Appendix “A” as outlined in the IBI Group “Fare Structure and Strategy Review” document. Carried.
______CHAIR
______COMMITTEE COORDINATOR
Notification: Name Email Address Transit Windsor Advisory On File Committee
ETPS Standing Committee Meeting - September 18, 2019 Page 68 of 247 REPORT NO. 6 APPENDIX “A”
4.1.6 Strategy 3: Frequent Rider Discount The third and final decision package is referred to as the Frequent Rider Incentive package, as the fare levels in this package are adjusted such that the cost of the monthly pass is maintained at current levels while all other fare products are increased at the rate of inflation. A summary of the existing fare structure, the resulting fare structure in 2023, and the change in fare structure as a result of adopting this decision package are shown in Exhibit 4-3. Exhibit 4-3: Frequent Rider Incentives (Strategy 3) Fare Levels and Structure
Fare Class Existing Fares 2023 Fare Increase (% Increase) Ticket Daily Monthly Single Daily 30-Day Single Daily 30-Day Cash Cash Cash (each) Pass Pass Fare** Pass Pass*** Fare Pass Pass Adult $ 0.30 $ 0.26 $ 0.95 $ 0.00 $ 3.00 $ 2.53 $ 9.00 $ 95.70 $ 3.30 $ 2.79 $ 9.95 $ 95.70 (10%) (10%) (11%) (0%) Senior $ 0.30 $ 0.21 $ 0.95 $ 0.00 $ 3.00 $ 1.98 $ 9.00 $ 48.40 $ 3.30 $ 2.19 $ 9.95 $ 48.40 (10%) (10%) (11%) (0%) Youth $ 0.30 $ 0.21 $ 0.95 $ 0.00 $ 3.00 $ 1.98 $ 9.00 $ 66.00 $ 3.30 $ 2.19 $ 9.95 $ 66.00 (13 to 19 years) (10%) (10%) (11%) (0%) Student $ 0.30 $ 0.81 $ 0.95 $ 29.70 $ 3.00 $ 1.98 $ 9.00 $ 66.00 $ 3.30 $ 2.79 $ 9.95 $ 95.70 (10%) (41%) (11%) (45%) Child $ -3.00 $ -1.98 $ -9.00 $ -66.00 $ 3.00 $ 1.98 $ 9.00 $ 66.00 $ - $ - $ - $ - (5 to 12 years) (-100%) (-100%) (-100%) (-100%) APP (Affordable $ 0.00 $ - $ - $ - $ 48.40 $ - $ 1.41 $ 5.00 $ 48.40 - - - Pass Program) (0%) * Post-secondary student passes are included in tuition costs ** Smart card or mobile payment to replace tickets *** Rolling 30-Day Pass to replace existing Monthly Pass
As shown in Exhibit 4-3, this strategy: Maintains current discounts for senior fares; Eliminates discounts for post-secondary student fares (replaced by U-Pass for UWindsor students); Eliminates discounts for post-secondary student fares (replaced by U-Pass); Extends the kids-ride-free policy for up to and including 12 year olds when accompanied by an adult; Replaces paper tickets and passes with equivalents carried on the smartcards and mobile ticketing; Replaces the monthly pass with a rolling 30-day pass; Introduces single-ride and daily pass options to APP; Freezes the cost of the monthly pass at 2018 levels; and Increases the cost of all other fare products by 2% per year over 5 years.
NOTE: The statistical information is provided from the 2016 Canadian Urban Transit Association (CUTA) statistical data.
ETPS Standing Committee Meeting - September 18, 2019 Page 69 of 247 Item 7.5
Committee Matters: SCM 312/2019
Subject: Report No. 7 of the Transit Windsor Advisory Committee - Approval of the Fare Structure Categories
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September 18, 2019
REPORT NO. 7 of the TRANSIT WINDSOR ADVISORY COMMITTEE of its meeting held August 27, 2019
Present: Councillor Kieran McKenzie, Chair Councillor Rino Bortolin Councillor Irek Kusmierczyk Bernie Drouillard Ryan Hooey Nathaniel Hope
Your Committee submits the following recommendation:
Moved by Councillor Bortolin, seconded by N. Hope: That City Council BE REQUESTED to consider the approval of the Fare Structure Categories as follows:
Children under 12 years of age to ride free with a parent. Student category renamed the “Youth” category and limiting the availability to those between the ages of 13 and 19. Semester pass for college students with the proviso to purchase the four (4) month program in order to receive a reduced rate. Following the industry standard relating to adult fares and seniors rates.
Carried.
______CHAIR
______COMMITTEE COORDINATOR
Notification: Name Email Address Transit Windsor Advisory On File Committee
ETPS Standing Committee Meeting - September 18, 2019 Page 71 of 247 Item 7.6
Committee Matters: SCM 298/2019
Subject: Minutes of the Town & Gown Committee of its meeting held July 16, 2019
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Town and Gown Committee Held July 16, 2019
A meeting of the Town & Gown Committee is held this day commencing at 3:30 o’clock p.m. in Room 202, 350 City Hall Square West, there being present the following members:
Councillor Fabio Costante, Chair Councillor Fred Francis Jane Boyd John Fairley
Regrets received from:
Alan Richardson
Guests in attendance:
Ryan Flannagan, Associate Vice President, Student Experience, University of Windsor Michael Silvaggi, Associate Vice President, Student Services and Registrar, St. Clair College
Also present are the following resource personnel:
Greg Atkinson, Planner III, Economic Development Inspector Jason Bellaire, Windsor Police Services Andrea DeJong, Deputy Fire Chief Will Foot, Council Assistant Joshua Haddad, Transportation Engineer I John Lee, Chief Fire Prevention Officer Bill Tetler, Manager of By-law Enforcement Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 3:30 o’clock p.m. and the Committee considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
ETPS Standing Committee Meeting - September 18, 2019 Page 73 of 247 Town and Gown Committee July 16, 2019 Meeting Minutes
2. Declaration of Conflict
3. Minutes
Moved by Councillor Francis, seconded by J. Boyd, That the minutes of the Town and Gown Committee of its meeting held May 23, 2019 BE ADOPTED as presented. Carried.
4. Business Items
4.1 Orientation Packages – University of Windsor & St. Clair College Students
Ryan Flannagan, Associate Vice President, Student Experience, University of Windsor appears before the Committee and provides comments regarding orientation for the University of Windsor students as follows:
Currently, 16,000 students are enrolled, 4,000 are international students (70% of the students are from the Windsor Essex region) There are 4,000 graduate students, 80% are international students Developed a comprehensive campus website – http://www.uwindsor.ca/success/off-campus-housing/ The website covers such topics as what to consider when looking for a rental, how to be a good roommate, how to read your lease, safety information and what to expect as a first time renter. A cleanup from California to Bridge Street will be undertaken to help build relationships with people living within those neighbourhoods. LGBTQ+ Pride crosswalks will be constructed in front of the Engineering Building across Wyandotte Street. A contractor will be contacted to acquire the colours that are required. There is a dedicated person that assists the Asian international students as most are engineering students.
R. Flanagan distributes a document that indicates the Top 10 Page Views on the website http://www.uwindsor.ca/success/off-campus-housing/ as it relates to Student Experience (January 2019 to May 2019) and Off-Campus Housing (January 2019 to May 2019), attached as Appendix “A”.
Michael Silvaggi, Associate Vice President, Student Services and Registrar, St. Clair College appears before the Committee and provides comments regarding orientation the for St. Clair College students as follows:
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ETPS Standing Committee Meeting - September 18, 2019 Page 74 of 247 Town and Gown Committee July 16, 2019 Meeting Minutes
Orientation for the University of Windsor and St. Clair College is done separately by each institution. There are 4,500 international students at St. Clair College mostly from India. A representative from the Sikh Temple and a representative from LaSalle Police come to St. Clair College to speak to the students and to provide information. A new residence for the international students is to be constructed in the future. There are no issues with students finding housing. There is an agent that provides some orientation to international students to help lessen the culture shock when they arrive in Canada.
A. DeJong advises the Fire Department has provided safety presentations with some of the agencies regarding kitchen fires within the student residences/housing. She adds there is a significant amount of translated materials that the students do not take. The translated materials in 17 languages is also available on their website at https://www.windsorfire.com/public-education/translated-materials/.
J. Lee indicates in some cultures having a fire within their home is a crime, so the students do not disclose this information to avoid any negative ramifications.
R. Flannagan notes information relating to fire safety and community standards will be added to the University’s bi-weekly e-mail blast to the students.
J. Bellaire, WPS adds several police officers speak different languages and offers to assist at the University of Windsor and St. Clair College events.
Councillor Costante indicates he receives many calls regarding dirty yards, alleys and parking. The primary issue is the calls relating to substandard housing, i.e. 10 students in a residence.
Councillor Francis adds there are many landlords who are being highly paid to house the international students. There is a responsibility to ensure the students are not exploited, to adhere to the by-laws with proper safety methods.
J. Boyd suggests the University of Windsor and St. Clair College share information, i.e. best practices.
In response to a question asked by Councillor Francis regarding the number of tenants that can live in a home, B. Tetler responds when there are four people, it becomes a lodging home and should be licensed as a Class 1 Lodging Home. He adds zoning will not be permitted in a residential neighbourhood for the most part turning a single family home with three bedrooms to a six or seven bedroom dwelling that is illegal. He states if six people are living in a home with 1 lease that becomes the loophole.
A. DeJong explains Windsor Fire has entry rights into a home, however, when one looks at student housing, there are no legislative supports and there has been significant case law that states they cannot enforce the Fire Code on student housing. She further
Page 3 of 5
ETPS Standing Committee Meeting - September 18, 2019 Page 75 of 247 Town and Gown Committee July 16, 2019 Meeting Minutes adds that there is no such thing as “student housing” as it does not meet the confines of a lodging home.
J. Bellaire indicates some international students feel very privileged to be able to attend university/college and to acquire a degree that culturally was never on the radar back home. So, the motivation for the student to stay in Canada is very strong and they will not report a problem due to fear and possible repercussion.
M. Silvaggi states the typical international student’s goal (speaking to the Indian population), is to acquire a post graduate work permit. This would allow them to ultimately land that permanent job that will provide residency.
Councillor Francis remarks in review of this discussion, the framework and gaps are quite visible. There must be a multi-pronged approach with capital, programming and community assistance, i.e. Fire and Police.
R. Flannagan requests that data relating to calls directed to City Councillors that pertain to student issues be provided to the University of Windsor/St. Clair College.
Moved by Councillor Francis, seconded by J. Boyd, That the presentations provided by Ryan Flannagan, Associate Vice President, Student Experience, University of Windsor and Michael Silvaggi, Associate Vice President, Student Services and Registrar regarding orientation information for students BE RECEIVED Carried.
5. New Business
None.
6. Date of Next Meeting
The next meeting will be at the call of the Chair.
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ETPS Standing Committee Meeting - September 18, 2019 Page 76 of 247 Town and Gown Committee July 16, 2019 Meeting Minutes
7. Adjournment
There being no further business, the meeting is adjourned at 4:45 o’clock p.m.
______CHAIR
______COMMITTEE COORDINATOR
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ETPS Standing Committee Meeting - September 18, 2019 Page 77 of 247 ETPS Standing Committee Meeting - September 18, 2019 Page 78 of 247 Item 8.1
Council Report: S 147/2019
Subject: Adoption of the St. Paul and Pontiac Pump Station and St. Rose and the Campbell/University Drainage Areas Studies - Wards 2 and 6
Reference: Date to Council: 8/28/2019 Author: Tiffany Pocock Engineer III (519) 255-6257 ext. 6506 [email protected] Infrastructure & Geomatics Report Date: 8/8/2019 Clerk’s File #: EI/12678
To: Mayor and Members of City Council
Recommendation: I. That the report of. St. Paul & Pontiac Pump Station and St. Rose Drainage Areas Study, completed by Dillon Consulting Limited, dated December 21, 2018, BE RECEIVED for information, and
II. That the report of. Campbell/University Combined Sewer Separation and Stormwater Management Strategy, completed by Stantec, dated July 30, 2019, BE RECEIVED for information
Executive Summary: N/A
Background: On March 27, 2017, City Council passed the following resolution (CR164/2017)
That in the event that written confirmation is received by the City indicating that funding has been approved under the Public Transit Infrastructure Fund (PTIF) or the Clean Water Waste Water Fund (CWWF) in respect of projects submitted by the City, Administration BE AUTHORIZED to make any expenditures/purchases that are related to those projects submitted to PTIF or CWWF provided such expenditures/purchases are within previously-approved budget amounts and that they are required to be made prior to the formal public announcements or agreement execution, due to project timelines and;
ETPS Standing Committee Meeting - September 18, 2019 Page 79 of 247 Page 1 of 4 That the Chief Administrative Officer and City Clerk BE AUTHORIZED to take any such action and sign any such documentation as may be required to effect the recommendation noted above, subject to all documentation being satisfactory in legal form to the City Solicitor, in technical content to the City Engineer for CWWF and the Executive Director of Transit Windsor for PTIF and in financial content to the City Treasurer or,
That the Purchasing Manager BE AUTHORIZED to issue Purchase Orders as may be required to effect the recommendation noted above, subject to all specifications being satisfactory in technical content to the City Engineer for CWWF and the Executive Director of Transit Windsor for PTIF, to the City Solicitor for legal content and in financial content to the City Treasurer and,
That Council APPROVE Administration to execute the following project tasks as identified prior to confirmation of Clean Water Wastewater funding to mitigate project risks:
Mount Carmel - $175,000 for design engineering Pontiac and St Paul Studies - $500,000 commence project Campbell / University Study - $400,000 commence project Zoom Condition Data - $150,000 to camera initial group of assets
And
That Council APPROVE the use of $918,750 in Sewer Surcharge funding from anticipated project surpluses to fund the grant portion of the work stated above should CWWF funding not be awarded and;
That the use of the Sole Sources in CWWF as approved in CR653/2016 BE CONFIRMED to execute these tasks.
Discussion: Dillon Consulting was sole sourced to complete the St. Paul and Pontiac pump station drainage areas in April 2017 under the CWWF program. Originally, the stormwater study was only to investigate the St. Paul and Pontiac pump station drainage areas then the study was expanded to include the St. Rose drainage as the three drainage areas are interconnected (shown in Schedule A). The draft study recommendations were used as a basis for the Disaster Mitigation and Adaptation Fund (DMAF) application. The first project is to be the construction of stormwater management facilities within Tranby Park to provide an outlet for Tranby Avenue from Isabelle Place to Parkview Avenue using LIDs techniques. Most of the recommendations are within the approved DMAF program with the exception of the some improvements in the St. Rose area because of the timing of the application process.
Recommendations to changes in construction for local road rehabilitation to include LIDs were implemented in two recent projects – Matthew Brady Boulevard from Edgar
ETPS Standing Committee Meeting - September 18, 2019 Page 80 of 247 Page 2 of 4 Street to Tranby Avenue (under construction) and Belle Isle View Boulevard from St. Rose Avenue to Wyandotte Street E (in the tendering process).
Stantec Consulting was also sole sourced to complete the Campbell/University storm sewer study. The study area is located within the boundaries of the Detroit River, Quebec Street, Cameron Avenue, and Bridge Avenue (shown in Schedule B). The main objective of the study was to develop an overall combined sewer separation strategy in order to achieve a 5-year design level of service within the study area. The recommended solution, which has been identified as Strategy 2 in the report, involves construction of an extensive storm sewer network within the existing combined sewershed. The construction phasing and design approach will maximize previous separation efforts while maximizing use of existing infrastructure. This strategy will yield better hydraulic performance. Due to the scale of the recommended improvements, a four-phased plan is proposed. Phase one involves addressing the main trunk collector sewers, phase two addresses the branches from the main trunk sewers, phase three tackles lower priority areas, and phase four addresses the remaining areas that could be prioritized based on City needs.
The Sewer Master Plan reviewed and refined the recommendations of both reports.
Risk Analysis: Many of the stormwater recommendations identified in the St. Paul and Pontiac Pump Station and St. Rose drainage areas and the University/Campbell drainage area will need to be considered in future capital budgets. These stormwater reports set the criteria for the needed works to improve the City’s storm sewer infrastructure.
Financial Matters: The estimated implementation costs for each of the areas based on the preferred solution as identified in the reports are as follows:
St Paul Drainage Area $25M
Pontiac Drainage Area 19.38M
St. Rose Drainage Area $13.8 M
Campbell/University $25M
The estimates include engineering, contingency and construction fees and are considered preliminary cost with confirmation required at the time of detailed design.
St. Paul and Pontiac drainage areas have been included in the DMAF applications and approvals. Administration will continue to explore alternative funding sources i.e. grants, when available.
Consultations: Wes Hicks, Senior Manager of Infrastructure & Geomatics/Deputy City Engineer
Michael Dennis, Financial Planning Administrator
ETPS Standing Committee Meeting - September 18, 2019 Page 81 of 247 Page 3 of 4 Sergio Colucci, Engineer II
Conclusion: Administration recommends that the reports be received and continue to be used when planning for storm water management in the identified areas.
Planning Act Matters:
N/A
Approvals: Name Title
Tiffany Pocock Engineer III
Sergio Colucci Engineer II
Wes Hicks Senior Manager of Infrastructure & Geomatics/Deputy City Engineer
Mark Winterton City Engineer
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Schedule B - Campbell University Storm Sewer Key Plan
ETPS Standing Committee Meeting - September 18, 2019 Page 82 of 247 Page 4 of 4 ETPS Standing Committee Meeting - September 18, 2019 Page 83 of 247 Item 8.2
Council Report: S 145/2019
Subject: CQ14-2019 CQ15-2019 Traffic Calming - CITY-WIDE
Reference: Date to Council: September 18, 2019 Author: Jeff Hagan Transportation Planning Engineer 519-255-6267 ext 6003 [email protected] Planning & Building Services Report Date: August 6, 2019 Clerk’s File #: ST2019
To: Mayor and Members of City Council
Recommendation: That report “CQ14-2019 CQ15-2019 Traffic Calming” BE RECEIVED for information.
Executive Summary:
N/A
Background:
At the June 17, 2019 meeting of Council, Councillor Gignac asked the following Council Question:
CQ 14-2019
Asks that Council receive an administrative report outlining how residents can have traffic calming components introduced in their neighbourhoods if they don’t meet warrant benchmarks.
At the July 8, 2019 meeting of Council, Councillor Kaschak asked the following Council Question:
CQ 15-2019 Asks that administration report back to council regarding traffic calming methods for local streets that do not meet warrants for stop signs. My focus is specifically regarding the installation of speed humps being installed on some potential residential streets like in many other Ontario cities specifically Ottawa and Toronto. For proven traffic calming results.
ETPS Standing Committee Meeting - September 18, 2019 Page 84 of 247 Page 1 of 7 This report responds to both Council Questions as requested.
City of Windsor Traffic Calming Policy
Traffic calming on City of Windsor streets is governed by the City of Windsor Traffic Calming Policy. The first City of Windsor Traffic Calming Policy was adopted in 2005. In 2015, the policy was updated with a substantial revamp; the 2015 Traffic Calming Policy is currently in effect. A flowchart of the traffic calming process is provided as Appendix 1.
The Traffic Calming Policy provides a definition of “traffic calming” that is in line with other established sources:
Traffic calming is the implementation of mainly physical measures to (i) reduce the negative effects of motor vehicle use, (ii) alter driver behavior, and (iii) improve conditions for non-motorized street users.
In general, the aim of traffic calming is to restore streets, especially streets in residential neighbourhoods, to their intended function. With this aim in mind, the Traffic Calming Policy identified a number of overall objectives:
Through the effective implementation of traffic calming, the City of Windsor is aiming to:
Improve the neighbourhood environment;
Minimize user conflicts;
Encourage an appropriate speed for motorized traffic in residential neighbourhoods;
Discourage cut through or “short-cutting” traffic that has neither an origin nor destination within a residential neighbourhood;
Reduce the number and severity of collisions; and
Enhance safety and convenience for all road users.
Notably, the Traffic Calming Policy does not support the use of stop signs as traffic calming devices; installation of stop signs is governed by the All-Way Stop Policy. The Policy also does not support speed limit reductions unless accompanied by physical measures to reduce vehicle speeds.
During the preparation of the 2015 Traffic Calming Policy update, a comprehensive review was undertaken to determine best practices that could be incorporated into a policy for the City of Windsor. This review examined national guidance on traffic calming from the Transportation Association of Canada as well as traffic calming policies from a wide variety of jurisdictions in Canada and the United States. The best practices identified in this review were incorporated into the 2015 Traffic Calming Policy.
ETPS Standing Committee Meeting - September 18, 2019 Page 85 of 247 Page 2 of 7 The 2015 Traffic Calming Policy will be due for a 5-year review by September 2020 in accordance with the Policy Review Procedure.
Discussion:
Since the current Traffic Calming Policy was approved in 2015, Administration has reviewed approximately 300 requests for traffic calming. A significant percentage of these do not qualify for traffic calming based on the criteria in the Traffic Calming Policy. Typical reasons why a traffic calming request is unsuccessful are described below:
The request is for an ineligible location. Only residential local and collector roads are eligible for traffic calming under the policy. Arterial roads, very short streets (e.g. most cul-de-sacs and crescents), and non-residential streets are ineligible.
Speed or traffic volume criteria were not met. The policy has minimum thresholds for speed and traffic volume to move forward in the review process.
Minimum neighbourhood support for traffic calming could not be confirmed. Under the policy, support for traffic calming is first measured by a petition to a one-block area. For requests where a traffic calming plan is prepared, the entire area affected by the traffic calming is polled to determine support.
In cases where a request does not qualify for traffic calming, a number of other avenues may be open to residents, depending on the nature of the resident’s concerns. Existing options and potential future options are listed separately below.
Existing Options
Administration Action Outside of the Traffic Calming Process
Often, resident requests for traffic calming touch on issues that can be addressed outside of the Traffic Calming Policy process, including:
Reports of a pattern of collisions,
View obstructions and encroachments in the right-of-way,
Illegal parking, and
Heavy vehicles driving on streets that are not truck routes.
These concerns are addressed by Administration or referred to the appropriate department or agency, regardless of the outcome of the traffic calming review.
Radar Speed Feedback Trailer
The Corporation currently has two trailers equipped with radar speed feedback signs. These trailers are deployed throughout the City on request. These trailers record speed
ETPS Standing Committee Meeting - September 18, 2019 Page 86 of 247 Page 3 of 7 and traffic volume data for approaching vehicles; this data is then forwarded to the Windsor Police Service Traffic Unit for their consideration when prioritizing streets for enforcement.
Residents whose traffic calming requests are unsuccessful can still request that the radar trailer be deployed on their street. These requests are typically received through 311.
Windsor Police Service Traffic Reporting Tools
The Windsor Police Service offers traffic reporting tools that are available to all residents:
Road Watch for reporting specific vehicles that have violated the rules of the road when a license plate number is known; and
Traffic Complaint for reporting ongoing issues in a specific area or at a specific location.
Both of these tools are available on the Windsor Police Service web site.
Local Improvement Process
When Administration receives requests for traffic calming on streets without sidewalks, the concerns expressed by the residents are often rooted in the discomfort of walking close to moving cars. The Local Improvement Process provides a method for these residents to obtain sidewalks on their street, provided this improvement is supported by other affected residents.
Administration routinely provides information on the Local Improvement Process to residents on streets without sidewalks whose traffic calming requests are unsuccessful.
Potential Future Options
Lawn Signs
Beginning in April 2018 as part of its Vision Zero Action Plan, the City of London made lawn signs (shown in Figure 1) available for free to residents at City of London community centres. In the City of Toronto, signs for a similar program (Figure 2) are offered through City Councillors’ offices.
ETPS Standing Committee Meeting - September 18, 2019 Page 87 of 247 Page 4 of 7
Figure 1: City of London "Respect the Limit" Lawn Signs (source: Blackburn News)
Figure 2: City of Toronto "Slow Down" Signs (source: City of Toronto)
A similar lawn sign program would be possible for Windsor, should Council choose to direct Administration accordingly and allocate funds to implement it. Administration obtained a quote for estimating purposes; for a pilot of 500 signs, the cost to design and produce signs of a similar style to the signs provided by the City of London would be approximately $5,000. These signs could be distributed through the City’s Customer Care Centres.
ETPS Standing Committee Meeting - September 18, 2019 Page 88 of 247 Page 5 of 7 Temporary Traffic Calming Measures
In April 2019, the City of Ottawa introduced their Temporary Traffic Calming Measures Program as part of an update to their traffic calming policy. This program is intended to address situations that fall outside the normal program for permanent traffic calming measures, such as:
Streets that are currently in the review and approval process for permanent traffic calming measures;
Streets that do not qualify for – or are otherwise unsuitable for – permanent traffic calming measures, but have traffic issues that remain unaddressed; or
Temporary or seasonal traffic issues.
In order to expedite the installation of these traffic calming measures and to be responsive to temporary issues, temporary traffic calming measures are installed at the direction of the Ward Councillor without a lengthy consultation process; each Councillor has an annual budget allocated for temporary traffic calming measures.
Since the allowed measures under the program are removable and – for the most part – lower-cost or reusable, they can be removed if they create a negative resident reaction or if the measures are no longer needed.
Most traffic calming measures installed under the program are removed seasonally to allow for winter maintenance.
Administration will monitor Ottawa’s experience with this program and will consider proposing a similar program as part of the next update to the City of Windsor Traffic Calming Policy.
Risk Analysis:
Risks associated with the Traffic Calming Policy were identified at the time the policy was brought forward for adoption. There are no further risks associated with this informational report.
Financial Matters:
There are no expenditures associated with the report recommendations.
If Council were to direct Administration to conduct a lawn sign pilot program, a budget of $5,000 would be sufficient for 500 signs. A source of funds for this expenditure has not been identified.
Costs for a temporary traffic calming measures program in Windsor have not been determined and would be very dependent on the scope and scale of the program.
ETPS Standing Committee Meeting - September 18, 2019 Page 89 of 247 Page 6 of 7 Consultations:
Jennifer Valdez, Recreation and Culture
Shawna Boakes, Traffic Operations
Wes Hicks, Engineering
Phong Nguy, Operations
Sgt. Morgan Evans & Sgt. Craig Judson, Windsor Police Service
Conclusion:
The Traffic Calming Policy provides a process for residents’ concerns about neighbourhood speeding, traffic volumes, and cut-through traffic to be addressed. Several other City programs are already available to residents whose traffic calming requests are unsuccessful.
Recently, certain other municipalities in Ontario have launched initiatives that show promise and may be able to be adapted for use in the City of Windsor, either as part of an update to the Traffic Calming Policy or in parallel with the existing Traffic Calming Policy.
Planning Act Matters: N/A
Approvals: Name Title
John Revell Chief Building Official
Shelby Askin-Hager City Solicitor and Corporate Leader, Economic Development and Public Safety
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Councillor Gignac
Councillor Kaschak
Appendices: 1 Flowchart - Traffic Calming Review Process
ETPS Standing Committee Meeting - September 18, 2019 Page 90 of 247 Page 7 of 7 Request Received
For a traffic calming review, a street must: Initial Review Be a residential local or collector
Be at least 150 m long Not have already had a traffic calming review in the last 5 years.
Either speeds or traffic volumes on the street must meet the minimum Speed & Volume Check threshold for traffic calming.
Project Initiation Resident Petition Petition is circulated by the requestor to a one-block area.
A detailed review over a wider area is carried out. Warrant/Prioritization Review Streets that meet warrant are brought forward in priority by score.
Draft Traffic Calming Plan & A draft traffic calming plan is presented at a public meeting. Public Meeting Feedback is solicited from residents and other stakeholders.
Project Final Traffic Calming Plan The traffic calming plan is revised based on the feedback received. Development
Resident Approval Neighbourhood support is determined by a survey through 311.
Project Approval Council Approval The traffic calming plan is presented to Council for approval and funding.
Construction Traffic calming measures are installed.
Traffic data is collected to confirm that the traffic calming measures are Outcome Study functioning as intended. If they are not, additional measures to address the remaining issues are identified.
Findings of the outcome study are reported to Council. Follow-up Report to Council If the outcome study recommended changes to the traffic calming plan, Performance Monitoring Project Implementation & Project Implementation these changes are brought forward for approval and funding.
ETPS Standing Committee Meeting - September 18, 2019 Page 91 of 247 Item 8.3
Council Report: S 146/2019
Subject: CQ12-2019 Residential Parking Permit Policy - City Wide
Reference: Date to Council: September 18, 2019 Author: Bill Kralovensky Supervisor of Parking Enforcement 519-255-6247 x6103 [email protected] Public Works - Operations Report Date: August 8, 2019 Clerk’s File #: ST2019
To: Mayor and Members of City Council
Recommendation: That this report in response to CQ 12-2019 – Residential Parking Permit Policy BE RECIEVED by Council for information; and,
That Council RESCIND the Onstreet Parking Permits for Agencies Policy as adopted in CR418/2004; and, That Council APPROVE the Agency Parking Permit Policy as proposed in Appendix “A”.
Executive Summary:
N/A
Background: At the meeting of City Council on May 6, 2019, Councillor Holt asked CQ 12-2019 as follows: “Asks that Administration update Council on the Residential Parking Permit Policy, outlining how it can be improved, whether it is accomplishing its stated goals, and recommending changes in the policy to better serve residents in areas with high demand for on-street parking. ST2019 18.7 May 6, 2019.”
Residential Permit Parking was implemented in neighborhoods impacted by various institutions in the early 1990’s. The residential permit parking program began in 1992 as per CR1421/92. The fee structure for residential parking permits was established by CR585/96 and continues in its present form as amended from time to time. The fees from the sale of the residential permits are intended to cover the maintenance and
ETPS Standing Committee Meeting - September 18, 2019 Page 92 of 247 Page 1 of 5 administration costs for the program, such as the staff time in preparing and issuing permits, installation and maintenance of signs, etc.
Discussion:
Throughout the City of Windsor there are currently 12 areas designated as residential permit parking areas. The homeowners and tenants in these areas pay up to a maximum ninety ($90) dollars per year for up to three (3) permits to park on the street in the direct vicinity of their residence. Two permits being directly linked to vehicles through licence plate registration, and one Visitor permit, linked through residential address, for occasional use.
Since the inception of residential permit parking, issues have arisen with regards to the availability of parking (demand exceeds supply) in these areas, misuse of permits and the requirements for residents to be eligible to purchase permits. Policies and procedures have been amended from time to time, to mitigate these issues within the guidelines of the residential permit parking programs.
After a noticeable steady increase in complaints concerning the misuse of residential permits, particularly in the University of Windsor area a concerted effort was put forward to review and amend the policies and procedures for the issuance of residential permits. Zero tolerance enforcement and confiscation of permits has been a focus since March 2012. Since that time, approximately 110 permits have been confiscated for misuse with approximately 15 being ultimately returned.
The policies in place for the issuance of residential permits are attached for information (Appendix “B”). The following changes have been implemented and continue to be strictly adhered to by the present enforcement contractor to deal with the misuse of permits. These changes have drastically reduced the number of misuse claims. A noticeable increase in the amount of available on street parking in these areas has been observed in recent years due to more stringent tactics by Parking Enforcement.
1. Officers have been instructed to walk the residential areas and note permits which appear fraudulent or where they appear to be in use by non-residents. Observance of vehicle parking and the driver walking to the University and other institutions has been made a high priority.
2. Residential Permit Parking Agreement forms (Appendix “C”) have been amended to note the applicants’ vehicle plate number(s).
3. Vehicle ownership is mandatory with proof of residency when a vehicle is owned. Two (2) other forms of identification matching the municipal address must be presented at time of purchase.
4. A section has been added to the agreement which states “improper use may result in the inability to obtain permits in future years.”
ETPS Standing Committee Meeting - September 18, 2019 Page 93 of 247 Page 2 of 5 5. A section has been added to the agreement which requires the applicant to acknowledge the conditions for use of the permit and consequences for misuse. The applicant must initial this section indicating they are fully aware of the conditions.
