The Corporation of the City of Brampton

K2-1

Susan Fennell Hampton city council Mayor date.-.

Date: April 16,2009

Subject: Go Transit Board Meeting April 9,2009

OVERVIEW:

This report highlights several reports from the April 9th, 2009 meeting for Brampton Council's consideration and information.

Recommendation: 1. That the report from Mayor Susan Fennell, dated April 16,2009 re: Go Transit Board Meeting April 9,2009 be received.

2. And that Works and Transportation staff be directed to contact the newly consolidated /Go Board to review and discuss opportunities for partnership on transit initiatives

Attached are three reports of interest. They are entitled "Go Transit Station Access Strategy", "Bus and Road Way Structures - Detail Design" and Go Transit Customer Satisfaction and Loyalty Survey 2008".

Of importance, the report "Go Transit's Access Strategy" sets out several key principles. One such principle; Community Integration, mandates the better integration of stations with adjacent communities. This includes joint investment with local stakeholders to create walking trails and cycling routes and transit priority measures where it benefits travellers to the Go stations. It is imperative that Brampton coordinate its efforts with the consolidated Metrolinx/Go Board.

Should you have any questions please contact me at your convenience.

susan Fennell

Mayor

2 Wellington Street, West, Brampton, Ontario L6Y 4R2 Tel (905) 874-2600 Fax: (905) 874-2620 BOARD Transit TO: Board Members SUBMISSION c FROM: Gary McNeil Meeting No. 122 Managing Director & CEO April 9,2009 Item H-2

SUBJECT: Contract No. RQQ-2008-EN-023 Mississauga BRT West, BRT-CSIF Buswav & Road Structures - Detail Design

Refer to Confidential Item No. J-6 for Evaluation results

RECOMMENDA TION:

That the Board authorize the execution of this Contract for the detail design and tender documents for the BRT Busway and Road Structures between Winston Churchill/Hwy 403 and Erin Mills/Hwy 403 being part of the Mississauga BRT West with Giffels Associates Ltd/IBI Group, Ontario who was the lowest qualified bidder in the amount of $1,435,000, excluding all applicable taxes.

BACKGROUND:

The final draft of the Preliminary Design Report for Mississauga BRT West was submitted to GO Transit in December 2008. The BRT West segment development includes two stations (platforms, parking lots, access roads, passenger pick up/drop off areas, access paths) in the northwest quadrant of both the Erin Mills Parkway and Winston Churchill Boulevard interchanges with Highway 403, connected by a two lane two way bus-only roadway.

Mississauga BRT West is an integral part of the overall Mississauga BRT project that spans from Winston Churchill to Renforth and is funded by Transport Canada, the Ministry of Transportation, GO Transit and the City of Mississauga. The Mississauga BRT project supports the GO 2020 Strategic Plan.

GO Transit currently operates over 180 trips on a typical weekday on Hwy. 403 in Mississauga carrying over 4,000 rides. It is estimated that by 2011, 540 trips per day will operate on this segment carrying up to 12,000 rides per day including 3,800 peak hour rides.

The Mississauga BRT West will provide passengers with higher level amenities within a user-friendly environment, will encourage ridership and will provide improved transit integration. A dedicated busway will increase service reliability and operational consistency.

GREATER TRANSIT AUTHORITY Page 2 of3

For ease of management, the BRT West has been split into two different components namely:

1. BRT West Stations 2. BRT West Busway and Road Structures

This assignment is for the selection of a Consultant to provide detailed design and tender documents associated for the construction of the BRT Busway and Road Structures.

RESULTS:

On March 5,2009, six responses to GO Transit's Request to Qualify and Quote were received, as follows:

1. Giffels Associates/IBI Group 2. AECOM Canada Ltd. 3. Delcan Corporation 4. Hatch Mott Macdonald Ltd. 5. Morrison Hershfield 6. R.V Anderson Associates Ltd.

SUBMISSIONANALYSIS

The evaluation team completed a detailed analysis of the qualification documentation received.

The analysis identified that four (4) firms possessed the necessary skills and also identified the appropriate team to perform the work in order to have envelope #2 (price) opened.

Criteria used in the RQQ evaluation included:

• Corporate Summary • Qualification and Experience of the Project Manager • Qualification and Experience of Key Team Members • Functional Organisation - Roles and Experience of Team Members/Manhours • Experience Working together on previous relevant Projects

PROJECT SCHEDULE

Detailed Design April to November 2009 Construction 2010 to 2012

LEVEL OF COMPETITIONAND TENDERING:

The GO Transit Procurement & Contract Services Policy and Procedures have been followed in accordance with the Request to Qualify and Quote Format. Page 3 of 3

BUDGET POSITION:

Funds of $2,500,000 have been identified in the 2009/10 Capital Growth Budget for this work.

A TTACHMENT (if any):

Sketch of Mississauga BRT West.

Submitted by:

J. Knight Vice-President, Corporate Infrastructure MISSISSAUGA BRT -WEST CITY OF MISSISSAUGA WINSTON CHURCHILL STATION BOARD law Transit TO: Board Members SUBMISSION FROM: Gary McNeil Meeting No. 122 Managing Director & CEO April 9,2009 Item E-5

SUBJECT: GO Transit Customer Satisfaction and Lovaltv Survey 2008

RECOMMENDATION:

That the Board receive this summary of results from the Customer Satisfaction and Loyalty Survey conducted in 2008.

BACKGROUND:

Importance of customer satisfaction and loyalty: Customer satisfaction and customer loyalty to GO Transit are key factors in retention and ridership growth, since more than half of riders have a choice about how they travel. For mis reason, GO regularly studies customer satisfaction levels. The outcomes of this research determine GO's customer service and planning priorities.

Improvements over previous GO Transit customer satisfaction surveys:

GO Transit has undertaken two previous comprehensive surveys to measure customer satisfaction, in 1999 and 2004. Customer satisfaction and loyalty surveys will take place annually from now on.

