DOCSLIB.ORG

Oc Transpo Annual Performance Report for 2014

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Oc Transpo Annual Performance Report for 2014 1 Report to Rapport au: Transit Commission Commission du transport en commun 20 May 2015 / 20 mai 2015 Submitted on May 7, 2015 Soumis le 7 mai 2015 Submitted by Soumis par: Kent Kirkpatrick, City Manager / Directeur municipal Contact Person Personne ressource: John Manconi, General Manager / Directeur général, Transit Services / Services du transport en commun 613-842-3636 ext./poste 2111, [email protected] Ward: CITY WIDE / À L'ÉCHELLE DE LA File Number: ACS2015-CMR-OCM-0009 VILLE SUBJECT: OC TRANSPO ANNUAL PERFORMANCE REPORT FOR 2014 OBJET: RAPPORT ANNUEL DE RENDEMENT D’OC TRANSPO POUR 2014 REPORT RECOMMENDATION That the Transit Commission receive this report for information. RECOMMANDATION DU RAPPORT Que la Commission du transport en commun prenne connaissance de ce rapport. BACKGROUND The 2014 Annual Performance Report provides both a snapshot of what occurred and a summary of how transit service was planned, operated and managed over the past year. The annual report allows for comparisons over previous years, to see how measures have been evolving. It also highlights key initiatives undertaken by the 2 Department. Since 2007, OC Transpo has been providing this annual summary as a way of improving accountability and transparency to Council and the Transit Commission. DISCUSSION OC Transpo will build on the results achieved in 2014 and will move forward with the strategic priorities identified by Council. Important transit performance highlights from 2014 include: Increased service availability, exceeding the target of 99.5 per cent; Increased Para Transpo ridership and fewer un-accommodated requests for trips; Decreased number of criminal offences per 100,000 customer trips; High levels of safety felt by our customers across different aspects of their transit experience; Increased in-service rates of elevators and escalators; and, Maintained levels of on-time performance for most categories. Several accomplishments were achieved in 2014 related to accessibility. OC Transpo completed the installation of 43 power doors at 10 Transitway stations, upgraded handrails at 14 stations, and improved lighting at seven stations. Surpassing all expectations, OC Transpo carried more than 95,000 fans to and from the new TD Place for Ottawa RedBlacks, Ottawa Fury FC and Ottawa 67’s games, as well as other events in 2014. Many important milestones in preparing for operation of the O- Train Confederation Line were met in 2014, including the relocation of LeBreton Station for a necessary construction detour. The detailed performance measures for OC Transpo in 2014 are grouped into six documents attached to this report. These documents contain measurements of: 1. Customer relations – Overall satisfaction, customer satisfaction with operators, access to electronic information, stop announcements, cleanliness, ride comfort, welcoming aboard; 3 2. Ridership – Annual system ridership, Para Transpo ridership, ridership by fare type, park and ride use; 3. Operations and maintenance – Service availability, on-time performance, Para Transpo on-time performance, scheduling procedures, elevator availability, occupancy, mechanical failure rate and impact on service, vehicle down time, fleet utilization; 4. Safety and security – Safety satisfaction, crime rate, fare compliance, vehicle collisions; 5. Special event service; and, 6. Financial indicators – Revenue-cost ratio, Para Transpo operating costs. Later in 2015, OC Transpo staff will provide a report to the Transit Commission with recommendations to make changes to the Department’s performance measurement and a revised Annual Performance Report. The updated measures will be based on experience with the current measures and on benchmarking with other transit systems, and will be focussed on service quality from the customer’s point of view. The report will also recommend changes to the form of the annual report. RURAL IMPLICATIONS There are no recommendations in this report that specifically affect rural areas. CONSULTATION No specific consultation has been carried out on this report. LEGAL IMPLICATIONS There are no legal impediments to receiving this report for information. RISK MANAGEMENT IMPLICATIONS There are no risks associated with this report. FINANCIAL IMPLICATIONS There are no financial implications associated with this report. ACCESSIBILITY IMPACTS There are no recommendations in this report that affect accessibility. 