6. Permits are marked as Residential or Visitor as per the by-law, only one (1) visitor permit will be issued to a mailing address.
7. Permits will have a code on the face for identification purposes.
8. All permits are clearly marked with a note stating Permit Non-Transferrable from Original Owner. It is hoped this will curtail the secondary market for residential permits.
9. Landlords are issued one permit regardless of the number of properties in an area. One permit, valid in multiple areas, is issued should their properties cross area boundaries.
10. Landlords are not allowed to purchase permits for tenants.
Strict zero-tolerance has continued, particularly in the few months following annual residential permit renewals. Continued communication between interested resident groups and enforcement will help to continue to identify abuse and explore mitigating strategies.
On average there are 13 requests for new permitted areas entered each year. The requestor is provided the proper documentation to initiate a petition for the suggested area. The approval rate required for adoption of a new area is 95%. In general, the acceptance rate is not met and therefore new areas have not been added in recent years.
Historically, when permitted parking areas are instituted, the outside boundaries of these areas become troublesome with parking as the non permit holders move to non permitted areas. Other methods of parking restrictions should be considered before implementing new residential parking restrictions or expanding of existing locations. One such program that has shown success in the past is to implement a 2 hour time limited parking during business hours, in areas outside existing permit restrictive areas.
Health care agencies are issued a separate style of permit for use in residential permitted parking areas for the care of their clients, known as an AGENCY permit. In 2017 the number of issued permits rose greatly with no increase in the number of requesting agencies. This forced parking Enforcement to be more diligent in the issuance of these permits by way of meeting with, and discussing the needs of each agency on file. Since 2015 thirty three (33) penalties have been issued to fraudulent users of these permits, mostly in the University of Windsor, and Hotel Dieu Grace Tayfour hospital areas. A great number of permits are issued to agency staff members who actually have no clients in a permitted area. Administration recommends that a predetermined number of “Blank” passes be given to each requesting agency, and held at their main office for distribution daily to staff that need to enter these areas to service their clients. This would allow the agency to self police their permit usage, and reduce the number of possible fraudulent users. The previous policy, Onstreet Parking Permits
ETPS Standing Committee Meeting - September 18, 2019 Page 94 of 247 Page 3 of 5 for Agencies Policy, was found to be outdated and a new policy, Agency Parking Permit Policy, has been created.
A potential future service enhancement aimed to be both more customer service friendly, as well as a more diligent enforcement tool, is License Plate Recognition. (LPR) This is a sensor installed on a vehicle that can read process, and return if a plate has been issued a parking permit almost instantaneously. Once a permit is purchased and entered into the system, the predetermined vehicle only needs to drive down the selected residential street to recognize all legal holders parked on this particular time. If the system does not recognize a plate, it will PING the Officer to stop and check more thoroughly for a visitor’s pass, which will still remain in effect the mirror tag way, and if none found, issue a penalty. This enhances the customer service as after the initial purchase, documentation verification, if any changes are needed a simple email can initiate the agreement changes. This would allow for enforcement staff to move through the City at a faster pace. This option will be presented at future budget deliberations.
Risk Analysis: Improper use of residential and agency permits result in reduced neighborhood parking supply and the redeployment of staff for enforcement activities (both for the contractor and City personnel).
Financial Matters:
N/A
Consultations:
Mark Nazarewich, Senior Legal Council
Conclusion: At this time, administration feels that the policy for residential permit parking is meeting the goals and the needs of the public. The new Agency Parking Permit Policy is the only change recommended at this time.
Planning Act Matters: N/A
Approvals: Name Title
Dwayne Dawson Executive Director of Operations
Mark Winterton City Engineer
Onorio Colucci Chief Administrative Officer
ETPS Standing Committee Meeting - September 18, 2019 Page 95 of 247 Page 4 of 5 Notifications: Name Address Email
Appendices: 1 Appendix A - Agency Parking Permit Policy 2 Appendix B - Guidelines for Issuance of Residential Permits 3 Appendix C - Residential Permit Parking Agreement
ETPS Standing Committee Meeting - September 18, 2019 Page 96 of 247 Page 5 of 5 Appendix "A"
THE CORPORATION OF THE CITY OF WINDSOR POLICY
Service Area: Office of the City Engineer Policy No.: Department: Public Works Operations Approval Date: Division: Parking Enforcement Approved By: Effective Date: Subject: Agency Parking Permits Policy Procedure Ref.: Review Date: Pages: Replaces:CR418/2004 Prepared By: Bill Kralovensky Date:
1. POLICY
1.1. This policy outlines the issuance of Agency parking permits for use in Residential permitted parking areas.
1.2. This policy outlines the authorization and administration of the distribution of these permits, and the fees, if any, related to these permits.
2. PURPOSE
2.1. The purpose of this policy is to;
2.1.1. Provide a uniform approach to distribute Agency Parking permits throughout registered Agencies within the municipal boundaries;
2.1.2. Provide a method of acquisition;
2.1.3. Provide a method of self governance for the Agencies;
2.1.4. Limit the unauthorised use of permits in the affected areas;
2.1.5. Provide the Agencies with the manner in which the permits will be enforced, and if the situation arises, confiscated for misuse.
3. SCOPE
3.1. For the purposes of this policy, “Agency” or “Agencies” means not for profit or for profit entities that provide services in the residential permitted parking areas. Without restricting the definition, an agency includes real estate, home builders, long-term renovators and home care services. This policy also takes into account the fees that an Agency may be required to pay for a permit.
Agency Parking Permits Page 1 of 3 ETPS Standing Committee Meeting - September 18, 2019 Page 97 of 247 4. RESPONSIBILITY
4.1. It is the responsibility of the Executive Director of Public Works Operations, or delegates, to ensure the issuance of these permits follows the governing rules and regulations listed below.
4.2. The Senior Manager Traffic Operations is responsible to ensure that the Agency Parking Permits Policy is followed throughout the year.
4.3. It is the responsibility of the Parking Enforcement division to approve and issue the requested permits.
4.4. It is the responsibility of the Parking Enforcement division to maintain and keep up to date the records and locations of each issued permit.
4.5. It is the responsibility of the receiving Agency to ensure that each permit requested is used in accordance with their related business mandates.
4.6. It is the responsibility of the Parking Enforcement division and its chosen contractor to enforce fraudulent usage of issued Agency permits in the selected areas.
5. GOVERNING RULES AND REGULATIONS
5.1. Parking by-law 9023, section fifty seven (57) and section fifty nine (59) gives the Executive Director of Operations or designate, the authority to issue parking permits.
5.2. It is understood that all requesting Agencies will adhere to the following steps before the issuance of any permits is granted:
5.2.1. That all Agencies sign an agreement stating that they understand that all Agency Permits will be used for carrying out their duties of that Agency;
5.2.2. That any Agencies will be supplied with a maximum of six (6) permits;
5.2.3. That all Agencies provide us with their normal business hours when the Agency passes will be used,
5.2.4. That only non-profit organizations that are not subsidized by the government, provide services in the social services area such as health care, be entitled to Agency permits at no fee. All other groups such as Government Agencies, for profit entities (real estate, home builders, long term restorations, etc.) and those who receive subsidization from the government will be subject to a fee of $500.00 per year, or $50.00 per
Agency Parking Permits Page 2 of 3 ETPS Standing Committee Meeting - September 18, 2019 Page 98 of 247 month per pass. Fees may be amended by administration from time to time; current fees are shown on the schedule of fees;
5.2.5. A for profit entity may be entitled to an Agency permit as long as it is providing services in the social services area such as health care to the citizens of Windsor in designated residential permitted areas;
5.2.6. That all persons who receive an Agency permit will display the City issued permit in such a manner that it is visible. If the person should forget to display their permit, and a penalty has been incurred, the person will use the Screening Review process;
5.2.7. That the Agency will explain the conditions and acceptable usage of the permits to their employees.
5.2.8. Any fraudulent use of an Agency permit by their holders may result in the permit being revoked and may hinder future allotment of permits.
6. RECORDS, FORMS AND ATTACHMENTS
6.1 Agency agreement outlining rules and regulations of using the pass, assigned as Appendix “C” in report S146/2019.
Agency Parking Permits Page 3 of 3 ETPS Standing Committee Meeting - September 18, 2019 Page 99 of 247 Appendix "B" Residential Permit Parking
The Parking Enforcement Office is responsible for administering the Residential Permit Parking Program. This program is implemented in various areas of the City where institutions impact on the surrounding residential areas. See additional info on parking controls on our On-Street Parking page. Residential Parking Permits can be obtained at the Parking Enforcement Office listed at the bottom of this page. A maximum of two Residential Vehicle Permits can be provided to each household. A property owner who does not live at the house is entitled to purchase one Residential Vehicle Permit. Proof of ownership, such as a copy of the deed or municipal tax bill is required. This is not included in the limit of two per household. The cost of the first Residential Vehicle Permit is $30.00, and the second Residential Vehicle Permit is $15.00. The vehicle for the second Permit must be registered to the current address. These fees are per contract not by household. A Visitor Permit, to be used in the immediate vicinity of the purchasing address, may be purchased for $30.00. If permit is plate specific, vehicle ownership must be provided. Two pieces of identification (one must be a photo I.D.) with the applicant's current address are required to purchase all Residential Permits. No electronic copies of documentation will be accepted. Acceptable forms of identification include: o Driver's licence. o Valid vehicle ownership (vehicle ownership is a must for licence recognition and should be registered to current address. Some exclusions apply.) Ownership is required for all plate specific permits. If ownership is not present, permit will not be issued. o Current month bill (utilities, gas, telephone, or cable). o Lease Agreement (original or photocopy) with a current month rent receipt/e- transfer matching name and amount on Agreement. o Note: Students must show official proof of registration at an educational institution along with proof of residency (photocopy of lease agreement and current month rent receipt can be accepted as proof of residency. If registration of education does not have an address, two proofs of residency are still required.) The address listed on Proof of Registration must match address student is living at. . Students may be required/asked to have the landlord submit a letter stating that previous tenants have moved out of the address by name. . Permits will also only be made out for the time frame of the lease submitted to Parking Enforcement. Please Note: No electronic copies of documentation will be accepted! If you are a new resident, please make sure that the property owner/landlord provides documentation to let the Parking Enforcement office know that the previous tenants have moved out. This can be done in writing with a letter that clearly states owner/landlord contact information and previous tenants by name. If a representative is coming on behalf of an applicant, a written consent stating that the applicant has authorized the representative (with name and contact information) to pick up their permits on their behalf must be provided.
ETPS Standing Committee Meeting - September 18, 2019 Page 100 of 247 The fee to replace a lost or stolen permit is $30.00. A request for a new permit must be accompanied by a Windsor Police Department report number. Any misuse or selling of any Residential Permits will result in the permit being revoked permanently from the address and difficulty with possible future purchases. Courtesy Permits valid for up to 5 days may be obtained to provide parking for guests. These permits are only available after a Visitor Permit has been purchased for the address. Previous years' complaints and administration discretion on documentation provided will also be taken into consideration before permits are issued.
For questions or more information, please contact:
Parking Enforcement Office 1266 McDougall Street Windsor, Ontario Canada N8X 3M7
Phone: For general information, call 311. For detailed inquiries, call (519) 255-6298, email [email protected] or fax (519) 255-9467
Hours for Residential Permits: 8:00 a.m. to 4:00 p.m., Monday to Friday (excluding holidays)
ETPS Standing Committee Meeting - September 18, 2019 Page 101 of 247 Appendix "C"
RESIDENTIAL PARKING PERMIT AGREEMENT
LICENCE PLATE # MAKE OF VEHICLE COLOUR VEHICLE # 1 VEHICLE # 2 VISITOR PERMIT
THE CORPORATION OF THE CITY OF WINDSOR HEREINAFTER CALLED THE “CORPORATION” OF THE FIRST PART - and -
HEREINAFTER CALLED THE “PARTY” OF THE SECOND PART
In consideration for the Corporation issuing me on-street (i.e., in the public right-of-way) parking permits to the address
of , for Area ,
The Corporation permitting on-street parking as per By-law 9023, I, , hereby covenant and agree with the Corporation as follows:
1. That the issuance of the parking permit as aforesaid does not constitute a guarantee by the Corporation that a parking space will always be available to me when required. That I shall place the parking permit so received HANGING ON THE REAR VIEW MIRROR or place a temporary permit on the dashboard of the motor vehicle to ensure that all information is visible.
2. That this agreement MAY BE TERMINATED without reason by either party upon seven (7) days written notice delivered to the address for which this permit is granted if by the Corporation, or to the Parking Enforcement Office at 1266 McDougall Street, Windsor if by the permit holder, or by the Corporation without notice for non-compliance with the provisions of this agreement. No refund will be given if the agreement is terminated for any reason.
3. That I shall notify the Parking Enforcement Unit, in writing, WITHIN TWO BUSINESS DAYS of any change of my address, or licence plate number, or vehicle change, for which a permit pursuant to this agreement has been issued. (proof may be required)
4. It is agreed and understood that should my vehicle, either while showing said parking permit or through failure to display said permit if for a vehicle allowed to use an issued permit, be towed away, the Corporation will not be responsible for costs or damages incurred by me, and such costs will be the responsibility of the owner of such vehicle.
5. I hereby acknowledge that this permit agreement does not grant to me any right or interest in the public right-of-way described above.
6. This permit expires on .
7. That as an owner/tenant residing on the property I shall pay the sum of - $30.00 for the first vehicle permit, $15.00 for the second vehicle permit, maximum TWO vehicle permits per household. The sum of $30.00 for one Visitors permit. PERMITS MUST BE USED ONLY IN THE DIRECT VICINITY OF REGISTERED ADDRESS. That as a landlord/owner not residing on the property I shall pay the sum of - $30.00 for ONE permit maximum.
8. There is a $30.00 fee to replace lost or stolen permits. A Police report must be filed for a replacement to be issued. Permits will only be issued to ORIGINAL requested plate information. Visitor permit replacement will be at Parking Enforcement office discretion.
9. That the charges are for the permit only and do not result in any liability being assumed by the Corporation for loss, damage or injury to vehicles, persons or goods kept in them, while in or around the parking space for which the permit is issued.
10. It is agreed and understood that my permit(s) shall not be sold, given, or loaned to any person, or other vehicle not stated on this form, for any purpose whatsoever. IT IS ALSO UNDERSTOOD THAT CONTRAVENTION OF THIS TERM WILL RESULT IN CONFISCATION OF SAID PERMIT AND IMMEDIATE TERMINATION OF THIS AGREEMENT. It is also understood that if I do not comply with this clause future permit purchases MAY be declined.
I HAVE READ AND AGREE WITH THE RESIDENTIAL PARKING PERMIT AGREEMENT ABOVE.
Signed in the presence of:
______Issuing Clerk Party of the Second Part
______Date ETPS Standing Committee Meeting - September 18, 2019 Telephone Number Page 102 of 247 Item 8.4
Council Report: S 164/2019
Subject: Community and Corporate Greenhouse Gas Emissions and Energy Monitoring Report – 2018 - City Wide
Reference: Date to Council: September 18, 2019 Author: Kyle Bassett Community Energy Plan Administrator 519 253 7111 - x3224 [email protected] Pollution Control Report Date: August 28, 2019 Clerk’s File #: EI/10822
To: Mayor and Members of City Council
Recommendation: That the report of the Community Energy Plan Administrator dated August 2019 entitled 2018 Community and Corporate Greenhouse Gas Emissions and Energy Monitoring Report BE RECEIVED for information.
Executive Summary: NA
Background: In 2002, the City of Windsor joined the Federation of Canadian Municipalities (FCM) Partners for Climate Protection (PCP).
In 2010, the City of Windsor undertook the development of the City’s first greenhouse gas (GHG) inventory as outlined in FCM’s PCP program (Milestone 1). Upon completion of this first inventory, City Council committed to completing a Climate Change Mitigation Plan.
Building on the goals of the Environmental Master Plan and the information obtained through the original inventory, the City developed a long-term comprehensive plan to address energy and greenhouse gas emissions through the completion of a Community Energy Plan (CEP) and associated Corporate Climate Action Plan. The CEP was approved by Council in July 2017 (CR426/2017). The Community Energy Plan aims to create economic advantage, mitigate climate change, and improve energy performance. It strives to position Windsor as an energy center of excellence that boasts efficient, innovative, and reliable energy systems that contribute to the quality of life of the residents and businesses.
ETPS Standing Committee Meeting - September 18, 2019 Page 103 of 247 Page 1 of 6 The CEP includes ambitious and transformative targets to support global efforts to keep global temperature increases within 1.5 degrees Celsius. In addition by meeting CEP targets, it is anticipated that up to 2.2 billion dollars of energy expenditure can be saved per year in 2041. CR426/2017 requires that Administration provide a bi-annual update report to City Council. This report is the first bi-annual report presented to Council since the approval of the Community Energy Plan.
Discussion:
Community Energy and Emissions Inventory As part of the Community Energy Plan (CEP) implementation, an inventory of Greenhouse Gas Emissions (GHG) and energy consumption is completed each year such that trends can be recognized and progress towards the CEP emissions and energy reduction goals can be evaluated. These inventories serve to help evaluate the effectiveness of emissions reduction strategies and policies. The 2014 emissions inventory serves as the baseline inventory for the Community Energy Plan. As predicted in the Community Energy Plan, emissions and energy consumption for the Windsor community have continued to increase. In 2018 a total of 1,945,603 tonnes of Carbon Dioxide equivalent (CO2e) was emitted to the atmosphere compared to the 1,812,728 tonnes CO2e emitted in 2014. These emissions totals result in per-capita emissions of 8.96 tonnes CO2e per person for 2018 compared to 8.49 tonnes CO2e per person for the 2014 CEP baseline. The CEP target is a per capita emissions of 5 tonnes CO2e by the year 2041. Table 1 provides an overview of status of the CEP primary performance indicators. Table 1 – 2018 Primary Performance Indicators
Baseline % Change to 2014 2018 Baseline
Total Emission (C02e) 1,812,728 1,945,603 +7.33
Total Energy (GJ) 39,016,987 41,309,406 +5.88
Population 211,000 217,185 +2.93
Emissions per Capita 8.59 8.96 +4.27
Energy per Capita 184.91 190.20 +2.86
Table 2 identifies the changes in emissions broken out by the various sectors. The industrial sector accounted for the largest increase in emissions at a 44% increase. A
ETPS Standing Committee Meeting - September 18, 2019 Page 104 of 247 Page 2 of 6 portion of this increase is account for by a 3% decrease in unemployment that occurred over this time. Table 2 – 2018 Emissions by sector vs. 2014 Baseline
Baseline % Change to Source 2014 2018 Baseline
Residential 366,188 336,101 -8%
On Road 732,971 748,130 +2%
Industrial 385,206 553,581 +44%
Commercial 316,383 266,699 -16%
Waste 40,050 41,090 3%
To put the Community emissions into context, 2.3 million acres of forest or 27 million seedlings planted and grown for ten years would be required to sequester the carbon emitted each year by the Windsor Community. Since the approval of the Community Energy Plan, the City of Windsor has been working towards implementation of many of the key strategies outlined in the plan. Some of the key initiatives include: 1) Deep Energy Efficiency Retrofit program for homes and businesses – A business case is currently being developed by consultants to create a path to retrofitting 80% of existing homes and businesses by 2041. This project was funded through a Municipal Climate Innovation Program grant from the Federation of Canadian Municipalities. 2) Active Transportation Masterplan – This plan for expanding and improving the active transportation network of Windsor was approved in June 2019. The plan sets targets to increase the mode share to 25% by 2041. It is estimated that a modest elimination of 2 percent of average journeys results in emissions reduction of about 8,000 tonnes CO2e. 3) Transit Service Delivery Review – This study is currently underway with a goal of improving the service delivery of transit, which will increase ridership and thus decrease emissions.
Corporate Energy and Emissions Inventory Concurrently with the development of the Community Energy Plan a Corporate Climate Action Plan (CCAP) was developed. This corporate wide plan outlines strategies at a corporate level to reduce energy and emissions from municipal operations and fleets. Corporate emissions account for only 2 percent of the overall community emissions. Over the same timeframe Corporate emissions saw a reduction of 8% over the baseline. All components of corporate emissions were reduced with the exception of
ETPS Standing Committee Meeting - September 18, 2019 Page 105 of 247 Page 3 of 6 building energy which increased by 6% (Table 3). The most significant reductions occurred for the street lighting component which was reduced by 79% as a result of the installation of high efficiency LED street lighting throughout the City. Emissions from wastewater treatment and pumping was reduced by 34%. Vehicular emissions have been reduced by 6%. The Corporate sector breakdown is provided in Table 4.
Table 3: Primary Corporate Performance Indicators CEP % Change CORPORATE Baseline to 2014 2018 Baseline
Total Emission (C02e) 35,230 32,345 -8.19
Total Energy (GJ) 812,826 766,835 -5.66
Table 4: Corporate Emissions by Sector
Emissions (TC02) % Change
CEP to Baseline Baseline 2014 2018
Building 17,053 18,016 +6%
Vehicle 12,247 11,528 -6%
Streetlights 1,484 308 -79%
Water 3,752 2,493 -34%
Similar to the Community, a number of Corporate initiatives are underway to support the CCAP including, but not limited to: 1) Integrated Site Energy Masterplan – A study is underway evaluating the energy and emissions from wastewater treatment at Lou Romano Water Reclamation Plant and Little River Pollution Control Plant. The study will present recommendations for advancing these facilities to carbon neutral operation. This study was funded through FCM’s Municipal Climate Innovation Program. 2) Corporate Energy Management Plan (2019-2023) This plan is a flexible document that sets goals, strategies, and initiatives to reduce the Corporation’s energy consumption and greenhouse gas emissions from Corporate facilities. 3) Greening the Fleet – The greening the fleet manual outlines strategies for improving local air quality by improving the fuel efficiency of the city vehicle fleet.
ETPS Standing Committee Meeting - September 18, 2019 Page 106 of 247 Page 4 of 6 There are currently six electric vehicles added to the city fleet in 2019. This manual is currently being updated. The above described actions alone will not allow the City of Windsor to meet the approved targets. Significant work will be required to result in a drop in emissions and/or energy consumption. The following is the recommended next steps:
1) The Deep Energy Efficiency Retrofit business case will be presented to City Council in early 2020 for decision. This strategy was identified in the CEP as the primary strategy required to reduce energy and emissions in the residential and commercial/institutional sectors. 2) Implement recommendations from Integrated Site Energy Masterplan for the City’s two wastewater treatment plan. This study is expected to be completed late 2019. 3) Amend official plan to include consideration for greenhouse gas emissions and climate change 4) Amend zoning by-laws to support the development of multi use residential buildings which increase population density and lower per-capita emissions 5) Continue to invest in the development of new renewable energy technologies including implementing solar PV net metering program within the Corporation’s building portfolio. 6) Implement the Active Transportation Master Plan as recommended. 7) Identify opportunities to encourage the shift to EV vehicles. 8) Development of a Public Engagement Campaign to increase awareness. 9) Continue to collaborate with Windsor Utilities Commission on advancing District Energy within the downtown and explore opportunities to build new District Energy networks where feasible.
Risk Analysis:
No risk associated with the information report.
Financial Matters:
No financial cost associated with information report.
Consultations: Environmental Services
Planning Transit Windsor
Asset Planning – Corporate Energy Initiatives
Fleet
Facilities
ETPS Standing Committee Meeting - September 18, 2019 Page 107 of 247 Page 5 of 6 Pollution Control
Engineering
Buildings
Traffic Operations
Conclusion: As predicted in the Community Energy Plan, emissions and energy usage for the Windsor community have increased over the 2014 baseline. It is anticipated that emissions and energy usage will continue to increase year over year until such time that the major strategies outlined in the CEP are fully implemented. However, Corporate emissions have shown a decrease in energy and emissions. With continued effort, it is possible that the corporate target of 40% decrease in total energy and emissions from 2014 baseline by 2041 can be met.
Corporately, the City of Windsor has been working about 10 years to reduce energy consumption; whereas, the City of Windsor is just beginning (less than 2 years), to address GHG emissions and Community energy use. A dedicated and concerted effort will be needed to meet the Community Energy Plan targets.
Planning Act Matters: NA
Approvals: Name Title
Karina Richters Supervisor, environmental sustainability and climate change
Ed Valdez for Jake Renaud Senior Manager of Pollution Control
Mark Winterton City Engineer
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices:
Appendix A: 2018 Community and Corporate Energy and Emissions Report
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Windsor’s COMMUNITY ENERGY PLAN A powerful plan for the future
Community and Corporate Greenhouse Gas and Energy Monitoring Report
2018
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Executive Summary
As part of the Community Energy Plan (CEP) implementation, an inventory of Greenhouse Gas Emissions (GHG) and energy consumption is completed each year such that trends can be recognized and progress towards the CEP emissions and energy reduction goals can be evaluated. These inventories serve to help evaluate the effectiveness of emissions reduction strategies and policies. The 2014 emissions inventory serves as the baseline inventory for the Community Energy Plan. As predicted in the Community Energy Plan, emissions and energy consumption for the Windsor community have continued to increase. In 2018 a total of 1,945,603 tonnes of Carbon Dioxide equivalent (eCO2) was emitted to the atmosphere compared to the 1,812,728 tonnes emitted in 2014 inventory. These emissions totals result in per-capita emissions of 8.96 tonnes for 2018 compared to 8.49 Tonnes per person in the 2014 CEP baseline. The goal of the CEP is a per capita emissions of 5 Tonnes by the year 2041. One primary cause for this overall increase is the industrial emissions component, which accounted for an 182,482 tonne eCO2 (44%) increase over the CEP baseline.
Did you know? The total yearly community emissions is equivalent to the carbon sequestered by 2.3 million acres of forest, or 27 million seedlings planted and grown for ten years.
Over the same timeframe Corporate emissions saw a reduction of 8% over the CEP baseline. All components of corporate emissions were reduced with the exception of building energy which increased by 6%. The most significant reductions occurred for the street lighting component which was reduced by 79% as a result of the installation of high efficiency LED street lighting throughout the City. Emissions from wastewater treatment and pumping was reduced by 34%. Vehicular emissions have been reduced by 6%.
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The tables below indicate the trends observed for both Corporate and Community emissions.
COMMUNITY CORPORATION Emissions Emissions Sector Trend Sector Trend
Residential Buildings
Industrial Street Lighting
On-Road Commercial Transport
On-Road Transport Water
Total Emissions Total Emissions
More detail for each of these sectors is provided in the body of the report.
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Background
In 2002, the City of Windsor joined the Federation of Canadian Municipalities (FCM) Partners for Climate Protection (PCP). In 2006 Council approved the City’s first Environmental Master Plan (EMP). The 2006 EMP prioritized the following five goals:
Goal A: Improve Our Air and Water Quality Goal B: Create Healthy Communities Goal C: Green Windsor Goal D: Use Resources Efficiently Goal E: Promote Awareness
In 2010, the City of Windsor undertook the development of the City’s first greenhouse gas (GHG) inventory as outlined in FCM’s PCP program (Milestone 1). Upon completion of this first inventory, City Council committed to completing a Climate Change Mitigation Plan.
Building on the goals of the EMP and the information obtained through the original inventory, the City developed a long-term comprehensive plan to address energy and greenhouse gas emissions through the completion of a Community Energy Plan (CEP) and associated Corporate Climate Action Plan. The CEP was approved by Council in 2017. The Community Energy Plan aims to create economic advantage, mitigate climate change, and improve energy performance. It strives to position Windsor as an energy center of excellence that boasts efficient, innovative, and reliable energy systems that contribute to the quality of life of the residents and businesses. The CEP includes ambitious and transformative targets to support global efforts to keep global temperature increases within 1.5 degrees Celsius. By meeting CEP targets, it is anticipated that up to 2.2 billion dollars of energy expenditure can be saved.
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COMMUNITY TARGETS 40% reduction in per capita energy usage from 2014 baseline by 2041. 40% reduction in per capita CO2 emissions from 2014 baseline by 2041. CORPORATE TARGETS 40% reduction in energy usage from 2014 baseline by 2041. 40% reduction in emissions from 2014 baseline by 2041.
In addition to the targets outlined in the CEP and Corporate Climate Action Plan, the City has also committed to participating in the Carbon Disclosure Project (CDP) administered through the Global Covenant of Mayors for Climate and Energy. This commitment includes reporting GHG emissions inventories, mitigation actions, as well as energy and emissions targets on a yearly basis through the CDP website.
City Council approved the Community Energy Plan, Corporate Climate Action Plan and associated targets, on July 17, 2017 (CR426/2017).
This report serves as the first update to City Council on emissions and energy consumption since the completion of the Community Energy Plan.
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Table of Contents
Executive Summary...... 2 Background...... 4 Community Greenhouse Gas Emissions and Energy Inventory...... 7 Residential Emissions ...... 11 Industrial Emissions...... 15 Commercial and Institutional Emissions ...... 18 On Road Emissions ...... 19 Solid Waste Emissions ...... 22 Renewable Energy...... 23 Progress towards CEP Community reduction targets...... 24 CEP Community Strategy Update ...... 25 Corporate Greenhouse Gas Emissions and Energy Inventory...... 30 Corporate Building Emissions...... 34 Corporate Vehicle Emissions...... 36 Corporate Street Lighting...... 37 Corporate Emissions Water and Sewage...... 38 Corporate Strategy Update...... 40
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Community GHG Emissions and Energy Inventory
When performing Climate Change Mitigation activities it is best practise to utilize an internationally recognized protocol, which provides a methodology and framework for creating Greenhouse Gas (GHG) and Energy inventories. This includes mapping out strategies and actions for improving these inventories, and setting requirements for monitoring and verification. The protocol used by the City of Windsor for climate change mitigation is the Partners for Climate Protection (PCP) supported by the Federation of Canadian Municipalities. This protocol includes 5 milestones.
Milestone 1 – Create a baseline emissions inventory and forecast Milestone 2 – Set emissions reduction targets Milestone 3 – Develop a local action plan Milestone 4 – Implement the local action plan Milestone 5 – Monitor progress and report results.
Milestones 1, 2 and 3 have been completed as part of the Community Energy Plan and administration is currently in the process of completing Milestone 4 through the implementation of emissions reduction strategies outlined in the CEP. This report along with the associated yearly inventories represents Milestone 5. The Community GHG inventory focuses on a much larger set of emissions-generating activities within the municipality. Key reporting sectors and subsectors include: 1) Stationary energy Residential buildings Commercial and institutional buildings and facilities Manufacturing industries and construction 2) Transportation On-road transportation 3) Waste Solid waste disposal The annual GHG emissions and energy inventory is created using the Partners for Climate Protection - PCP Milestone Tool. The Milestone tool is a web-based resource designed to help local governments create inventories as well as track, monitor and report their greenhouse gas emissions and energy consumption.
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Figures 1 and 3 presents all completed community emissions and energy inventories to date. Please note that 2014 represents the baseline emissions and energy use against which emissions and energy reduction goals are measured. Figure 2 illustrates the percentage of emissions contributed by each sector in the Community.
Community Emissions 2005 – 2018
CEP BASELINE
Figure 1 – Community GHG Emissions 2005 – 2018 It is important to note that the emissions reduction trend that occurred for 2005 through 2014 was the result of the de-carbonization of the Ontario electricity grid and the elimination of coal based power plants throughout the province. The current Ontario electricity grid is now primarily composed of renewable and low-carbon electricity generating facilities.