In an effort to improve the quality of data gathered in 2008, this survey added "loyalty" as a study factor in addition to satisfaction alone. Loyalty is considered a more robust indicator than satisfaction in terms of offering strategic insight into the allocation of corporate resources. Where satisfaction is driven mainly by recent experience, loyalty reflects customers' long-term relationship with GO and the likelihood of continuing that relationship.

Survey details Survey respondents reflect a cross section of GO Transit customers with proportional sample sizes for train and bus users, frequent and occasional users, GO's different service routes, and other key groups of interest.

Staff recruited survey participants by approaching customers at GO stations and terminals, receiving a commitment to participate, and following up by phone to conduct the survey.

At the 95% confidence level, the margin of error for the total sample is +/- 3 GREATER percentage points. TORONTO TRANSIT AUTHORITY W2-? Page 2 of6

OVERALL RESULTS

The survey results were very positive. Overall satisfaction and loyalty were explored through 3 key questions:

1. What is your overall opinion of GO Transit as a provider of regional transportation services? Eighty-seven percent of respondents rated this question at 7 or better out of 10. In the 2004 survey only 74% rated GO positively on a similar question, although the different wordings used are likely responsible for at least some of the change in results.

2. What is the likelihood that you will continue to use GO Transit? Ninety-five percent indicate they are likely to continue using the service. Notably 50% indicate they use GO by choice, not necessity.

3. What is the likelihood that you will recommend GO Transit to a friend or colleague? Eighty percent of respondents are positively disposed to recommend GO Transit to a friend or colleague. This result is slightly below the GO 2020 objective of having 85% willing to recommend GO service.

Figure 1. Overall Measures of Customer Satisfaction

10 3 GO Transit Overall

n9toio

□ 710 8 likely 10 Contlnua D5 Io6

DUO 4

liktfy to Recommend

CUSTOMER LOYALTY Figure 2. Customer Loyalty Index Customer loyalty was estimated by combining each respondent's answers to the three questions illustrated in Figure 1. Fully 22% of respondents rated GO at 9 or 10 out of 10 for all three questions and were considered "loyal". A further 47% rated GO at 7 or better on all 3 questions. The 3% who Hesitant 28% answered 6 or less on all three questions were rated "at risk". Figure 2 summarizes this analysis.

Fifty-five percent of respondents were not classified as "loyal" but still indicated a very high likelihood of continuing to use the service; in addition, twice as many respondents indicated they use GO by choice as were found in the "loyal" category. This may indicate that although some riders' satisfaction with the service is at moderate levels, they continue to see GO as a more practical and/or attractive travel choice than the alternative of driving. U2-& Page 3 of6

KEY OBSERVATIONS

Importance of Service Attributes

The analysis found that GO Train service and GO bus service are the two most important "overall" service categories. This is not really surprising - people take GO service if it takes them where they need to go and when; in comparison all other attributes are secondary. For both train and bus riders, keeping the service running on time had significantly more impact on satisfaction than any other attribute of service. Offering more service was found to be less important, but was the factor mentioned most frequently under things areas where GO could improve. Fares structure and payment services was the 4th most important aspect of overall service.

Most Satisfied Users

Bus riders were very satisfied overall and significantly more satisfied than frequent train riders. Bus riders averaged 8 to 9 out of 10 in most categories specific to bus service. Among train riders, line passengers are the most satisfied; this is not surprising given the recent extension of the line, and the reliability of this service due to comparatively low number of GO and other trains on the line. Finally, occasional riders are more satisfied than frequent riders.

Least Satisfied Users

GO's core market of frequent train users are less satisfied with service than bus riders, however their scores remained in the 7 to 8.5 out of 10 range for most categories. Despite the high frequency of scheduled service and number of express trains, satisfaction is affected by reliability concerns, availability of seating, and offering more off-peak service. This is due in part to the fact that frequent users are more likely to experience delays and other conditions such as crowding/lack of seating.

More Service Desired Overall

More frequent service during all service periods is a key desire that was listed by 42% of customers among the "3 things to improve". More service would increase the convenience and flexibility of GO travel, as well as alleviating crowding at peak times. GO has been preparing for service increases for a number of years. In the past 6 months alone nearly all rail corridors have received either new/extended train service or train-bus service. New trips were also added to the 407 Express service. GO's current business plan includes significant capital projects that will enable even further service expansion. An on-going challenge is to provide this additional service - particularly in off-peak and weekend periods - without fare increases or requiring additional operating subsidies.

Concern About Fares

Everyone would prefer not to pay for things, and market research surveys consistently record lower than average scores for cost or fare-related categories. GO Transit shows a similar trend, with fare-related questions receiving some of the lowest performance while being the most important service-related category after train and bus services overall. Of greater concern is the change in cost-related references since the 1999 survey, as illustrated in Figure 3. In 1999 and 2004, cost was mentioned by 24% of respondents as one of the "three best things about GO Transit"; in 2008 this decreased to only 18%. Conversely, cost rose among the "three areas GO Transit could improve the most" - rating mention by 27% of respondents in 2008 - compared to only 19% in 2004 and 17% in 1999. In addition, although Page 4 of6 discounted fares had only two-thirds of the impact on fare satisfaction as the reasonableness of fares, it did receive the lowest performance score in the fare structure and payment systems category.

Figure 3. Change in Incidence of "Cost" Among the "3 best things" and "3 areas to improve".

2008

2004

2004 2008

3 Bost thing* 3 omo> to Improve

Satisfaction with GO Transit fares is strongly correlated with opinions about quality of service, including reliability, seating, and offering sufficient service. It is suspected that if satisfaction with these issues was higher, then overall concerns over fares would be less. In addition, the survey was conducted in October when gas prices had dropped dramatically following record high levels in the summer. Survey respondents may have been particularly sensitive to price comparisons at this time.