4 TERM OF COUNCIL PRIORITIES The recommendations in this report support two of the 2011-14 Term of Council priorities: Governance, Planning and Decision-Making – Achieve measurable improvement in residents’ level of trust in how the City is governed and managed, apply a sustainability lens to decision making, and create a governance model that compares well to best-in- class cities around the world. Service Excellence – Improve client satisfaction with the delivery of municipal services to Ottawa residents by measurably increasing the culture of service excellence at the City, by improving the efficiency of City operations, and by creating positive client experiences. SUPPORTING DOCUMENTATION Document 1 – Customer Relations Document 2 – Ridership Document 3 – Operations and Maintenance Document 4 – Safety and Security Document 5 – Special Events Document 6 – Financial Indicators Document 7 – Description of Figures DISPOSITION Staff will continue to monitor and report on the performance of the OC Transpo system. 5 Document 1 – Customer Relations Overall Satisfaction Satisfaction scores for OC Transpo remain high. Almost 80 per cent of all respondents gave positive ratings. The satisfaction rating among transit customers decreased slightly to 78 per cent in 2014. The rating for others (people who do not take transit) increased to 79 per cent. This is the highest rating by others the survey has ever measured. Figure 1: Customer Satisfaction Score Customer Feedback: “A passenger would like to commend the operator for being a great driver, kind, and always willing to answer any passenger questions. Excellent work!” Customer Satisfaction with Operators The number of compliments given by transit customers about operators increased in 2014 to 18.6 compliments per million passenger trips. The number of complaints raised by transit customers about operator behaviour increased in 2014 to 28.2 complaints per million passenger trips. These rates reflect all emails and telephone calls logged by OC Transpo customer service staff. 6 Figure 2: Customer Satisfaction with Operators Customer Feedback: “A passenger would like to commend the operator for ensuring that they reach their destination safely, allowing them to stay on board while deadheading to Elmvale Mall.” Access to Electronic Information The number of requests for electronic information from OC Transpo sources made in 2014 surpassed those made in previous years. Use of established sources of information, such as octranspo.com and the 560-1000 telephone system, decreased in 2014 when compared to 2013. The rate of usage of the online travel planner increased in 2014 when compared to 2013. 7 Figure 3: Rates of Access to Electronic Information Sources The majority of requests for electronic information from OC Transpo sources in 2014 were through third-party application requests, MyTransit application requests and 560560 text messaging, the three most recent formats of providing information to transit customers. Usage of these sources of information increased in 2014, with over 107 million third party Application Programming Interface (API) requests, almost 43 million MyTransit Application API requests and 24 million 560560 text messages sent. Important to note is that a single customer session usually consists of multiple API requests for live, real-time location data. As such, the results for 2012 to 2014 shown in the following figure should not be compared to figures reported for established sources shown above. Figure 4: Rates of Access to Electronic Information Requests 8 Stop Announcements The entire fleet of OC Transpo buses and trains is equipped with the Next Stop Announcement System. Customers are provided with audible and visual stop information in both official languages. The system continues to be reliable, but errors do occur from time to time. In 2014, when audited, the system either worked properly or the operator called out the stops manually 98 per cent of the time. Figure 5: Percentage of Bus Stops Called Out Customer Service Experience Program OC Transpo continued its contract with independent professionals through 2014 to objectively assess and record several factors that directly affect the quality of service provided to customers. In 2014, almost 2100 surveys were conducted onboard OC Transpo buses across the City, with surveyors collecting information at all times of the day and on a variety of routes. Three measures from the Customer Service Experience Program are presented in this report: cleanliness on buses and at bus stops and shelters, ride comfort, and a score for welcoming upon boarding. Cleanliness 9 The score for cleanliness is based on several observations made through the Customer Service Experience Program. At bus stops and shelters, a rating is made based on the amount of vandalism present, the cleanliness of the surrounding area, the condition of the bus stop flag, and the presence of unauthorized posters. Onboard the bus, a rating is made based on the cleanliness of the seats and the absence of litter. The rating for cleanliness at bus stops and shelters increased to the highest