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Figure 2 – 2018 Community Emissions by Sector Community Energy Consumption 2005 - 2018
CEP BASELINE
Figure 3 – Community Energy Consumption 2005 - 2018
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Analysis As indicated in the figures above, both the total yearly emissions and energy consumption for the Windsor community has increased. The total emissions represent a 7.3% increase over the 2014 baseline. The total energy consumption represents a 5.8% increase over the 2014 baseline. Table 1 highlights a number of primary indicators as outlined in the CEP. Table 1 – Primary Performance Indicators 2018
Baseline % Change to 2014 2018 Baseline Total Emission (C02e) 1,812,728 1,945,603 +7.33 Total Energy (GJ) 39,016,987 41,309,406 +5.88 Population 211,000 217,185 +2.93 Emissions per Capita 8.59 8.96 +4.27 Energy per Capita 184.91 190.20 +2.86
Table 2 – Emissions by source 2018 vs. CEP Baseline 2014
Baseline % Change to Source 2014 2018 Baseline Residential 366,188 336,101 -8% On Road 732,971 748,130 +2% Industrial 385,206 553,581 +44% Commercial 316,383 266,699 -16% Waste 40,050 41,090 +3%
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Stationary Emissions Stationary energy sources are one of the largest contributors to a city’s GHG emissions. These emissions come from the combustion of fuel in residential, commercial and institutional buildings, facilities and manufacturing industries, as well as power plants to generate grid-supplied energy. Generally, in the City of Windsor the primary stationary emissions originate from the use of natural gas and electricity. Stationary emissions within a building include heating and cooling, lighting and operational energy usage. Operational energy for residences includes electricity for appliances, and electronic devices such as televisions, computers and cellular phones. Operational energy for commercial and institutional facilities generally include the same scope as residences. Operational energy for industrial facilities includes electricity to operate machinery as well as natural gas used in industrial processes such as casting, moulding, smelting, etc.
Residential Emissions Residential emissions represent a significant 17% proportion of total emissions for the Windsor community (Figure 2). These emissions are calculated using data provided by the local Utility companies serving Windsor including Enbridge Energy (Union Gas), Enwin Utilities and Hydro One. Enbridge provides total natural gas consumption in the unit of cubic meters (m3) for the residential sector. Enwin Utilities provides total electricity consumption in the unit of kilowatt-hours (kWh). At the time of this report, data from Hydro One was not available. In 2014, Hydro One accounted for approximately 1.6% of the GHG emissions associated with electrical use in the community. Hydro One customers are generally located in the Sandwich South area. Historical residential emissions are shown in Figure 4.
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City of Windsor - Residential Emissions 450000
400000
350000
300000
250000
200000
150000 Tonnes Tonnes C02 per year 100000
50000
0 2014 2015 2016 2017 2018 Year
Figure 4 – Historic residential emissions Figures 5 and 6 illustrate the GHG emissions contributions from electricity and natural gas respectively. Natural Gas contributes roughly 10 times the amount of GHG emissions for the residential sector (ex. 2018 – Electricity accounted for 25,820 tonnes of eCO2 compared to 310,287 tonnes of eCO2 for Natural Gas).
Tonnes of eCO2 from Electricity Use in the Residential Sector 35000
30000
25000
20000
15000
TONNES OF CO2 OF EQTONNES 10000
5000
0 2014 2015 2016 2017 2018 YEAR
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Figure 5 –Residential emissions from electricity
Tonnes of eCO2from Natural Gas Use in the Residential Sector 400000
350000
300000
250000
200000
TONNES OF C02 OF TONNES 150000
100000
50000
0 2014 2015 2016 2017 2018 YEAR
Figure 6 –Residential emissions from natural gas
The quantity of residential emissions for the Windsor community is highly dependant on the weather conditions experienced in a given year, specifically expressed through heating degree-days (HDD) and cooling degree-days (CDD). Table 3 shows historic data for heating degree-days and cooling degree-days. As our average temperatures continue to rise, Windsor will generally experience a decrease in HDD and an increase in CDD compared to the historic average from 1976-2005. This trending shift from heating loads to cooling loads works to decrease residential emissions as the emissions-intensive natural gas consumption from heating is decreased.
Table 3 – Historic heating and cooling degree days
Heating Degree Cooling Degree Year Days Days Historic 1976-2005 3541 376 2016 3179 557 2017 3073 407 2018 3255 495
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Core Strategy Underway Deep Energy Retrofit Program for Existing Homes In order to have a significant impact on the emissions and energy utilization trends for the Windsor residential sector, existing buildings require extensive energy efficiency retrofits. Homes in Windsor are significantly older than the Ontario average and as such, result in higher energy consumption and emissions than comparable homes in other areas of the province. The average year for the construction of a Windsor home is 1956. At that time the Ontario Building Code did not have energy efficiency requirements or considerations and as such these buildings were constructed without effective wall, attic, or basement insulation. This lack of insulation drastically increases the amount of natural gas consumed to heat the home using a furnace. The average Windsor home uses 20% more energy per square meter than the average Ontario home. CEP Strategy 1 calls for the creation of a Deep Energy Retrofit Program for Existing Homes with the aim to improve energy efficiency by 30-50 percent depending on age and size of the home. This program would have the potential of reducing GHG emissions by 145,000 tonnes or 30 percent in the community by 2041. This is the primary action required within the residential sector to meet the CEP goals and targets. The City of Windsor has retained a consultant to undertake a business case for such a program. It is anticipated that this program will be presented to Windsor City Council in February of 2020.
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Industrial Emissions
Historic data reveals that emissions and energy consumption in Windsor have been steadily increasing since 2016. A major contributing factor to this trend has been the recovery of the manufacturing industry and increases in industrial emissions. The year 2016 represented the lowest emissions produced and energy consumed in recorded history but also coincided with very low industrial energy usage. Industrial energy usage is an indicator of industrial economic activity that is intimately linked to the employment and economic wellbeing of the Windsor community. Figure 7 below displays historic Industrial emissions.
Industrial Emissions 600000
500000
2 400000 eCO 300000
Tonnes Tonnes 200000
100000
0 2010 2011 2013 2014 2015 2016 2017 2018 Year
Figure 7 – Industrial energy usage in Windsor 2010 - 2018
Industrial Activity in Windsor One potential cause of these changes in industrial emissions is the output of one of Windsor’s major industrial sectors: automotive manufacturing. The Chrysler minivan plant is one of Windsor’s major factories producing the Pacifica (formerly the Town and Country) and Grand Caravan. The quantities of these vehicle’s yearly sales is of interest in gaining insight into changes of industrial emissions. Figure 8 below displays yearly Windsor-made vehicle sales in the time period of interest.
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Windsor-Made Chrysler Vehicle Sales 300000
250000
200000
150000
100000
50000
0 2014 2015 2016 2017 2018
Caravan Pacifica Town and Country Total
Figure 8 – Historic Windsor made vehicle sales 2014 – 2018 As revealed in the figure above, total Windsor made vehicle sales were at an all time low in 2015. This could potentially explain a portion of the reduced industrial emissions in 2016 as excess inventory (resulting from poor 2015 sales) would offset new production of vehicles in 2016, thus reducing the amount of energy and emissions for that year. While this consideration of vehicle sales as an indicator of industrial activity does work to explain aspects of the 2016 drop in emissions, it does not illuminate the overall increase in industrial emissions between the 2014 baseline and the current 2018 inventory. Vehicle sales are approximately the same between 2014 and 2018. For a deeper look into industrial emissions, the specific energy sources resulting in those emissions can be considered. Figure 9 below display historic industrial emissions from electrical and natural gas energy sources.
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Industrial Community GHG Emission 600000 500000 400000 300000 200000 100000 Emissions Emissions in tCO2 eq 0 2014 2015 2016 2017 2018 Year
Electricity use (tCO2 eq) Natural gas
Figure 9 – Historic industrial emissions comparing contributions from electricity and natural gas consumption
These figures reveal that an increase in natural gas utilization in 2017 and 2018 have resulted in the overall industrial emissions increase. As heavy industry is highly reliant on natural gas, the historic trend indicates a growth in heavy industrial activity for the period of interest. The reduction in electricity based emissions reveal an increase in industrial energy efficiency in regards to electrical equipment. The diversion of the emissions from electricity and natural gas starting in 2016 may be explained by a shift to natural gas to meet energy needs, for example large energy consumers may be utilizing combined heat and power systems (CHPs) to meet their energy needs. This switching of sources may be motivated by cost savings, as CHP systems can deliver both heat and power at lower quantity costs than direct natural gas and electricity. Unfortunately this source switching is detrimental to the carbon footprint of the community as the standard electricity grid has lower emissions than electricity generated from a CHP system.
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Commercial and Institutional Emissions
Commercial and Institutional emissions represent 14 percent of total community emissions and are based on natural gas consumption for this sector as reported by Union gas and the electricity consumption reported by Enwin Utilities. Historical emissions are shown in Figure 10.
Commercial and Institutional eCO2 Emissions
450000
400000
350000
300000
250000
200000
Emissions in Tonnes 150000 2 100000 eCO 50000
0 2012 2013 2014 2015 2016 2017 2018
Figure 10 – Commercial and Institutional Emissions 2012-2018
District Energy The utilization of district energy heating and cooling systems is a strategy for reduction of industrial emissions. The expansion of the existing Windsor district energy system should be a near-term priority as the existing system is at full capacity and does not have available capacity for including other buildings and operations in this system.
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On-Road Emissions
On-road emissions for 2018 have increased 2.7% over 2017. These emissions are calculated based on the reported fuel sales within the city using standard emissions factors for each of the transportation fuels (Table 4 and Figure 11). There are two primary elements, which increase the margin of error for this emissions measurement, including cross border refueling as well as national/international trucking based out of the Windsor region. It is also of note that these fuel sale totals would include non-vehicular uses including lawn mowers and other yard maintenance equipment. Table 4 – Yearly emissions from total fuel components
Diesel Total Tonnes E10 (Tonnes Gas (Tonnes (Tonnes Total (Tonnes eCO2/million Year eC02) eCO2) eCO2) eCO2) km travelled 2015 208,994 455,637 50,937 715,568 329.1 2016 637,293 28,881 62,749 728,923 276.7 2017 623,866 46,503 58,119 728,488 366.9 2018 642,369 53,557 52,204 748,130 343.9
City of Windsor - On-Road Emissions 800000
700000
600000
500000
400000
300000 emissions emissions Tonnes in 2 200000 eCO 100000
0 2015 2016 2017 2018
Tonnes C02 E10 Tonnes CO2 gas Tonnes C02 Diesel Total
Figure 11 – Historic on-road emissions
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In a follow-up to the CEP, a detailed analysis of cross-border traffic impacts on GHG emissions showed that cross-border traffic only accounted for 4% of the total transportation GHG emissions. The slight increase in transportation emissions for 2018 over previous years is consistent with trends for Canadian nation-wide on-road emissions. This increase can be associated with the increase in passenger light trucks and SUVs, which have grown in popularity in recent years. Based on this national trend of citizens purchasing larger vehicles, it is expected that transportation emissions will continue to increase. This trend of increasing on-road emissions can be mitigated by Improving the modal split of transport in favor of low/zero carbon transport methods including active transportation (walking/cycling) and public transit A social shift away from larger vehicles such as passenger trucks and SUVs A transition towards electric vehicles (EVs)
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Encourage a Modal Shift towards Public Transportation and Active Transportation Supporting the improved modal split towards low-carbon (public transit) and zero carbon transport are Strategies number 9 and 10 of the CEP. The Active Transportation Master Plan was approved by City Council on July 22, 2019. This plan calls for a modal split of 25% by 2041. This means that 25% of all trips made in Windsor would be by public transit or active transportation. Achieving this modal split could result in an emissions reduction of 38,016 tonnes a year in 2041. If interim targets are met over the lifetime of the plan, 423,239 tonnes of eCO2 can be reduced. In addition, the City of Windsor has partnered with Commute Ontario to encourage other modes of transportation for commuting, including active transportation, public transit, and car pooling. Foster the Adoption of Electric Vehicles Supporting the adoption of electric vehicles (EV) is Strategy 11 of the CEP. The City of Windsor is currently investigating best practises for supportive EV infrastructure including public EV charging stations located at high-traffic areas throughout the city. The Federal government has recently created a program for the development of supportive EV infrastructure and Windsor has submitted an Expression of Interest to participate in this program and receive federal funding support to complete this strategy.
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Emissions from Solid Waste
The solid waste sector tracks methane (CH4) emissions that enter the air directly as organic waste decomposes at landfills as well as nitrous oxide (N2O) and non-biogenic carbon dioxide (CO2) emissions. These chemical emissions are converted to tonnes of equivalent CO2 using emissions equivalency coefficients. Figure 12 shows the estimated emissions from solid waste since 2015. The peak in 2017 is likely contributed by the increase in waste to landfill as a result of the 2017 flood event.
Emissions from Solid Waste 80000 70000 60000 50000 40000 30000 20000
Emissions Emissions eC02 Tonnes 10000 0 2015 2016 2017 2018 Year
Emissions
Figure 12 – Emissions from Solid Waste 2015 – 2018
Establishing an Organics Program The Strategies for solid waste fall under the Corporate Climate Action Plan and include researching and developing an organics collection program. The city is currently investigating curbside organic collection, in accordance with the provincial mandate. All Cities in Ontario must have an organics collection program in place by 2025. This organic collection and associated treatment of source-sorted organics has the potential to reduce emissions from solid waste if appropriate measures for capturing the methane from decomposing organics are put into place. Anaerobic digestion is one option that assists with the biodegradation of organic material (organic food waste, sewage sludge). Anaerobic digestion results in the production of methane gas, a known greenhouse gas, however, in a controlled system the methane gas can be purified and used as a renewable natural gas. This system is used globally and can offset non-renewable natural gas with a renewable, biogenic natural gas.
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Renewable Energy Generation
The Community Energy Plan outlines a target for installed renewable energy capacity of 90 MW by the target year 2041. Presently, Windsor has one utility-scale solar farm in operation, namely the Windsor Solar project. Windsor solar has a maximum capacity of 50 MW and is located at the Windsor international Airport. The project reached commercial operation in 2016. Smaller scale solar installations are also in operation throughout the city representing a maximum installed capacity of 13.3 MW. Overall the current total renewable energy generation in Windsor is 63.3 MW which equates to 70% of the CEP renewable energy generation goal. This includes 1.3 MW of solar capacity installed on City-owned buildings. Due to the accounting structure of currently installed solar capacity under the FIT program, the renewable energy is accounted for in the overall emissions from the grid and does not directly offset usage. This will change when the contracting of the generation is switched to net-metering in the future. Unfortunately, the legislative frame-work under which the existing solar capacity was installed was cancelled in 2018 by Ontario’s provincial government. This cancellation eliminated the opportunity for such projects to provide electricity for the grid and generate revenue through a Feed-In Tariff program. Recent legislation also cancelled the virtual net metering program, which allowed a large energy consumer to offset electricity usage at one site by generating it on another property under the same owner. It is anticipated that these recent changes will stunt the growth of renewable energy generation for the Windsor community.
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Community Progress Towards CEP Goals
The CEP outlines a projected GHG emissions increase of 20% under the baseline scenario. Without action, the community is on track to reach a per capita emissions of 11.6 Tonnes/year by 2041 (Figure 13). The CEP also predicts energy costs to grow from $842 million in 2014 to $1.8 to $3.2 Billion by 2041 without action. These expected increases are being realized currently and highlights the need for a rigorous approach to the implementation of all CEP strategies.
Emissions per Capita CEP Goal Progress 14
12 Forecast = 11.6T/capita 10
8
6 CEP Goal = 5T/capita 4 Tonnes Tonnes C02/Capita 2
0
YEAR Figure 13 – Projection for per capita emissions based on 2014-2018 trend Although the CEP was approved in 2017, implementation of the major strategies and programs outlined in the CEP began in the later half of 2018 upon the recruitment of the temporary 2-year Community Energy Plan Project Administrator. At this time, a number of the Strategies are under program development. It is anticipated that emissions will continue to rise until the Strategies are at the implementation stage. The following section outlines the status of the emissions reduction strategies outlined in the CEP.
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CEP Community Strategy Update
Table 5 – CEP Community Strategy Summary
Strategy Strategy Title Lead Status # Department 1 Create a Deep Energy Retrofit Environmental FCM Municipal Climate Innovation Program for Existing Homes Sustainability Program (MCIP) Grant received. and Climate Consultant was retained in February Change (ESCC) 2019. Full report to be presented to council Feb 2020. 2 Continue to Ensure Building Plans Examiners ensure compliance Compliance with the Ontario with energy code requirements Building Code for New outlined in the OBC prior to issuance Residential Development of a building permit. Building systems are reviewed by Building Inspectors at various phases of construction. 3 Integrate Energy Performance ESCC Select City facilities have been Labelling for Homes and assessed using an online tool Buildings provided by Natural Resources Canada. The results are being used as tools for public engagement and education. 4 Create a Net Zero Planning ESCC staff is working with Planning to Neighbourhood as an incorporate climate change and Opportunity for energy planning language into the Transformative Change at the Official Plan. Neighbourhood Scale 5 Create a Deep Retrofit ESCC The study being completed under Program for Existing Strategy 1 (residential) will form the Businesses and Public basis for discussion for other Buildings buildings. Starting with Strategy 1 provides a context for this Strategy where the procedure is more complex as the building types vary more.
6 Continue to Ensure Building Plans Examiners ensure compliance Compliance with the OBC for with energy code requirements New Commercial and outlined in the OBC prior to issuance Institutional Development of a building permit. Building systems
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are reviewed by Building Inspectors at various phases of construction. 7 Continually Increase Industrial ESCC ENWIN has fulfilled their requirement Efficiency Energy under their energy conservation mandate. Energy efficiency programs are continuing through IESO but managed through Toronto. There are no local representatives. 8 Reinforce a Windsor Network ESCC In collaboration with Enwin and and Mentorship Program for Enbridge (Union Gas) a Sustainable Transfer of Best Practices buildings workshop was held in May 2019. 9 Encourage a Modal Shift Transit Service Delivery Review is currently towards Public Transit Windsor underway visit MoreThanTransit.ca for more information.
10 Develop and Implement an Transportation The Active Transportation Master Active Transportation Master Planning Plan was approved by City Council on Plan July 22, 2019. The plan includes a target of 25% mode split by 2041 shifting from current 10%. 11 Adoption of Electric Vehicles ESCC / Asset The Province of Ontario has cancelled and Alternative Fuel Vehicles Planning the EV vehicle incentives, however, the Federal government has introduced a new incentive which includes funding for EV charging. The City of Windsor has submitted an Expression Of Interest to the federal government for charging infrastructure funding. 12 Continue to Advance Smart Planning ESCC staff is working with Planning to Energy Systems through incorporate an Energy Strategy Effective Land Use Planning component into the development process. Also looking at how to provide energy planning incentives for new development. 13 Designate and Plan District ESCC Windsor Utilities Commission owns Energy Areas the current District Energy network. The ESCC Office has been collaborating with staff at WUC/ENWIN to address current challenges and identify how the City
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of Windsor can support District Energy. 14 Create a Gordie Howe Planning ESCC staff is working with Planning to International Bridge Low- incorporate climate change and Energy Development Area energy planning language into the Official Plan. 15 Encourage the Installation of ESCC / Asset The Province of Ontario no longer Solar Arrays Planning permits virtual net metering for solar installations. However, solar PV can still be net metered at buildings. 16 Develop a Community ESCC Education and Engagement is Education and ongoing. Opportunities in 2019 Communications Campaign included the Windsor Home and Garden Show, Windsor-Essex Earth Day and the Sustainable Building workshop 17 Detailed Energy Mapping ESCC Underway as part of Strategy #1
18 Engage a CEP Project ESCC The CEP Administrator has been Administrator retained under a 2-year temporary contract. It is a recommended that this position be made permanent during 2020 budget deliberations. 19 Facilitate the Community ESCC Community Task Force has Implementation Task Force recommitted for the implementation of the CEP. 20 Monitoring and Verification ESCC This report is the first monitoring report completed for the CEP. A similar report is expected to City Council every 2 years.
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Table 6 – Community Performance Indicators
Community Performance Indicator 2014 2018 Trend
Primary Indicators
Total energy use 39016987 GJ/yr 41,309,406 GJ/yr
Total energy use per capita 180 GJ/yr 190.2 GJ/yr
Percent change in energy per capita from baseline NA 2.86%
Total energy use per job 251.3 GJ/job 251.1 GJ/job
Percent change in energy use per full time job from baseline NA 0.01%
1,812,728 1,945,603 Total GHG emissions tCO2e/yr tCO2e/yr
GHG emissions per capita 8.35 tCO2e/yr 8.96 tCO2e/yr Percent change in GHG emissions from CEP baseline NA 7.33%
Secondary Indicators
Total Energy Residential 9,029,158 GJ/yr 8,570,447 GJ/yr
Total Emissions Residential 366,188 tCO2e/yr 336,102 tCO2e/yr
Emissions Residential as percent of total 20.2% 17.3%
Residential Energy Intensity NA 0.93 GJ/m2
Total Energy Commercial and Institutional 9583784 GJ/yr 8,678,587 GJ/yr
Total Emissions Commercial and Institutional 316,383 tCO2e/yr 266,699 tCO2e/yr
Emissions Commercial and Institutional as percent of total 17.5% 13.7%
Total Energy Industrial 9,524,808 GJ/yr 12,926,362 GJ/yr
Total Emissions Industrial 385,206 tCO2e/yr 553,582 tCO2e/yr
Emissions Industrial as percent of total 21.3% 28.5%
Total Energy On-Road 10,879,237 GJ/yr 11134010 GJ/yr
Total Emissions On-Road 732,971 tCO2e/yr 748,130 tCO2e/yr
278.2 343.9 tCO2e/million km tCO2e/million km Emissions On-Road per million km travelled travelled travelled
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Change in Emissions On-Road per million km travelled over baseline NA 3%
Emissions On-Road as percent of total 40.4 38.5%
Total Emissions solid waste NA 41,090 tCO2e/yr
Solid Waste Emissions as percent of total NA 2.1%
Total Installed distributed Solar PV NA 62 MW
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Corporate Emissions and Energy Inventory
Similar to the community energy and GHG emissions inventory the Corporate inventories are calculated using the PCP Milestone tool. Corporate emissions account for only 2% of the overall community emissions.
Community vs. Corporate Emissions Corporate 32345 Tonnes (2%)
Community Corporate Community - 1945603 (98%)
Figure 14 – Contributions from community and corporate inventories
Corporate energy and emissions include the following sections; Building Fleet Streetlights Water and Sewage
Figures 15 and 17 presents all completed Corporate emissions and energy inventories to date. Please note that 2014 represents the baseline emissions and energy use against which emissions and energy reduction goals are measured. Figures 16 and 18 illustrates the percentage of emissions and energy by sector for the Corporation.
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Corporate Emissions 2005-2018
CEP BASELINE
Figure 15 – Total Corporate emissions
Figure 16– Corporate Emissions by Source
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Corporate Energy Consumption 2005-2018
Figure 17 – Total Corporate Energy by sector
Figure 18 – Total Corporate Energy by source
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Analysis As indicated in the Figures 15 and 17, the total yearly emissions and energy consumption for the Corporation decreased between 2014 and 2018. The total emissions represent a 8.2% decrease over the 2014 baseline. However, emissions were even lower for years 2015-2017 but grew in 2018. The total energy consumption represents a 5.7% decrease over the 2014 baseline. Table 7 highlights a number of primary indicators as outlined in the CEP.
Table 7: Primary Corporate Performance Indicators 2018
CEP CORPORATE Baseline % Change 2014 2018 to Baseline
Total Emission (C02e) 35,230 32,345 -8.19
Total Energy (GJ) 812,826 766,835 -5.66
Table 8: Corporate Emissions by source 2018 vs. Baseline 2014
Emissions (TC02) % Change CEP to Baseline Baseline 2014 2018 Building 17,053 18,016 +6% Vehicle 12,247 11,528 -6% Streetlights 1,484 308 -79% Water 3,752 2,493 -34%
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Corporate Building Emissions
Corporate building emissions account for 55% of total corporate emissions. These emissions are calculated using the PCP Milestone tool along with natural gas, district heating/cooling and electricity consumption data provided by the Corporate Energy department. Figure 19 shows a decreasing emissions trend from 2014 through 2017 followed by an increase in 2018.
Greenhouse gas emissions (tCO2e) from Building 20000 18000 16000 14000 12000 10000 8000 GHG GHG (tCO2eq) 6000 4000 2000 0 2014 2015 2016 2017 2018 Year
Figure 19 –Corporate emissions from buildings In December 2017 a combined heat and power (CHP) system was commissioned at Huron Lodge followed by a CHP unit at the WFCU in August 2018. CHP systems use low cost natural gas to generate electricity on-site. Currently, with the low price of natural gas, CHPs can lower the total financial expenditure on energy. However, generating electricity through natural gas will increase Corporate GHG emissions. Table 9 shows the GHG emissions gained at the two facilities from 2017 to 2018.
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Table 9: GHG impacts from shifting energy sources
Facility Total 2017 GHG Total 2018 GHG Difference Emissions Emissions Total Building Fleet 13,653 18016 4363 WFCU* 2012.86 2287.96 275.1 Huron Lodge 979.6 2206.37 1226.77 Note* - Operational in August 2018. These two facilities contributed to more than 34% of emissions increase from Corporate Buildings from 2017 to 2018. The recently approved Corporate Energy Management Plan (C 301/2019) is a living document that establishes a framework to better understand the Corporation’s annual utility costs for its buildings and identifies opportunities to reduce energy usage.
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Corporate Vehicle Emissions
Emissions from corporate vehicles account for 35% of total Corporate Emissions. These emissions are calculated using fuel consumption data provided by the Fleet department, Transit Windsor and the City of Windsor Police fleet. Historical Emissions are shown in Figure 20.
Greenhouse gas emissions (tCO2e) from vehicles 12500
12000
11500
11000 GHG GHG (tCO2eq) 10500
10000 2014 2015 2016 2017 2018 Year
Figure 20 – Emissions from Vehicle Fleet
Emissions from corporate vehicles can be reduced by increasing the fuel efficiency of fleet vehicles. This includes strategies outlined in the “Greening the Fleet” plan. The Corporation currently has several EVs which are being used and tested by various departments. Another method for reducing corporate vehicle emissions is through encouraging employees to use active transportation for short trips during their course of duty. The Office of Environmental Sustainability and Climate Change is currently conducting a pilot project where an electric bicycle is being used for trips between city buildings. This electric bike has been used for approximately 300kms of City business trips since January 2019 when the pilot project was started.
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Corporate Street Light and Traffic Signal Emissions
Emissions from Corporate Street lighting accounts for 1% of total corporate emissions. Figure 21 illustrates the reduction in emissions for City Street Lights and Traffic Signals.
Greenhouse gas emissions (tCO2e) from Street lights
1600
1400
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1000
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600 GHG (tCO2eq)
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0 2014 2015 2016 2017 2018 Year
Figure 21 – Emissions from street lighting The drastic reduction in emissions from Street lighting between 2015 and 2018 is the result of converting all streetlights to LED bulbs which consume significantly less energy than incandesant bulbs which had been previously used. Currently all standard streetlights are LED. There is the opportunity for further reduction in street lighting emissions through the conversion of ornamental lighting and parks lighting to LED bulbs.
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Corporate Emissions from Water and Sewage
Emissions from Water and Waste Water account for 8% of total corporate emissions. These emissions are calculated using the PCP Milestone tool using natural gas, electricity as well as diesel fuel used to power back-up generators. This inventory includes the 2 City owned wasterwater treatment facilities, the Retention Treatment Basin, the 49 pump stations and interceptor chambers as well as Windsor Utilities Commission water treatment facility and associated pumping. Historical emissions are shown in Figure 22.
Greenhouse gas emissions (tCO2e) from Water and Sewage 4000
3500
3000
2500
2000
1500 GHG GHG in (tCO2eq) 1000
500
0 2014 2015 2016 2017 2018 Year
Figure 22 – Emissions from Water and Sewage
The total quantity of emissions from waste water treatment and pumping is highly dependant on the amount of precipitation entering the sewer system. In order to normalize this data such that carbon-intensities of water treatment can be evaluated, the total emissions per year can be divided by the total amount of water treated. Figure 23 below displays the flow normalized emissions intensity of waste water treatment. As can be seen from the figure the emissions per litre of water treated has remained relatively consistent since 2014.
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Carbon Emissions per Litre of Treated Water 0.035
0.03
0.025
0.02
Lou Romano Tc02/L 0.015 Little River 0.01
0.005
0 2014 2015 2016 2017 2018 Year
Figure 23 – Carbon emissions intensity of treated water A Consultant has been retained to conduct an Integrated Site Energy Master Plan (ISEMP) for both the City owned and operated waste water treatment plants. An ISEMP is essentially a neighborhood community plan for each of these facilities. The plan will not only look at the individual equipment but will also review treatment plant processes to identify complimentary gains. The ISEP will provide a list of actions that will move the plants towards a net zero energy (NZE) future and drastically reduce GHG emissions.
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Corporate Strategy Update
Table 10 – Corporate Climate Action Plan Strategy Summary
Strategy Strategy Title Lead Status # Department P1 Create an Internal ‘Energy Asset Planning The updated Corporate Energy Management Plan First’ Ethic was presented to Council in 2019. P2 Integrate Energy Solutions into Planning Environmental Sustainability and Climate Land Use Policies Change(ESCC) staff is working with Planning to incorporate an Energy Strategy component into the development process. Also looking at how to provide energy planning incentives for new development. P3 Ensure Sufficient Resources to ESCC Temporary CEP Administrator retained. Will bring Support Implementation forward for permanent staffing in 2020 budget. P4 Increase Staff Training, ESCC Staff education sessions were hosted with Education, and Awareness Supervisors and Managers at the end of 2017. A number of lunch & learns have been completed with more to be added. A Green Team has been formed to engage staff across the Corporation. P5 Continue to Pursue Funding ESCC The City of Windsor has been successful in and Incentive Opportunities obtaining 3 grants through the FCM MCIP funding to continue the work of the CEP and CCAP. P6 Create a Corporate Energy ESCC The Corporate Energy Task Force will continue to Task Force meet. B1 Continue Existing Building Asset Planning Underway. The Corporate Energy Management Retrofits Plan 2019-2023 has been approved. B2 Increase Efficiency through ROW & Energy assessments completed for full building New Building Design Development when additions or expansions are planned. B3 Continue to Improve Asset Planning Asset Planning will be undertaking a pilot project Operations, Maintenance, and for sub-metering our 10 highest users. Monitoring B4 Integrate Supportive Asset Planning, Asset Planning’s Corporate Energy Team is Infrastructure for Existing and Right of Way available to support the project teams involved in New Buildings and building new or retrofitting Corporate facilities. Development
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F1 Continue to Implement the Fleet Continuing to implement the Greening the City Actions Prescribed in the Fleet Manual. Pilot EV program completed. 6 new Greening the City Fleet Manual EVs have been added in 2019. F2 Review the Efficient Driver Fleet Need to identify further opportunities to educate Training Program drivers. F3 Advance Anti-Idling Initiatives Fleet Continue to investigate the auto start-stop option and Technologies of vehicles. GPS is installed on most corporate units which allows tracking of vehicle idling time F4 Review Renewable Natural Gas Fleet Outstanding. Opportunities F5 Explore Benchmarking Fleet MBN Canada benchmarking currently underway. Opportunities CAMFM benchmarking currently underway. E3 fleet review looking to get rated in the future. T1 Advance Vehicle Replacement Transit Transit Windsor is working towards replacing buses Windsor to its fleet. T2 Join the Canadian Urban Transit Completed Transit Research and Windsor Innovation Consortium (CUTRIC) T3 Explore Alternative Propulsion Transit Cutric is exploring opportunities on behalf of Vehicles Windsor member municipalities. T4 Continue Efficient Driver Transit Ongoing Training Windsor W1 Develop Long-Term Water Engineering The Sewer Master Plan is expected to be presented Conservation and Sanitary and to City Council in December 2019 which will Stormwater Master Plans include a number of strategies to reduce inflow and infiltration into the sewer system. W2 Implement Water and Pollution New more efficient generators at Little River, Wastewater Treatment Plant Control switch gear and other equipment have been Upgrades and Retrofits updated and are more efficient. W3 Develop an Integrated Site Pollution FCM MCIP grant awarded to undertake this Energy Plan Control project. A consultant has been secured and the analytical phase of project is in process.