OTHER NOTABLE FINDINGS

GO is seen as being as a better alternative than driving, as an organization that treats all passengers with respect, and as doing everything it can to ensure passenger safety. Communications such as announcing stops clearly on trains and buses, keeping the website up to date, and communicating upcoming service changes all received performance scores in the 7.5 to 8.5 range. Customers place a high value on the comfort, cleanliness, and convenience of GO Transit, mentioning these items frequently among the "3 best things about GO Transit." Customers indicated there has been positive change on some service attributes although there may be room for further improvement. The friendliness and helpfulness of station staff and drivers, frequency and timing of services, and notification of delays all figured more in the "3 best things" and/or less in the "3 things to be improved" than in previous surveys.

Passengers would like more timely notifications in the case of delays, cancellations and other unscheduled changes. Overall there is a perception that GO could do better to respond to customer concerns in a timely manner, although it is unclear whether this means answering customer comments, or actually implementing the changes requested in a more timely manner.

Reliability received mixed reviews: it was listed by 33% of respondents among the 3 "best things" about GO Transit, but by 27% among the "3 things to be improved". These mixed results reflect differences in the reliability of service across corridors. For example, Lakeshore passengers tend to experience more delays than other corridors, in part due to the high frequency of trains in that corridor, as well as the number of express trains which require more use of switches and passing tracks. However, Figure 4 illustrates a steady overall increase in the frequency of mentions under needed improvement. Figure 4. Change in Incidence of "Reliability" Among the "3 best things" and "3 areas to improve".

40 1999 35 nm 2008 30 2004 1 2008 25 H 2004 20 Hi "8 15 Wm mm 1999 10 - 5- 18 H

3 best things 3 areas to improve

Finally, questions related to GO parking lots received some of the lowest overall scores in the survey, in particular availability of parking, and the ease of exiting station parking lots. However, parking had the lowest relative impact of all 10 major service categories, with less than half the level of impact on loyalty as GO Train service, GO bus service, and Fare Structures and Payment Services overall.

KEY RECOMMENDATIONS

Overall, survey respondents communicated a high degree of loyalty to the service and good overall satisfaction. GO needs to protect the quality of service provided to both train and bus customers, continuing to focus on reliability and increased service frequency. GO's "Corporate Reputation and Image" is also high overall and had a high impact on customer loyalty - communications strategies should incorporate key messages from this such as GO's advantage over driving, ensuring passenger safety, and respect for our passengers. We need to retain our quality of communications with customers, paying special attention to real-time notification on service delays.

There is a complex relationship between service levels and satisfaction with fare increases. Recognizing that price-related survey questions consistently score below average, and that fare increases are hard to avoid, it is worth considering how fare increases are applied. For example comparing the reception of flat versus distance-based fare increases, the frequency of increases, fare-related communications strategies, and whether fare increases can be tied to a service guarantee to improve GO's value proposition.

Customers expressed strong dissatisfaction with the provision of meaningful discounts for both "bulk purchase" (e.g. 10 ride tickets and monthly passes) and concession fares. This should be considered in development of the Presto-based loyalty reward program. Conversely, customers are reasonably satisfied with having a variety of ways to purchase tickets; Presto integration should retain or improve this level of flexibility and convenience.

GO's 2008-09 Business Plan includes a multitude of infrastructure projects and capital purchases that (when completed) will address key drivers of customer loyalty by ensuring greater reliability and more frequent service. Communicating that these improvements are underway and how they will affect service during construction may mitigate customer frustration over delays and the perceived gap Page 6 of 6 between demand for service and the frequency/capacity that we can provide. The challenge will be completing these large and expensive projects on schedule, and keeping up with continually growing demand.

NEXT STEPS Results of the 2008 Customer Satisfaction and Loyalty Survey present a much higher level of detail than what can be communicated in this report to the Board. These results have been communicated to each of GO's business units as a basis for their customer service activities.

GO staff are reviewing potential strategies to monitor customer satisfaction and loyalty on a more frequent basis and through a greater variety of measures.

A TTACHMENT (if any):

Nil.

Submitted by: E.M. Wyatt' Acting Director, Customer Services

I') BOARD Transit TO: Board Members SUBMISSION O FROM: Gary McNeil Meeting No. 122 Managing Director & CEO April 9,2009 Item E - 4

SUBJECT: GO Transit Station Access Strategy

RECOMMENDA TION:

That the Board receive the GO Transit Station Access Strategy.

BACKGROUND:

Since 1995, GO Transit has seen the percentage of customers who drive to and from their home GO Station increase from 54% to 67%. Today, for every 100 weekday GO passengers, 65 cars occupy station parking spaces (some cars transport more than one passenger).

The GO Transit Station Access Strategy (attached) was developed to counter this trend by encouraging active and more environmentally-friendly alternatives for getting to and from stations, such as walking, cycling, and riding local transit. This will reduce the number of cars parked at GO stations each day.

Objectives

The Strategy establishes key principles to prioritize active transportation and local transit in station design, stakeholder partnerships, and customer communications. These principles will guide GO Transit towards the goal of reducing the number of cars parked at stations to 50 cars per 100 customers, by the year 2020.

The Station Access Strategy will serve as a framework for developing improved pedestrian, cycling and local transit networks to/from stations, so as to provide reasonable alternatives to encourage GO customers to travel to stations by modes other than the private automobile. The Strategy is an important guide to communicating and engaging with external stakeholders including passengers, elected officials, community planners, developers, engineers, urban designers and architects, towards the achievement of these objectives.

The Station Access Strategy complements the objectives of both the GO 2020 Strategic Plan and the Metrolinx Regional Transportation Plan (RTP). Metrolinx staff have reviewed the Station Access Strategy and support its overall direction as well as the development of initiatives of mutual interest.

Strategy Broad Themes

) GREATER The Station Access Strategy presents key principles tied to the four broad themes TORONTO described below. These principles will be developed in further detail based on TRANSIT AUTHORITY HZ-13 Page 2 of3

current best practices and consultation with internal and external stakeholders, and will be incorporated into GO Transit's standard operations.

Theme A. Lead with our stations: Prioritize active transportation and local transit at all GO Stations Walking, cycling and public transit will have priority access at stations and terminals, with dedicated routes for pedestrians and cyclists where possible. Parking lots and driving lanes will be designed to optimize use of space and convenience of entry and exit for vehicles.

