THE FARE BOX, Constitute the Executive Board
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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. -
A Tale of 40 Cities: a Preliminary Analysis of Equity Impacts of COVID-19 Service Adjustments Across North America July 2020 Mc
A tale of 40 cities: A preliminary analysis of equity impacts of COVID-19 service adjustments across North America James DeWeese, Leila Hawa, Hanna Demyk, Zane Davey, Anastasia Belikow, and Ahmed El-Geneidy July 2020 McGill University Abstract To cope with COVID-19 confinement measures and precipitous declines in ridership, public transport agencies across North America have made significant adjustments to their services, slashing trip frequency in many areas while increasing it in others. These adjustments, especially service cuts, appear to have disproportionately affected areas where lower income and more- vulnerable groups reside in North American Cities. This paper compares changes in service frequency across 30 U.S. and 10 Canadian cities, linking these changes to average income levels and a vulnerability index. The study highlights the wide range of service outcomes while underscoring the potential for best practices that explicitly account for vertical equity, or social justice, in their impacts when adjusting service levels. Research Question and Data Public transport ridership in North American Cities declined dramatically by the end of March 2020 as governments applied confinement measures in response to COVID-19 pandemic (Hart, 2020; Vijaya, 2020). In an industry that depends heavily on fare-box recovery to pay for operations and sometimes infrastructure loans (Verbich, Badami, & El-Geneidy, 2017), transport agencies faced major financial strains, even as the pandemic magnified their role as a critical public service, ferrying essential, often low-income, workers with limited alternatives to their jobs (Deng, Morissette, & Messacar, 2020). Public transport agencies also faced major operating difficulties due to absenteeism among operators (Hamilton Spectator, 2020) and enhanced cleaning protocols. -
Accessible Transit Services (ATS) Review (PW05075(A)) (City Wide)
CITY WIDE IMPLICATIONS CITY OF HAMILTON ACCESSIBLE TRANSIT SERVICES (ATS) STEERING COMMITTEE Report to: Mayor and Members Submitted by: Councillor Terry Whitehead Chair Committee of the Whole ATS Steering Committee Date: June 15, 2006 Prepared by: Connie Wheeler Extension 5779 SUBJECT: Accessible Transit Services (ATS) Review - (PW05075a) - (City Wide) RECOMMENDATION: (a) That a Task Force be established to review improvements, look for efficiencies and make recommendations quarterly, to the General Manager of Public Works respecting Accessible Transit Services. (b) That the Accessible Transit Services governance structure attached as Appendix A to Report PW05075(a), be approved for a period of three months upon Council approval, at which time the Accessible Transit Services Steering Committee will reconvene to determine the appropriateness of the new model and/or revise the model based on a report from the Task Force outlining their initial success or further recommendations. (c) That the above results be incorporated into a competitive RFP process which will be compiled in 2007 with the approved vendor(s) beginning work in 2008. (d) That the City program be re-branded which, in turn, would allow both DARTS and Vets the opportunity to individually brand their services. (e) That there are to be no additional costs as a result of any changes made to the program. (f) That any savings be applied to enhancing the service. (g) That a Business Analyst (Trapeze software) be hired, subject to acceptance of this review (currently in Budget, awaiting conclusion of review). (h) That the Director of Transit and the Manager of Transit Fare Administration & ATS be reaffirmed as Public Works staff representatives on the DARTS Board of Directors as non-voting members. -
Triplinx - an Integrated View of Regional Transit