W4 Review Renewable Natural Gas Pollution Preliminary review will be conducted under Generation Control Strategy W3. S1 Complete Street Light and Engineering / Streetlights and traffic signals completed. Intersection Light Conversion Traffic Decorative and Parks lighting not completed. to LED R1 Explore Net Metering Asset Planning No funding committed in short-term. Council will be presented with options in Fall 2019. R2 Continue to Invest in Rooftop Asset Planning No funding committed in short-term. Council will Solar Photovoltaic be presented with options in Fall 2019. Priority
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buildings include Little River PCP and Parks Yard. Solar Thermal is also being considered. R3 Explore Parking Lot Solar Asset Planning Virtual net metering is no longer permitted in Photovoltaic Ontario. Any parking lot solar project will need to be tied into a facility. G1 Conduct a Solid Waste Audit Environmental Small waste audits have been completed at a Program Services couple of arenas (WFCU, Capri Arena and Adie Knox). G2 Establish a Corporate Waste Environmental Environmental Services is working towards Diversion Target and Strategy Services developing a baseline from the results in Strategy G1. G3 Collaborate with Neighbouring Environmental Dillon Consulting has been retained to identify a Communities to Establish an Services path forward for an organics program both for City Organics Program only as well as the City, Tecumseh, Lasalle and Amherstburg. Report expected to be completed Fall 2019.
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Council Report: S 123/2019
Subject: Transit Windsor Fare Structure Review - City Wide
Reference: Date to Council: July 24, 2019 Author: Patrick Delmore Executive Director, Transit Windsor 519-944-4141 ext 2232 [email protected] Transit Windsor Report Date: June 24, 2019 Clerk’s File #: MT2019
To: Mayor and Members of City Council
Recommendation: THAT the Environmental, Transportation & Public Safety Standing Committee sitting as the Transit Windsor Board of Directors TABLE the report, Fare Structure and Strategy Review by IBI Group, until August 25, 2019 in order to allow for comments; and
THAT the Fare Structure and Strategy Review report be FORWARDED to the Transit Windsor Advisory Committee for comments; and
THAT a report be PROVIDED to the Environmental, Transportation & Public Safety Standing Committee in September 2019 detailing recommendations of updated Fare structures and policies for Transit Windsor. Executive Summary:
N/A.
Background:
Fare structure, fare policies and payment technologies are three variables under the control of a transit system that can have significant impact on ridership, revenue and the overall relationship between a transit provider and their riders. The fare structure is a listing of the various fare rates applicable to a rider by category and requires periodic adjustments and City Council approval in order to implement.
One of the projects approved under the Public Transit Infrastructure Fund (PTIF) grant was for a Fare Structure Review in which 50 percent funding was to come from the Federal Government. Resolution number CR625/2016 provided the approval to seek a consultant for this review as one of 26 PTIF projects.
ETPS Standing Committee Meeting - September 18, 2019 Page 151 of 247 Page 1 of 4 Transit Windsor awarded a contract to IBI Group to conduct an industry scan on current fare structure policies and fare strategies. There was a requirement in the contract for IBI Group to provide a recommendation for an implementation plan that would incorporate new farebox technology for Smart Media and future mobile ticketing payment.
Discussion:
This Fare Structure and Strategy Review is the basis for the future of Transit Windsor fare policies. It provides clear recommendations that stem from a review of current policies, a best practices review of peer agencies and an impact assessment of the decision packages that encompass selected policy modifications.
The attachments included with this report provides information regarding potential Alternative Fare Structures, Policies and Technologies, Fare Strategy Decision Packages and Estimated Impacts, and Recommended Strategy and Implementation. An additional report provides details on the recommendations for a full Implementation Plan.
The report highlights some of the industry changes in how transit agencies are adjusting fare structures to meet the changing needs of transit riders. As Transit Windsor implements new farebox technologies, it was recommended that a review be completed and policies be revised in order to meet industry standards. Furthermore, the report outlines potential implications to some of these changes, impact on revenue and the potential to attract more ridership.
Due to the timing of the reports, Transit Windsor has begun some of the implementation, which was approved in other reports to the City of Windsor. A farebox upgrade, which was another PTIF project, saw our current fareboxes provided with updated technology that would extend the life of our farboxes. With this upgrade, there was a requirement to move bus passes to Smart Media (tap card). Effective July 2019, all monthly bus passes have been replaced by the new Smart Media. This reloadable pass can be used repeatedly by purchasing increments of 15 or 30 days. This new benefit to our riders allow them the convenience of purchasing additional rides at anytime during the month; thereby eliminating the need to rush to a sales location at the end of the month and avoiding the long line ups.
Transit Windsor has made the decision to table this report to allow for feedback from various stakeholders that include the Transit Windsor Advisory Committee, Community Development and Health Services Staff, along with community input.
It should be noted that the Consultants have drafted this report to provide recommendations to Transit Administration for consideration and is not an “all or nothing” package. Further, Transit Administration will take the recommendations from the report, along with the feedback received, to devise a listing of fare policies that will be presented to the Board and to City Council for consideration in September.
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Transit systems should regularly monitor and update fare policies, as well as compare transit fares with their peers to ensure they are consistent with the industry.
Potential transit ridership can be lost if fare structures are not properly aligned with peer transit agencies. As a result of this risk, there is a potential that any available grants associated with transit ridership will be lost.
Financial Matters:
Capital budget number 7171042 provided funding for the full Fare Structure and Strategy Review and was approved for PTIF funding of 50 percent. The total cost of the review was $97,700 plus applicable HST. The project has remained on budget and final payment for the project has been made. There are other fare strategy projects (including the move to Smart Media) within this capital budget that continue to incur costs with all projects currently on budget.
Consultations:
Stephan Habrun, Manager of Operations, Transit Windsor
Sue Grimmett, Program Manager, Corporate Projects, Transit Windsor
Conclusion:
A strategic plan of updating transit policies and current fare structures is a project that will assist in the Service Delivery Review, which is currently underway. A holistic approach to the transit service we provide throughout the City of Windsor includes the service we provide, along with an up to date fare structure and policies that can be adhered to for the coming years. Administration will provide a report in September 2019 with Fare Strategy recommendations for consideration that could be implemented in conjunction with the 2020 Operating budget.
Planning Act Matters:
N/A.
Approvals: Name Title
Patrick Delmore Executive Director, Transit Windsor
Mark Winterton City Engineer, Corporate Leader of Environmental Protection and Infrastructure Services
Janice Guthrie for Joe Mancina Chief Financial Officer, City Treasurer
ETPS Standing Committee Meeting - September 18, 2019 Page 153 of 247 Page 3 of 4 Name Title
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Fare Structure Final Report 2 Fare Structure Implementation Plan
ETPS Standing Committee Meeting - September 18, 2019 Page 154 of 247 Page 4 of 4
Report Fare Structure and Strategy Review
V1.1
Prepared for Transit Windsor by IBI Group
October 4, 2018
ETPS Standing Committee Meeting - September 18, 2019 Page 155 of 247 IBI GROUP REPORT FARE STRUCTURE AND STRATEGY REVIEW Prepared for Transit Windsor
Document Control Page
CLIENT: Transit Windsor PROJECT NAME: Windsor Fare Structure Review REPORT TITLE: Fare Structure and Strategy Review IBI REFERENCE: 109943 VERSION: 1.1 J:\109943_WindsorFare\10.0 Reports\T3\2018-10 DIGITAL MASTER: revised\TTR_final_report_jrn_2018-10-04.docx Adam Wenneman, Michael Mandelzys, Jaspreet Dhillon, Seth ORIGINATOR: McDermott REVIEWER: Chris Prentice, J. Richard Nelson AUTHORIZATION: Doug Parker CIRCULATION LIST: Tim O’Neil June 11/18: V0.1 – Initial draft for client review HISTORY: August 24/18: V1.0 – Revised draft according to client comments Oct. 4/18: V1.1 – Revised according to client comments
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Table of Contents
1 Introduction ...... 1
2 Existing Fare Policy ...... 2
3 Alternative Fare Structures, Policies, and Technologies ...... 4 3.1 Fare Structure ...... 4 3.1.1 Impacts of Fare Changes ...... 4 3.2 Concession Fares ...... 5 3.3 Payment Technologies ...... 6 3.3.1 Smartcards ...... 6 3.3.2 Mobile Ticketing ...... 7
4 Fare Strategy Decision Packages and Estimated Impacts ...... 8 4.1 Decision Packages ...... 8 4.1.1 Strategy 1: Inflation Adjusted Fares ...... 11 4.1.2 Strategy 2: Fare Freeze ...... 12 4.1.3 Strategy 3: Frequent Rider Discount ...... 13 4.3 Comparative Impacts ...... 14
5 Recommended Strategy and Implementation ...... 17 5.1 Fare Structure Recommendations for Smartcards and Mobile Ticketing ...... 17 5.1.1 Fare Products ...... 17 5.1.2 Fare Policy/Products ...... 18 5.1.3 Sales Channels ...... 18 5.2 Recommended Fare Strategy ...... 19 5.3 Implementation Recommendations ...... 20
List of Exhibits
Exhibit 2-1: Existing Fare Levels and Structure ...... 2 Exhibit 4-1: Inflation Adjusted Fares (Strategy 1) Fare Levels and Structure ...... 11 Exhibit 4-2: Fare Freeze (Strategy 2) Fare Levels and Structure ...... 12 Exhibit 4-3: Frequent Rider Incentives (Strategy 3) Fare Levels and Structure ...... 13 Exhibit 4-4: Strategy 1 System Ridership Impacts ...... 14
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IBI GROUP REPORT FARE STRUCTURE AND STRATEGY REVIEW Prepared for Transit Windsor
Table of Contents (continued)
Exhibit 4-5: Strategy 1 System Revenue Impacts ...... 15 Exhibit 4-6: Strategy 2 System Ridership Impacts ...... 15 Exhibit 4-7: Strategy 2 System Revenue Impacts ...... 15 Exhibit 4-8: Strategy 3 System Ridership Impacts ...... 16 Exhibit 4-9: Strategy 3 System Revenue Impacts ...... 16 Exhibit 5-1: Summary of Recommended Initial Fare Products ...... 17 Exhibit 5-2: Summary of Some Potential Fare Policies/ Products for Electronic Fare Media Only ...... 18 Exhibit 5-3: Summary of Recommended Sales Channels ...... 19
List of Appendices
Appendix A – Review of Current Fare Policies and Practices
Appendix B – Peer Agencies’ Fare Structures and Technology
Appendix C – Review of Fare Policy Considerations for Smartcard Systems
Appendix D – Review of Mobile Ticketing
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1 Introduction
This Fare Structure and Strategy Review report is the capstone of the Transit Windsor Fare Structure study. It provides clear recommendations that stem from a review of current policy, a best-practices review of peer agencies, and an impact assessment of three decision packages made up of selected policy modifications. Section 2 of this report provides a summary of existing fare structure and policy, to give context to the recommendations for change. Section 3 presents alternatives for modifying fare levels and structure, fare policy, and fare payment technologies, as well as the likely impacts of adjustments in each of these areas. Section 4 selects from the fare structure and policy modifications introduced in Section 3, presenting three fare structure alternatives based on varying priorities. This section also includes a comparative evaluation of the impact of each package on system revenue and ridership. Section 5 discusses the rationale for the recommended fare strategy and outlines implementation. This section includes fare structure recommendations for the smartcard system and the introduction of mobile ticketing. A work plan for implementation, together with timeframes and costs, will be the outcome of a later task. We have included four appendixes: A review of Transit Windsor’s current fare structure (Appendix A); A review of the fare structures, media, and technologies for six peer agencies— Halifax, London, Mississauga, Oakville, Saskatoon, and Victoria (Appendix B); A white paper on fare policies enabled by smartcards (Appendix C); and A white paper on fare policies enabled by mobile ticketing applications (Appendix D).
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2 Existing Fare Policy
The existing fare structure for Transit Windsor was reviewed as part of Task 1 of this study, which can be found attached in Appendix A. A summary table describing the fare classes and costs is shown in Exhibit 2-1. Under the current fare policy: Seniors (age 60 and older) are offered reduced prices on tickets and monthly passes; Children under 5 ride free when accompanied by a fare-paying adult, while children 5 and older pay the Student fare for either tickets or monthly passes if they are attending an accredited elementary, secondary, or post-secondary school on a full- time basis; The Student fare applies to persons age 5 and older who are registered at and attending full-time an accredited educational institution up to and including the age of 19. This fare category is not available to students attending part-time, or university or college students covered by a U-Pass agreement with Transit Windsor. University of Windsor students are provided with an annual student pass paid for through their tuition. The pass is valid from September 1 through April 30. University students may purchase, as an option, a summer pass valid from May 1 through August 31. Recipients of the Ontario Disability Support Program (ODSP) or Ontario Works (OW), and individuals with income below the Low Income Cut-off (LICO) as defined by Statistics Canada may apply for the Affordable Pass Program (APP), which allows them to purchase a monthly pass at a reduced rate; Tunnel service carries a $2.00 premium over the local transit adult fare while the monthly pass rate for tunnel service is the same as the local transit monthly pass; Combination local and tunnel monthly passes are available for a $34 discount on the combined price of these passes if purchased separately; and Riders can transfer to any other route in any direction within 2 hours of their initial boarding using a printed transfer issued by the bus operator. Exhibit 2-1: Existing Fare Levels and Structure Fare Class Fare Products Cash Ticket (ea.) Daily Monthly Adult $ 3.00 $ 2.53 $ 9.00 $ 95.70 Senior $ 3.00 $ 1.98 $ 9.00 $ 48.40 Student $ 3.00 $ 1.98 $ 9.00 $ 66.00 APP (Affordable Pass Program) $ - -$ -$ $ 48.40 USA Tunnel Service $ 5.00 -$ -$ $ 95.70 Combination (Tunnel & Local) $ - -$ -$ $ 157.00 Summer Saver $ - -$ -$ $ 105.50 Restricted Monthly $ - -$ -$ $ 44.00 Restricted Semester $ - -$ -$ $ 220.00 Transit Windsor makes limited use of smartcards for certain groups of users such as Student Transportation Services, Corporate Pass holders, and U-Pass holders. Each group of users is priced individually dependent upon a negotiated contract. An EZV36 farebox system upgrade (by vendor Trapeze) is currently being implemented. The farebox upgrade will include an optical
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reader for scanning matrix barcodes (as will be discussed further, this could enable options including automated validation for mobile ticketing). The remainder of this report focuses on: Potential modifications to current fare structure and policies, in the context of the intended changes to payment systems; Proposed alternative fare structure and policies that Transit Windsor should consider implementing; and Assessing the likely impacts of these fare structure and policy adjustments.
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3 Alternative Fare Structures, Policies, and Technologies
Fare structure, fare policies, and payment technologies are three variables under the control of Transit Windsor that have significant impact on ridership, revenue, and the overall relationship between the transit service provider and riders. Policies that change these areas will impact transit riders, and will likely be heavily scrutinized. Accordingly, to make an informed and defensible decision regarding policy in any of these areas, it is important to have a clear view of the likely impacts for modifications in any of these areas. The following sections discuss alternative fare structures, policies, and payment technologies and their overall impacts.
3.1 Fare Structure The fare structure is a listing of the various fare rates applicable to defined transit rider categories and is adjusted periodically as necessary and approved by City Council. The structure is based on the price for a single base (adult) trip and how this price changes for each type of fare category offered. As an example, Transit Windsor’s current adult single ride fare is $3.00. A sheet of five tickets is available for $12.65, which represents $2.53 per ride or an approximate 15% discount on the single cash fare. The daily and monthly passes offer further cost savings which increase according to the number of trips taken within the specified time period. The price of the daily and monthly passes is based on a multiplier between the base cash fare and a specific number of trips. For example, the $9.00 adult daily pass is three times the single ride base cash fare while the adult monthly pass is approximately 32 times the single ride base cash fare.
3.1.1 Impacts of Fare Changes When modifying the fare structure, changes can be made to each fare class and product separately. This approach can separately modify the discount available through various fare products and the multipliers used between the adult single ride fare and time-based passes, which can have the effect of shifting which fare products are more attractive to transit riders. Alternately, the fare rates within the fare structure can be made so as to maintain the relative multipliers between fare products by applying either across-the-board percentage increases, or individual changes to each rate. Across-the-board fare increases are typically accompanied by corresponding decreases in overall ridership especially if the increases are high (10% or more). Conversely, an overall fare decrease could increase overall ridership although to a limited amount. Transit users typically respond more to service improvements, compared to fare decreases. As well, transit use can increase at the time of a fare increase if the increase coincides with service improvements. Fare increases are necessary to maintain a sustainable revenue stream and provide adequate funding for maintaining service levels as well as the transit infrastructure maintenance. As such, if fares were to remain flat for a long period of time without additional funds to cover inflationary cost increases contributed from other funding sources, transit agencies can be forced to reduce expenditures. This could include cutting important capital upgrades, maintenance budgets, or even transit service. These cuts can result in a transit agency becoming less efficient and effective at delivering quality transit service to riders. Increasing or decreasing fares for particular fare classes and products can mitigate the negative ridership impact of a fare increase. For example, if an agency increases the price of monthly passes while maintaining the price of the single fare it may find a smaller drop in ridership than
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typically expected in comparison to increasing prices a smaller amount across the board. This is due partially to frequent riders, such as those using transit for their work commute, tending to be less willing to change their travel patterns in response to price changes as compared to the occasional riders who typically purchase single fares. However, there is a limit to the capacity for fare increases on frequent riders. If the multiplier between a single fare and the monthly pass increases to a point that frequent riders and commuters would find savings by instead purchasing tickets or single ride fares, an agency could see a larger than expected decline in ridership as former pass holders that switch to single fares could end up paying less than the monthly pass price depending on their actual number of transit trips. There could also be an impact on the relationship between the transit agency and frequent riders, who may feel that they are the best customers of the transit agency and are being penalized for it. This introduces the risk of a mode shift among regular commute riders to an alternative non-transit travel method. Alternatively, prices for frequent riders may be decreased in an effort to shift semi-frequent riders from purchasing single fares or tickets to monthly passes. Once a rider owns a time-based unlimited use pass, they are more likely to use transit for additional discretionary trips thereby increasing overall transit ridership.
3.2 Concession Fares Concession fares are discounts provided to defined groups, generally those with low personal incomes, people with disabilities or mobility limitations, children under a certain age, students, and seniors. The purpose of providing discounted fares varies by group. Low-income riders: Transit riders with low personal incomes are frequently reliant on public transit as their main source of mobility. Having access to transit can be the biggest factor in being able to reliably get to work on time to maintain a job. At the same time, due to their limited income, to maintain this mobility these riders spend a larger proportion of their income on transportation than the average rider. After housing costs and transportation costs, this can leave these riders with little remaining income to get ahead or save for the future. Providing discounted fares can be a significant benefit and result in more positive outcomes for these riders and the community as a whole. Disabled passengers: Riders with disabilities or mobility limitations can similarly face obstacles in that they frequently rely on transit for personal mobility and can often be living on limited incomes. Providing discounted fares to these riders can help mitigate the negative impact of their disability and provide an affordable way to access important social services. Children: Free or significantly discounted rides for children under a certain age (currently 5 years old for Transit Windsor) are a way to reduce the cost of transit for parents travelling with their children. Whether it’s a trip to the grocery store, doctor’s office, or anywhere else, paying an additional full fare for a child can often result in the trip being made by private car or not made at all. Riding transit as a child can also help create lifetime customers, as children learn how and where transit operates, how to access it, and how convenient it can be. As they grow up, these children may ride transit more frequently than children who have never taken transit before. Students: Discounted rides for students can also be a way to build future ridership, whether enrolled in elementary, secondary, or post-secondary institutions. Similar to the policy for children, students who become familiar and comfortable with taking transit may take transit more frequently even after they no longer qualify for student discounts. Students frequently also are living on limited incomes, many with no access to alternative modes of travel, making them reliant on transit for personal mobility. Seniors: Lastly, the policy of providing significantly discounted fares to senior citizens is generally intended to improve the mobility of seniors no longer able to safely drive themselves
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and to reduce costs for seniors on fixed incomes. Senior fares are also frequently tied to travel in off-peak periods when crowding is minimal and there is little to no additional cost to provide these rides, as no additional transit service is added to accommodate the demand. While providing discounts to each of these groups can result in significant costs, these are typically considered as outweighed by the societal benefits. However, these societal benefits do not accrue directly to the transit agency so it is common for transit agencies providing these benefits to recoup at least a portion of the costs for a discount from other agencies with a mandate to provide aid and benefits for that group.
3.3 Payment Technologies Several emerging payment technology options are available, with such technologies rapidly evolving from system suppliers and the financial industry. Considering the capabilities of the current Trapeze system, a logical next step would be for Transit Windsor to expand the use of smartcards and introduce mobile ticketing and it is our understanding that Transit Windsor is intending to do so. A key issue is deciding what fare products will continue to be offered using methods other than these new payment technologies, and at what pace any changes to conventional fare media options will be made. Withdrawing the paper formats for various fare products such as passes, tickets, and transfers can influence regular riders to adopt use of the new fare technologies. But such changes can also be controversial, in particular for supporting rare or one-time users and among rider classes who can contend that the new technologies are problematic for them to adopt (e.g., not having a credit card, difficulty accessing reload infrastructure). If cash use for fare payment can be highly reduced an agency might even consider eliminating cash acceptance, but this would typically also similarly result in equity concerns from riders who feel cash is their necessary or preferred option.
3.3.1 Smartcards Smartcards are a form of contactless fare media that can bring several benefits to transit agencies and customers, such as reduced fare transaction (and thus dwell) times during boarding. Smartcard systems operate under one of two fundamental architectures: “card-based” and “account-based”. In card-based systems, user and account information is stored on the smartcard. In account-based systems, the card serves as an account identifier and the account information is stored in the back office. Transit Windsor’s current farebox supports smartcards using a card-based architecture. Regardless of the system architecture, smartcard systems can enable attractive functionality for customers, and simplify data reconciliation and financial operations. Customers can purchase fare products online or over the phone and have these added directly to their smartcard. This reduces costs associated with printing conventional paper fare media and dealing with processing cash from fares, while allowing customers the convenience to buy fare products remotely. Add-value machines can also be deployed to support the issuance of smartcards and loading fare products onto smartcards at convenient locations. Multiple fare products can be made available for use on a smartcard. Typically smartcards can be loaded depending on the system capabilities and how the system is configured with some combination of concession fare eligibility, stored value, single-ride tickets, and varying types of period passes (e.g. daily pass, monthly pass, 7-day or 30-day rolling pass). User accounts can also be configured for a pre-arranged recurring purchase of stored value or other fare products based on a calendar interval for dropping below a balance threshold.
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Transit Windsor’s current fare system supports smartcards using a card-based architecture but not supporting stored value, with smartcard-based passes already in use by selected ridership classes. Refer to Appendix C for a further discussion of fare policy considerations for smartcard systems.
3.3.2 Mobile Ticketing Mobile ticketing involves purchasing transit fare products through a mobile device, thus leveraging the existing population of mobile phones to serve as both the fare medium and a method to purchase fare products. The devices needed to use mobile ticketing are already in the hands of many customers, and the mobile-ticketing vendor provides the app, supporting software, and sometimes onboard and central hardware Transit Windsor’s fareboxes can read linear or matrix barcodes and thus can support mobile ticketing products that use supported barcode formats. In particular, the farebox vendor, Trapeze, offers a mobile ticketing product that could be implemented readily. Mobile ticketing software is operated and maintained by the vendor as a hosted solution that is enabled with a customer-facing application. The app and hosted software enable customer fare media purchase/display. There is a potential role for onboard hardware to support fare media validation; otherwise, the operator has to validate the fare visually. The hosted software also provides agencies with data and reports, and also configuration capabilities to manage transactions and payment options. Online purchases (for stored value, tickets and passes) transfer value over secure internet connections from linked accounts (e.g., credit card, PayPal). This “purchase anywhere” feature is especially important component of adding mobile ticketing to the fare collection system: to avoid fare purchases being limited to fixed locations, and reduce the amount of physical point-of- sale infrastructure needed. Mobile ticketing can be configured to support multiple fare product options including stored value, single-ride tickets, “rolling activate on first use” passes, and “calendar” passes (e.g. daily, monthly). Accounts may also be setup to make recurring purchases at a set calendar interval (e.g. automatic purchase of the next weekly or monthly pass on set dates) or to purchase a set amount of stored value whenever the stored value balance drops below a set threshold. Refer to Appendix D for further discussion of mobile ticketing.
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4 Fare Strategy Decision Packages and Estimated Impacts
The subsections below describe the three fare strategy decision packages developed for evaluation as part of this study. These packages include varying fare levels, fare structures, modifications to concession fares, and how to apply these using the fare payment technologies. Following the description of each decision package, this section also details the impact on system level ridership and revenue for each package.
4.1 Decision Packages While an infinite number of decision packages could be created with minor variations in fare levels, the resulting difference in impact between each of the scenarios would be minimal. Instead, three decision packages have been developed with variations that represent a range of reasonable fare strategies based on industry trends, best practices, and a review of peer agency policies. Some elements are common between all three packages, where there is clear evidence for the policy. These common features are included in each decision package because their exclusion from any package would be detrimental. These common features include: Raising the age limit for free rides for children. The existing Transit Windsor policy caps free rides for children at 4 years old, meaning a 5 year old travelling with a parent to or from their kindergarten class would be subject to the full $3.00 fare if paying cash, or $1.98 if they purchase a sheet of tickets. The impact of this policy is that existing riders with young children are more likely to shift to driving for such trips to avoid this additional cost. Through the peer review it was found that London has adopted a policy of allowing kids up to 12 years old to ride free, without the need to be accompanied by an adult, while Halifax provides a discounted fare for kids up to 15 at a cheaper rate than that for students. By increasing the age limit for free rides for kids when accompanied by a parent from 5 to 12, Transit Windsor could keep more transit-riding parents from switching to driving their kids, which create more potential lifetime riders through getting more kids to ride transit more frequently. This change would have a small impact on fare revenue and no impact on system costs. In 2016, recorded child trips totalled 146,000, or 2.3% of the system total. From a cost perspective, given that the majority of trips by children fall outside of the traditional peak- periods, even a doubling of these trips would likely be accommodated with little or no change in the amount of transit service needed to appropriately serve ridership demand. The expansion of the current kids ride free policy without additional dedicated funding could result in an erosion of fare revenues. Given a fixed operating budget and target farebox recovery ratio, this potential reduction in fare revenue could negatively impact the ability of Transit Windsor to provide transit service. To avoid these negative impacts, it is important to have a separate guaranteed fund from the City to cover any potential loss in fare revenue by Transit Windsor. A mechanism to count the number of free rides provided may also be necessary to estimate the revenue loss. This could be accomplished by a number of methods including distributing electronic fobs to children as in London, semi-regular passenger counts, or direct recording by operators.
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Modifying the current student fare to apply only to secondary students. As currently implemented the student fare applies to both secondary and post- secondary students. However, with the creation of the U-Pass pilot program all full- time post-secondary students at the University of Windsor have unlimited access to Transit Windsor buses. Based on the positive experience Transit Windsor has had to-date with the U-Pass program and the ridership growth it has driven, we recommend further expanding this program to include full-time post-secondary students at St. Clair College. Eliminating the existing student fare discount for post- secondary students will likely encourage the student associations at the University of Windsor to renew and at St. Clair College to enter into an unlimited pass program. As discussed in the Task 2 report on Peer Agency Fare Structures (Appendix B), this is a common adjustment to fare policy being made by transit agencies across Canada. By eliminating student fares for post-secondary students, Transit Windsor can simplify the procedures surrounding student passes with minimal impact on post-secondary students. Due to the implementation of the U-Pass, this change is not expected to have a significant impact on fare revenue or transit service costs. Adding single-ride and daily pass options to the APP. The existing Transit Windsor policy limits APP riders to monthly passes. While these passes are made more affordable thanks to the concession fare offered, the $50 price can be a burden if paid all at once. Some users may also not need to use transit for the whole month, but would be reliant on transit for some proportion of the month. Once a customer was qualified for the Affordable Pass Program, their farecard would be set appropriately (like any other concession card), and could be loaded with the products the customer wants: the monthly pass, or the proposed single-ride fares or daily pass. APP users may find that single-ride and daily pass offerings can help reduce the burden of the higher one-time cost of the monthly pass and allow them more flexibility in managing their cash flow and transportation needs. This improvement requires the use of electronic fare media and associated fareboxes which are discussed further in Section 3.3. Due to the small portion of total riders represented by APP holders and the existing availability of the APP monthly pass, this change is not expected to have a significant impact on fare revenue or transit service costs. Maintaining time-based transfers. Many transit agencies, including Victoria Regional Transit as discussed in the Peer Review completed in Task 2 of this study (Appendix B), have recently investigated or adopted the policy of eliminating transfers from their systems. The arguments for eliminating transfers are that administering transfers can be a distraction for bus operators, complicate the boarding process, and are potentially abused by those looking to game the system. However, by charging for transfers transit agencies are penalizing riders for the agency’s inability to provide direct connections between a desired origin and destination (OD) pair. Even where it possible to provide a direct service between all major OD pairs, the costs would be exorbitant and service relatively infrequent. Instead, by designing self-supportive grid-based networks and allowing passengers to board connecting buses for no additional charge, transit agencies can use these networks to approximate direct connections between all origins and destinations. Transit Windsor is currently conducting a service delivery review, which may alter its network, and thus affect the number of transfers. As this recommendation is to continue current practice, this policy is not expected to have an impact on fare revenue or transit service.
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Replacing monthly passes with rolling 30-day passes. This change is intended to improve customer convenience by eliminating the need to purchase a pass for each calendar month during the first few days of each month. Instead, riders may purchase a pass at any time which is valid for travel for 30 days from the date of the first trip taken with the pass. This change allows for increased flexibility for riders in determining whether a frequent rider pass makes sense for them based on their schedule instead of based on the calendar. This type of pass requires the use of electronic fare media and associated fareboxes, both of which are discussed in Section 3.3. Moving to a rolling time-based pass will also help alleviate the long lines that typically occur during the first few days of the month when frequent riders purchase their new monthly passes. As this change is aimed at improving customer convenience, it is not expected to significantly impact fare revenue or transit service costs. Eliminating single-ride tickets and passes in favour of equivalent products carried on smartcards and mobile ticketing. This is a forward looking policy intended to modernize the Transit Windsor fare media options. As this is also a customer convenience improvement, it is not expected to significantly impact fare revenue or transit service costs, excluding capital costs to develop and deploy the system. See Section 3.3 for further discussion. Elimination of the legacy fare products should only be done once their equivalent availability through electronic fare media is seen by the public as sufficiently available and reliable. Provide no further discount to senior fares. As discussed in Section 3.2, senior discounts are provided to riders over 60 years of age and are generally intended to improve mobility and reduce costs for those no longer able to drive themselves or those living on fixed incomes. Through the course of this study the idea of free fares for seniors has been raised. We estimate the revenue loss of such a plan to be between approximately $750,000 and $1,000,000 annually over the next five years. This represents a loss of approximately 8% of annual operating revenue while serving only approximately 10% of Transit Windsor riders. The peer review found that the cities of London, Saskatoon, and Victoria currently have eliminated senior-specific discounts on some or all fare products. Further details on the peer review may be found in Appendix B. Increasing the quantity of transit service provided has generally been found to have a much greater impact on ridership and perception of service quality than reducing fares. Given that Transit Windsor already offers substantial discounts to seniors both in terms of age qualification and fares for Daily and Monthly passes, it is our recommendation that the existing senior fare not be further reduced.