Theme B. Integrate with Communities GO will work to better integrate its stations with the communities in which they're located. This may include joint investments with local stakeholders to create walking and cycling routes and measures to benefit customers who travel to GO stations on local transit.

Theme C. Communicate and Promote GO will continue to promote existing walking, cycling, and local transit options, coming improvements, and initiatives to encourage customers to choose alternative ways of getting to and from GO stations.

Theme D. Collaborate GO will establish partnerships with key stakeholders including local and regional municipalities, transit providers, provincial government agencies, developers, and local businesses to achieve its station access goals. GO will also coordinate efforts among its internal departments to ensure this strategy is integrated into all station and terminal operations, infrastructure planning and budget processes.

Potential Benefits Benefits of encouraging more passengers who walk, cycle, or take local transit to GO Stations include:

• Providing well-managed, safe, and enjoyable access options for pedestrians, cyclists and vehicles in both existing and new GO-owned facilities;

• Reducing the rate at which GO Transit must expand parking lots relative to ridership growth;

• Mitigating the increase in operating costs related to parking expansion;

• Responding to customer requests for walking, bicycling, and transit-related amenities;

• Contributing to the establishment of a more integrated, multi-modal transportation system that provides healthier and more environmentally sustainable travel choices to residents throughout GO Transit's service area; and

• Publicly demonstrating a commitment to reductions in the environmental impact of GO services.

Implementation An implementation plan has been developed as an integral part of the Strategy. Implementation at GO stations will involve both "quick win" (easy to implement) and longer term initiatives, to be integrated into on-going station capital works as appropriate.

A small number of stations will be selected as showcases, in which multiple aspects of the Station Access Strategy will be introduced and promoted. Over the next several months, staff will review all GO stations/terminals and prioritize work based on opportunities for improvement and the probability of encouraging significant reductions in car travel to stations over the short to medium term. /£?, H2-IH Page 3 of3

A TTACHMENT (if any):

GO Transit Station Access Strategy Report dated March 5,2009

Submitted by:

Eve Wyatt Acting Director, Customer Services c

GO Transit Station Access Strategy

Prepared By:

Transportation Planning and Development

March 5, 2009

C Executive Summary GO Transit's Station Access Strategy provides a framework to achieve a shift in travel mode to stations by applying 8 key principles that prioritize walking, cycling, and local transit in station area design, stakeholder partnerships, and communications.

Since 1995 GO has seen automobile modal share for rail station access (other than Union) increase from 54% to 67%. The Station Access Strategy outlines an integrated approach to station access where walking, cycling and public transit will have priority access to stations and terminals with dedicated access provided where appropriate. It is a framework from which specific standards will be developed for smooth implementation that suits each station context. Over the next 11 years. GO will achieve the objectives stated in the GO 2020 strategi c plan. By 2020. the proportion of GO passengers accessing GO rail stations (other than Union) by walking cycling, or transferring to and from other local services will double to exceed 35%. Many customers will continue to drive - some occasionally and some every day; however this integrated approach will generate a reduction from 65 parking spaces per 100 weekday passengers in 2008 to approximately 50 in 2020. The framework in this strategy will help achieve these objectives and respond to many aspects of the Metrolinx Regional Transportation Plan (RTP).

GO will benefit from this decreased driving intensity by slowing demand for parking expansion, thereby optimizing the use of capital funds, minimizing growth in operating costs and leading the creation of a truly integrated sustainable transportation system for the Greater Toronto and Ham ilton Area. This will be achieved by committing to 8 key principles, addressing four broad themes:

A. Lead with our stations: Prioritize access by pedestrians, cyclists, and local transit users at all GO Statlo ns. (Principles 1,3,4,5 and 7) Walking, cycling and public transit will have priority access to stations and terminals, with dedicated access routes provided where appropriate. Motor vehicle parking areas and internal roadways will be designed to optimize use of space and facilitate access/egress movement.

B. Integrate with Communities (Principles 2,3, and 8) GO will work to better integrate its stations with adjacent communities. This may include joint investment with local stakeholders to create walking and cycling routes and transit priority measures where they would benefit travellers to GO stations.

C. Communicate and Promote (Principle 6) GO will continue to promote the access options available, improvements being made, and develop initiatives to encourage customers to choose alternative modes to get to and from GO stations.

D. Collaborate (Principles 7 and 8) GO will establish partnerships with key stakeholders including local and regional municipalities, transit providers, provincial government agencies, developers, and local businesses to achieve its station access goals. GO will also work to coordinate efforts amongst its internal departments to ensure this strategy is integrated into all station and terminal operations, infrastructure planning and b udget processes. H2.-17

C Introduction Relieving customers' reliance on private automobiles to get to and from GO Transit services is, and will continue to be, a key to GO Transit's future success. A key direction of the GO 2020 plan is to prioritize walking, cycling, and public transit access to stations and terminals. The proportion of passengers travelling to rail stations by these modes will double to exceed 35%.

GO Transit's Station Access Strategy outlines an integrated approach to station access where walking, cycling and public transit will have priority access to stations and terminals, with dedicated access provided where appropriate. The principles presented will enable GO to achieve its strategic objectives for 2020, while continuing to provide convenient access for passengers arriving by automobile.

Since 1995, GO Transit has seen the proportion of passengers driving alone to its rail stations increase from approximately 54% to 67%, in tandem with an overall increase in ridership. The resulting pressure to expand parking space has increased GO's capital and operating expenses and in some instances has created traffic congestion and infiltration issues in and around stations. Parking has consumed large parcels of otherwise developable land, and has resulted in GO Stations that are not well integrated with their surrounding communities and urban fabric.

This Station Access Strategy provides a framework to achieve a shift in travel mode to stations by applying 8 key principles. These include prioritizing walking, cycling, and local transit in station area design; joint investment with municipalities to improve routes leading to stations; taking a more strategic approach to parking management; and effective marketing, communications and operations support. This Strategy is a framework from which specific standards will be developed for smooth implementation that suits each station context.