Load more

Recommended publications
  • Social Sustainability of Transit: an Overview of the Literature and Findings from Expert Interviews
    Social Sustainability of Transit: An Overview of the Literature and Findings from Expert Interviews Kelly Bennett1 and Manish Shirgaokar2 Planning Program, Department of Earth and Atmospheric Sciences, 1-26 Earth Sciences Building, University of Alberta, Edmonton, AB Canada T6G 2E3 1 Research Assistant/Student: [email protected] 2 Principal Investigator/Assistant Professor: [email protected] Phone: (780) 492-2802 Date of publication: 29th February, 2016 Bennett and Shirgaokar Intentionally left blank Page 2 of 45 Bennett and Shirgaokar TABLE OF CONTENTS Funding Statement and Declaration of Conflicting Interests p. 5 ABSTRACT p. 6 EXECUTIVE SUMMARY p. 7 1. Introduction p. 12 2. Methodology p. 12 3. Measuring Equity p. 13 3.1 Basic Analysis 3.2 Surveys 3.3 Models 3.4 Lorenz Curve and Gini Coefficient 3.5 Evaluating Fare Structure 4. Literature Review p. 16 4.1 Age 4.1.1 Seniors’ Travel Behaviors 4.1.2 Universal Design 4.1.3 Fare Structures 4.1.4 Spatial Distribution and Demand Responsive Service 4.2 Race and Ethnicity 4.2.1 Immigrants 4.2.2 Transit Fares 4.2.3 Non-work Accessibility 4.2.4 Bus versus Light Rail 4.3 Income 4.3.1 Fare Structure 4.3.2 Spatial Distribution 4.3.3 Access to Employment 4.3.4 Non-work Accessibility 4.3.5 Bus versus Light Rail 4.4 Ability 4.4.1 Comfort and Safety 4.4.2 Demand Responsive Service 4.4.3 Universal Design 4.5 Gender 4.5.1 Differences Between Men and Women’s Travel Needs 4.5.2 Safety Page 3 of 45 Bennett and Shirgaokar 5.
    [Show full text]
  • Making Transit Functional
    MAKING TRANSIT FUNCTIONAL A guide to a frequent, affordable, and accessible system in Winnipeg Prepared by FUNCTIONAL TRANSIT WINNIPEG March 16, 2015 [email protected] www.functionaltransit.com “Transit works best where there are many destinations along something that feels like a straight line.” – Jarrett Walker, Human Transit 1 PREFACE This report was compiled by Functional Transit Winnipeg Functional Transit Winnipeg is a grassroots group of Winnipeggers who volunteer their time to research and advocate for improved public transit. This group came together over the concern that the Southwest Corridor will make public transit worse for Winnipeggers. We advocate for improving bus frequency within Winnipeg Transit’s existing service. This report was compiled in order to explain the deficiencies of the current plan for the Southwest Corridor in Winnipeg, and to lay out an alternative strategy that would have a far more positive impact on public transit for the same price as the current project being undertaken by the City of Winnipeg. Our conclusions are drawn from publicly available data, reports from the City of Winnipeg and transit research. We have made every effort to be factually accurate in our assessment of transit service and investment in Winnipeg. The views expressed in this document are those of the author and contributors only. We welcome response and input from those individuals who may have a different interpretation or access to more information. We can be reached at [email protected]. Lead author: Joseph
    [Show full text]
  • Translink Efficiency Review for Translink Commission
    TransLink Efficiency Review for TransLink Commission ACKNOWLEDGEMENTS Shirocca Consulting gratefully acknowledges the assistance and cooperation in providing data and information for this report from Coast Mountain Bus Company and TransLink as well as: • BC Transit Victoria • Calgary Transit • Edmonton Transit System • King County Metro (Seattle) • OC Transpo (Ottawa) San Francisco Municipal Transportation Agency (MUNI) • Toronto Transit Commission (TTC) • Winnipeg Transit Contents EXECUTIVE SUMMARY i 1. INTRODUCTION I Role of the TransLink Commission 1 This Assignment 2 2. TRANSLINK OVERVIEW 3 2010 10-Year Base Plan and Funding Stabilization Plan 3 3. TRANSLINK'S FINANCIAL PLAN AND PERFORMANCE 5 Revenue and Expenditure Growth 6 Revenue Growth 6 Expenditure Growth 6 Budget to Actual Performance 7 Targeted Efficiency Initiatives 8 Cumulative Funded Surplus 8 Capital Projects 9 Variance in Project Cost 9 Cash Flow Variance 10 2012 Budget 11 Economic Assumptions 11 Annual Budget Process 13 Review of 2012 Budget 13 2012 Bus Division Budget 18 Summary of Findings 18 4. TRANSIT SYSTEM PERFORMANCE 19 Performance Indicators Used 21 Conventional Transit Services 21 Five-Year Trend 22 System Performance 24 How does TransLink’s Performance Compare to its Peers? 