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4.1.2 Strategy 1: Inflation Adjusted Fares The first decision package is referred to as the Inflation Adjusted Fares package, with the fare levels in this package set such that they keep pace with the expected rate of inflation (approximately 2% per year). A summary of the existing fare structure, the resulting fare structure in 2023, and the change in fare structure as a result of adopting this decision package are shown in Exhibit 4-1. Exhibit 4-1: Inflation Adjusted Fares (Strategy 1) Fare Levels and Structure
Fare Class Existing Fares 2023 Fare Increase (% Increase) Ticket Daily Monthly Single Daily 30-Day Single Daily 30-Day Cash Cash Cash (each) Pass Pass Fare** Pass Pass*** Fa r e Pass Pass Adult $ 0.30 $ 0.26 $ 0.95 $ 9.96 $ 3.00 2.53$ $ 9.00 $ 95.70 $ 3.30 2.79$ $ 9.95 $ 105.66 (10%) (10%) (11%) (10%) Senior $ 0.30 $ 0.21 $ 0.95 $ 5.04 $ 3.00 1.98$ $ 9.00 $ 48.40 $ 3.30 2.19$ $ 9.95 $ 53.44 (10%) (10%) (11%) (10%) Youth $ 0.30 $ 0.21 $ 0.95 $ 6.87 $ 3.00 1.98$ $ 9.00 $ 66.00 $ 3.30 2.19$ $ 9.95 $ 72.87 (13 to 19 years) (10%) (10%) (11%) (10%) Student $ 0.30 $ 0.81 $ 0.95 $ 39.66 $ 3.00 1.98$ $ 9.00 $ 66.00 $ 3.30 2.79$ $ 9.95 $ 105.66 (10%) (41%) (11%) (60%) Child $ -3.00 $ -1.98 $ -9.00 $ -66.00 $ 3.00 1.98$ $ 9.00 $ 66.00 $ - -$ $ - -$ (5 to 12 years) (-100%) (-100%) (-100%) (-100%) APP (Affordable $ 5.04 $ - $ - -$ $ 48.40 $ - $ 1.41 $ 5.00 $ 53.44 - - - Pass Program) (10%) * Post-secondary student passes are included in tuition costs ** Smart card or mobile payment to replace tickets *** Rolling 30-Day Pass to replace existing Monthly Pass
As shown in Exhibit 4-1, this strategy: Maintains current discounts for senior fares; Maintains student discounts on fares and passes, renames the category to ‘Youth’, and limits availability to those between the ages of 13 and 19; Eliminates discounts for post-secondary student fares (replaced by U-Pass for UWindsor students); Extends the kids-ride-free policy for up to and including 12 year olds when accompanied by an adult; Replaces paper tickets and passes with equivalents carried on the smartcards and mobile ticketing; Replaces the monthly pass with a rolling 30-day pass; Introduces single-ride and daily pass options to APP; Increases the cost of all fare products by 2% per year over 5 years.
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4.1.4 Strategy 2: Fare Freeze The second decision package is referred to as the Fare Freeze package, as the fare levels in this package are maintained at existing levels. A summary of the existing fare structure, the resulting fare structure in 2023, and the change in fare structure as a result of adopting this decision package are shown in Exhibit 4-2. Exhibit 4-2: Fare Freeze (Strategy 2) Fare Levels and Structure
Fare Class Existing Fares 2023 Fare Increase (% Increase) Ticket Daily Monthly Single Daily 30-Day Single Daily 30-Day Cash Cash Cash (each) Pass Pass Fare** Pass Pass*** Fa r e Pass Pass Adult $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 3.00 2.53$ $ 9.00 $ 95.70 $ 3.00 2.53$ $ 9.00 $ 95.70 (0%) (0%) (0%) (0%) Senior $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 3.00 1.98$ $ 9.00 $ 48.40 $ 3.00 1.98$ $ 9.00 $ 48.40 (0%) (0%) (0%) (0%) Youth $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 3.00 1.98$ $ 9.00 $ 66.00 $ 3.00 1.98$ $ 9.00 $ 66.00 (13 to 19 years) (0%) (0%) (0%) (0%) Student $ 0.00 $ 0.55 $ 0.00 $ 29.70 $ 3.00 1.98$ $ 9.00 $ 66.00 $ 3.00 2.53$ $ 9.00 $ 95.70 (0%) (28%) (0%) (45%) Child $ -3.00 $ -1.98 $ -9.00 $ -66.00 $ 3.00 1.98$ $ 9.00 $ 66.00 $ - -$ $ - -$ (5 to 12 years) (-100%) (-100%) (-100%) (-100%) APP (Affordable $ 0.00 $ - $ - -$ $ 48.40 $ - $ 1.28 $ 4.55 $ 48.40 - - - Pass Program) (0%) * Post-secondary student passes are included in tuition costs ** Smart card or mobile payment to replace tickets *** Rolling 30-Day Pass to replace existing Monthly Pass
As shown in Exhibit 4-2, this strategy: Maintains current discounts for senior fares; Maintains student discounts on fares and passes, renames the category to ‘Youth’, and limits availability to those between the ages of 13 and 19; Eliminates discounts for post-secondary student fares (replaced by U-Pass for UWindsor students); Extends the kids-ride-free policy for up to and including 12 year olds when accompanied by an adult; Replaces paper tickets and passes with equivalents carried on the smartcards and mobile ticketing; Replaces the monthly pass with a rolling 30-day pass; Introduces single-ride and daily pass options to APP; Freezes the costs of all fare products at 2018 levels.
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4.1.6 Strategy 3: Frequent Rider Discount The third and final decision package is referred to as the Frequent Rider Incentive package, as the fare levels in this package are adjusted such that the cost of the monthly pass is maintained at current levels while all other fare products are increased at the rate of inflation. A summary of the existing fare structure, the resulting fare structure in 2023, and the change in fare structure as a result of adopting this decision package are shown in Exhibit 4-3. Exhibit 4-3: Frequent Rider Incentives (Strategy 3) Fare Levels and Structure
Fare Class Existing Fares 2023 Fare Increase (% Increase) Ticket Daily Monthly Single Daily 30-Day Single Daily 30-Day Cash Cash Cash (each) Pass Pass Fare** Pass Pass*** Fa r e Pass Pass Adult $ 0.30 $ 0.26 $ 0.95 $ 0.00 $ 3.00 2.53$ $ 9.00 $ 95.70 $ 3.30 2.79$ $ 9.95 $ 95.70 (10%) (10%) (11%) (0%) Senior $ 0.30 $ 0.21 $ 0.95 $ 0.00 $ 3.00 1.98$ $ 9.00 $ 48.40 $ 3.30 2.19$ $ 9.95 $ 48.40 (10%) (10%) (11%) (0%) Youth $ 0.30 $ 0.21 $ 0.95 $ 0.00 $ 3.00 1.98$ $ 9.00 $ 66.00 $ 3.30 2.19$ $ 9.95 $ 66.00 (13 to 19 years) (10%) (10%) (11%) (0%) Student $ 0.30 $ 0.81 $ 0.95 $ 29.70 $ 3.00 1.98$ $ 9.00 $ 66.00 $ 3.30 2.79$ $ 9.95 $ 95.70 (10%) (41%) (11%) (45%) Child $ -3.00 $ -1.98 $ -9.00 $ -66.00 $ 3.00 1.98$ $ 9.00 $ 66.00 $ - -$ $ - -$ (5 to 12 years) (-100%) (-100%) (-100%) (-100%) APP (Affordable $ 0.00 $ - $ - -$ $ 48.40 $ - $ 1.41 $ 5.00 $ 48.40 - - - Pass Program) (0%) * Post-secondary student passes are included in tuition costs ** Smart card or mobile payment to replace tickets *** Rolling 30-Day Pass to replace existing Monthly Pass
As shown in Exhibit 4-3, this strategy: Maintains current discounts for senior fares; Eliminates discounts for post-secondary student fares (replaced by U-Pass for UWindsor students); Eliminates discounts for post-secondary student fares (replaced by U-Pass); Extends the kids-ride-free policy for up to and including 12 year olds when accompanied by an adult; Replaces paper tickets and passes with equivalents carried on the smartcards and mobile ticketing; Replaces the monthly pass with a rolling 30-day pass; Introduces single-ride and daily pass options to APP; Freezes the cost of the monthly pass at 2018 levels; and Increases the cost of all other fare products by 2% per year over 5 years.
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4.3 Comparative Impacts Ridership impacts resulting from fare structure changes are calculated using an elasticity based approach, while revenue estimates are based on average fare prices. Elasticities are a way to calculate a change in demand of a good relative to the change in its price. The general equation used to calculate a change in demand is shown in Equation 1.
Eq. 1 Where: ∆D = Change in demand
D1 = Original quantity demanded
eD = Elasticity of demand ∆P = Change in price
P1 = Original price for pre-defined quantity Several factors can impact elasticity values including trip type, time of trip, passenger income, and many other variables. For the purposes of this study a value of -0.43 is used.1 This would mean that for every unit of price increase there would be a demand decrease of 0.43. This value represents an average for all hours appropriate for cities with population under 1,000,000 and has been used widely in similar applications throughout North America. Exhibits 4-4 through 4-9 below summarize the estimated ridership and revenue impacts resulting from adopting the various decision packages discussed in Section 4.1. Note that comparisons made to 2016 values exclude ridership and revenue projections for children and APP riders. These categories are excluded because the APP ridership data and child revenue data were not available. The impact of the exclusion of these categories on this process is expected to be minimal, as they represent only a small percentage of total riders and revenue and are treated the same under all three decision packages.
Exhibit 4-4: Strategy 1 System Ridership Impacts Fare Class Cash Ticket Pass Total Adult 935,600 334,100 1,405,600 2,675,300 Senior 198,500 117,500 452,400 768,400 Youth (13 to 19 years) 938,300 579,700 852,100 2,370,100 Post-Secondary Student 13,200 - 346,000 359,200 Other (E.g. Tunnel, Combo, Auto Show) 164,900 - 31,100 196,000 Total 2,250,500 1,031,300 3,087,200 6,369,000 (Ratio to 2016) (1.00) (1.00) (1.00) (1.00)
1 Todd Litman, “Transportation Elasticities”, http://www.vtpi.org/tdm/tdm11.htm (January 2, 2017)
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Exhibit 4-5: Strategy 1 System Revenue Impacts Fare Class Cash Ticket Pass Total Adult $ 4,006,400 $ 933,200 $ 958,400 $ 5,898,000 Senior $ - $ 256,800 $ 549,000 $ 805,800 Youth (13 to 19 years) $ - $ 1,267,200 $ 1,639,500 $ 2,906,700 Post-Secondary Student $ - $ - $ 820,100 $ 820,100 Other (E.g. Tunnel, Combo, Auto Show) $ - $ 698,700 $ 2,247,900 $ 2,946,600 Total $ 4,006,400 $ 3,155,900 $ 6,214,900 $ 13,377,200 (Ratio to 2016) (1.10) (1.08) (1.06) (1.08)
As shown in Exhibits 4-4 and 4-5, this scenario is expected to maintain current ridership levels while increasing revenues by 9% overall. Ridership is flat due to the 2% year-to-year fare increase, which is what drives the increase in revenue.
Exhibit 4-6: Strategy 2 System Ridership Impacts Fare Class Cash Ticket Pass Total Adult 972,300 347,600 1,462,600 2,782,500 Senior 206,200 122,200 470,700 799,100 Youth (13 to 19 years) 937,300 579,700 886,600 2,403,600 Post-Secondary Student 13,200 - 360,000 373,200 Other (E.g. Tunnel, Combo, Auto Show) 164,900 - 31,100 196,000 Total 2,293,900 1,049,500 3,211,000 6,554,400 (Ratio to 2016) (1.02) (1.02) (1.04) (1.03)
Exhibit 4-7: Strategy 2 System Revenue Impacts Fare Class Cash Ticket Pass Total Adult $ 3,782,300 $ 879,500 $ 903,200 $ 5,565,000 Senior $ - $ 242,000 $ 517,400 $ 759,400 Youth (13 to 19 years) $ - $ 1,147,800 $ 1,545,100 $ 2,692,900 Post-Secondary Student $ - $ - $ 742,700 $ 742,700 Other (E.g. Tunnel, Combo, Auto Show) $ - $ 698,700 $ 2,247,900 $ 2,946,600 Total $ 3,782,300 $ 2,968,000 $ 5,956,300 $ 12,706,600 (Ratio to 2016) (1.04) (1.01) (1.02) (1.02)
As shown in Exhibits 4-6 and 4-7, this scenario is expected to provide minor increases to both overall ridership and fare revenue. Freezing fares at 2018 levels results in increased ridership across all fare classes, which in turn increases total revenues. This increase in ridership may require future service improvements if current loading conditions are to be maintained. However, it is likely that the additional ridership observed in this scenario could be accommodated by existing transit service.
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Exhibit 4-8: Strategy 3 System Ridership Impacts Fare Class Cash Ticket Pass Total Adult 935,600 334,100 1,462,600 2,732,300 Senior 198,500 117,500 467,200 783,200 Youth (13 to 19 years) 938,300 579,700 886,600 2,404,600 Post-Secondary Student 13,200 - 346,000 359,200 Other (E.g. Tunnel, Combo, Auto Show) 164,900 - 31,100 196,000 Total 2,250,500 1,031,300 3,193,500 6,475,300 (Ratio to 2016) (1.00) (1.00) (1.03) (1.02)
Exhibit 4-9: Strategy 3 System Revenue Impacts Fare Class Cash Ticket Pass Total Adult $ 4,006,400 $ 933,200 $ 903,200 $ 5,842,800 Senior $ - $ 256,800 $ 523,800 $ 780,600 Youth (13 to 19 years) $ - $ 1,267,200 $ 1,545,100 $ 2,812,300 Post-Secondary Student $ - $ - $ 820,100 $ 820,100 Other (E.g. Tunnel, Combo, Auto Show) $ - $ 698,700 $ 2,247,900 $ 2,946,600 Total $ 4,006,400 $ 3,155,900 $ 6,040,100 $ 13,202,400 (Ratio to 2016) (1.10) (1.08) (1.03) (1.06)
As shown in Exhibits 4-8 and 4-9, this scenario is expected to provide a minor increase to overall ridership and a somewhat larger increase to total revenue. Raising cash and ticket fares 2% year-to-year maintains existing ridership levels but results in increased revenue from these categories. Freezing fares for the rolling 30-day Pass at 2018 levels results in increased ridership, which in turn increases revenues for that category. This increase in ridership is smaller than the increase observed in Strategy 2 and therefore less likely to require additional service to accommodate the additional riders.
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5 Recommended Strategy and Implementation
The following subsections detail our recommendations to Transit Windsor on fare structure and strategy, and how to implement them.
5.1 Fare Structure Recommendations for Smartcards and Mobile Ticketing It is recommended that Transit Windsor expand the use of smartcards in their fare management system and introduce mobile ticketing as an additional payment option for customers. The initial expanded use of smartcard should leverage the current smartcard system through configuration changes to add support for additional fare products and to establish additional revaluing infrastructure. Transit Windsor should undertake a pilot with the mobile ticketing solution offered by Trapeze, and use observations and rider feedback during this pilot to more firmly establish mobile ticketing business and technical requirements. After the pilot period, there could be an assessment of whether to extend beyond the pilot period with Trapeze or conduct a competitive procurement. Some or all of the legacy paper fare products could eventually be eliminated once the electronic fare media are seen as sufficiently reliable and available. This can help maximize electronic fare media usage levels, since the outcome would be that most regular riders would adopt electronic fare media.
5.1.1 Fare Products Initially smartcards and mobile ticketing will be used to mirror existing fare products, subject to: The limitations of Transit Windsor’s existing Trapeze solution (e.g., capability to support stored value on smart cards); and The desire to replace the monthly pass with a 30-day rolling pass. Since mobile ticketing is initially proposed as a pilot, and there is significant logistical complexity in supporting concession fares with mobile ticketing, it is recommended that only standard fares be supported using mobile ticketing at first. Exhibit 5.1 indicates initial fare products to be made available for purchase for both smartcards and mobile ticketing.
Exhibit 5-1: Summary of Recommended Initial Fare Products Mobile Smartcard - Smartcard - Fare Product Ticketing - Adult Concession Adult Single-ride (with 2hr. transfer window) Daily pass 30-day rolling pass (for unlimited travel from day of first use )
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5.1.2 Fare Policy/Products A variety of fare products and policy innovations could be conveniently supported using the smartcard and mobile ticketing technology, as shown in Exhibit 5-2 below. It is recommended that Transit Windsor consider these products and policies for future implementation, as appropriate, to supplement the flat fares and passes provided under the current fare structure and those initially deployed on electronic fare media. These additional fare policies and products would not require additional infrastructure or the use of conventional fare media since they would only be offered for smartcard and mobile ticketing purchases. All that would be required would be adjustments to the fare calculation logic in the system back office. In addition to the new options available to riders, these would also be an additional incentive for riders to adopt use of the electronic fare media.
Exhibit 5-2: Summary of Some Potential Fare Policies/ Products for Electronic Fare Media Only Fare Policy Fare Policy Complexity Examples Category Type Beyond the monthly rolling pass, Other Rolling other rolling period passes could Low-Medium Passes be considered (e.g., x hours, daily, weekly) 1 free trip for every 10 paid trips Loyalty Programs Bonus Fares Medium $1 “refund” for every $10 loaded in stored value Pay multiple single-ride fares until daily/weekly/monthly cap is Fare Capping High met, then all subsequent fares made in that time period are free Discount single-ride fare for Fare Differential Low customers using smartcard instead of cash Differential Pricing Charge discounted fares on non- Service-Based Medium express routes Charge discounted fares for trips Peak/Off-Peak Medium during off-peak periods
5.1.3 Sales Channels To accommodate the intended growth in smartcard usage, additional sales channels would benefit Transit Windsor and its customers. The degree of rider uptake in mobile ticketing could serve to moderate the extent of what is needed (i.e., part of the inherent role of mobile ticketing is as a sales channel), as such, it is recommended that additional sales channels be phased in over time. A summary is provided in Exhibit 5-3 below.
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Exhibit 5-3: Summary of Recommended Sales Channels
Sales Channel Supports Cash Payment Supports Concession Fares
Customer Service Centre Call Centre
Website
Mobile Application
Retail Partner Locations
In addition, Transit Windsor could work with their vendor to distribute unattended add-value machines to support smartcard users.
5.2 Recommended Fare Strategy It is recommended that Transit Windsor adopt the Strategy 3—Frequent Rider Discount decision package. In this Strategy, the cost of the rolling 30-day pass (replacing the existing monthly pass) will be held constant at 2018 levels while the cost of all other fare products would increase by 2% per year over the next 5 years. This strategy also includes: Providing no further discount on Senior fares; Maintaining student discounts on fares and passes, renaming the category to Youth, and limiting the availability to those between the ages of 13 and 19; Introducing a single-pass option to the APP, in co-ordination with the introduction of a smartcard or mobile ticketing system; Eliminating discounts for post-secondary student fares (replaced by U-Pass for UWindsor students); Extension of the current policy allowing children up to 12 years of age to ride free with a parent. Replacing paper tickets and passes with equivalents carried on the smartcards and mobile ticketing; Replacing the monthly pass with a rolling 30-day pass; and Introducing single-ride and daily pass options to APP. As presented in Exhibits 4.4 through 4.9, this strategy is projected to maintain steady ridership levels along with a slight increase in fare revenue in comparison to the existing fare structure and policies. This strategy offers a balance between maintaining and encouraging ridership through constant or discounted fare rates while maintaining a sustainable revenue stream. Importantly, this approach will maintain the City’s financial investment in its transit service at a moderate rate of increase thereby allowing Transit Windsor to be proactive in improving transit service levels and maintaining a state of good repair. As noted in Section 4.1 a number of these modifications, including expanding the APP and expanding the kids-ride-free program to include kids up to 12 years old, will likely result in a reduction in fare revenue. Given a fixed operating budget and target farebox recovery ratio, this potential reduction in revenue could negatively impact the ability of Transit Windsor to provide
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transit service. To avoid these negative impacts, it is important to have a separate guaranteed fund from the City to cover any potential loss in fare revenue by Transit Windsor. It should be noted that the ridership and fare revenue projections associated with the recommended fare policy are independent of any future changes to transit service levels, transit service quality and positive promotion of transit use in the city. Transit Windsor’s current service delivery review is expected to alter service levels, and thus transit use, independent of fare structure changes. Transit ridership, and accordingly fare revenues, typically react negatively to transit service reductions, and large fare increases. They may also be influenced by negative attitudes towards the transit service in the community.
5.3 Implementation Recommendations Implementing changes to the fare management system should limit inconvenience to customers and provide a smooth transition from their current Transit Windsor experience. New features should also be communicated to the public effectively, in advance of changes taking affect. The upgraded Trapeze EZV36 fareboxes will support existing smartcards used in the Transit Windsor system, as well as mobile ticketing through a matrix code reader. Mobile ticketing is available as an option from Trapeze for an additional charge. Transit Windsor also has the option to at any point procure a mobile ticketing solution from another vendor. We recommend offering all current fare products that are supported by Transit Windsor’s existing Trapeze fare system on smartcards, and pursuing a pilot that includes all current fare products that are supported by the Trapeze mobile ticketing solution. Transit Windsor should consider leveraging the configurability of these systems to support additional fare products and discount/loyalty policies in the future. Since these would not be available except through these electronic fare media, this would also serve to increase their appeal. Transit Windsor will use the pilot results to refine their mobile ticketing requirements, and for assessing options for continuing beyond the pilot. Such post-pilot options could include a competitive mobile ticketing procurement or refinement of the Trapeze initial deployment. In summary, the following staged action plan is recommended: Introduce mobile ticketing pilot using Trapeze product and expand use of smartcards, with both configured for all current fare products. After the mobile ticketing pilot period, evaluate to decide whether to continue post- pilot and if so whether through continuation/improvements with Trapeze or a competitive procurement.
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Appendix A – Review of Current Fare Policies and Practices
October 4, 2018 ETPS Standing Committee Meeting - September 18, 2019 Page 179 of 247 IBI GROUP 7th Floor – 55 St. Clair Avenue West Toronto ON M4V 2Y7 Canada tel 416 596 1930 fax 416 596 0644 ibigroup.com
Memorandum
To/Attention Transit Windsor Date November 22, 2017 From Chris Prentice Project No 109943 cc Doug Parker, J. Richard Nelson
Subject Task 1—Review of Current Fare Policies and Practices
This memorandum presents an overview and summary of Transit Windsor’s current fare policies, structure, rates and practices. This will serve as background to identifying and assessing potential fare structure and policy changes as part of the fare study.
Context Transit Windsor is the corporate name for the conventional public transit service in the City of Windsor, serving a population of 217,188. The service is operated as a division of the municipal Office of the City Engineer and has 263 employees and 112 buses. The transit system has 14 fixed routes, which operated 263,905 revenue hours of service and carried 6,512,338 passengers in 2016. Operating expenditures totalled $29,904,611 and revenues $13,183,042. The net municipal investment was $13,436,182. The specialized transit service, Handi-Transit, is provided by a private non-profit organization under contract to the City. 54,077 trips were taken on the service in 2015 which is provided by 23 full and part-time employees using 13 small buses and an annual operating expenditure of approximately $1.3 million. Transit Windsor operates services into the City of Detroit in the United States (including service to Comerica Park, Little Caesars Arena, and Ford Field) via the Detroit-Windsor Tunnel.
Current Fare Structure The current fare structure is summarized in Exhibit 1. It is based on the “exact fare” payment principle in that users must pay the exact cash fare at the time of boarding, or present a valid pass, ticket or transfer. For people paying by cash, no reimbursement is provided for over- payment of the fare. The fare structure consists of user categories, along with a range of options with prices for purchasing and paying for the use of transit services. This structure applies to both the conventional transit service and the special events services. Payment options include cash, tickets (sold in strips of five), passes and smart cards. The fares were last adjusted on July 1, 2016. Note, children under age 5 ride free when accompanied by a full paying passenger.
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Transit Windsor – November 22, 2017
Exhibit 1: Current Transit Windsor Fare Structure
Fare Payment Method Category Cash Monthly Pass Day Pass Trip Tickets (5/each)
Adult $3.00 $95.70 $12.65($2.53)
Student $3.00 $66.00 $9.90 ($1.98)
Senior $3.00 $48.40 $9.90 ($1.98)
Child (> age 5) $3.00 $66.00
Affordable Pass $48.40 Program (APP)
Post-Secondary $66.00
Summer Saver $105.50
Combo $157.00
Restricted Monthly $44.00
Restricted Semester $220.00
Individual $9.00
Family $9.00
Tunnel Service $5.00 $95.70
Transfers As part of the fare payment system for conventional service, transfer slips (“transfers”) are issued to users upon payment of a fare on the first bus they board when requested. This allows use of more than one route to complete their trip. They are a form of “proof of payment” to indicate to the bus operator on the connecting route that the user has already paid a fare. Transfers are not issued to holders of passes (day or monthly). Transfers do not apply to connections between regular Transit Windsor routes and the Tunnel route to Detroit. Current Transit Windsor policy is that transfers are valid for two hours after issuance and allow users to make a stopover, that is, get off the first bus and board a second bus on the same or a different route, provided they re-board within two hours. Users may make a return trip on the transfer also within the two-hour “window”. In effect, the transfer serves as equivalent to a two- hour period pass beginning from the time of issuance.
Passes Monthly, Day, and Family passes are available for pre-purchase. Monthly passes are sold by the calendar month, not on the basis of a 30-day validity period. Purchasers must obtain a Transit Windsor issued photo identification card in advance of purchasing a monthly pass, at a cost of $5.00. This identification card is numbered, and both it and the pass must be presented for inspection by the bus operator when boarding a bus.
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Transit Windsor – November 22, 2017
A Day Pass is available for unlimited travel within one day and must be purchased on the bus on the day of use. Users deposit the value of the pass into the farebox and the bus operator then issues the pass as a form of “transfer.” A Family Pass, valid for either (1) two adults and up to three children, or (2) one adult and up four children, is available and may be purchased in the same way as a Day Pass. Eligible “children” must be between 5 and 12 years of age. Children cannot purchase and use the Family Pass without a full-paying passenger (adult).
Tickets Tickets in strips of 5, are available at “Adult” and combined “Student/Senior” rates. Each are priced at a savings compared to the cash fare. They are sold through fare media outlets and are good for one ride. Students must present a valid student card when using student tickets.
Smart Media Smart media is issued to certain groups of users such as Student Transportation, Corporate Passes and UPASS. Each group of users is priced individually dependent upon the contract negotiated with each group.
Fare Category Eligibility Seniors are defined as age 60 and older. A student is anyone (any age) attending an elementary, secondary or post-secondary accredited school on a full-time basis. Children are defined as age 5 to 12 inclusive.
Policy Background The structure of fare categories and rates forms the basis for the amount that users contribute towards the cost of the service. This reflects local municipal priorities as well as the user market and demographics being served by the transit service. In principle, transit service is a core municipal service that is important for the growth and vitality of the city so the cost to provide the service is shared between (1) all transit stakeholders (residents and businesses) through property taxes, as an investment in the city, and (2) users of the service in the form of fees (fares) and resulting revenues. The share, or split, between the municipal investment and fares is represented by the revenue/cost (R/C) ratio—the proportion of costs covered by fare revenues. Transit Windsor’s 2016 R/C ratio was 46.4%. After allowance for provincial gas tax, the municipality invested approximately 45% towards the cost beyond fare revenues for providing transit service in 2016. Establishing a fare policy and corresponding rates requires a balance between (1) the competing demands for the portion that transit users pay (fares) relative to the amount other transit stakeholders in the community invest in transit through the municipal budget, and (2) pricing transit fares such that transit is affordable while perceived as having a “value”. Within this context a number of key principles apply to setting fares, based on experience in the industry: 1. Fares should be reviewed and adjusted at least every two years but preferably annually. Based on industry experience, small regular adjustments are more
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Transit Windsor – November 22, 2017
acceptable to stakeholders (users and non-users) than less frequent larger adjustments and result in less negative impact on ridership; 2. Because public transit benefits the community as a whole, it is appropriate that the community financially supports transit; 3. Transit fares should provide an incentive to using transit through the availability of fare media that offer discounts for more frequent use; 4. Cash fares should be permitted (as opposed to requiring all users to pre-purchase transit fares ahead of time) in consideration of infrequent users and visitors as well as the generally limited number of places available to pre-purchase transit fare media; and 5. Transit users are more supportive of an increase in fares if it is understood that the alternative is that transit services would be reduced. The current fare policy rewards frequent users, which is good policy. However, the level of discounts offered through tickets and passes is high, which decreases the amount of fare revenue generated and the R/C ratio. The goal of a new fare policy is to maintain the fairness of the fare structure as the system is expanded in the future. Transit fare rates should be regularly adjusted to maintain a reasonable revenue-cost fare recovery ratio (R/C ratio), and to optimize the municipality’s investment in its public transit service. If fare revenue is not increased progressively then in periods of financial restraint increased pressure will be placed on transit service levels, with the result that transit services may either be curtailed or needed improvements deferred. This situation can have a long term negative impact on the municipality’s transit service as well as its overall transportation system by further increasing dependence on the automobile through inhibited transit service levels.
Analysis of Ridership and Revenue Based on 2016 data, the Exhibit 2 presents a summary of ridership and fare revenue by fare category and method of fare payment. Note that users using tickets are recorded as “cash” ridership. Overall, transit users paying by cash and ticket represent 36.6% of total ridership, while those paying by pass are the remaining 63.4%. Over the past few years, the percentage split between cash and pass ridership has been shifting towards increasing pass use. For example, in 2015 the split was 38.6% versus 61.4% - a two percentage point change. In terms of the percentage breakdown of ridership by fare category, full fare (adult) ridership is 41.1%, student 41.9%, senior 11.8%, and child 2.2%. Student ridership in total and as a percentage of ridership has increased significantly over the past two years with the introduction of the U-Pass. In terms of the percentage breakdown of ridership by method of fare payment (cash and pass), the percentage is relatively consistent for adults and students. For seniors, however, a higher proportion pay by pass than by cash (13.8% versus 8.3%). In contrast, a smaller percentage of child fare payment is by pass (0.3%) versus cash (5.6%). Similarly with the Tunnel service ridership, a greater percentage pay by cash (6.9%) than pass (0.8%) which likely reflects the nature of the service since it is oriented towards occasional ridership for special events.
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Transit Windsor – November 22, 2017
Exhibit 2: Summary of Ridership and Fare Revenue by Fare Category
Ridership Revenue Total Fare Category Cash % Pass % Cash Ticket Pass Ridership % Revenue
Adult 934,410 39.2 1,739,737 42.1 $2,926,347 $2,924,323 $898,027 2,674,147 41.1 $6,748,697
Student 950,315 40.0 1,777,768 43.0 $10,696 - $2,481,856 2,728,083 41.9 $2,492,552
Senior 198,208 8.3 569,860 13.8 $1,550 - $497,275 768,068 11.8 $498,825
Child 133,444 5.6 - - - - - 133,444 2.0 -
Family Pass Child - - 12,602 0.3 $527 - - 12,602 0.2 $527
Tunnel 164,852 6.9 31,142 0.8 $167,495 - $77,005 195,994 3.0 $244,500
Misc (photos, Exchange - - - - $157,171 - $2,117,844 - - $2,275,015 rate)
Total 2,381,229 36.6 4,131,109 63.4 $3,263,786 $2,924,323 $6,072,007 6,512,338 - $12,266,251
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Transit Windsor – November 22, 2017
Transfer use data is collected by Transit Windsor for its conventional service and indicates a 2016 transfer rate of 40.2% (percent of cash riders who transfer), keeping in mind transfers are only issued to riders paying by cash. Transit Windsor offers 16 different rates, for a range of fare payment methods (cash and pass) and fare categories. While this appears high, Transit Windsor has been working to simplify its fare structure since 2008 by (1) setting one cash fare and one trip ticket rate and, (2) consolidating the post-secondary and student categories into one, and eliminating the SS Blended Rate and ticket option for the Tunnel service. At the same time, however, one new category, Affordable Pass Program (APP) has been introduced which offers qualified persons an almost 50% reduction on the regular monthly pass rate with Transit being credited with the difference by the Social Services department. There are, however, still an extensive range of categories and rates within the monthly pass payment method (i.e., 9 different rates). Another recent fare policy change was with regard to transfers and introduction of the two-hour “window” allowing transfer use for stopovers and return trips. The intent of this policy change was to provide more flexibility for travellers to use transit, and to encourage more short trips by reducing their cost with the expectation of a resulting increase in ridership. Generally, experience in other jurisdictions shows such measures tend to lead to a modest increase in transit use but not to the extent that offsets the revenue loss – thereby resulting in a net revenue loss.