Implementing this integrated approach and achieving these goals is a complex challenge. It will be achieved gradually between now and 2020 with multiple complementary strategies and strong partnerships with key stakeholders.

Creating higher-density, mixed-use communities around stations are also an essential component of shifting travel modes and will help increase GO ridership in both peak and off-peak directions. As stated in GO 2020, GO will strive to encourage transit-oriented development around its stations and to consider opportunities to locate new stations in areas that are easily accessible by alternative modes of transportation. Influencing transit-supportive development patterns around stations and mobility hubs is also a focus of both the provincial Places to Grow Act, and the Regional Transportation Plan. HZ-18

The Station Access Strategy is an important guide to communicate among GO ^ , Transit's internal business units, and will also be useful in reaching out to external stakeholders including passengers, elected officials, community planners, developers, engineers, urban designers and architects.

Anticipated Benefits GO will benefit from the successful implementation of this strategy by:

1) Increasing the proportion of passengers that walk, cycle, or take local transit to GO Stations; 2) Providing a controlled and safe interface between pedestrians, cyclists and vehicles in both existing and new GO-owned facilities; 3) Reducing the rate at which GO Transit must expand parking capacity relative to ridership growth (a savings of $25,000 to $50,000 per structured parking space); 4) Mitigating the increase in operating costs related to parking expansion (a savings of $350 to $450 per structured parking space per year); 5) Responding to customer requests for walking, bicycling, and transit-related amenities; 6) Contributing to the establishment of a more integrated, multi-modal transportation system that provides sustainable travel choices to residents throughout GO Transit's service area; and 7) Publicly demonstrating a commitment to on-going reductions in the environmental impact of its services.

Implementing this Station Access Strategy will have indirect benefits for municipalities in the GTA such as:

• providing more travel choices for all residents in areas served by GO Transit • supporting the development of compact, walkable, transit-friendly communities; • increasing the proportion of trips in the GTA and Hamilton taken by transit and non-motorized forms of transportation; • optimizing overall capacity of the existing road network; • increasing physical activity levels of residents in the GTA and Hamilton; and • reducing air pollution and greenhouse gas emissions. Section A: Infrastructure and Design Principles Q Station Access Principle 1: Lead with our stations - Prioritize access by pedestrians, cyclists and local transit users at all GO stations

Safe, convenient, and attractive travel routes and waiting areas increase the incentive for individuals to choose "alternative" travel modes. Priority will be given to pedestrians, cyclists and local transit when designing and retrofitting stations, followed in order by taxis, kiss & ride, carpooling, and single-occupant vehicles.

Station features to support this principle may include but are not limited to:

• Clearly marked pedestrian and cycling routes that are as direct as possible and segregated from motor vehicle traffic. Routes should ensure barrier-free travel, avoid crossings of bus-loops, and be located to serve customers walking from parking areas as well as those walking or cycling from off-site. • Materials and design will enhance visibility of these routes while minimizing on-going maintenance requirements. • Amenities to enhance the user experience such as lighting, landscaping, and covered or enclosed walkways. • Overall design that prevents vehicles from parking illegally and driving over curbs. • Multiple access points where feasible to facilitate access and egress, in particular pedestrian/cyclist only entry ways to connect from adjacent communities or trails. • Bus loops that provide exclusive rights of way for GO and local transit buses to deliver passengers in close proximity to station buildings and platforms. Bus facilities will be built to accommodate buses with deployed bicycle racks, and will consider projected growth in requirements for bus bays. • Areas that enable reasonable snow storage in a manner that does not intrude on access/egress routes for any travel modes.

The presence/location of reserved parking may need to be adjusted to accommodate the best amenities for walking, cycling, or local transit. When applicable, reserved parking patrons will be offered reserved space elsewhere in the parking area.

Principle 1 supports GO 2020 objective 4 and RTP Strategies 2, 7, and 8. (See Appendix B) Station Access Principle 2: improve integration, convenience and continuity of walking and cycling routes in areas surrounding stations.

GO Transit will identify strategic locations around stations where customers would benefit most from improved walking, cycling, and transit priority facilities. Through planning processes and partnerships, GO will contribute to improving such facilities on routes leading to station sites. It is recognized that the greatest benefit for encouraging walking will be within a 600 to 800 metre radius (6 to 10 minute walking time), with longer distances from the station being reasonable for cycling and transit. Partnerships with local municipalities will require municipal responsibility for maintenance of pathways leading to stations (e.g. snow clearing), although GO may contribute to capital costs to construct such pathways.

By working with local stakeholders, GO Transit can help identify and address key barriers to walking, cycling and taking local transit to stations which are beyond the station area but which have a significant influence on travel choices to access GO Stations (e.g. highways, railway corridors, and development patterns).

Principle 2 supports GO 2020 objectives 4 and 5, and RTP Strategy 7. (See Appendix B)

Station Access Principle 3: Improve integration with local transit systems.

In order to attract riders, local transit must be perceived as fast, reliable, convenient and comfortable.

GO Transit will continue to collaborate with local transit agencies to:

• Coordinate schedules and co-promote local bus services to GO passengers. • Provide real-time information boards at bus loops for local transit. • Identify and implement transit priority measures (including HOV lanes, queue jump lanes and signal priority) at station access points and along transit routes serving GO Transit facilities. • Providing "customer information centres" for local transit agencies to post system-wide route maps and complete schedules for buses serving that station. Consider opportunities to allow branding of these "centres" by the local transit agencies to increase visibility of the connections between transit modes. HZ-2-1

GO Transit will take the following steps to make station areas more convenient for use as key local transit hubs: • Provide bus loops and platforms which are separated from other vehicular traffic. • Consider shuttles provided by GO Transit (rather than the local agency) to bring customers to the busiest stations. • Provide high quality passenger amenities/all season design at bus stations, park and ride locations and bus loops at rail stations (examples include heated shelters, and solar lighting).

GO Transit will work with its stakeholders to make local transit more attractive by: • Maintaining the existing rail fare integration program and expanding to include the GO Bus network. • Introducing the Presto fare card to facilitate more seamless inter-system transfers. • Exploring ways to increase taxi and car sharing options at stations to provide secondary choices when other options do not fit a customer's needs.