Triplinx - An Integrated View of Regional Transit Robert Proctor, Diane Kolin ITS Canada February 13, 2017 Triplinx Overview • Background • Features • Strategy • Partnerships • Challenges and Lessons Learned • Future Growth and Innovation 2 Metrolinx Metrolinx, an agency of the Government of Ontario under the Metrolinx Act, 2006, was created to improve the coordination and integration of all modes of transportation in the Greater Toronto and Hamilton Area. The organization’s mission is to champion, develop and implement an integrated transportation system for our region that enhances prosperity, sustainability and quality of life. The Metrolinx Vision: Working together to transform the way the region moves The Metrolinx Mission: To champion and deliver mobility solutions for the Greater Toronto and Hamilton Area 3 The Need for Triplinx Metrolinx is responsible for planning and coordination of transportation in the Greater Toronto and Hamilton Area Context of the Triplinx initiative: • 11 public transit systems including regional transit (GO Transit) and the UP Express airport service • Each has its own customer information system- of varying maturity Background: • Low public awareness of the amount and quality of transit service • Regional growth is increasing the amount of regional travel involving more than one transit system There was a critical need for: • A one-stop source of transit information • Presentation of all available services as one integrated network 4 The Need for Triplinx • Utilized for the PanAm and Para PanAm games in 2015 – Sporting venues, supplementary services to assist ticket purchasers • A key strategic tool for customer service transit ridership development – Flexible management of multi-agency transit service data – One-stop customer information serving entire travel experience • North American systems, generally: – Blend in-house and third party products. -
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 -
Appendix a Burlington Transit Business Plan Update.Docx
Appendix A: Transit’s Five-Year Business Plan Update Report: TR-03-19 This is a summary of the Burlington Transit Five-Year Business Plan peer review, vision and growth plan initiatives. The Business Plan document will be based on the details in this summary, with a focus on the implementation of the growth plan initiatives, including their phasing and financial impacts. Dillon Consulting requests the City of Burlington Council provide feedback on these sections, so that any changes may be incorporated into the final Business Plan. 1. Introduction The 2020 – 2024 Burlington Transit Business Plan will guide the implementation of transit service improvements over the next five years. The Business Plan starts with a policy framework that defines a clear direction for Burlington Transit, and clear steps on how to get there. Burlington Transit is working on a vision statement that will be part of the final Five-Year Business Plan. It is important to note that a Business Plan does not provide details service or operational planning. The primary purpose of the plan is to ensure individual strategies, projects and activities are aligned and contributing to the Burlington Transit’s vision and policy objectives. This includes prioritizing and staging key decisions to fit within the City’s financial guidelines. The Business Plan is also an important communication tool for Burlington Transit that will clearly set out steps required to move towards the long-term direction of the City. Over the next five-years, the Business Plan will form the guiding document in which all other operational decisions and financial budgets should be built around. -
Portsmouth Harbour to Ferry Terminal
Portsmouth Harbour To Ferry Terminal motorcyclesKelsey flares dead, surprisedly he assort if old-fashioned so logically. HaskelShaun decrepitatesdopes or ridicules. his fortification Tinier Jessey trichinised laicized unanswerably, aboriginally while but acaudate Clemmie Tonnie always never disprized wreaths his Abbasid so sufferably. Your return to portsmouth harbour ferry terminal just a number Portsmouth Ferries Portsmouth Ferry Port for Ferries from. Gatwick express is one of line in france, the isle of wales, and rights reserved worldwide scale with. To santander from a mainland england major routes or take the. Welcome to terminal is currently no. Switch off your ferry terminal is. Our Portsmouth Port Solent East Hotel is desperate for Portsmouth city centre the enable terminal and Cosham train the Book Direct. Portsmouth Ferry and Cruise Terminal Taxis Taxi Transfers to easily from. Both car ferry company began operating a hot meal every operator wightlink. Trains to Portsmouth Times & Tickets Omio. Portsmouth Ferry quick service people by OTS Ltd. Portsmouth ferry prices Dance SA. Keen ultra trail runner passionate about portsmouth harbour station at ryde pier head route via the ferry terminals, wightlink also see the. Deals for Hotels near Portsmouth UK Ferry and Cruise Port Book cheap accommodation close the Terminal and Harbour Get Exclusive Offers for Hotel or B B. Portsmouth city centre, while we smooth scroll only services operate the help us reviews from! Portsmouth International Port Portsmouth United Kingdom. The written Guide to Dorset Hampshire & the Isle of Wight. Waiting open for FastCat at Portsmouth Harbour The terminal. Out is to terminal and. Chartered boat tours around the harbour to board a multifaceted history train lines offer. -