Pricing of Fare Media In pricing its fare media options compared to cash fares, the following ratios apply for primary categories: Monthly Pass – 31.9 times the cash fare Trip Tickets (5): – Adults – 84.3% of the cash fare (15% reduction) – Senior/Student – 66.0% of cash fare (33% reduction) Senior Pass – 50.5% of the adult pass rate Child Pass – approximately 69% of the adult pass rate The basis for the combo pass and restricted (elementary, monthly, semester) pass rate calculations seem less clear, but appear to be based on annual percentage increases from rates set in previous years.
Average Fare The 2016 system average fare is $1.94, or 64.6% of the full cash fare rate. This is a reasonable average rate that indicates the fare rates are generally priced consistent with use. A growing issue, however, is the desire to provide fare reductions to people with lower income levels or other factors. This is a strong trend in the United States in particular, and is seen in Transit Windsor fare policy in the form of the APP introduction in 2011. Offering a lower rate for people with lower incomes may be consistent with the traditional practice of fare reduction rates (compared to Adult or Full Fare rates) provided for seniors, students and children. But for the different rationale of being income-based. A proliferation of such rates though would serve to
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Transit Windsor – November 22, 2017 undermine the financial performance of the transit system without any guaranteed increase in transit use. Instead, such fare reductions represent a form of “income supplement” the funding of which should not be the responsibility of the transit system. Rather, it is a social issue. And encouraging more extensive transit service use by people with lower incomes can also serve to perpetuate stereotypes among the general public that associate transit use with not having other transportation options.
Student Transportation Services The City, through Transit Windsor, has an agreement with the local school board (public and separate) transportation services department (STS) to provide bulk-rate special restricted monthly passes to high school students, to use transit services for travel to and from school instead of yellow buses. The arrangement dates back several years. The passes are issued to all students eligible to be transported to school, based on the school board criteria of a walk distance greater than 3.2 kilometres. The passes are currently priced at $44.00 per month or $220.00 for a five month semester, and are based on the assumption that all students receiving the pass will use Transit Windsor services. This is in essence guaranteed revenue for Transit Windsor. STS controls and validates eligibility for the passes, with Transit Windsor invoicing STS on the basis of the number of passes issued. This program is used in other jurisdictions and represents an effective use of local transit services in lieu of duplicative yellow school bus services.
Low Income Bus Pass/Ontario Works and ODSP/APP The Affordable Pass Program (APP) allows residents to purchase a discounted adult or student monthly transit pass provided they meet income eligibility requirements. The reduction is to approximately 50% of the full cost of a monthly pass ($48.40 versus $95.70). It is a City program available to residents of Windsor and Essex County. The program has its origins in a prior program funded through the Ontario Social Services Department, which had been discontinued. Eligibility is determined in one of three ways: 1. Recipients of the Ontario Disability Support Program (ODSP). 2. Recipients of Ontario Works (OW). 3. Members of a household whose combined income is less than Statistics Canada - Low Income Cut-off (LICO). The cost of the differential between the full-cost of the monthly pass (currently $95.70) and the reduced rate ($48.40) is funded by the City’s Social Services Department with Transit receiving full revenue credit for every pass issued. This is an important principle in the program such that the financing arrangements recognize that the program is a social service-based program and not a transit-based program. Stated otherwise, because transit is measured by its overall revenue ratio and net cost within the City budget, transit is not penalized for any potential loss of revenue through the program. The program is administered by Transit Windsor, rather than the Social Services Department, which provides for more transparency in management of the program with the financial transfer and revenue credits handled internally within the City.
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Transit Windsor – November 22, 2017
Corporate ValuPass The transit ValuPass program is intended to encourage local companies to actively support increased transit use by offering their employees a reduction in the cost of purchasing a monthly pass in partnership with Transit Windsor. Once enrolled, an employee receives a 15% discount on a monthly pass with payment made through payroll deduction. A ValuPass costs $81.35 a month compared to the regular rate of $95.70. The employee would still be required to obtain a transit pass photo ID which is issued at the Windsor International Transit Terminal (WITT) downtown. A company of any size can join the program. However, a guaranteed enrolment of a minimum of 50 employees for a period of at least six (6) months is required, to minimize administration but also to encourage longer term commitment to transit use. Once a company enrolls, it usually assigns a staff coordinator to work with Transit Windsor. The program can be customized to suit individual companies. Once the employee has their photo ID, the smart cards are picked up at Transit – WITT and paid through payroll deduction. This is a significantly important program as it seeks to involve the business community in actively promoting transit use in partnership with the City and Transit Windsor. Several other jurisdictions seek to emulate this program.
University Transit Pass After much effort and work with the University of Windsor, Transit Windsor successfully negotiated and received endorsement from the University Student Alliance to implement a transit pass for all students (although with some opt-out ability). As with U-Passes (smart cards) in other jurisdictions (e.g., London, Hamilton, Kingston, Ottawa) the cost of the pass is included in the student’s tuition. Transit Windsor costed the pass on the basis of projected additional service commitments required to meet student needs and its overall revenue projections as follows:. Estimated enrolment at the U of W based on past years. Reduction of 25% enrolment for the opt-out clause for students who live outside the Transit Windsor service area. Estimated ridership and revenue loss for students (cash, tickets and passes) who were already using transit and purchasing fare media prior to UPass implementation. Approximately $250,000 for required annual service enhancements/technology to address increased ridership and attracting students to use transit. Program supply costs and administration. Additional service enhancements for U of W students, i.e. – direct bus to VIA station on Friday and Sunday nights, and late night service Thursdays to Saturdays from Downtown to U of W Campus The U-Pass, introduced in September 2016, has been well-received by students and is resulting in significantly increased ridership levels across the system. January to June 2017 saw a 3.47% increase over the same period in 2016 before the introduction of the UPass. Year-to-date for 2017, ridership is up 5.04% over the same period in 2016.
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Transit Windsor – November 22, 2017
Use of the pass applies to not only Transit Windsor services within Windsor, but also to any services into neighbouring municipalities such as the City of LaSalle (which has recently contracted with Transit Windsor to operate their newly implemented local transit service).
Fare Payment and Policy Trends – Smart Card Going forward, Transit Windsor and the City are preparing to expand the role of smart cards to include additional fare products and also to upgrade the existing fareboxes to support a mobile ticketing smart phone app. Smart cards offer the opportunity to replace most non-cash fare media such as passes and tickets. Prepaid fare media are inherently oriented to regular riders, who can be expected to readily adopt a smart card alternative if the card issuance and revaluing is made convenient enough (usually the legacy fare media are also withdrawn after a transitional period, to further encourage smart card adoption). The mobile ticketing app is intended to complement an ongoing option for riders to pay the fare using cash and availability of selected fare products on smart card. Its role is largely expected to be oriented to (1) appealing to riders that have a smartphone and like to use services that allow them to use smart phone apps, (2) making transit use more appealing to visitors who are not familiar with the Transit Windsor fare policy/structure. Some other related fare structure changes that will also be considered associated with these changes include: a review of the eligibility and definition of “Student” (should it be age-based?) elimination of photo ID, and whether the transfer “window” period should be adjusted. Any potential change in the transfer window should be influenced by future transit service levels and travel times.
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Appendix B – Peer Agencies’ Fare Structures and Technology
October 4, 2018 ETPS Standing Committee Meeting - September 18, 2019 Page 189 of 247
Technical Memorandum
Peer Agencies’ Fare Structures and Technology
Prepared for Corporation of the City of Windsor by IBI Group June 11, 2018
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Document Control Page
CLIENT: Corporation of the City of Windsor PROJECT NAME: Transit Windsor Fare Structure Review REPORT TITLE: Peer Agencies’ Fare Structures and Technology IBI REFERENCE: 109943 VERSION: 1 J:\109943_WindsorFare\5.0 Design (Work) Phase\Task DIGITAL MASTER: 2\STR_peer_fare_structures_and_technology_jrn_2018-03-27.docx ORIGINATOR: Mais Sawaf, Richard Nelson REVIEWER: Doug Parker, Chris Prentice AUTHORIZATION: Doug Parker CIRCULATION LIST: HISTORY: v. 1 created Nov. 13/17, based on earlier working documents
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Table of Contents
1 Introduction ...... 2
2 PRESTO Fare System ...... 3
3 Halifax Transit ...... 6
4 London Transit ...... 8
5 MiWay (Mississauga Transit) ...... 10
6 Oakville Transit ...... 13
7 Saskatoon Transit ...... 15 7.1 Fare Structure ...... 15 7.2 Fare Technology ...... 16
8 Victoria Regional Transit System ...... 17
List of Tables
Table 1: Halifax Transit Fare Products ...... 6 Table 2: London Transit Fare Products ...... 8 Table 3: MiWay Fare Products ...... 10 Table 4: Oakville Transit Fare Products ...... 13 Table 6: Saskatoon Transit Fare Products ...... 15 Table 5: Victoria Regional Transit Fare Products ...... 17
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1 Introduction
As part of our Fare Structure Review for Transit Windsor, we reviewed peer transit agencies published fare information and conducted follow-up interviews in October 2017 with: Halifax Transit London Transit MiWay (Mississauga Transit) Oakville Transit Saskatoon Transit Victoria Regional Transit (B.C. Transit) Although we reviewed the published fare information of Hamilton Street Railway Company and Niagara Falls Transit; we were unable to set up follow-up interviews with. Thus, we have excluded them from this review. The review and interviews covered these topics: Fare Products and Rates including: cash-fare rates, ticket or multi-fare rates, and pass types and rates; Fare Media Types How the fare media maps to the various fare products; How fares can be purchased; Concession rules (ages, policies, identification); Transfers within the agency’s system; External transfers, i.e., to other agencies’ systems; High-level qualitative descriptions of fare policy challenges the agency has faced (if any); Qualitative descriptions of what fare structure/policy changes they envision at their agency in the next 3-5 years; Fare equipment the agency uses; High-level qualitative description of fare equipment/media challenges the agency has faced (if any); and Qualitative description of what media/fare equipment changes they envision at their agency in the next 3-5 years. MiWay and Oakville Transit are both participants in the PRESTO fare system, which we describe in the next section.
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2 PRESTO Fare System
PRESTO is an electronic fare collection system operated by Metrolinx. It uses a contactless smart card for payment. It is used by every transit agency in the Greater Toronto and Hamilton Area except Milton Transit, and also by OC Transpo. The Toronto Transit Commission is phasing in PRESTO. Except for the TTC every agency accepts only cash or PRESTO for payment. Agencies that operate proof-of-payment (e.g., GO Rail) have inspectors that use portable fare-media validators to confirm that a customer’s PRESTO card shows that a valid fare was paid. Customers who want to purchase a fare using cash would purchase a paper ticket, usually at a machine, before boarding if they are not using PRESTO. PRESTO is moving toward introducing limited-use media (LUM), basically stiff paper with an embedded chip. This can carry PRESTO fares, but is intended for only a few uses. These will be available for sale on fare vending machines, and are intended to replace tickets and tokens. Customers can reload their card online using a credit card, or at certain attended customer service locations primarily operated by transit agencies. Unattended reload machines that accept cash and credit/debit cards are being introduced at GO Rail stations and at TTC stations (initially focused on the new Toronto-York Spadina Subway Extension). The obvious challenge is for customers without a credit/debit card who are not near a customer service location or cash accepting device.
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3 Comparison of Fare Classes and Prices among Peers
The following tables compare age-based fare classes and the prices for typical products in those classes among the agencies we surveyed, together with Transit Windsor. (We have included each agency’s revenue/cost ratio, as reported to CUTA for 2016.) Table 1: Maximum age for each fare class (minimum age for seniors)
category Windsor Halifax London Mississauga Oakville Saskatoon Victoria free carriage 5 0 12 5 5 4 5 child no such category 15 no such category 12 no such category Grade 8 no such category youth/student through post- with valid through Grade 12 19 19 through Grade through Grade secondary education student ID 12 12 senior 60 65 no such category 65 65 65 65
Since our interview Halifax Transit has raised the maximum age for free carriage to 4.
Table 2: Fare prices
category Windsor Halifax London Mississauga Oakville Saskatoon Victoria child cash 1.75 n/a 2.25 ticket 1.45 1.65 1.60 monthly pass n/a n/a 50.00 youth/student cash n/a n/a n/a n/a n/a 2.75 n/a ticket 1.98 n/a 1.54 2.25 2.25 2.10 n/a monthly pass 66.00 70.00 n/a n/a 75.00 59.00 45.00 adult cash 3.00 2.50 2.75 3.50 3.75 3.00 2.50 ticket 2.53 2.00 1.90 3.10 2.95 2.50 2.25 monthly pass 95.70 78.00 81.00 130.00 120.00 83.00 85.00 affordable pass 48.40 [no data] 52.00 65.00 60.00 66.40 [no data] senior cash n/a 1.75 n/a n/a n/a n/a ticket 1.98 1.45 2.10 1.85 n/a n/a monthly pass 48.40 58.00 61.00 55.00 29.00 45.00 R/C ratio (2016) 46% 35% 52% 48% 30% 35% 46%
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Some of the agencies’ fares have changed since our survey. Blank cells indicate that the fare category doesn’t exit. n/a indicates that this fare product isn’t offered in this category. It typically means that a cash-paying passenger in this category pays adult fare. The distinction between child and youth is arbitrary. Not every agency has two classes younger than adults. The ticket price is the per-ticket cost for largest book of tickets. If paper media not offered, it’s the single-ride smartcard fare. There are many factors to each agency’s revenue and cost other than fare prices and fare categories.
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4 Halifax Transit
Interviewee: Marc Santilli Table 3: Halifax Transit Fare Products
Fare Products and Rates ($) “Conventional” services MetroLink MetroX Fare Cash (single 10 Monthly Cash (single Monthly Cash (single Monthly Category Eligibility ride) Tickets pass ride) Pass ride) Pass Child Age 0-15 years 1.75 14.50 58.00 2.25 n/a 2.75 n/a Student Age 16+ with valid 2.50 20.00 70.00 3.00 n/a 3.50 n/a student ID Senior Age 65+ 1.75 14.50 58.00 2.25 n/a 2.75 n/a Adult 2.50 20.00 78.00 3.00 94.50 3.50 111.00
Halifax Transit operates three services with different fare prices: “Conventional” bus and ferry, and Access-a-Bus (paratransit); MetroLink, “a direct, limited-stop, fully-accessible commuting option for commuters in the Portland Hills and Sackville areas”; and MetroX, “limited-stop routes that transport passengers to and from the downtown areas of Halifax”. Passes: Epass: for employers to subsidize monthly passes to employees; the transit discounted it to the employers; employers pays a portion too UPass: included in cost of tuition; a university student shows their student ID to ride transit. Low-income transit pass: currently capped at 1000 individuals; but Council looking at removing the cap. Welcome to Halifax program: any refugee gets a year free for transit; requires a specific ID. Halifax Transit is considering a day pass or three-day pass based on tourism needs; waiting on the smartcard system (see below). Seniors travel for free on Tuesdays between 10:00 a.m. and 3:30 p.m., and after 6:00 p.m.
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Transfers: Conventional-to-conventional: paper transfer, valid for 90 minutes from the beginning of the first trip, on any route in any direction. They are considering extending the duration of this. Conventional-to-MetroLink: fare medium (e.g., transfer for cash customer; flash pass for others) + cash payment of 50¢; this includes from UPass. Conventional-to-MetroX: fare medium (e.g., transfer for cash customer; flash pass for others) + cash payment of $1.00; this includes from UPass. MetroLink-to-MetroX: fare medium + cash payment of 50¢. All passes currently flash passes. They are in the midst of implementing a Trapeze smart card system.
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5 London Transit
Interviewee: John Ford Table 4: London Transit Fare Products
Fare Products and Rates ($) Weekday Park Monthly and Cash Low- Pass Western/ Student Ride Fare (single Five Monthly Income (smart Fanshawe Summer CNIB Convention Pass Category Eligibility ride) Tickets Pass Pass[1] card) Pass Pass[4] Pass Pass[2] [3] Child Aged 0-12 years, Free n/a n/a n/a n/a n/a n/a n/a n/a n/a inclusive; need not be accompanied Secondary Requires a student n/a 7.70 n/a n/a n/a n/a 81.00 n/a n/a n/a Student card. A passenger 13 and older without a card pays the Adult fare; conversely, an adult with a card pays the Student fare. Other Full-time students n/a 9.15 70.00 n/a n/a 227.18 n/a n/a n/a n/a Post- only. Requires a Secondary student card from a Student recognized institution. Student at Western U. or Fanshawe College can load an academic-year pass on their smart card. Adult 2.75 9.50 81.00 52.00 69.00 n/a n/a Free Free 60.00 Senior Fare category withdrawn.
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Fare amounts have not changed since 2008. London Transit will soon be conducting their own fare structure review. Senior fares will soon be withdrawn and a low-income pass introduced. We have put these in the table as if they were currently in force. Fanshawe College and Western University include the costs of transit passes in the tuition. This is the result of a collective negotiation with the three relevant student unions. London Transit does not currently offer a day pass. Transfers: Paper transfers are valid for 90 minutes from first boarding, on any route in any direction. Notes: 1. City determines eligibility based on income. Uses smart card. City pays the difference from the adult monthly pass. 2. The Student Summer Pass is a two month pass to be used for the months of July and August by students from Grade VII to XII only. It rides on the smart card. 3. Convention Pass is a paper pass provided for convention attendants, for conventions with duration of more than one day and registered with Tourism London. 4. Park and Ride Pass allows riders to park their car at a designated location and ride LTC along Dundas Street between English and Ridout Street on routes 2 and 7. Smart cards are currently used for the passes. The stored-value functionality on smart cards has not been deployed yet. Transfers are cut from a transfer cutter, with the operator advancing the cut every 15 minutes.
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6 MiWay (Mississauga Transit)
MiWay is the operating name of the transit service for the City of Mississauga. Interviewee: Geoff Marinoff Table 5: MiWay Fare Products
Fare Products and Rates ($) Smart Cash Card Smart Card GTA Freedom Fare (single Tickets Ticket (single (monthly Weekly Pass (July 1 CNIB Category Eligibility ride) (5) (10) ride) pass) Pass – Aug 31) Pass U-Pass Pre-school Under 6 Free Child years. Child Ages 6 - 12 3.50 8.25 16.50 1.65 - Free (12 years) Free years inclusive. Youth Ages 13 - 19 3.50 11.25 22.50 2.25 - Free (13 – 14 Free years years) inclusive Senior 3.50 10.50 21.00 2.00 61.00 - - Free Free Adult 3.50 15.50 31.00 3.00 130.00 63.00 Free
MiWay participates in the PRESTO fare system. Available fare media are: cash; Tickets; and Passes on PRESTO cards. MiWay used to offer weekly passes prior to the introduction of PRESTO cards. When PRESTO was in effect, weekly passes were not supported by the PRESTO system. To continue the support of weekly passes MiWay offers free carriage after the 12th Presto ride in a calendar week (i.e., 7 days starting 12 a.m. Monday). MiWay would have rather continued offering a weekly pass as they did prior to the introduction of PRESTO as: Monthly passes sales decline in July, August, and December; and, There are high sales volumes for monthly passes at the end of each month
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Main challenge with PRESTO is the limited support available for offline reloading. There’s no device MiWay can provide for this to third parties (e.g., drug stores); offline reloading within the municipality is currently possible only at city facilities and community centres. PRESTO’s main benefit is that it has reduced use of cash fare from 30% of rides to 18%. MiWay’s Youth fare category is based on age, not school registration. Seniors: A pilot study is currently being conducted: seniors taking MiWay between 9:30 a.m.–3:30 p.m. or after 7:00 p.m. on weekdays and any time on weekends pay a reduced fare of $1.00. The Senior photo ID costs $5.00 Fares will go up on Jan. 28. shows current (late 2017) levels. Passes: Freedom Pass (flash pass): in partnership with Community Services; gives free carriage on transit, and free access to community centres and pools for 12- to 14-year-olds in July and August. The goal is to encourage use of the transit system and independent travel; from the community point of view is to provide physical fitness and discourage mischief. The customer has to go to a community centre and apply with their guardian. UPass is for students at University of Toronto Mississauga only. Because Sheridan College has campuses in three different municipalities, an agreement hasn’t been reached with them. Affordable Transit Program: This enables an eligible customer to purchase a monthly pass at half the usual adult price. The City of Mississauga provided a pilot for two years and made it permanent this year. The Region of Peel (which is responsible for social services) covers the 50% discount. The customer is given a specially configured Presto card that allows them to purchase this discounted pass; thus the bus operator and others won’t know that the customer is using this program. The customer has to reapply every 12 months because eligibility based on their income per the Notice of Assessment from CRA. A disabled passenger pays their appropriate full fare, but their support person can travel for free. Transfer: Within the MiWay system: Two hours from first boarding, on any route in any direction. MiWay believes this helps make transit competitive with other modes. This window has been in effect for more than ten years. From Hamilton, Burlington, Oakville, Brampton, or York system to MiWay: free of charge within two hours of first boarding. Passenger needs to present a paper transfer. In theory this applies as well to passengers whose first boarding was on Durham Region Transit. This interoperability is part of the Presto agreement. Transferring to TTC routes: Customers transferring from MiWay to TTC routes need to obtain a paper transfer to present it on the TTC vehicle regardless if fare payment was completed using PRESTO or not. This transfer process ensures a
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customer is not charged when transferring to TTC as the PRESTO system is not configured to support Miway fare payment when operating within Mississauga. Future Products In the near term, MiWay expects to move away from operating card reloading infrastructure directly, leaving this to the options directly operated by PRESTO or available from GO Transit. In the longer term, MiWay plans to move to open payment using financial cards. GFI registering farebox PRESTO equipment for electronic fare payment
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7 Oakville Transit
Interviewee: Barry Cole Table 6: Oakville Transit Fare Products
Fare Products and Rates ($) Fare Category Eligibility Cash (single PRESTO (single PRESTO Youth Freedom Monthly Pass ride) ride) (monthly pass) Child Children between Free - - - ages 0 and 5 years, inclusive Youth Passengers between 3.75 2.25 75.00 15.00 ages 6 and 19 years inclusive. Senior Passengers at the age 3.75 1.85 55.00 - of 65 and older (free on (free on Monday) Monday) Support Free - - - Person Visually Free with CNIB - - - impaired card patron Adult 3.75 2.95 120.00 -
Oakville Transit participates in the PRESTO fare system; refer to section 2 PRESTO Fare System. Available fare media are: cash and PRESTO cards. Oakville Transit does not use general-purpose paper tickets. Special purpose pass/ticket (for visual validation only, not machine-readable): value of single ride or monthly pass same as PRESTO (for example students at English as second language classes) or for people with special needs Specialized transit charges the same fares. Transfer: Within the Oakville Transit system: 2 hours from first boarding, on any route in any direction. This window has been in effect for more than ten years. If the customer pays cash, the operator can print a transfer on the Presto printer.
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From Hamilton, Burlington, Brampton, or Mississauga system to Oakville Transit: free of charge within two hours of first boarding. Passenger needs to present a paper transfer. In theory this applies as well to passengers whose first boarding was on York or Durham Region Transit. This interoperability is part of the PRESTO agreement. Special Products and Considerations Oakville Transit offers a “freedom pass” for Youth in July and August. This offers unlimited rides after 4 p.m. on weekdays and all day on weekends for the calendar months of July and August. Seniors ride free Monday. SPLIT (Subsidized Passes for Low Income Transit) program: eligible customers (see below) have entitled fare cut by 50%. The Halton Region Social and Community Services Department determines eligibility and compensates Oakville Transit for the lost revenue. A customer is eligible if: their Notice of Assessment shows their income is below the Low Income Cutoff; they’re enrolled in the Ontario Disability Support Program (ODSP); they receive Ontario Works payments; or they are a Syrian refugee. Youth Freedom Monthly Pass is loaded on the PRESTO card. It permits unlimited travel in July and August. Go Transit/Metrolinx subsidizes the Oakville transit fare for users who transfer between the GO and Oakville transit. All PRESTO-related equipment does not support all capabilities currently being implemented by PRESTO for TTC, and will need to be replaced to make most newer features available.
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8 Saskatoon Transit
Interviewee: Bev Stanley
8.1 Fare Structure
Table 7: Saskatoon Transit Fare Products
Fare Products and Rates ($) Fare Eligibility Cash Smart Monthly Semester Senior - 3 Senior- 6 Annual Day Weekend Low Type ($) (singl Card Pass/ Pass Month Pass Month Pass Pass Family income e (10 Smart (increase) Pass Day Pass ride) rides) card Child Children Free - - - - - between ages 0 and 4 years, inclusive Element Children from 2.25 16.00 50.00 - - 550.00 40.00 ary the age of 5 till grade 8, inclusive. High Secondary 2.75 21.00 59.00 - - 649.00 47.20 School school students (Grade 9 to 12). A student ID is requires Post- 3.00 25.00 272.00 Seconda ry Senior 65 years and 3.00 25.00 29.00 87.00 168.00 313.30 above. Proof of age required while purchasing media Adult 3.00 25.00 83.00 - - 913.00 8.50 8.50 66.40
All non-cash fare products on the Go Pass smart card, whether a permanent or disposable (limited-use) card.
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Post-Secondary fares: Undergraduate students at the University of Saskatchewan get a 6-month pass, called U-PASS, as part of their enrollment. They get an RFID sticker for their student cards. Students at other institutions can buy Post-Secondary products (“tickets” or semester pass) with proof of enrollment. The eligible institutions are defined by Saskatoon Transit. Special-needs customers can buy 20 rides at a time, including on the vehicle. The day pass permits unlimited travel in a service day. On weekends, it’s styled the Weekend Family Day Pass, and permits unlimited travel by one or two adults and as many as three children. Subsidized passes: Saskatoon Transit discounts passes for eligible adult, elementary, or high school customers by 15%. The City of Saskatoon determines eligibility, based on family income. The Transit department is not compensated for the loss of revenue. Transfers: any direction, any route, 90 minutes from first boarding. Cash customers get printed transfers that include bar codes; otherwise the Go-Pass acts as the transfer. An employer can sign up to the Eco Pass Program. The employer pays 20% of the cost of passes, and Saskatoon Transit further discounts the pass 20%, yielding a 40% discount to the customer. City employees are eligible for discounted passes. Potential Fare Products The City of Saskatoon considered, but did not implement, a Senior pass product where Transit would pay a third, Social Services a third, and the customer a third. They are considering a weekly pass.
8.2 Fare Technology Saskatoon Transit no longer uses paper fare media. A customer can buy ten (or any multiple of ten) fares at a discount from cash, and put them on a smart card, either a permanent one or a limited-use card. They use a farebox integrated with a smart card reader, from BEA Transit Technologies.
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9 Victoria Regional Transit System
Interviewee: Ryan Dennis Table 8: Victoria Regional Transit Fare Products
Fare Products and Rates ($) Fare Type ($) Eligibility Cash (Single 10 tickets DayPASS Monthly Pass U-Pass ProPass Ride) (annual) Child Children Free - - - - - between the age of 0 and 5 years, inclusive. Youth Passengers 2.50 22.50 5.00 45.00 - - between the age of 6 and 18 years. Senior (65+) Passengers at 2.50 22.50 5.00 45.00 - - age of 65 and above. Adult 2.50 22.50 5.00 85.00 - 875.50
Since April 1, 2016, Victoria Regional Transit does not provide transfers for cash or ticket customers. Customers are encouraged to purchase a DayPASS instead. From their web site: “Eliminating transfers … supports a safer work environment for transit operators and customers, as disputes between operators and passengers often involve transfers.” The DayPASS can only be purchased on the bus. The customer can pay cash, or two tickets. Students at the University of Victoria, Camosun College, and Royal Roads University get a 4-month U-PASS as part of their enrollment. Authorized post-secondary institutions can sell discounted Adult Monthly Passes to their full-time students. ProPass is an annual bus pass purchased by employees of participating businesses. The cost of the pass is deducted from the employee’s pay. The BC Bus Pass is for low-income seniors and persons with disabilities. The Monthly Pass, U-PASS, and ProPASS products use a mag-stripe card. The DayPASS and tickets are on paper. They have issued an RFI for electronic fare collection, and are working on a business case. Tickets are serial-coded.
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Appendix C – Review of Fare Policy Considerations for Smartcard Systems
October 4, 2018 ETPS Standing Committee Meeting - September 18, 2019 Page 209 of 247 IBI GROUP 7th Floor – 55 St. Clair Avenue West Toronto ON M4V 2Y7 Canada tel 416 596 1930 fax 416 596 0644 ibigroup.com
Memorandum
To/Attention Transit Windsor Date August 23, 2018 From J. Richard Nelson Project No 109943 cc
Subject Review of fare policy considerations for smart card systems
This memo reviews how new fare policies can be enabled by smartcards. The discussion covers the technology and technology-enabled policies across the industry. Transit Windsor’s current smartcard implementation cannot offer some products, e.g., stored value.
Pricing Incentives As can also be done with traditional fare media, pricing incentives using electronic media provide value for the customer by lowering their per-trip costs through approaches that could include some combination of: Period passes; Stored value specific fares; Fare capping; Point of sale discounts; and Partner discounts.
Period Passes Period passes provide unlimited travel, at least for a certain class of service, for a period of time corresponding to calendar periods (e.g. week, month, semester) or for a rolling period from its initial use (e.g. 1 day, 7 days, 30 days). Both calendar and rolling period passes (but especially those based on a calendar) lose some of their value proposition because the customer risks that they will not ride enough during the period to bring their per trip cost below the cost of single rides or decrementing media.
Stored Value Discounts With stored value payment, a customer uses prepayment to load a dollar value of their choice on the card. The agency can set minimum and maximum values for each load transaction and for the final card balance. The agency usually permits and even encourages card registration and balance protection. Every time the customer presents the card for passage, the value of the fare is removed from the value stored on the card and a time-sensitive transfer credit is set. Transfer credits may entitle the customer to free further boardings within the agency’s specified time window, and/or discounted inter-agency co-fares (typically subject to both partner agencies adopting a common smartcard technology). There is also typically an anti-passback feature that
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Transit Windsor – August 23, 2018 within a time window would refuse a transfer presented at the same vehicle/station of the original fare transaction, the intent being to prevent a later second customer from fraudulently using the transfer for their fare. When transitioning away from traditional media, the fare when paying by stored value is often the same as a typical legacy non-cash “prepaid bulk” fare, such as a ticket from a 5-ticket book.
Fare Capping Fare capping can be either absolute or progressive. For absolute (“hard”) fare capping, free passage is given to the cardholder after a set number of uses in a period (calendar or rolling). Progressive (“soft”) fare capping involves gradually discounting per-ride fares after a given number of uses within a calendar or rolling period (e.g. daily, weekly, and/or monthly). A comprehensive fare capping scheme can effectively replace an agency’s suite of period passes by offering similar, progressively steeper, discounts for more regular users. The value and appeal to riders is access to period pass discount without needing to decide whether or not to purchase a pass at the beginning of the period. As an appealing feature, this has some potential to attract new riders to transit. Some riders may take fewer rides and pay less than they would have if they had purchased a pass (i.e., trying to keep their cost to under the cap price).
Point of Sale Discounts With point of sale discounts, travellers can receive upfront discounts for bulk fare purchases (e.g. loading stored value equivalent to 40 fares would cost 90% of the full value). This is analogous to conventional options to purchase prepaid fare media such as tickets or tokens in bulk for a discount, with the primary difference being the potential to offer a wider range of such options (as well as not needing to support the distribution and onboard validation of the prepaid fare media. Stored value refunds (usually offered as a feature with purchase protection) would have to align with the discount provided to the customer.
Partner Discounts Although less common, some agencies enter into partner relationships that offer promotional credits for third-party partners (e.g. major local retailers), to reward customers proportional to ridership. This would be a form of what is commonly known as a loyalty program. Typically this would require the card to be registered so that the customer can receive some form of voucher.