25 Summary of Findings 32 Custom Transit Services 33 Five-Year Trend 33 Custom Transit Performance 36 How Does TransLink’s Performance Compare to its Peers? 37 Summary of Findings 42 5. BUS DIVISION PERFORMANCE 43 Performance Indicators Used 44 Conventional Bus Service 45 Five-Year Trend
    [Show full text]
  • Canadian Version
    OFFICIAL JOURNAL OF THE AMALGAMATED TRANSIT UNION | AFL-CIO/CLC JULY / AUGUST 2014 A NEW BEGINNING FOR PROGRESSIVE LABOR EDUCATION & ACTIVISM ATU ACQUIRES NATIONAL LABOR COLLEGE CAMPUS HAPPY LABOUR DAY INTERNATIONAL OFFICERS LAWRENCE J. HANLEY International President JAVIER M. PEREZ, JR. NEWSBRIEFS International Executive Vice President OSCAR OWENS TTC targets door safety woes International Secretary-Treasurer Imagine this: your subway train stops at your destination. The doors open – but on the wrong side. In the past year there have been INTERNATIONAL VICE PRESIDENTS 12 incidents of doors opening either off the platform or on the wrong side of the train in Toronto. LARRY R. KINNEAR Ashburn, ON – [email protected] The Toronto Transit Commission has now implemented a new RICHARD M. MURPHY “point and acknowledge” safety procedure to reduce the likelihood Newburyport, MA – [email protected] of human error when opening train doors. The procedure consists BOB M. HYKAWAY of four steps in which a subway operator must: stand up, open Calgary, AB – [email protected] the window as the train comes to a stop, point at a marker on the wall using their index finger and WILLIAM G. McLEAN then open the train doors. If the operator doesn’t see the marker he or she is instructed not to open Reno, NV – [email protected] the doors. JANIS M. BORCHARDT Madison, WI – [email protected] PAUL BOWEN Agreement in Guelph, ON, ends lockout Canton, MI – [email protected] After the City of Guelph, ON, locked out members of Local 1189 KENNETH R. KIRK for three weeks, city buses stopped running, and transit workers Lancaster, TX – [email protected] were out of work and out of a contract while commuters were left GARY RAUEN stranded.
    [Show full text]
  • Transit Agency Responses to COVID-19: a Review of Challenges and Opportunities for Continued Service Delivery
    Transit Agency Responses to COVID-19: A review of challenges and opportunities for continued service delivery By: Ellen McGowan April 2021 School of Urban and Regional Planning Queen’s University, Kingston, Ontario, Canada Supervisor: Dr. Ajay Agarwal Copyright © Ellen McGowan 2021 Acknowledgements I would first like to acknowledge my supervisor, Dr. Ajay Agarwal, whose expertise was invaluable in formulating the research questions and methodology. Thank you for your support and generosity over the last two years. I would like to thank the Norman D. Wilson Fellowship for funding this research. I would also like to thank my parents and Mark for their endless encouragement. Finally, I could not have completed this report without the support of my friends at SURP. Although our time together was cut short, I’m grateful for all that first year brought us. 2 Executive Summary Background & Context The coronavirus disease 2019 (COVID-19) has radically impacted public transport ridership and service provision across the country. Since the outbreak of the virus, transit agencies have had to adapt to new and rapidly evolving conditions. Many agencies modified services to reflect lower ridership levels and to ensure the safety of both riders and operators. These changes in service were guided by public health agencies, as well as major transit associations like the Canadian Urban Transit Association (CUTA) and International Association of Public Transport (UITP). Other agencies implemented precautionary measures like rear door boarding, temporary fare suspension, and reduced capacity limits to enable the safe continuity of operations. As the COVID-19 pandemic continues, transit agencies are having to strike a balance between providing enough transportation options for essential travel and reducing service offerings to match the declining overall demand for mobility services.