Finally, GO Transit will continue efforts to promote its own bus services including train-meet and connecting bus routes. Many of the measures described here (e.g. transit priority into stations) would be of benefit to both GO and local agencies; this type of co-benefit should be a criteria in prioritizing such investments.

Principle 3 supports GO 2020 objective 5, and RTP Strategies 5 and 6. (See Appendix B)

Station Access Principle 4: Encourage bicycles with secure parking and on-system amenities

Accommodating bicycles at stations and on GO Trains and Buses will better integrate the GO System with a region-wide multi-modal transportation network. GO offers many opportunities for customers to bring bicycles on board with bike racks on buses (on all buses by April 2009), allowing regular bicycles on off-peak trains, and folding bikes on all trains. GO will explore options to enhance this access, for example by providing on- train racks to stabilize bicycles.

GO Transit will provide bicycle parking at stations, terminals, and park & rides in two key categories:

• Class 1 bicycle parking is highly secure to prevent damage as well as theft, is usually weather protected, and is primarily used for long-term (all day) parking. Class I parking typically requires advance registration for the service, although pay-per-use technology also exists. Examples include bike lockers, bike cages and bike stations. HZ-22-

• Class 2 parking is less secure from damage O or theft because it is not in a fully enclosed/locked area. It is more convenient to occasional users because no reservation is required. Examples include post-and-ring racks, hanging triangle or hanging circle racks (such as those used in GO's bicycle shelters). GO'S new standard is to provide these in weather protected shelters.

Bicycle parking will be located such that it is convenient to the station building and platform, but does not interfere with key pedestrian routes leading from platforms or through the stations.

High quality bicycle parking will help mitigate demand for bringing bicycles on peak-period trains. More detailed bicycle parking guidelines are contained in Appendix C.

To ensure consistency and a high level of customer service across the entire system, GO Transit will own and operate all Class 1 bicycle parking facilities located on its station property. GO will establish the required operational protocols to administer and support bicycle parking elements with GO staff.

Parking spaces, including reserved parking, may be relocated or replaced where required to locate bike parking appropriately.

Principle 4 supports GO 2020 objective 4 and RTP Strategy 2. (See Appendix B) ttl-Z*

Station Access Principle 5: Manage motor vehicle parking areas to optimize use of space and minimize delays in access/egress.

Although the requirement for parking spaces per passenger will decrease by 2020, a significant number of GO Transit customers will still access stations by driving. Careful design, construction, and management of motor vehicle parking areas will optimize the use of parking areas and ensure a quality station access experience for all users. Although specific detail on parking management options is beyond the scope of this strategy, subsequent companion documents will consider various approaches which may include:

• review of design standards for parking areas to optimize traffic flow • establish rational criteria for parking expansions, including when, where, and how much is required • design and location of Kiss & Ride areas to minimize congestion and accommodate more passengers by this mode • design and implementation of a carpooling campaign including promotions, incentives, assistance and enforcement • review of the reserved parking program to ensure that its rates, management policies, number of reserved spaces, and the overall premise of the program support the optimal use of parking areas • how to better integrate parking structures with surrounding developments and with station infrastructure

The existing initiative to provide post-and-ring locks for motor-scooter/motor-cycle parking will continue and be expanded as required. On-going enforcement activities against illegally parked vehicles will continue, with special attention on those parked on pedestrian/barrier free walkways, entry-points, or painted cross-walk areas as well as emergency access routes.

Finally, GO Transit recognizes that the eventual introduction of parking charges is essential to achieve the goals of this strategy. Such charges would create a more equitable fare structure for people who choose not to drive, and will be easier to justify after key improvements have been made to the alternatives to driving. Parking charges are not being considered in the short term.

Principle 5 supports GO 2020 objectives 4 and 6, and RTP Strategies 3, 7, and 8. (See Appendix B) H2-2H

Section B: Implementation Principles e Station Access Principle 6: Deveiop a comprehensive advertising and communications strategy to promote opportunities for accessing stations by modes other than driving alone.

GO will continue to promote the access options available, improvements being made, and will develop initiatives to encourage customers to choose alternative modes to get to and from GO stations. The strategy will complement GO's corporate branding initiatives and build on existing advertising and communications tools.

Specific marketing methods would be adapted as appropriate for the target audience, station, and/or travel mode. This could include targeted advertising campaigns, special events, on-going communications tools such as GO's website and customer newsletters, and the presence of station-based messaging through customer information boards, announcements, or way- finding signage.

Promotional partnerships with external organizations (e.g. GO-By-Bike, Smart Commute) will be further developed and expanded as appropriate.

Station-specific customer information will be provided, for example including context maps showing the station location in relation to the surrounding streets, neighbourhoods, and major destinations.

Key communication messages would promote the personal benefits to customers of choosing not to drive to GO and the new or continuing measures that GO has put in place to make these travel options more attractive and viable for GO's customers.

10 Station Access Principle 7: C Provide strong operational support to ensure the success of this Strategy

Efforts will be coordinated among GO's internal departments to ensure this Strategy is integrated into all relevant operations, infrastructure planning, and budget processes. Improvements to pedestrian, cycling, and local transit access to GO Stations will be maintained in all seasons through on-going operational support including (but not limited to):

• Appropriate snow clearing and other physical maintenance. • Administrative and program support including additional staff where required. • Inclusion of these principles in consultant assignments for capital projects. • Communication through the Customer Contact Centre.

Budgeting processes will consider the need for incremental increases in operating funds to ensure staff and equipment are available to implement the Strategy.

Station Access Principle 8: Collaborate with stakeholders.

GO Transit will work with stakeholders and actively seek new partnerships to ensure successful implementation of these station access principles. These partnerships may take the form of joint funding of projects or programs, joint promotions, in-kind exchanges, consultation in planning processes, and other types of collaboration as appropriate.