Concession Fare Management Many agencies leverage the card registration and account management tools of their smartcard system to help enforce concession fare eligibility requirements at the time of purchase. For example, this can involve requiring that the card be registered to an account along with personal information relevant to the concession fare eligibility, and only approving the registration if such qualifying documentation is provided. To authenticate concession fares on smartcards at the time of use, some agencies print the user’s photo and/or name on the smartcard itself. Some other agencies require that customers carry a physically separate qualifying ID, which may or may not be issued by the transit agency. At minimum, the card should be visibly identifiable as for a concession fare and/or the farebox
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Transit Windsor – August 23, 2018 should indicate when the transaction was with a concession smart card (i.e., to help enable the operator to spot instances where the cardholder is clearly not entitled to that concession fare).
Validation of Third Party Cards If so configured, a smartcard system can read cards issued by approved organizations other than the transit agency itself. Third-party cards commonly authenticated by smartcard systems include credential cards issued by local post-secondary institutions and large corporate partners. This needs to be supported by an ongoing collaboration between such organizations and the transit agency, to maintain current information on which cards are eligible. The primary benefits are more precise and reliable management of eligibility criteria, since the third-party organization has the direct access to eligibility data. (e.g. so that a university can restrict pass eligibility to current students, and avoid alumni continuing to use old student cards as flash passes). An important benefit to these users is not needing an additional card for transit, which can help make transit use easier and more appealing. An option gaining popularity is the ability to pay transit fare using a tap-to-pay contactless debit or credit card. A conventional smart card system would simply complete a fare payment transaction for that financial institution card, either for every fare individually or for an aggregated batch of such transactions. And with a newer-generation “account-based” smart card system, all smart cards would present only their ID number rather than storing any data on the card. The central system determines the overall fare based on the overall sequence of transactions from that card (i.e., considering all fare policy rules such as for transfers, period passes, etc). With such an account-based type of system, a financial institution card can then be simply treated as another type of such ID.
Pricing Structure Options Smartcard-based fare payment allows agencies to implement a complex set of fare product options without need to produce and distribute distinct physical fare media for each fare product (avoiding risks such as producing a surplus supply). From the customer perspective, there will be no need to purchase distinct physical fare media in advance. And some additional fare product options would become possible, such as zone/distance pricing based on where riders tap at boarding and alighting. Another option is easier implementation for premium fares on given routes (e.g. express buses, rapid transit) without need to produce distinct prepaid physical fare media for each.
Offboard Payment and Proof-of-Payment Inspection Smartcards offer the ability to use proof-of-payment inspection to validate past fare transactions (i.e., inspector uses a handheld card reader programmed for this purpose). Proof-of-payment fare inspection can be used to enable offboard advance payment for all-doors boarding on selected routes, and on high-volume routes this can significantly decrease the dwell time at stops. Such advance offboard payment would require smartcard readers be available at the stops involved.
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Appendix D – Review of Mobile Ticketing
October 4, 2018 ETPS Standing Committee Meeting - September 18, 2019 Page 213 of 247 IBI GROUP 7th Floor – 55 St. Clair Avenue West Toronto ON M4V 2Y7 Canada tel 416 596 1930 fax 416 596 0644 ibigroup.com
Memorandum
To/Attention Transit Windsor Date April 17, 2018 From J. Richard Nelson Project No 109943 cc
Subject Review of mobile ticketing
Mobile ticketing is, for this discussion, the payment of transit fares through an application on a smartphone that carries the electronic equivalent of an agency prepaid fare media. Considering that Trapeze as the current Transit Windsor farebox vendor is offering a mobile ticketing product as an optional extension for its EZV36 farebox system, it is understood that Transit Windsor is interested in conducting a trial deployment of mobile ticketing.
Constraints to the Transit Agency A mobile ticketing app can present a kind of flash pass to the bus operator, carrying any prepaid fare product from any period pass through to a single fare (“transfer equivalent”). These have the same general limitations as flash period passes and transfers (e.g., rely on operator validation, less accurate ridership data), though with the potential to incorporate certain mechanisms to discourage counterfeiting into what the app displays (daily codes, app-specific animations). Alternately the app can leverage a smartphone to provide a type of electronic fare medium. The farebox or a separate validator device would use an optical reader to scan a QR code displayed by the app or Near Field Communication (NFC). The EZV36 farebox upgrade recently acquired by Transit Windsor from Trapeze includes such an optical reader, and Trapeze offers a mobile ticketing app as an option. Finally, mobile ticketing and related electronic fare media technology that targets market segments favouring smartphone and financial card use are fast evolving. An overall effect that the future role is unclear of mobile ticketing as offered today, relative to emerging options (i.e., current mobile ticketing products may or may not continue to be available from proven vendors): Closed systems (for fare payment with transit agency prepaid products or stored value) are migrating towards using a smartphone app that communicates with fare system equipment equivalent to the smart cards (i.e., “smart card on phone”). Account-based systems involve the customer presenting an identification token associated with the payment system account that is read by the fare equipment, with all fare calculations completed in the central system (e.g., concessions discount, transfer/pass discount). Open payment options (for payment using a financial institution issued card) are being introduced by enabling the fare equipment to complete transactions with contactless financial cards or smartphone apps that enable such transactions (e.g., Apple Pay, Google Pay).
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Transit Windsor – April 17, 2018
Constraints to the Customer Mobile ticketing requires that the customer have a smartphone with access to data, usually meaning a data plan. Some apps can be used by downloading fare products over Wi-Fi, but that reduces the attractiveness and usefulness of the app. Most current generation mobile ticketing apps assume the availability of wide-area data connectivity. And some powerful tools such as Location Services are unavailable if the phone doesn’t have a data connection when being used. Growth of smartphone penetration is levelling off in Canada, somewhere near 80% for the near term. But this masks large differences by age cohort. Under-35s have a penetration of effectively 100%; but over-65s have only 25% penetration in 2018 (although growing rapidly). Further, U.S. data supports the view that smartphone penetration is highly skewed by income. Although we haven’t seen data stratified this way, it’s reasonable to assume that transit-dependent populations (with one key exception – secondary and post-secondary students) have relatively lower penetration for smartphones. A further constraint is the concerns of some customers over privacy. Using a mobile ticketing app reveals information to the provider and agency on fares purchased/used, and often on where used and how. Some customers will as a result not be willing to use the application even if they have a smartphone with suitable data plan.
Prime User Communities The constraints discussed above lead to several conclusions on the prime user communities that could find mobile ticketing of interest (based on the underlying concept that the prime role for mobile ticketing could focus on better attracting usage by these market segments). Mobile ticketing cannot replace all the functionality of any current fare medium (this is discussed in some detail below), so it can only be considered a supplementary product. Nonetheless, we can identify four types of customers that could find mobile ticketing attractive: Casual users: An irregular user of agency services may find exact change not on hand, or physical media inconvenient to purchase. Those that own smartphones may find downloading and using an app to buy a fare product attractive and useful. Tourists: A subset of casual users are users from out of town, particularly attendees at, e.g., a convention. All such attendees might be given the opportunity to load a pass on their phones. (Not all mobile ticketing apps offer this feature to agencies. Note that this usage uniquely could completely replace a fare medium such as a short period convention pass.) Such a feature could be integrated with a smartphone app associated with the event. Students: As noted above, nearly 100% of secondary and post-secondary students have smartphones. Market data suggests that most are heavy data users, with the small amount of data needed for using a transit mobile ticketing app being unlikely to discourage them. As heavy smartphone users, we could expect high uptake of a mobile ticketing app. Depending on how it was implemented this could replace swipe cards or flash passes completely, as long as options remained for a student without a smartphone. Transit Windsor post-secondary students are now generally U-Pass participants. So a mobile ticketing app that incorporates a U-Pass could help Transit Windsor and the educational institutions with challenges surrounding the management of U-Pass distribution and eligibility. Regular customers: The agency’s mainstream adult or senior customers include many moderate to heavy users of smartphones. Many of these customers would certainly use a mobile ticketing app to replace their legacy fare media, in particular those that prefer to use their smartphone for any supported function.
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Transit Windsor – April 17, 2018
Fare Types The choice of which fare types to offer on mobile ticketing is influenced by both the technical features of the system and the user communities being targeted. From a technical perspective, mobile ticketing apps can support most fare types currently offered to customers by Transit Windsor. The validation method employed (visual vs. electronic) can constrain the complexity of the transaction that can be facilitated via mobile ticketing. For example, visual validation can be less practical for systems that rely on zone- or distance-based fare calculations, or that offer more complex discounts such as fare capping and co-fares, since it would not support electronic fare calculation or using information about previous validations. Similar to other forms of ticketing, the setting and manner of inspection (on-board by driver vs. off-board or on-board without driver involvement) adds an operational dimension to this decision, related to the amount of detail that a driver can process on a phone screen and the length of time required to authenticate each pass. When targeting mobile ticketing at certain user communities, an agency should consider whether short-term or regular users are the primary audience and adjust the suite of fare products offering via mobile ticketing accordingly. If mobile ticketing is primarily targeted at short-term and irregular users, then short-term passes and single-ride purchases are of key importance, while features such as concession fares could be dropped. Conversely, if regular users are the target, then longer-term, higher value, and concession fare products should be incorporated and prioritized.
Cost and Financing Mobile ticketing systems are typically procured using Software-as-a-Service agreements with a vendor, who provides at minimum the ongoing programming and technical support. This is largely driven by the open nature of mobile ticketing systems, which are offered to customers via the open app market, and must be supported on a range of consumer devices. Transit agencies typically do not have the capacity or mandate to employ dedicated staff to maintain a mobile ticketing platform. Common financing models for mobile ticketing include up-front development costs and an ongoing subscription payment for access to version updates. Due to the nature of mobile ticketing as an open-market medium and one that rarely exists without more traditional fare media in parallel use, transit agencies may perceive a higher financial risk in paying for a solution that is not guaranteed to be adopted by customers. In order to attract clients, many mobile ticketing vendors opt to charge lower up-front costs in exchange for a small commission on the fare revenue generated through the app. This represents a market-driven incentive for the vendor to make the app appealing and customer-friendly, while lowering the agency’s initial investment risk.
Other Considerations
Participation in Smartphone App Initiatives of Others There could be opportunities to add transit mobile ticketing to smartphone apps offered by others. For example, if the University of Windsor made a general-purpose smartphone app for its students and faculty (covering things they might use a student card for, like course management or library access), then mobile ticketing including the U-pass makes a lot of sense, even if it
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Transit Windsor – April 17, 2018 doesn’t replace all media for that sub-community. Other possible partners could include the City of Windsor or a casino.
Pilot Program Transit Windsor might consider implementing mobile ticketing as a pilot program to gain experience with how to best benefit from incorporating smartphone technology into fare payment. Especially if Transit Windsor’s fare systems vendor (Trapeze) would offer such an app inexpensively on a promotional basis because the farebox includes a QR Reader peripheral. The potential of mobile ticketing to drive ridership seems focused on the specific market segments that may find its use appealing. But other customers and even non-riding citizens may see the availability of options like mobile ticketing as signifying a forward-thinking, progressive transit agency. In that context, an implementation could be attractive if available at relatively low- cost and targeted in the fare products offered to complement other options such as the smart card. Next Steps It is recommended that Transit Windsor determine their business needs for a mobile ticketing system and any specific requirements of that system. Further investigation into procuring the system, potentially through partnerships or a pilot program, can then be initiated.
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Implementation Plan
Implementing the Fare Structure and Strategy Review
Prepared for City of Windsor by IBI Group February 1, 2019
ETPS Standing Committee Meeting - September 18, 2019 Page 218 of 247 CLIENT: City of Windsor PROJECT NAME: Windsor Fare Structure Review REPORT TITLE: Implementation Plan IBI REFERENCE: 109943 VERSION: 2.0 DIGITAL MASTER: STR_ImplementationPlan_20190201 ORIGINATOR: M. Mandelzys REVIEWER: D. Parker AUTHORIZATION : D. Parker CIRCULATION LIST: T. O’Neil, P. Delmore 0.1 Outline 0.9 Draft HISTORY: 1.0 Complete Report for Distribution 1.9 Initial changes made to respond to Transit Windsor Feedback 2.0 Changes to respond to Transit Windsor emailed feedback and discussion
ETPS Standing Committee Meeting - September 18, 2019 Page 219 of 247 1 Introduction ...... 1
2 Existing Fares ...... 1
3 Future Fares ...... 2 3.1 Fare Media ...... 2 3.2 Fare Structure ...... 3
4 Implementation Plan ...... 4 4.1 Phasing ...... 4 4.1.1 Interim Phase ...... 4 4.1.2 Finalization Phase ...... 5 4.2 Implementation Activities and Schedule ...... 6 4.2.1 Smartcard ...... 6 4.2.2 Mobile Ticketing ...... 7 4.2.3 Schedule ...... 7
5 Implementation Details ...... 8 5.1 Fare Classes ...... 8 5.2 Fare Products ...... 9 5.3 Sales Infrastructure ...... 12
6 Implementation Considerations ...... 13 6.1 External Stakeholders ...... 13 6.2 Staffing ...... 13 6.3 Customer Acceptance ...... 13 6.4 Support ...... 14
Table of Exhibits Exhibit 1. Existing fare products and fare levels ...... 2 Exhibit 2. Fare media transition ...... 2 Exhibit 3. Future fare products and fare levels (2023) ...... 3
ETPS Standing Committee Meeting - September 18, 2019 Page 220 of 247 Exhibit 4. Interim phase fare media and products ...... 4 Exhibit 5. Final system fare media and products ...... 5 Exhibit 6. Implementation Schedule ...... 8 Exhibit 7. Smartcard sales channels ...... 12
ETPS Standing Committee Meeting - September 18, 2019 Page 221 of 247 1 Introduction
Transit Windsor retained IBI Group to conduct a fare structure review which considered: • What fare products to offer; • what fare levels to set; and • how fares should be collected (e.g. smartcards, mobile ticketing). As part of the review, IBI Group was asked to consider updates made to Transit Windsor’s Trapeze fareboxes and how they might enable new fare opportunities. The resulting Fare Structure and Strategy Review report was issued in October 2018. This implementation plan takes the recommendations set out in the Fare Structure and Strategy Review and identifies a process to achieve them. This Implementation Plan is structured as follows: • Section 2 summarizes Transit Windsor’s existing fares; • Section 3 describes future fares for Transit Windsor, based on the recommended approach identified in the Fare Structure and Strategy Review; • Section 4 describes an implementation path to move from the existing to the future state; • Section 5 provides implementation details to assist in configuring the future fare system; and • Section 6 discusses other relevant implementation details for Transit Windsor consideration.
2 Existing Fares
Transit Windsor’s current fares include single ride purchases (via cash and tickets), calendar- based passes (daily and monthly), and several limited-eligibility special passes such as the U- Pass and Affordable Pass Program (APP). Fare classes include Adult, Concession (students and seniors aged 60+), and children (under 5 years old). Common fare products and fare levels are summarized in Exhibit 1.
ETPS Standing Committee Meeting - September 18, 2019 Page 222 of 247 Exhibit 1. Existing fare products and fare levels
Fare Single Ride Passes Class Cash Ticket Day Month Other
$95.70*** $157 (local + $3 5 for $12.65 (local only) tunnel) Adult $9** $81.35 $5 (tunnel) $5 (tunnel) $95.70*** (Corporate (tunnel only) ValuPass) Concession $3 5 for $9.90 - $48.40*** - (60+)
† Concession $66 (students (U-Pass) post- $3 5 for $9.90 - $66*** $105.50‡ secondary (Summer and below) Saver) APP - - - $48.40 - Child (<5) Free* - - - - *when accompanied by a full-paying passenger **day pass valid for full family ***available for-half month at half-price, when purchased from 15th until 21st of each month †cost per semester, eligible University of Windsor students only ‡cost for July and August Note: Fares in italics include tunnel service, and 2-hour transfer cannot be used on tunnel bus
3 Future Fares
The Fare Structure and Strategy Review recommended approach focuses on modernizing Transit Windsor’s fare media and simplifying the fare products to increase passenger convenience and maintain ridership.
3.1 Fare Media Mobile ticketing will be introduced and smartcards will be used more extensively, supported by traditional cash fares. Tickets may ultimately be phased out as the related fare products are transitioned to the new fare media. The transition in fare media is illustrated in Exhibit 2. Exhibit 2. Fare media transition
•Cash •Cash •Cash •Smartcards Final •Smartcards Existing •Smartcards Interim •Mobile (option) •Mobile •Tickets Ticketing Ticketing •Tickets
ETPS Standing Committee Meeting - September 18, 2019 Page 223 of 247 3.2 Fare Structure This report assumes that Transit Windsor’s fare structure will be modified based on the following general principles, which were recommended in the preceding Fare Structure and Strategy Review and will need to be presented to the Board of Directors and City Council for approval: • Children 12 and under will ride free when accompanied by a full-paying passenger; • Student fares will only apply to elementary/secondary school-aged students and will be verified by age; • Post-secondary students will rely on U-Pass style programs (applies to University of Windsor only at this time, could apply to St. Clair College if they decide to join); • APP riders will be eligible for a new discounted daily pass option; • Calendar passes are converted to 30-day rolling passes; and • Frequent riders are incentivized by maintaining the cost of monthly passes while other products increase in line with inflation. The implications of the above principles are documented in Exhibit 3. Exhibit 3. Future fare products and fare levels (2023)
Fare Single Ride Passes Class Cash Electronic Day 30-Day Other $157 (local + tunnel) $95.70 (local $3.30 $2.79 $81.35 only)*** Adult $5.50 $5.50 $9.95** (Corporate $95.70*** (tunnel) (tunnel) ValuPass) (tunnel only) $66† (U-Pass) Concession $3.30 $2.19 - $48.40*** - (60+) $105.50‡ Concession $3.30 $2.19 - $66*** (Summer (13-19) Saver) APP - - $5 $48.40*** - Child (<13) Free* - - - - *when accompanied by a full-paying passenger **day pass valid for full family ***also available as a 15-Day pass at half-price †cost per semester ‡cost for July and August Note: Fares in italics include tunnel service, and 2-hour transfer cannot be used on tunnel bus
ETPS Standing Committee Meeting - September 18, 2019 Page 224 of 247 4 Implementation Plan
4.1 Phasing The transition to the future fare structure will be phased. The interim phase will include fare media and products as supported by Transit Windsor’s existing Trapeze fare system (i.e. those it should be possible to support through configuration of the existing fare system) and adds a mobile ticketing pilot. A finalization phase may add additional fare products to the smartcards, which would require development by Trapeze to support. This phase will also progress the mobile ticketing solution from a pilot to a completed implementation. Completion of the finalization phase is dependant on future funding and technology availability; it is not currently supported or planned.
4.1.1 Interim Phase The interim phase focuses on deploying the proposed fare structure using the fare media and fare products that are supported by the existing Trapeze fare system, plus a mobile ticketing pilot. Fare products beyond this will be supported using legacy fare media (i.e. paper tickets). For this phase, the expected fare products and fare media to be utilized are documented in Exhibit 4. Exhibit 4. Interim phase fare media and products
19)
-
Fare Media Cash Secondary Secondary (Adult) - Tickets Smartcard Smartcard Smartcard (Senior,>60) (Youth, 13 (Youth, Student Cards Student Post Mobile Ticketing Ticketing Mobile Smartcard(APP) Fare Products (Adult) Smartcard Single Ride – Local Single Ride – Tunnel Day Pass 30-Day and 15-Day Pass – Local 30-Day and 15-Day Pass – Tunnel 30-Day Pass – Local + Tunnel Corporate ValuPass U-Pass* Summer Saver Pass *with University/College agreement only
ETPS Standing Committee Meeting - September 18, 2019 Page 225 of 247 Four separate smartcard classes will be utilized – a standard “adult” smartcard, a “senior” smartcard for riders 60+, a “youth” smartcard for riders aged between 13-19, and an “APP” smartcard. It is recommended that concession class smartcards (60+ and “youth”) be visually distinguishable to aid in their management. A mobile app pilot will be deployed to support adult single ride and standard passes. Tickets will remain in use for single ride fares, until the equivalent fares are available on smartcard and are operating reliably.
4.1.2 Finalization Phase Deployment of the final system requires development by Trapeze, such as for supporting stored value on smartcards (this is not supported in the system currently deployed at Transit Windsor). It will also take the lessons learned from the mobile ticketing pilot and evolve mobile ticketing to a completed implementation. The final expected fare products and fare media to be utilized are documented in Exhibit 5, with the primary changes being more products offered on smartcard (including all concession single ride fares) and elimination of tickets. Note that the finalization phase is subject to future funding and technology availability; it is not currently supported or planned. Exhibit 5. Final system fare media and products
19) -
Fare Media Cash Secondary Secondary (Adult) - Tickets Smartcard Smartcard Smartcard Student Cards Student Post Mobile Ticketing Ticketing Mobile Smartcard(APP) Smartcard (Adult) Smartcard (Concession, >60) (Concession,
Fare Products 13 (Concession, Single Ride – Local Single Ride – Tunnel Day Pass 30-Day and 15-Day Pass –
Local 30-Day and 15-Day Pass – Tunnel 30-Day Pass – Local + Tunnel Corporate ValuPass U-Pass* Summer Saver Pass *with University/College agreement only Four separate smartcard classes will be utilized – a standard “adult” smartcard, a “senior” smartcard for riders 60+, a “youth” smartcard for riders aged between 13-19, and an “APP”
ETPS Standing Committee Meeting - September 18, 2019 Page 226 of 247 smartcard. It is recommended that concession class smartcards (60+ and “youth”) be visually distinguishable to aid in their management. A mobile app will be deployed to support adult single ride and standard passes. It is currently envisioned that the mobile app will be limited to adult fare class products as this addresses the primary mobile app users, and in recognition of the challenges associated with validating non- adult users. However, it is recognized that this may change depending on feedback from the mobile app pilot. Tickets will be phased out, replaced by single ride purchases on smartcards and on the mobile app. The interim and finalization phases are based on our understanding of Transit Windsor’s Trapeze fare system and its capabilities. If certain fare products that are shown as part of the finalization phase are found to be available through immediate configuration of the current Trapeze system, it is envisioned that delivery of these fare products will be shifted forward into the interim phase. The finalization phase would have two stages, first where the expanded range of fare products availability through the smart card and mobile app would be established. Followed shortly after by the elimination of the tickets.
4.2 Implementation Activities and Schedule Key activities related to transitioning from the current to the future fare structure are summarized in the following sections, with a target schedule identified in Exhibit 6.
4.2.1 Smartcard Interim Phase • Activity SC1: Arrange configuration support. Contract smartcard vendor (Trapeze) for support in configuring the current smartcard system. It is expected that the contract would include a fixed price to support configuring the fare products and fare classes discussed in this report, ensuring the sales (initial and revaluing) infrastructure is appropriately set up and working, and providing training to ensure that configuration knowledge remains with Transit Windsor so that future changes can be made without vendor involvement. • Activity SC2: Configure and deploy interim system. The vendor and Transit Windsor will work together to configure and deploy the smartcard system interim functionality. • Activity SC3: Interim system in use. Finalization Phase (not currently supported or planned) • Activity SC4: Document system gaps. Identify and document the gaps between the deployed interim smartcard system and the intended final smartcard system. These may be different than currently envisioned, as creative solutions and unexpected challenges could arise through real-world deployment of the interim phase. • Activity SC5: Procure additional functionality. Contract Transit Windsor’s smartcard vendor (Trapeze) to develop and deploy additional functionality that addresses the gaps identified in SC4. Working with Trapeze is the ideal approach as it should be it should be quicker, simpler, and more cost effective; however, if agreeable terms cannot be reached with Trapeze (or if the subsequent implementation by Trapeze, or its pace of execution, is inadequate), Transit Windsor retains the option of obtaining the required
ETPS Standing Committee Meeting - September 18, 2019 Page 227 of 247 functionality through a competitive procurement. This alternative would likely take the form of an alternate vendor for the smart card system, rather than of replacing the Trapeze farebox. • Activity SC6: Develop and deploy final system. The vendor and Transit Windsor will work together to develop and deploy functionality to bring the smartcard system to its final state. • Activity SC7: Final system in use. Smartcard system in use. As the extended functionality is proven, redundant fare media is phased out.
4.2.2 Mobile Ticketing Interim Phase • Activity MT1: Arrange pilot: Arrange pilot implementation of mobile ticketing to address the functionality identified in this report. Transit Windsor may choose to approach Trapeze initially as there are some logistical advantages of maintaining one fare system vendor. However, if Trapeze is unable to support the needed functionality and/or agreeable terms cannot be reached, other mobile ticketing vendors can be approached. Having a separate mobile ticketing system layered on top of a legacy fare system is a common practice in the transit industry. • Activity MT2: Deploy pilot. The vendor and Transit Windsor will work together to deploy the mobile ticketing pilot. • Activity MT3: Pilot system in use. Finalization Phase (not currently supported or planned) • Activity MT4: Document final requirements. Transit Windsor will develop a set of functional requirements for their final mobile ticketing system, considering the lessons learned during the pilot • Activity MT5: Procure final system. Contract a vendor to develop and deploy the final mobile ticketing system, which will meet the requirements identified in MT4. Depending on the performance of the pilot, and the amount of new and modified functionality, a decision will be made as to whether to continue with the pilot mobile ticketing vendor, or to find a new vendor via a competitive procurement. • Activity MT6: Develop and deploy final system: The vendor and Transit Windsor will work together to develop and deploy the mobile ticketing final system. • Activity MT7: Final system in use. Mobile ticketing in use.
4.2.3 Schedule A proposed schedule for the activities described above is presented in Exhibit 6. Implementation is projected to be completed by the end of Year 3. For readability, the Exhibit only shows up to Year 4 but the system will continue to remain in use for years beyond this.
ETPS Standing Committee Meeting - September 18, 2019 Page 228 of 247 Exhibit 6. Implementation Schedule
Interim Phase System in Potential Finalization Phase No. Task Q1 Q2 Q3 Q4 Use (not currently supported or planned) Smart Card SC1 Arrange configuration support SC2 Configure and deploy interim system SC3 Interim system in use SC4 Document system gaps SC5 Procure additional functionality SC6 Develop and deploy final system SC7 Final system in use Mobile ticketing pilot MT1 Arrange pilot MT2 Deploy pilot MT3 Pilot system in use MT4 Document final requirements MT5 Procure final system MT6 Develop and deploy final system MT7 Final system in use
5 Implementation Details
This section describes the fare classes, fare products, and sales infrastructure of the future system. It is intended to act as a guide during configuration and development.
5.1 Fare Classes Four separate fare classes will be configured: • Adult; • “Senior” (60+); • “Youth” (13-19); and • APP. Certain fare classes may use a visually distinguishable smartcard, with the intent being to make it easier for the bus operator to quickly identify visually what type of smartcard the rider is using (e.g., card colour). Since some riders will take advantage of how a contactless smart card can be used without removing it from a wallet/purse, ideally the smart card reader will able to display the smart card class to the operator for specified classes (e.g. “Senior” and “Youth”). Certain fare products and prices will be available only to certain fare classes. However, non- adult smartcards will still be able to purchase adult fare products at the adult price, if they are not eligible for fare class specific pricing (e.g. Seniors could purchase a 30-day tunnel pass on their senior smartcard at the adult price, since there is no discounted senior pricing for this product). • Adult smartcards will be freely available for purchase. • Senior smartcards will be available to qualified riders, with validation via a similar process as used for senior pass purchases today. • Youth smartcards will be available to qualified riders, with validation via age (in a similar manner as is done for senior smartcards). Card expiry should be set so that the rider will need to transition to an adult smartcard at the appropriate time.
ETPS Standing Committee Meeting - September 18, 2019 Page 229 of 247 • APP smartcards will be available to qualified riders, with validation via a similar process as used for APP passes today. Mobile ticketing will only support the adult fare class; however this may change in the final system depending on feedback and experience during the mobile ticketing pilot.
5.2 Fare Products Each fare product is described below. This includes the types of fare media that can used to purchase the fare product, which fare classes are eligible to purchase it, and general notes to guide the configuration. Fare media/class combinations that are only applicable to the finalization phase (not currently supported or planned) are shown in red italics.
Single Ride – Local
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP
Cash
Smartcard † † † *† Mobile Ticketing Notes 2-hour transfer from first ride. *at adult fare †only applicable to finalization phase
Single Ride – Tunnel
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP
Cash
Smartcard † *† *† *† Mobile Ticketing No transfer included. Notes Local bus (if required) is separate fare. *at adult fare †only applicable to finalization phase
ETPS Standing Committee Meeting - September 18, 2019 Page 230 of 247 Day Pass
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP
Cash Smartcard * * Mobile Ticketing Valid from time of purchase until end of service (3 a.m.). Notes Adult day pass is good for a family (2 people), APP day pass is good for one person. *at adult fare
30-Day and 15-Day Pass – Local
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP Cash Smartcard Mobile Ticketing Notes Rolling 30-day and 15-day pass from time of first ride.
30-Day and 15-Day Pass – Tunnel
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP Cash Smartcard * * * Mobile Ticketing Rolling 30-day and 15-day pass from time of first ride. Notes Local bus (if required) is a separate fare. *at adult fare
ETPS Standing Committee Meeting - September 18, 2019 Page 231 of 247 30-Day Pass – Local + Tunnel
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP
Cash
Smartcard * * * Mobile Ticketing Notes Rolling 30-day pass from time of first ride. *at adult fare
Corporate ValuPass
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP
Cash
Smartcard Mobile Ticketing Notes Same rules as existing Corporate ValuPass program.
U-Pass
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP
Cash
Smartcard
Mobile Ticketing Valid for a semester. Notes
ETPS Standing Committee Meeting - September 18, 2019 Page 232 of 247 Summer Saver Pass
Eligible Fare Eligible Fare Classes Media Adult Senior (60+) Youth (13-19) APP Cash Smartcard Mobile Ticketing Notes 2-month calendar pass valid for July and August.
5.3 Sales Infrastructure Legacy sales media will until phased out continue to be sold through legacy sales channels, and the “sales infrastructure” for mobile ticketing is the mobile ticketing app. Smartcards, however, require infrastructure for both distributing the physical cards and “revaluing” them (e.g. loading passes and potentially stored value). Suggested smartcard sales channels for purchase and revaluing are detailed in Exhibit 7.
Exhibit 7. Smartcard sales channels
Interim Final
Card Card Sales Channel
Purchase Purchase Purchase Purchase Revaluing Revaluing AdultCard AdultCard andAPP andAPP Senior, Youth, Youth, Senior, Youth, Senior,
Customer Service Centre Website Retail Partner Vending Machine Onboard
Distribution channels for smartcards will be different for adult cards, which can be distributed freely, and concession cards (Senior, Youth, and APP), which require eligibility validation. Distributing a smartcard to a rider is generally a one-time event (i.e., until replacement is needed, which should be rare). While a rider acquires a smartcard only once, revaluing is a regular occurrence. As such, revaluing a smartcard quickly and conveniently will be critical for a successful implementation. It is expected that website revaluing will be supported for the interim phase, along with in-person revaluing at Transit Windsor customer service locations. In the final system, revaluing will also be possible at retail partners (similar to how tickets can be purchased at retail partners today).
ETPS Standing Committee Meeting - September 18, 2019 Page 233 of 247 Other sales and revaluing channels for consideration include stand-alone vending machines and onboard the bus. The former can be relatively costly, and the latter can have significant impacts on boarding times. However, both may significantly increase convenience for riders. It is anticipated that neither of these channels are required for launch but could be considered later.
6 Implementation Considerations
The following sections discuss important items for Transit Windsor consideration during implementation.
6.1 External Stakeholders Portions of the implementation will require involvement from stakeholders outside of Transit Windsor. Some key external stakeholders are identified below. • Since the preferred approach is via Transit Windsor’s existing system vendor, it is important that they remain reasonable, engaged, and effectively resourced. If necessary, Transit Windsor retains the option to partner with an alternative vendor. • The University of Windsor (and other participating post-secondary schools) will be involved in the U-Pass program, from a management perspective. • Retail Partners will be involved initially in the distribution of smartcards, this may ultimately grow to include the revaluing of smartcards too. Over time this may replace the previous retail involvement in ticket distribution.