    [Show full text]
  • A Case for Edmonton to Explore Bus Rapid Transit
    6. A Case for Edmonton to Explore Bus Rapid 2 Transit Edmonton Transit System Advisory Board Recommendation: That Administration provide a report on the feasibility, implications and details on the potential of adopting bus rapid transit in Edmonton as both an interim method of servicing routes earmarked for future LRT expansion (LRT Network Plan) as well as other high-traffic corridors that are suitable for high-speed, high-frequency transit services. Report Summary The Edmonton Transit System Advisory Board has explored the characteristics of bus rapid transit and the benefits of implementing bus rapid transit in cities similar to Edmonton. Based on this analysis the Board believes there is value in the City of Edmonton exploring bus rapid transit as an alternate mode of transit to complement LRT and regular bus service. Report Bus rapid transit is a high-speed, high frequency bus-based mode of transit that delivers fast, high-capacity, and cost-effective transit services in urban areas. Bus rapid transit differs from regular bus service based on several key characteristics: • The use of dedicated busways lanes (exclusive street-level lanes, often fully segregated from mixed traffic). • Off-board fare collection for less idle time at stations (simultaneous boarding at all doors). • Platform-level boarding for improved accessibility. • High frequency (focus is on ridership, not coverage; service is based on a pre- determined frequency rather than a schedule). • High capacity; bus rapid transit often uses articulated buses capable of transporting 80+ passengers. • High quality stations. Compared to a regular bus service, bus rapid transit is faster, has a higher ridership capacity, runs more frequently, and offers greater reliability and convenience.
    [Show full text]
  • Electric Bus Feasibility Study for the City of Edmonton
    I II ELECTRIC BUS FEASIBILITY STUDY FOR THE CITY OF EDMONTON JUNE 2016 A REPORT PREPARED BY III IV TABLE OF CONTENTS 1 EXECUTIVE SUMMARY 1.1 DESCRIPTION OF MANDATE 1:1 1.2 CONCLUSIONS 1:1 1.3 MAIN FINDINGS 1:4 1.3.1 CUSTOMER PERCEPTIONS OF THE E-BUSES 1:4 1.3.2 ETS AND CITY STAFF PERCEPTIONS OF THE E-BUSES 1:4 1.3.3 DESCRIPTION OF THE FIELD TRIALS 1:5 1.3.4 EXPECTED RELIABILITY OF E-BUSES IN SERVICE 1:6 1.3.5 EXTERNALITIES 1:7 1.3.6 ENVIRONMENTAL IMPACT OF E-BUSES AT ETS 1:8 1.3.7 THE ELECTRIC BUS TECHNOLOGY AND ITS EVOLUTION 1:9 1.4 THE BUSINESS CASE FOR E-BUSES IN EDMONTON 1:10 1.5 RECOMMENDATIONS 1:13 2 DESCRIPTION OF MANDATE 2.1 OBJECTIVES OF THIS STUDY 2:1 2.2 METHODOLOGY 2:1 2.3 LIMITATIONS OF THIS REPORT 2:2 3 DESCRIPTION OF FIELD TRIALS 3.1 THE ELECTRIC BUSES USED FOR WINTER EVALUATION 3:1 3.2 DURATION AND TIMING OF THE TRIALS 3:4 3.3 DUTY CYCLES OF THE BUSES 3:5 3.4 CLIMATIC CONDITIONS DURING THE TRIALS 3:6 3.5 DATA COLLECTION DURING THE FIELD TRIALS 3:7 3.6 AVAILABILITY OF THE BUSES DURING TRIALS 3:7 3.7 EXTRAORDINARY EVENTS 3:7 3.8 ANALYSIS AND SUMMARY OF TRIALS 3:8 3.8.1 RANGE, STATE OF CHARGE (SOC), ENERGY USAGE (TOTAL TEST AVERAGE) 3:8 3.8.2 TEMPERATURE AND ENERGY USAGE 3:10 3.8.3 ROUTE ANALYSIS 3:13 3.8.4 IMPACT OF SLOPE ON ENERGY CONSUMPTION 3:14 3.8.5 INTERIOR BUS TEMPERATURE ANALYSIS 3:18 3.8.6 OTHER PERFORMANCE PARAMETERS 3:20 3.9 KEY FINDINGS 3:21 4 CUSTOMER PERCEPTIONS OF THE E-BUSES 4.1 METHODOLOGY 4:1 4.2 E-BUS RIDER PERCEPTIONS (AS MEASURED DURING TRIALS) 4:2 4.2.1 BUS MODEL 4:2 4.2.2 NOTICED A DIFFERENT DESIGN
    [Show full text]
  • Download the PRESTO Contactless Terms and Conditions