Stakeholders to be consulted include, but are not limited to:

• local and regional municipalities consultants

• Ministry of Transportation taxi companies

• Metrolinx car sharing organizations such as Autoshare and ZipCar • local transit agencies local interest groups (e.g. walking, • local Smart Commute biking) organizations/TMA's bike rentals/stores • local property owners/property managers, businesses and business improvement associations (BIA's)

€

II Implementation Plan (?*-\ xj The actions described below represent the first steps in ensuring successful and timely integration of the Station Access Strategy into standard GO Transit operations.

1. Study Best Practices and Develop Standards

A consultant assignment will be awarded to review best practices and recommend design specifications to integrate the Station Access principles into GO station areas considering the various contexts of GO station locations. The review will focus on Principles 1, 3, 4 of the strategy with reference to Principle 5 as it relates to the interface between private vehicle travel and other modes.

Based on the consultant report and balanced with operations level input, GO'S engineering standards will be updated with station area design specifications to address priority for pedestrians, cyclist, and local transit users, will the new standards incorporate "quick win" and "long term" initiatives? e.g. if we're going to paint bike lanes, we need a standard for that - but the optimal standard may be a curb separated facility. Due to diversity of stations it is likely standards will need to include both (since both are likely to be the long-term solution) - so then will also need to have criteria for under which circumstances certain designs are used. Otherwise we'll just end up with stn ops selecting the lowest common denominator.

2. Inventory Stations and Prioritize Activity ||)

Undertake an inventory of existing conditions at and around each GO station, terminal and park & ride to identify site specific challenges, opportunities, and priorities' This inventory will be used to prioritize stations for various levels/types of improvement based on clear criteria such as potential to achieve a shift in access mode and opportunities available.

3. Administrative and Operational Supports

Identify where new administrative processes or operational supports will be required to ensure effective implementation of the Strategy and the associated revised design standards Develop such processes and incorporate operational needs into division budgets as appropriate. (Example: process for managing the secure bicycle parking program.)

4. Quick Win Activities

Based on the new standards and priorities identified, undertake station area improvements that are low cost, high visibility, and which can be implemented quickly. Depending on the type of action, some will be implemented at all stations, with others at only selected sites.

5. Long Term Initiatives ^

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Identify which types of actions require too much detailed design and capital investment to be considered a "quick win". • Select 2 to 5 "showcase" stations at which to implement a suite of these more extensive improvements to demonstrate the potential of the "ideal" station from an access perspective. • Develop a list of priorities for extending improvements across the system; this will incorporate improvements into standard operations and scheduled capital renewal projects when possible and establish specific station-access improvements where required.

6. Marketing Campaign

Marketing & Advertising and Strategic Communications will continue to incorporate into regular activities messages about alternative forms of station access. It will be highlighted that in addition to building parking, GO is taking steps to make its stations more welcoming to other stations access modes. As physical infrastructure improvements are completed, the campaign may become more active at encouraging customers to try modes other than driving alone.

7. Establish and Expand Partnerships

GO staff will work actively with local municipalities, transit agencies, and other key stakeholders to address elements of this Strategy that are not restricted to GO property. Examples include improved transit service, transit priority measures, and new or improved walking and cycling routes leading to stations.

8. Incorporate Activities into Budgeting Processes

Through the measures described above, the Station Access Strategy will become standard operating practice for GO Transit. Station access amenities will be incorporated into budgets for other major station work, and priority projects independent of on-going works will be budgeted for in annual capital budget processes.

Operations requirements will also be incorporated into annual budget estimates to ensure sufficient staff and resources are available.

13 APPENDIX A - INVENTORY OF EXISTING/ON-GOING INITIATIVES o Table 1: Amenities/Services Already in P ce or in Planning Stages Implmt'n Existing/Anticipated Benefit Amenity Project Status Date On-going Semi-secure bike parking; some Conventional Provided on/near building apron :hallenges with theft and vandalism. bike parking with some exceptions On-going Provides highly secure bike parking Bike lockers In partnership with City of option for a limited number of cyclists; Toronto; currently installed at managed by City of Toronto in a Exhibition, Long Branch, manner similar to GO'S reserved Guildwood parking program Pilot Provides high security bike parking with Bike cages Pilot to be installed at a lower cost and lower space Burlington Parking Garage and installation requirement per bicycle than lockers. Hamilton GO Centre. Plan to spring install in all parking structures. 2009, 2008-09 Provides partial weather protection for Sheltered bike 44 shelters installed across 33 stations in 2008; remainder bicycles; higher-profile/visibility of bike racks at parking. stations scheduled for 2009 On hold Indoor ramps assist movement of Bike ramps on Pre-test for indoor stairs in bicycles through stations in off-peak stairs April, 2008. Final hours; outdoor stairs increase design/implementation to access/decrease travel distance to follow. stations at all times. On-going Makes transfers easier for local transit Local transit Bus loops provided where riders. Bus loops encourage more local access (bus possible; not always separated from mixed traffic. Some routes at GO Stations (easier turn loops) stations have local transit stops around point). only on adjacent streets Full fleet Enables combining bus and bike travel; Bike racks on Pilot in progress. Installation continues on remainder of fleet. equipped better integration of GO with overall buses by April sustainable transportation network. 2009. Attracts more off-peak (recreational) trips. On-going Enables combining train travel with Bikes on off- Currently on all off-peak; peak bikes - improves the link between GO peak trains trains traveling in off-peak Stations and other travel destinations. directions (as long as bikes do not enter ). On-going Increases travel flexibility to connect Folding bikes Successful summer-08 pilot. to/from GO stations by bicycle. on peak period Permanent as of November '08. trains.' On-going Improved customer waiting areas to Heated Included in the 2009 revision of reduce inconvenience during layovers shelters on the Engineering Design between services, and to help spread bus & rail Manual. To be installed when the peak of arrival times at stations by platforms. replacing, retrofitting, or reducing the discomfort of waiting. providing new shelters.