5 2017 Transit System Performance Update
Clause 5 in Report No. 4 of Committee of the Whole was adopted, without amendment, by the Council of The Regional Municipality of York at its meeting held on March 29, 2018. 5 2017 Transit System Performance Update Committee of the Whole recommends: 1. Receipt of the presentation by Ann-Marie Carroll, General Manager, Transit, Transportation Services. 2. Adoption of the following recommendation contained in the report dated February 16, 2018 from the Commissioner of Transportation Services: 1. This report be received for information. Report dated February 16, 2018 from the Commissioner of Transportation now follows: 1. Recommendations It is recommended this report be received for information. 2. Purpose This report provides Council with 2017 York Region Transit (YRT) ridership and overall system performance information. 3. Background Transit measures service performance in a number of ways. Revenue and operating data is generated through a variety of software that is gathered into a business intelligence system. Reports are generated and used by staff to monitor system-wide performance, as well as making operational and financial decisions. Staff also monitors service in real-time to manage the day-to-day operation. The most common service performance measures used by the transit industry include: Committee of the Whole 1 Transportation Services March 1, 2018 2017 Transit System Performance Update • Revenue ridership - the number of paying travellers using the service. • Net cost per passenger – net cost to operate a route divided by the number of travellers • On-time performance – the reliability of the service provided to the traveller. This is a key indicator for the overall success of the Operation and Maintenance contracts • Revenue-to-cost ratio – revenue collected through transit fares compared to the cost to operate service 4. -
Hampshire Bus, Train and Ferry Guide 2014-2015
I I I I NDEX F LACES ERVED I I O P S To Newbury To Newbury To Tilehurst To Reading To Reading, To Reading To Wokingham I To Windsor I I Oxford and I and Reading I Bracknell 103 I Abbotts Ann. D3 Fyfield . D2 ABC D E F G H JI K Portsmouth & Southsea a . G8 the NorthI Three Mile I X2 I Adanac Park . D6 Wash Comon The Link I 194 Portsmouth Harbour a. G8 I Cross I Alderbury. B4 Glendene Caravan Park, Bashley . C8 104 2A I I Poulner . B7 Burghfield 2 I 72 I Alderholt . .A . A6 Godshill . B6 I I Pound Green . G1 Common I Aldermaston . G1 Godwinscroft . B8 u I 7 BERKSHIRE I 82 I Privett, Gosport . F8 103 Greenham I Aldershot a . K3 Golden Pot Inn . H3 I Inkpen 7 21 22 The Link Brimpton I Purbrook . G7 Ball Hill Aldermaston I I Allbrook . E5 Golf Course, Nr Alton . H3 Common I Beacon Crookham I PUBLIC TRANSPORT MAP OF I I h Allington . C3 Goodworth Clatford . D3 Wash 2 I t I I 194 a Alton a . H4 Gosport . G8 Quarley . D3 104 I 22 I P Water I 103 Spencers Wood I s Queen Alexander Hospital,Cosham. G7 2A I Great Hollands e Alton Hospital and Sports Centre . H4 Grange Park. F6 24 I I tl 21 The Link Bishopswood I a I s Amesbury . B3 Grateley . D3 Quetta Park . J3 7u Bishop’s Green I G X2 I a 21 22A I Broadlaying 23 Road Shops X2 I 194 C Ampfield . -
Island Line – Technical Advisory
Island Line – Technical Advisory Warwick Lowe Hugh Chaplain Rail Planning Atkins 16 September 2015 Island Line Franchise 1 Document Control Revision Originated Checked Reviewed Authorised Date IoW Document - First Draft LPA PS SF HC 04th September 2015 IoW Document - Revised Draft LPA PS SF HC 07th September 2015 IoW Document - Final LPA PS SF HC 11th September 2015 IoW Document – For Members LPA PS SF HC 14th September 2015 Disclaimer This document and its contents have been prepared and are intended solely for Isle of Wight information and use in relation to Technical Advisory for the Island Line Franchise. Atkins take no further responsibility for the use of this data by external parties. Island Line Franchise Contents 1) Overview of the current franchise 2) Positioning of the Island Line 3) Key