    PRESTO CONTACTLESS TERMS & CONDITIONS VERSION 1.1 EFFECTIVE March 10, 2021 INTRODUCTION This is the agreement between you and the PRESTO Service (“PRESTO”) operated through and by Metrolinx, a Crown Agency within the meaning of the Crown Agency Act (Ontario) (“Metrolinx”), for the use of contactless payment media (described below) (the “Terms and Conditions”). For the purposes of these Terms & Conditions and the other documents or agreements incorporated by reference herein or which incorporate these Terms & Conditions by reference therein, the term “PRESTO contactless” means the use by you of a contactless payment media to pay a transit fare on a participating Transit Agency and the services offered by PRESTO in connection with your use of contactless payment media including, but not limited to, use of the PRESTO website (as defined below) and the PRESTO Contact Centre (as defined below). Definitions: In these Terms and Conditions, the user of the PRESTO contactless service is referred to as “you” or “your”; PRESTO is referred to as “PRESTO”, “we”, “our” or “us”; “Transit Agency” refers to GO Transit, Brampton Transit, Burlington Transit, Durham Region Transit, Hamilton Street Railway Company, MiWay (Mississauga), Oakville Transit, Toronto Transit Commission, Union-Pearson Express, York Region Transit, OC Transpo (Ottawa), if it accepts PRESTO contactless, and any other transit agency that accepts payment for its services by way of the PRESTO contactless service that may be added from time to time, and “Transit Agency” refers to any one of them. These Terms & Conditions apply to you when you are using PRESTO contactless to pay your transit fare using contactless payment media on any Transit Agency, and sets out your rights and obligations when using PRESTO contactless.
    [Show full text]
  • PRESTO Update Metrolinx Board
    Tap into an easier commute. Tap into PRESTO Update Metrolinx Board September 15, 2011 1 Summary Modules 1. Introduction P. 3 2. Project Scope P. 5 3. Project Status P. 7 4. Future Direction P. 11 5. OC Transpo View P. 14 6. TTC View P. 16 7. Contact P. 18 2 Introduction 3 What is PRESTO? PRESTO is a centralized provincial e-Fare system based on smartcard technology, providing fare collection, settlement services and information management in Southern and Eastern Ontario Mission: “To provide e -Transit fare and information management systems that improve client service while enabling revenue collection and efficient operations for Ontario Transit Agencies” 4 Project Scope 5 Baseline Scope PRESTO scope as of April 1st, 2006 • 8 transit service pp()providers (SP) were in scope for PRESTO ( ‘905” area) ¾ Brampton Transit, Burlington Transit, Durham Region Transit, GO Transit, Hamilton Street Railway (HSR), MiWay (Mississauga Transit), Oakville Transit, York Region Transit • The original contract with Accenture (10 years), let through Provincial public tender in 2006, encompassed the build, design and operation of the PRESTO System through 2016 at an initial value of $250M. • Municipal SP costs were shared by the Province (1/3) and municipalities (2/3). 6 Project Status 7 Implementation Status Municipal Service Provider Rollout (May 2010 - August 2011): • GTHA delivery complete, including additional installations: ¾ GO bus fleet, TTC (12 subway stations), St. Catharines & Niagara VIA Stations, 3 new garages, new stations, 150 new buses • PRESTO
    [Show full text]
  • BUS HISTORY ASSOCIATION 2019 CONVENTION Ottawa on and Gatineau QC – Wednesday, June 5Th to Saturday, June 8Th All Photos by Kevin Nicol, Unless Otherwise Indicated
    BUS HISTORY ASSOCIATION 2019 CONVENTION Ottawa ON and Gatineau QC – Wednesday, June 5th to Saturday, June 8th All photos by Kevin Nicol, unless otherwise indicated The Bus History Association (BHA) convention was held in Ottawa this year. It had been 16 years (2003) since the BHA held their convention there. As with the past 3 Canadian conventions (Montreal, Quebec City, Vancouver), Mario Seneviratne organized a fan trip on the day before the start of the convention. Société de transport de l’Outaouais (STO) is one of the few remaining transit systems in Canada that still operates high floor vehicles (not including cutaways). STO, along with Coast Mountain Bus Company (Orion V suburbans), Sarnia (1 Orion V) and Cold Lake (2 Classics as back up) are the only systems that still operate the venerable buses. Their days are clearly numbered though except possibly for Vancouver