6.2 Staffing As with any technology deployment, there will be modifications to staff responsibility within Transit Windsor, particularly during and after implementation. A project leader should be appointed to champion and take full advantage of the opportunities the upgraded fare system will provide. Participation in these changes will cut across Transit Windsor stakeholders, including IT, Customer Service, Operators, Maintenance, and Supervisors. All staff should be encouraged to take an interest and ownership in the deployment and participate in reporting any issues found. The following factors are instrumental in a successful project: • A dedicated project leader with strong leadership; • All relevant stakeholders involved throughout the configuration and implementation process; and • A dedicated role at Transit Windsor for providing in-house technical support for the system as it is in use.
6.3 Customer Acceptance An objective of this deployment is to provide better service to customers. The fare system is extremely public facing and Transit Windsor can expect to receive significant feedback from customers. It is important to engage with customers and solicit their feedback and opinions. Marketing efforts should be undertaken to help customers accept and utilize the new system. Old methods (for example, tickets) should not be withdrawn until Transit Windsor is confident that new alternatives are sufficiently available and reliable.
ETPS Standing Committee Meeting - September 18, 2019 Page 234 of 247 6.4 Support Due to the complexity of the upgrade, Transit Windsor may wish to retain expert support. Potential areas for support include: • Assisting with preparing contracting documents and negotiating with vendors (e.g. for interim phase configuration, mobile ticketing pilot, and potentially final system upgrades); • Testing configuration and development items to ensure they meet Transit Windsor needs; and • Documenting system gaps and requirements if and when moving from the interim phase to the final system.
ETPS Standing Committee Meeting - September 18, 2019 Page 235 of 247 Item 9.2
Council Report: S 163/2019
Subject: Transit Windsor Fare Policies - City Wide
Reference: Date to Council: 9/18/2019 Author: Patrick Delmore Executive Director, Transit Windsor 519-944-4141 ext 2232 [email protected] Transit Windsor Report Date: 8/27/2019 Clerk’s File #: MT2019
To: Mayor and Members of City Council
Recommendation: That the Environment, Transportation & Public Safety Standing Committee sitting as the Transit Windsor Board of Directors APPROVE the Fare Policy changes for Transit Windsor as follows: 1. THAT the current policy that permits children under the age of five (5) to ride free on Transit Windsor bus service (excluding the Tunnel Bus) BE REVISED to allow children 12 and under to ride free; and, 2. THAT the current fare category for Students (aged 5 to Post-Secondary School) BE REVISED to reflect a new Youth category (aged 13 to 19 years of age); and,
3. THAT a new College Semester Pass category BE CREATED (equal to the monthly Youth rate times 4 months) and sold for Fall, Winter and Summer Semesters; and, 4. THAT the recommendations as set out by Administration in Strategy 1 BE ADOPTED with regards to fare increases of 2% annually each July 1st, effective July 1, 2020, unless otherwise noted in the City of Windsor Annual Operating Budget.
Executive Summary:
N/A.
Background:
At the July 24, 2019 meeting of the Environment, Transportation and Public Safety Standing Committee, Report S123/2019 titled, Transit Windsor Fare Structure Review, was tabled to provide the community with an opportunity to comment.
ETPS Standing Committee Meeting - September 18, 2019 Page 236 of 247 Page 1 of 8 As noted in the report, fare structures, fare policies and payment technologies are three variables under the control of a transit system that can have significant impact on ridership, revenue and the overall relationship between a transit provider and their riders. The fare structure is a listing of the various fare rates applicable to a rider by category and requires periodic adjustments and City Council approval in order to implement.
The current Transit Windsor fare structure has been in place for many years with minor modifications made as required. Since Transit Windsor was updating fare media to include new technologies, it was felt it was time for an industry review to ensure the fare models we have in place are consistent with the industry.
The Fare Structure Review, conducted by IBI Group consultants was reviewed by Transit Windsor Administration and was presented for discussion with stakeholders, including the Transit Windsor Advisory Committee.
Discussion:
During the Administrative review of the report, staff examined the impact of changes for fare policies so that industry best practices were being followed and polices were being recommended to encourage ridership growth, and to be reflective of our community and the riders in the City of Windsor.
The following recommendations as noted in the Fare Structure and Strategy Report are presented for consideration:
Raising the age limit for free rides for children. The existing Transit Windsor policy caps free rides for children at 4 years old, meaning a 5 year old travelling with a parent to or from their kindergarten class, would be subject to the full $3.00 fare if paying cash, or $1.98 if they purchase a sheet of tickets. The impact of this policy is that existing riders with young children are more likely to shift to driving for such trips to avoid this additional cost.
By increasing the age limit for free rides for children when accompanied by a parent from 5 to 12, Transit Windsor could keep more transit-riding parents from switching to driving their children, which creates more potential lifetime riders through getting more kids to ride transit more frequently. This change would have a small impact on fare revenue and no impact on system costs.
In 2016, recorded child trips totalled 146,000, or 2.3% of the system total. From a cost perspective, given that the majority of trips by children fall outside of the traditional peak periods, even a doubling of these trips would likely be accommodated with little or no change in the amount of transit service needed to appropriately serve ridership demand.
Administration comment. This change to allow children 12 years and under to ride free will be reflective of a very positive change for low-income riders and families by increasing social inclusion. Providing affordable options for transportation aligns with the City of Windsor’s Social Investment Plan and Pathway to Potential. It further provides families the opportunity to afford the required transportation to attend school, daycare, medical appointments, shopping and enjoy other community amenities across
ETPS Standing Committee Meeting - September 18, 2019 Page 237 of 247 Page 2 of 8 the City. Raising the age limit for children will also align with the goals of ProsperUs and the Cradle to Career strategy in Windsor-Essex, to which the City is a member.
Administration has estimated the potential revenue loss from cash rides, at the average student fare rate to potentially be $211,283. The farebox does not distinguish rides by age group, but using the estimates provided by IBI Group, by doubling the rides for children 0 to 5 years of age, and using the average rides for this group in 2016, 2017 and 2018, the estimated number of fare paying ride losses would amount to 106,708 rides. Transit Windsor would continue to record the free rides as they continue to be eligible for gas tax funding.
Administration recommends this policy change.
Modifying the current student fare to apply only to secondary students. As currently implemented, the student fare applies to both secondary and post secondary students. However, with the creation of the U-Pass pilot program allows all full time post-secondary students at the University of Windsor to have unlimited access to Transit Windsor buses. Based on the positive experience Transit Windsor has had to- date with the U-Pass program and the ridership growth it has driven, we recommend further expanding this program to include full-time post-secondary students at St. Clair College. Eliminating the existing student fare discount for post secondary students will likely encourage the student associations at the University of Windsor to renew and at St. Clair College to enter into an unlimited pass program.
As discussed in the Task 2 report on Peer Agency Fare Structures (Appendix B), this is a common adjustment to fare policy being made by transit agencies across Canada. By eliminating student fares for post-secondary students, Transit Windsor can simplify the procedures surrounding student passes with minimal impact on post-secondary students. Due to the implementation of the U-Pass, this change is not expected to have a significant impact on fare revenue or transit service costs.
Administration comment. This change will support the industry standard for the discount for secondary students. Administration recommends the renaming of the “Student” category to “Youth” to cover those aged 13 to 19 as noted in the report. Reducing critical barriers by offering affordable transportation is a key component for youth attending school. Students who graduate from high school are less likely to experience poverty, and transportation is one foundation of success identified by ProsperUs for ensuring children and youth are on a pathway to reach their full potential. Creating a “Youth” fare category will continue to help youth who are in low-income families to graduate from high school.
The consultant’s report highlights the potential of encouraging other post-secondary institutions (i.e. St. Clair College) to come on board with a Universal Bus Pass Program similar to the UPass. Since the writing of the consultant’s reports, recent Provincial changes are now allowing any student in any post-secondary institution to have the ability to “Opt-Out” of all programs. Programs like the University of Windsor UPass, with an already established program, are exempt from opting-out. As has been noted in municipalities across Ontario, it is unlikely any other College based program can be established without a full opt-out option, thereby reducing the number of passes in the
ETPS Standing Committee Meeting - September 18, 2019 Page 238 of 247 Page 3 of 8 bulk discount provided to the institution. Recognizing the Youth category would pose a financial challenge for college students over the age of 19, Transit Windsor is recommending a new “Semester Pass” be created, which is equivalent to the Youth rate, but must be purchased for the full four-month semester at the time of purchase. In order to purchase this pass, the rider is required to provide proof of attendance in a post-secondary institution. This new pass category will continue to provide a discount to students who are over the age of 19. There is no financial impact for this change since all post-secondary students are currently paying the Student pass rate.
Administration recommends this policy change.
Future Fare Increase Strategy
Three options are provided within the consultant’s report for annual fare increase strategies to be considered. As noted in detail in the report, the strategies are summarized as follows:
Strategy 1 – Inflation Adjusted Fares – Apply a 2% annual increase to all fare categories for the next 5 years.
Strategy 2 – Fare Freeze – No fare increases for 5 years.
Strategy 3 – Frequent Rider Discount – Apply a 2% annual increase to cash and tickets with a freeze on all pass categories for the next 5 years.
Administration comment. Administration recommends Strategy 1 as it applies inflation costs to fare products with small annual increases. Transit Windsor last had fare increases in 2012 and 2016. Both fare adjustments saw 10% increases to all fare categories. When larger increases are implemented, there are greater chances of ridership losses due to the immediate impact on the rider. Smaller, annual increases allow for riders to slowly prepare and adjust to fare increases. It is important when applying annual increases that improvements in the transit system continue to be made with service and technology enhancements.
It should be noted that the Transit Windsor Advisory Committee recommends Strategy 3 as a way to support transit ridership with continued pass use by providing a frequent rider discount for the next 5 years. While there are merits to this strategy, the revenue difference of adopting strategy 1 with all fares increasing by 2% can assist to mitigate the annual inflationary pressures that impact Transit’s budget, however if the Board and Council wishes to support Strategy 3 with less additional revenue, it would be supported by Administration. This strategy is aimed to increase ridership by shifting riders from vehicles into public transit with a policy that encourages bus pass use with a 5-year freeze. By accepting Strategy 3 however, it should be recognized that reduced incremental revenue and in fact potential decreases in revenues may arise which will cause greater challenges and create further pressures on the operating budget.
It should further be noted that Strategy 2, with no fare increases for 5 years, is not supported by Administration.
ETPS Standing Committee Meeting - September 18, 2019 Page 239 of 247 Page 4 of 8 Within each of the strategies, there is a recommendation that the Affordable Pass Program be expanded to include single ride and day pass categories. The Affordable Pass Program is a funded program by Pathway to Potential. The Program allows for low-income transit users, when approved, to purchase a monthly pass at a substantial discount. If this funding by Pathway to Potential were to cease, it would be recommended by Administration that the program be discontinued. For that reason, Administration is not recommending that changes be made to this program by way of policy. Administration will meet with Pathway to Potential to discuss the merits of program improvements as part of the annual review and budget review for consideration.
Smart Card and Mobile Ticketing.
Transit Windsor has begun the transition to Smart Card use as recommended in the consultants report. As part of the Public Transit Infrastructure Fund (PTIF) grant funding and through approvals in other reports to the Board and City Council, Smart Cards have been implemented with all pass categories effective July 2019. The improvement now allows transit riders to have a reloadable Smart Card as their bus pass and the former type of calendar based monthly bus passes have been replaced with a 15 day or 30 day pass. These passes no longer need to be purchased by the first of the month, thereby reducing long lines to purchase passes at the end of the month. One challenge that has been brought to Transit Windsor’s attention relates to the seven months where there are 31 days and hence riders are feeling they are paying more with this change. With the 15 day and 30 day passes, they are now “rolling passes” meaning if you purchased on the 5th of the month but did not use it until the 10th of the month, the pass would not begin to count down days until the date of first use. Riders are beginning to understand the benefits of a rolling pass instead of the calendar based monthly passes.
The next step in technology advancement for transit fares will be the transition to utilizing Smart Media for Trip Tickets as well. The report identifies the technology advancements and Administration is pleased to have implemented some of these technologies in 2019. Mobile Ticketing is also on the Technology Roadmap for Transit Windsor. A pilot project is contemplated and Administration continues to investigate this technology use in transit. Further reports will be brought to the Board and City Council when a pilot has been developed.
Risk Analysis:
When adjusting fare policies in transit, there are always some associated risks in regard to transit ridership. For example, since Transit does not record ridership by age, the impact of additional free rides being provided between the age of 5 and 12 could be higher than noted in the financial section of this report especially where ridership is higher than anticipated. In that case, there is a benefit of additional gas tax funding provided to help offset the revenue loss, however it will not fully mitigate it.
In changing the Student Pass category to Youth Pass, there is a risk of reduced revenue from the college-aged riders over the age of 19. Transit Windsor has mitigated
ETPS Standing Committee Meeting - September 18, 2019 Page 240 of 247 Page 5 of 8 this risk by creating the Semester Pass for college students, however this pass must be purchased for four months at a time.
By adding an annual fare increase, there is a reduced risk of ridership loss in lieu of larger one-time fare increases for multiple years. When ridership is lost due to the impact of items such as service changes or fare increases, the transit industry indicates it will take 18-months for the ridership to be re-established.
When considering fare freezes, there is a risk that with reduced farebox revenue and increasing operating costs as a result of annual inflationary impacts thatTransit Windsor’s revenue/cost ratio will fall. This could require additional municipal funding in order to fund the gap, or a reduction in service in order to manage costs.
By adjusting fare categories, Transit Windsor is remaining consistent with industry standards, thereby limiting risks associated with fare policies.
Financial Matters:
As discussed in this report, adopting the children under 12 ride free policy will result in a revenue loss. While the numbers are unknown, the consultant’s report suggests doubling the number of rides from the current under 5 ride free policy to reflect the additional fares that could be lost as a result of this change. In this scenario, Transit Windsor anticipates a potential revenue reduction of approximately $211,283. It should be recognized though, with increased ridership comes potential increases in gas tax funding.
The policy revision to change the “Student” category to “Youth” and the creation of a College Semester Pass will have no revenue impact as this change provides the same fare generation options for riders.
The importance of regular fare increases and strong fare policies assist in maintaining the revenue-to-cost ratio for the transit service that is approved by City Council. In general, transit services aim to recover approximately 50% of their expenses from the riders. An annual fare increase, as recommended, will provide the revenue to cover inflationary costs.
Attached with this report is an updated 5-year analysis of the fare increases for Strategy 1 and Strategy 3 based on the ridership numbers from 2018. In addition to the detailed financials provided as an appendix, summarized financial impacts are presented below. It should be noted that the charts differ from the consultant’s report as the consultant’s report is based on the 2016 Transit Windsor ridership numbers. These updated amounts are not materially diffierent and are simply due to Administration including updated changes based on 2018 ridership. The charts provided below recognize no additional ridership changes over the 5-year analysis period.
Over the 5-year analysis, it is expected that the Strategy 1 fare increase (2% added to all fare categories) would provide $1,286,599 in incremental revenue while the Strategy 3 increase (2% added to only cash and tickets) would provide $619,156. These estimated revenue increases are prior to any impact related to the anticipated loss in
ETPS Standing Committee Meeting - September 18, 2019 Page 241 of 247 Page 6 of 8 revenue as a result of increasing the age of children who can ride for free from 5 years old to 12 years old.
In order to present the full impact of implementing the recommended fare increases and structure changes, Transit has estimated the impact of increasing the free rides category from 0-under 5 to 0-12 years of age. With this additional policy change considered, the net revenue impact of the Strategy 1 increase is expected to be $230,184 over a 5-year period, while under the Strategy 3 increase there is a potential for an overall revenue loss of ($437,258). This possibility was noted in the consultant’s report where it was stated that “The expansion of the current kids ride free policy without additional dedicated funding could result in an erosion of fare revenues.” Since it is possible that this structure change may present a significant impact when analyzing the impact of the different strategies, Administration has made an estimate on the impact and included it below for presentation purposes.
As noted in the consultant’s report, Strategy 3 is provided for consideration as a way to increase ridership and support the Active Transportation Master Plan and the upcoming Transit Master Plan with a way to improve the modal split. If Strategy 3 is considered and there are resulting ridership increases due to the Frequent Rider concept, the revenue decrease as reflected above would be lower, and there would be the potential for increased gas tax funding. It is noted that all of the financials as presented are based solely on estimates and have been provided simply in order to demonstrate the potential revenue impacts for each strategy. Once a recommendation has been approved by the Transit Windsor Board and City Council, budgets will be adjusted accordingly
ETPS Standing Committee Meeting - September 18, 2019 Page 242 of 247 Page 7 of 8 through the annual budget process and may vary from what is presented in this report as a result of changes in ridership and other potential base budget adjustments which may arise.
Consultations:
Transit Windsor Advisory Committee
Stephen Lynn, Coordinator of Social Planning, City of Windsor
Rachel Chesterfield, Acting Financial Planning Administrator, Transit Windsor
Natasha Couvillon, Manager of Performance Measurement & Financial Administration, City of Windsor
Conclusion: Administration has provided options for updated fare policies and an ongoing fare strategy that align Transit Windsor with the industry. The polices will assist Transit Windsor in implementing both the Active Transportation Master Plan as well as the upcoming Transit Master Plan that will be considered later this year.
Planning Act Matters:
N/A.
Approvals: Name Title
Patrick Delmore Executive Director, Transit Windsor
Mark Winterton City Engineer, Corporate Leader of Environmental Protection and Infrastructure Services
Joseph Mancina Chief Financial Officer, City Treasurer
Shelby Askin Hager for Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 5-Year Transit Windsor Fare Strategy Implications
ETPS Standing Committee Meeting - September 18, 2019 Page 243 of 247 Page 8 of 8 5-Year Transit Windsor Fare Strategy Implications
Strategy 1 - 2% Overall Annual Increase to all Fares
As at December 31, 2018
Category Cash Ticket Monthly Pass Total Adults 3,088,568.80 $873,027.10 887,087.12 4,848,683.02 Seniors $226,650.60 516,524.80 743,175.40 Student $1,077,466.50 2,665,899.00 3,743,365.50 Tunnel 74,117.60 74,117.60 Combo/Auto Show $683,095.00 683,095.00 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 Total 3,088,568.80 2,860,239.20 4,143,628.52 12,361,543.37
Annual 2% Increase 2020- Year 1 (With Ridership remaining constant at 2018) Overall Annual Year 1 Increase July- Category Cash Ticket Monthly Pass Total Increase December Adults 3,150,340.18 890,487.64 904,828.86 4,945,656.68 96,973.66 48,486.83 Seniors - 231,183.61 526,855.30 758,038.91 14,863.51 7,431.75 Student - 1,099,015.83 2,719,216.98 3,818,232.81 74,867.31 37,433.66 Tunnel - - 75,599.95 75,599.95 1,482.35 741.18 Combo/Auto Show - 696,756.90 - 696,756.90 13,661.90 6,830.95 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,314,488.99 45,382.14 22,691.07 Total 3,150,340.18 2,917,443.98 4,226,501.09 12,608,774.24 247,230.87 123,615.43
Annual 2% Increase 2021- Year 2 (With Ridership remaining constant at 2018)
Overall Annual Year 1 Increase Year 2 Increase Total Estimated 2021 Category Cash Ticket Monthly Pass Total Increase from 2020 Jan- June July- December Revenue Increase Adults 3,213,346.98 908,297.39 922,925.44 5,044,569.81 98,913.13 48,486.83 49,456.57 97,943.40 Seniors - 235,807.28 537,392.40 773,199.69 15,160.78 7,431.75 7,580.39 15,012.14 Student - 1,120,996.15 2,773,601.32 3,894,597.47 76,364.66 37,433.66 38,182.33 75,615.98 Tunnel - - 77,111.95 77,111.95 1,512.00 741.18 756.00 1,497.18 Combo/Auto Show - 710,692.04 - 710,692.04 13,935.14 6,830.95 6,967.57 13,798.52 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,360,778.77 46,289.78 22,691.07 23,144.89 45,835.96 Total 3,213,346.98 2,975,792.86 4,311,031.11 12,860,949.72 252,175.48 123,615.43 126,087.74 249,703.18
Annual 2% Increase 2022-Year 3 (With Ridership remaining constant at 2018)
Overall Annual Year 2 Increase Year 3 Increase Total Estimated 2022 Category Cash Ticket Monthly Pass Total Increase from 2021 Jan- June July- December Revenue Increase Adults 3,277,613.92 926,463.34 941,383.95 5,145,461.21 100,891.40 49,456.57 50,445.70 99,902.26 Seniors - 240,523.43 548,140.25 788,663.68 15,463.99 7,580.39 7,732.00 15,312.39 Student - 1,143,416.07 2,829,073.35 3,972,489.42 77,891.95 38,182.33 38,945.97 77,128.30 Tunnel - - 78,654.19 78,654.19 1,542.24 756.00 771.12 1,527.12 Combo/Auto Show - 724,905.88 - 724,905.88 14,213.84 6,967.57 7,106.92 14,074.49 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,407,994.34 47,215.58 23,144.89 23,607.79 46,752.68 Total 3,277,613.92 3,035,308.72 4,397,251.73 13,118,168.72 257,218.99 126,087.74 128,609.50 254,697.24
ETPS Standing Committee Meeting - September 18, 2019 1 of 4 Page 244 of 247 5-Year Transit Windsor Fare Strategy Implications
Annual 2% Increase 2023-Year 4 (With Ridership remaining constant at 2018)
Overall Annual Year 3 Increase Year 4 Increase Total Estimated 2023 Category Cash Ticket Monthly Pass Total Increase from 2022 Jan- June July- December Revenue Increase Adults 3,343,166.20 944,992.61 960,211.63 5,248,370.43 102,909.22 50,445.70 51,454.61 101,900.31 Seniors - 245,333.90 559,103.05 804,436.95 15,773.27 7,732.00 7,886.64 15,618.63 Student - 1,166,284.39 2,885,654.81 4,051,939.20 79,449.79 38,945.97 39,724.89 78,670.87 Tunnel - - 80,227.27 80,227.27 1,573.08 771.12 786.54 1,557.66 Combo/Auto Show - 739,404.00 - 739,404.00 14,498.12 7,106.92 7,249.06 14,355.98 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,456,154.23 48,159.89 23,607.79 24,079.94 47,687.73 Total 3,343,166.20 3,096,014.90 4,485,196.77 13,380,532.09 262,363.37 128,609.50 131,181.69 259,791.18
Annual 2% Increase 2024- Year 5 (With Ridership remaining constant at 2018)
Overall Annual Year 4 Increase Year 5 Increase Total Estimated 2024 Jan- June Year 5 Category Cash Ticket Monthly Pass Total Increase from 2023 Jan- June July- December Revenue Increase Remaining in 2025 Adults 3,410,029.52 963,892.46 979,415.86 5,353,337.84 104,967.41 51,454.61 52,483.70 103,938.32 52,483.70 Seniors - 250,240.58 570,285.12 820,525.69 16,088.74 7,886.64 8,044.37 15,931.01 8,044.37 Student - 1,189,610.08 2,943,367.91 4,132,977.99 81,038.78 39,724.89 40,519.39 80,244.29 40,519.39 Tunnel - - 81,831.82 81,831.82 1,604.55 786.54 802.27 1,588.81 802.27 Combo/Auto Show - 754,192.08 - 754,192.08 14,788.08 7,249.06 7,394.04 14,643.10 7,394.04 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,505,277.31 49,123.08 24,079.94 24,561.54 48,641.49 24,561.54 Total 3,410,029.52 3,157,935.19 4,574,900.70 13,648,142.73 267,610.64 131,181.69 133,805.32 264,987.01 133,805.32
Strategy 1- Increase All Fares Annually by 2% Based on 2018 Ridership- Over the Next 5 Years December 31, 2018 Overall Increase in Category Cash Ticket Monthly Pass Total Revenue Revenue from 2018 Adults 3,410,029.52 963,892.46 979,415.86 5,353,337.84 4,848,683.02 504,654.82 Seniors - 250,240.58 570,285.12 820,525.69 743,175.40 77,350.29 Student - 1,189,610.08 2,943,367.91 4,132,977.99 3,743,365.50 389,612.49 Tunnel - - 81,831.82 81,831.82 74,117.60 7,714.22 Combo/Auto Show - 754,192.08 - 754,192.08 683,095.00 71,097.08 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,505,277.31 2,269,106.85 236,170.46 Total 3,410,029.52 3,157,935.19 4,574,900.70 13,648,142.73 12,361,543.37 1,286,599.36 Total Revenue Increase over 5 Years with all fares increasing annually at 2%, with 2018 Ridership remaining constant 1,286,599.36 Estimated Impact over the next 5 years of increasing Free Rides to 0-12 years of age (1,056,415.00) Total net revenue impact of implementing fare strategy change along with recommended structure changes 230,184.36
ETPS Standing Committee Meeting - September 18, 2019 2 of 4 Page 245 of 247 5-Year Transit Windsor Fare Strategy Implications
Strategy 3 - 2% Annual Increase to Cash and Tickets ONLY
As at December 31, 2018
Category Cash Ticket Monthly Pass Total Adults 3,088,568.80 $873,027.10 887,087.12 4,848,683.02 Seniors $226,650.60 516,524.80 743,175.40 Student $1,077,466.50 2,665,899.00 3,743,365.50 Tunnel 74,117.60 74,117.60 Combo/Auto Show $683,095.00 683,095.00 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 Total 3,088,568.80 2,860,239.20 4,143,628.52 12,361,543.37
Annual 2% Increase 2020 to Cash and Tickets ONLY - Year 1 (With Ridership remaining constant at 2018) Overall Annual Year 1 Increase Category Cash Ticket Monthly Pass Total Increase Jan- June Adults 3,150,340.18 890,487.64 887,087.12 4,927,914.94 79,231.92 39,615.96 Seniors - 231,183.61 516,524.80 747,708.41 4,533.01 2,266.51 Student - 1,099,015.83 2,665,899.00 3,764,914.83 21,549.33 10,774.67 Tunnel - - 74,117.60 74,117.60 - - Combo/Auto Show - 696,756.90 - 696,756.90 13,661.90 6,830.95 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 - - Total 3,150,340.18 2,917,443.98 4,143,628.52 12,480,519.53 118,976.16 59,488.08
Annual 2% Increase 2020 to Cash and Tickets ONLY - Year 2 (With Ridership remaining constant at 2018)
Overall Annual Year 1 Increase Year 2 Increase Total Estimated 2021 Category Cash Ticket Monthly Pass Total Increase from 2020 Jan- June July- December Revenue Increase Adults 3,213,346.98 908,297.39 887,087.12 5,008,731.49 80,816.56 39,615.96 40,408.28 80,024.24 Seniors - 235,807.28 516,524.80 752,332.08 4,623.67 2,266.51 2,311.84 4,578.34 Student - 1,120,996.15 2,665,899.00 3,786,895.15 21,980.32 10,774.67 10,990.16 21,764.82 Tunnel - - 74,117.60 74,117.60 - - - - Combo/Auto Show - 710,692.04 - 710,692.04 13,935.14 6,830.95 6,967.57 13,798.52 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 - - - - Total 3,213,346.98 2,975,792.86 4,143,628.52 12,601,875.21 121,355.68 59,488.08 60,677.84 120,165.92
Annual 2% Increase 2020 to Cash and Tickets ONLY - Year 3 (With Ridership remaining constant at 2018)
Overall Annual Year 2 Increase Year 3 Increase Total Estimated 2022 Category Cash Ticket Monthly Pass Total Increase from 2021 Jan- June July- December Revenue Increase Adults 3,277,613.92 926,463.34 887,087.12 5,091,164.38 82,432.89 40,408.28 41,216.44 81,624.72 Seniors - 240,523.43 516,524.80 757,048.23 4,716.15 2,311.84 2,358.07 4,669.91 Student - 1,143,416.07 2,665,899.00 3,809,315.07 22,419.92 10,990.16 11,209.96 22,200.12 Tunnel - - 74,117.60 74,117.60 - - - - Combo/Auto Show - 724,905.88 - 724,905.88 14,213.84 6,967.57 7,106.92 14,074.49 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 - - - - Total 3,277,613.92 3,035,308.72 4,143,628.52 10,456,551.16 123,782.80 60,677.84 61,891.40 122,569.24
ETPS Standing Committee Meeting - September 18, 2019 3 of 4 Page 246 of 247 5-Year Transit Windsor Fare Strategy Implications
Annual 2% Increase 2020 to Cash and Tickets ONLY - Year 4 (With Ridership remaining constant at 2018)
Overall Annual Year 3 Increase Year 4 Increase Total Estimated 2023 Category Cash Ticket Monthly Pass Total Increase from 2022 Jan- June July- December Revenue Increase Adults 3,343,166.20 944,992.61 887,087.12 5,175,245.93 84,081.55 41,216.44 42,040.77 83,257.22 Seniors - 245,333.90 516,524.80 761,858.70 4,810.47 2,358.07 2,405.23 4,763.31 Student - 1,166,284.39 2,665,899.00 3,832,183.39 22,868.32 11,209.96 11,434.16 22,644.12 Tunnel - - 74,117.60 74,117.60 - - - - Combo/Auto Show - 739,404.00 - 739,404.00 14,498.12 7,106.92 7,249.06 14,355.98 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 - - - - Total 3,343,166.20 3,096,014.90 4,143,628.52 12,851,916.46 126,258.45 61,891.40 63,129.23 125,020.62
Annual 2% Increase 2020 to Cash and Tickets ONLY - Year 5 (With Ridership remaining constant at 2018)
Overall Annual Year 4 Increase Year 5 Increase Total Estimated 2024 Jan- June Year 5 Category Cash Ticket Monthly Pass Total Increase from 2023 Jan- June July- December Revenue Increase Remaining in 2025 Adults 3,410,029.52 963,892.46 887,087.12 5,261,009.10 85,763.18 42,040.77 42,881.59 84,922.36 42,881.59 Seniors - 250,240.58 516,524.80 766,765.38 4,906.68 2,405.23 2,453.34 4,858.57 2,453.34 Student - 1,189,610.08 2,665,899.00 3,855,509.08 23,325.69 11,434.16 11,662.84 23,097.00 11,662.84 Tunnel - - 74,117.60 74,117.60 - - - - - Combo/Auto Show - 754,192.08 - 754,192.08 14,788.08 7,249.06 7,394.04 14,643.10 7,394.04 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 - - - - - Total 3,410,029.52 3,157,935.19 4,143,628.52 12,980,700.08 128,783.62 63,129.23 64,391.81 127,521.04 64,391.81
Strategy 3- Increase Cash and Ticket Fares Annually by 2% Based on 2018 Ridership - Over the Next 5 Years December 31, 2018 Overall Increase in Category Cash Ticket Monthly Pass Total Revenue Revenue from 2018 Adults 3,410,029.52 963,892.46 887,087.12 5,261,009.10 4,848,683.02 412,326.08 Seniors - 250,240.58 516,524.80 766,765.38 743,175.40 23,589.98 Student - 1,189,610.08 2,665,899.00 3,855,509.08 3,743,365.50 112,143.58 Tunnel - - 74,117.60 74,117.60 74,117.60 - Combo/Auto Show - 754,192.08 - 754,192.08 683,095.00 71,097.08 Other (APP/Children's Aid/ODSP/Social Services/Student Transportation/Photos) 2,269,106.85 2,269,106.85 - Total 3,410,029.52 3,157,935.19 4,143,628.52 12,980,700.08 12,361,543.37 619,156.71 Total Revenue Increase with 2% annual increase to Cash and Tickets over 5 Years with 2018 Ridership remaining constant 619,156.71 Estimated Impact over the next 5 years of increasing Free Rides to 0-12 years of age (1,056,415.00) Total net revenue impact of implementing fare strategy change along with recommended structure changes (437,258.29)
ETPS Standing Committee Meeting - September 18, 2019 4 of 4 Page 247 of 247