On-going, In some cases enables wrapping Off-site works TP& D and Cl have begun context expenses for small benefits into larger considered in considering "off-site" works that specific projects. Also engages the local station would benefit GO customers depending stakeholders in considering GO station upgrades. coming to stations. Example: access needs, cost-sharing of Town of Ajax, pedestrian on project. infrastructure, and negotiating improvements to 401/Westney maintenance, interchange.

14 Table 2: Existing Customer Service and Communications Initiatives Policy / Status Existing/Anticipated Benefit Initiative Website - "Bicycles" section under "Get To Provides minimum information for customers bicycle page and From GO". Provides FAQs on wishing to access GO by bike or local transit. bicycle use on the GO system, link to "GO Bike by Bus" user guide, and folding bike etiquette. Website- walking "Walking" section under "Get To Provides information and encourages page and From GO" is under customers to walk to GO Stations. development. To include walking tips, links to maps of walking paths/short cuts, etc. GO News Opportunity to promote GO Generating awareness of and interest in new initiatives. GO initiatives. GO E-bulletins Approx 49,000 passengers are Caters to customer demand for information signed up for electronic service updates; ability to reach a large portion of bulletins. customers in a very efficient/timely manner. Press releases General promotions/customer Broad publicity of new initiatives; potentially information for new initiatives. attract new customers; raise positive profile of GO service. Local transit Stations with local bus bays have Enables GO Transit customers already familiar information at route numbers (and sometimes with local transit options to use that system stations route maps) posted for the routes when at the GO station. that service that station. Real time Indoor boards installed at all rail Provides information for customers regarding information stations in 2008. Outdoor to follow delays and expected train arrival times. boards at rail in 2009. stations. Advertisements Fare Integration ads are run on a Build awareness and reminder to current and rotational basis in 24 Hours & Metro potential customers; ability to reach wide newspapers. audience. Community Promotion of local fare integration Build awareness and reminder to current and Newspaper offer (i.e. new Barrie service) where potential customers; ability to reach targeted Advertisements applicable and space permitting. audience. Community Targeted community newspaper Build awareness and reminder to current and Campaigns ads and posters (i.e. Rouge Hill) to potential customers. encourage people to consider using a different station or getting to the station by a different mode. Posters Fare Integration posters are on Build awareness and reminder to current display on a rotational basis at customers in a captive environment. applicable stations and in some train coaches amongst other GO posters in allocated frames. Partnerships On-going and by request from local Build awareness and promotes both local transit with local transit systems. and GO. Media or Clean Air Day - Pickering, Green Reminds current customers of alternatives to customer events Venture at Hamilton GO Centre, driving to their station. Kiss and Ride Promo.

15 Table 3: Community Partnerships Already in Place Target Existing/Anticipated o Amenity Project Status Implemnt'n Benefit Date May 2009 Enables combining bike and tra Bike City of Toronto project - in travel with more secure bike station at construction. Will provide secure parking provided at destination Union indoor bike parking at Union (York end of trip. West Teamway). Reduces cost and increases GO Transit subsidizes 75% of local On-going Fare convenience of taking local integration transit fare for passengers with GO transit. It is hoped to increase the with local tickets or monthly passes. number of people taking local transit. transit to GO. Selected local transit services On-going Improved travel time/ GO convenience for GO riders taking Shuttles scheduled specifically to meet GO local transit; hoped to increase Trains. Offered by Mississauga the number of people taking local Transit, , others. transit to GO. Completed. Increase rider awareness of GO-By- Project completed - potential for Potential 2009 benefits of integrating GO Train Bike expansion or continuation in 2009. travel and cycling; increase off- project. peak ridership; increase customer comfort levels with cycling to GO Train stations for commuting. On-going collaboration in promotions On-going Increase distribution of Smart information to targeted groups Commute when appropriate; e.g. attendance at who may not yet be using GO. Smart Commute events to promote Incorporation of GO messages GO service, provision of information into social-marketing campaigns to Smart Commute TMAs for that target commuters at their distribution, permission to advertise commute destinations. Carpool Zone at selected stations (currently in New Market area).

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APPENDIX B - OBJECTIVES OF STRATEGIC PLANS

GO 2020 Strategic Objectives

1. GO will deliver a high-quality interregional transit service throughout the Greater .

2. GO Transit will be a leader in customer service.

3. GO Transit will continue to enhance quality through organizational excellence.

4. GO Transit will be a model for sustainability, and be seen as a leader in "green" development and operations.

5. GO Transit's strong partnerships with stakeholders will maximize the benefit of GO services in the region.

6. GO Transit's operations will be economically sustainable.

METROLINX Regional Transportation Plan Strategies

Strategy 1: Build a Comprehensive Regional Rapid Transit Network

Strategy 2: Enhance and Expand Active Transportation

Strategy 3: Improve the Efficiency of the Road and Highway Network

Strategy 4: Create an Ambitious Transportation Demand Management Program

Strategy 5: Create a Customer-First Transportation System

Strategy 6: Implement an Integrated Transit Fare System

Strategy 7: Build Communities that are Pedestrian, Cycling and Transit- Supportive

Strategy 8: Plan for Universal Access

Strategy 9: Improve Goods Movement within the GTHA and with Adjacent Regions

Strategy 10: Commit to Continuous Improvement

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APPENDIX C - BICYCLE PARKING GUIDELINES o

Ideally, bicycle parking facilities include the following characteristics: i. Locking structure enables securing both the frame and at least one wheel of the bicycle, ii. Located in a visible area with pedestrian traffic, proximity to security or station attendants, and/or CCTV to deter theft, iii. Curb separated and/or protected from motor vehicles by bollards to help prevent accidental damage, iv Sheltered from the weather to reduce wear of bicycle components and increase comfort of users during locking/unlocking in inclement weather, v As close as possible to the target destination (e.g. station building, track access point, bus platform at bus stations) and with convenient/safe pedestrian paths between the locking area and the destination, vi Convenient, easy to use, and easy to find on arrival, vii. Provide a choice of secure (Class 1) or on-demand (Class 2) parking at any given site. viii Points (ii) and (v) notwithstanding, bike racks and lockers should be placed so that they do not interfere with passengers accessing the station or platform

areas.

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