where they have a few years left. STO still operates MCI Classics that formerly operated in Calgary. Bus # 9136 was chosen for the charter which is ex-Calgary # 5106. The charter started at Terrasses de la Chaudière in Gatineau. BHA members had to take regular transit to get to the start location and most rode OC Transpo route 97 from the host hotel of Hilton Garden Inn and Suites – Ottawa Airport. Upon arriving at Mackenzie King bridge, we alighted route 97 and transferred to route 44 for the ride to Gatineau. People who arrived early were able to take many photos. OC Transpo services Terrasses and one of the new Nova LFS buses arrived during our time there.
    [Show full text]
  • Accessible Transit Services in Ontario
    Accessible transit services in Ontario Discussion paper ISBN – 0-7794-0652-4 Approved by the Commission: January 16, 2001 EXECUTIVE SUMMARY................................................................................................. 3 INTRODUCTION............................................................................................................. 5 BACKGROUND.............................................................................................................. 5 PART I. TRANSIT AND HUMAN RIGHTS...................................................................... 7 1.1 INTRODUCTION .............................................................................................. 7 1.2 THE ONTARIO HUMAN RIGHTS CODE.......................................................... 8 1.3 THE PROPOSED "ONTARIANS WITH DISABILITIES ACT" AND OTHER LEGISLATION ........................................................................................................... 10 1.4 CASE LAW ..................................................................................................... 11 1.5 THE AMERICANS WITH DISABILITIES ACT, 1990 (ADA)............................ 12 1.5.1 The ADA: Title II ...................................................................................... 13 PART II. METHODS OF ACHIEVING ACCESSIBILITY ............................................ 14 2.1 COMMUNITY BUSES AND SERVICE ROUTES............................................ 15 2.2 LOW FLOOR BUSES ....................................................................................
    [Show full text]
  • Value-For-Money Audit: Metrolinx Operations and Governance (2020)
    Office of the Auditor General of Ontario Value-for-Money Audit Metrolinx Operations and Governance December 2020 Metrolinx Metrolinx Operations and Governance Metrolinx employed the equivalent of 4,197 1.0 Summary full-time staff. Since 2014/15, Metrolinx has had increasing operating deficits that have been subsid- ized by the province. It will face further financial Metrolinx is a government agency that plays a key pressure as a result of the COVID-19 pandemic. role in public transit services in Ontario. Metrolinx Regarding its train and bus operations, Metro- operates GO Transit trains and buses in the Greater linx’s on-time performance for GO trains—its Toronto and Hamilton Area (GTHA) and the ability to keep the trains on schedule—has been Union Pearson (UP) Express from Union Station in between 92% and 95% during the last five years, downtown Toronto to the Toronto Pearson Airport. and for buses approximately 95% consistently. Its It also awards and manages the contracts for the on-time performance for trains is comparable to electronic fare system PRESTO, which enables rid- that of other transit agencies in the United States ers to tap a PRESTO card to pay for fares on buses and the United Kingdom. While overall on-time and trains in municipalities across the GTHA and in performance for trains and buses is positive, Ottawa on OC Transpo. Metrolinx should continue to focus on improving Metrolinx has also been tasked with planning the performance of those train and bus routes and and rolling out a fare system that would be inte- lines with a high number of delays or cancellations.
    [Show full text]