financials 4) Main financial drivers 5) Integration and competition 6) Rail franchising 7) Five alternatives for consideration 8) Themes for discussion Island Line Franchise 16 September 2015 3 Current franchise Please note that the financials quoted are estimates only based on combination of public information and Atkins’ judgement. They should not be quoted outside of this presentation or without this caveat. Island Line Franchise 16 September 2015 4 Overview of the current franchise 1: Island Line operator • Island Line part of a wider rail franchise, South West Trains • South West (SW) rail franchise administrated by the Department for Transport (DfT), started in 1996 • Stagecoach has won all SW franchise competitions in 1996, 2001 and 2007 • Current SW franchise contract started in 2007, ends in June 2017 • Stagecoach operates under South West Trains (SWT) and Island Line (IL) brand. -
Niagara Transit Service Delivery and Governance Strategy Final Report January 2017 16-3664
in association with… NIAGARA REGION Niagara Transit Service Delivery and Governance Strategy Final Report January 2017 16-3664 Executive Summary Introduction Since January 2016 the Inter-municipal Transit Working Group has been developing options for an integrated transit system that works for all of Niagara. The Inter-municipal Transit Working Group is led by the Mayors and CAOs from St. Catharines, Niagara Falls and Welland with the support from the Niagara Regional Chair, Niagara Region CAO and technical staff. Dillon Consulting Limited, in association with McNeil Management Services and the Gooderham Group, was retained to assess the existing inter-municipal transit service in Niagara Region and develop potential options for future delivery of inter-municipal transit services for consideration by the Niagara IMT Working Group. This included an assessment of options for service delivery, governance, fare integration, fare payment technology and trip planning. This report presents a service delivery strategy with recommendations for: The elimination of duplicate services servicing post-secondary institutions and the expansion of off-peak services on key inter-municipal corridors; Better integration with other municipal transit systems; New Niagara-West inter-municipal transit link; and New dynamic transit services for low-demand areas. The report also recommends that a Consolidated Transit service delivery and governance structure is implemented, integrating the planning and delivery of local and inter-municipal transit services in St. Catharines, Niagara Falls and Welland into one large consolidated system. Integrated planning and operations would take place through a consolidated governing body, board or commission (from here on out termed “consolidated governing body”) while final decisions on local transit interests would continue to be made by each local council for transit services within their own jurisdiction. -
The Municipal Corporation of the Town of Fort Erie
The Municipal Corporation of the Town of Fort Erie REGULAR COUNCIL MEETING MONDAY, DECEMBER 10, 2012 COUNCIL CHAMBERS 6:00 P.M. A G E N D A Page 1) CALL TO ORDER 2) INVOCATION 3) ROLL CALL 4) REVIEW OF ADDENDUM/ANNOUNCEMENTS (a) Members of the public are not permitted beyond the Council bar. If any member of the public wishes to speak to a member of Council during a recess or following the adjournment of the meeting, you may do so in the Atrium. (b) The public is reminded that no food or beverages are permitted in the Council Chambers. (c) Council and Council-in-Committee Meetings are audio streamed on the Town's website at www.forterie.on.ca. Members of Council are reminded to turn off their microphone during a recess and at adjournment of the meeting. 5) DISCLOSURE OF PECUNIARY INTEREST AND GENERAL NATURE 6) PUBLIC NOTICE (a) 2013 Budget Meeting Schedule Re: Library Budget - Wednesday, January 9, 2013; EDTC Budget - Tuesday, January 15, 2013; General Levy Budget - Wednesday, January 30, 2013 and Wednesday, February 20, 2013 (if required) (b) Information Open House Page 1 of 212 REGULAR COUNCIL AGENDA - MONDAY, DECEMBER 10, 2012 Page Re: Major Housekeeping Amendments to the Town's Zoning By-law No. 129-90 - Tuesday, December 11, 2012 - 6:00 - 7:30 p.m. - Town Hall Atrium. The full text and mapping associated with this proposed amendment will be available on the Town's website on November 29, 2012. (c) Information Open House Re: Housekeeping Official Plan Amendments - Tuesday December 11, 2012 - 6:00 - 7:30 p.m.