GRIDLOCK & TRAFFIC CONGESTION
Roundtable Summary
A summary of the February 28, 2014 Roundtable on Gridlock and Traffic Congestion
Gridlock & Traffic Congestion
Special Thanks To:
Roundtable Participants
Beck Taxi Ontario Motor Coach Association CAA South Central Ontario Ontario Restaurant Hotel and Motel Association Canadian Association of Movers Ontario Trucking Association Canadian Courier and Logistics Association Parsons Brinckerhoff Castlepoint Realty Partners Redpath Sugar Ltd. Dundee Realty Retail Council of Canada First Gulf Ryerson University Liuna Canadian Tri-Fund Toronto Financial District BIA Live Nation Toronto Industry Network Ontario Food Terminal Board Toronto Region Board of Trade Ontario Good Roads Association Uber Car
Roundtable Co-Chairs:
Deputy Mayor Norm Kelly Chair, Executive Committee Councillor Ward 40 – Scarborough- Agincourt
Councillor Denzil Minnan-Wong Chair, Public Works and Infrastructure Committee Councillor Ward 34 – Don Valley East
Councillor Michael Thompson Chair, Economic Development and Culture Committee Councillor Ward 37 – Scarborough Centre
City of Toronto Staff
Lou Di Gironimo, General Manager of Toronto Water Stephanie Wai, Policy & Planning Advisor, Office of the Deputy City Manager Steven Buckley, General Manager of Transportation Services Jennifer Kessmaat, Chief Planner & Executive Director of City Planning Peter Notaro, Director of Corporate Intergovernmental and Agency Relations David Stonehouse, Director of Waterfront Secretariat Randy Mclean, Director of Strategic Growth & Sector Development David Hunter, Senior Transportation Planner, City Planning
Gridlock & Traffic Congestion
MESSAGE FROM THE CO-CHAIR
NORM KELLY
One of the biggest challenges facing Toronto and the GTA is gridlock. It is essential that elected officials and governments partner with industry stakeholders to develop solutions that will keep people and goods moving efficiently across our city.
At the gridlock roundtable, we took an important step towards the formation of a stronger partnership. The meeting provided a forum where a variety of industry stakeholders could inform decision makers on how this critical issue affects them.
Participants helped represent many of the sectors that drive our economy: transportation, hospitality, entertainment, realty and development, shipping, retail, consulting and manufacturing. They spoke and we listened. The conversation has only just begun.
This report summarizes findings from the meeting and outlines important next steps to keep building this relationship with our partners and with others that drive our economy. I look forward to receiving your feedback on the recommendations.
Sincerely,
Deputy Mayor Norm Kelly
Gridlock & Traffic Congestion
Table of Contents
OVERVIEW ...... 1
HIGH COST OF GRIDLOCK AND TRAFFIC ...... 2
WORKING WITH THE BUSINESS COMMUNITY ...... 3
MOVING FORWARD ...... 5
RECOMMENDATIONS ...... 6
CONCLUSION ...... 9
APPENDIX 1: TERMS OF REFERENCE ...... 10
WORKS CITED ...... 11
ENDNOTES ...... 12
Gridlock & Traffic Congestion Gridlock & Traffic Congestion
ROUNDTABLE SUMMARY
OVERVIEW
Toronto is the economic centre of Canada. Its strong and diverse economy makes it an ideal place to do business. However, like many prospering urban centers, Toronto has its challenges.
Toronto is growing at a rate that is slowly outpacing its capacity to move goods and people efficiently. Gridlock is an issue that Toronto and the surrounding region face. As a result, the intensity and length of our commute times is growing. The average commute is now 42 minutes one way, per day, costing Toronto billions in lost productivityi. Residents living in the Toronto area spend the longest time commuting to work in Canada, and have one of the longest commute times in North Americaii. The City of Toronto's priority is to move people, goods and vehicles more effectively. By bringing together stakeholders from across the GTHA to participate in the Deputy Mayor's Roundtable on Gridlock and Traffic Congestion, the City has reached out to local businesses, residents and industry leaders to provide input on how Toronto can improve the current level of connectivity and transportation. Toronto has been working towards this goal by introducing immediate operational improvements with the City's Downtown Transportation Operations Study, the Congestion Management Plan and long term strategies in Toronto's Official Plan. These plans have been created and executed in conjunction with an open ongoing dialogue with residents, businesses and stakeholders. Ultimately, these initiatives will help determine the best way to address the growing issue of gridlock in Toronto and the GTHA.
* Staff presentation
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Gridlock & Traffic Congestion Toronto and the Toronto Region: Productivity and Economy
Compared to many of its competing regions, the Toronto region has proven to be an ideal place to do business. Toronto is very competitive with well-known global cities such as London, Los Angeles, Paris, Tokyo and Sydney.
Toronto has a market value of $5.52 trillion and is one of the wealthiest cities in North Americaiii. Not only does the city have a solid economic foundation, but is also an attractive place to work, due to its highly educated and diverse workforce.
Throughout the recent global recession, Toronto's economy has performed better than most in North America. However, it still faces major challenges on the path to long-term growth and prosperity. The number one challenge is worsening gridlock, which negatively affects the health of Toronto's residents and the regional economyiv.
HIGH COST OF GRIDLOCK AND TRAFFIC
Gridlock – A Growing Problem Currently, the GTHA is experiencing an intensification of development, particularly in Toronto's downtown core. The surge of development has sparked an increase in people living, visiting, working and commuting within Toronto. Consequently, this has led to an urgent need for new transit options in order to move these people more effectively. Each day, people make over 2 million car trips during peak hoursv.
* Staff presentation
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Gridlock & Traffic Congestion As travel times become longer and trips become more prone to fluctuations in duration, people and businesses must do more and more contingency planning. A greater need for contingency planning equals a loss of productivity, which is ultimately due to gridlock.
The core cost of gridlock is found by multiplying the amount of time each person wastes in congestion by the value of their time. Collectively, the cost of congestion to the economy is valued at over $6B/yr in the GTHAvi. The full cost of congestion consists of more than just time spent sitting in traffic. There are a multitude of logistic, economic, social and health effects on the businesses and residents of the city.
The increase in gridlock also creates a challenge for employers who must match good people with the right job. Commuting times have increasingly become a major factor in determining which jobs prospective employees takevii. Gridlock also limits face-to-face interaction as employees increasingly work from home. It also limits business, cultural and entertainment opportunities, which translates into a massive loss in wagesviii.
* Staff presentation
WORKING WITH THE BUSINESS COMMUNITY
The Deputy Mayor's Roundtable on Gridlock provided an opportunity to sit down with many of Toronto's business and community leaders to learn about how this issue affects their operations on a day to day basis.
Specific comments at the roundtable consisted of:
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Gridlock & Traffic Congestion Analysis of How Gridlock/Congestion Affects Business
1. Longer travel times and a greater need for contingency plans: Gridlock = missing timelines = losing customers = losing money/less competitive Greater need for contingency planning = missed opportunities
2. Congestion equals higher operating costs: Higher costs = higher input for the same output = less productivity Gridlock = more in wages + inventory costs + fuel costs + wear and tear on vehicles
3. Limits access to jobs: Easing congestion = maintaining access to jobs Longer commutes = less job opportunities for workers + smaller talent pool for employers The result is that businesses can't always find the best person for the job = less productivity
4. Need for more idling spots/ lay-bys Lack of idling spots, lay-bys and taxi stands Taxis and shipping and logistics companies are forced to circle the block or park in the shoulder lane = more congestion Takes them longer to do their job Domino effect as they are forced to add to the congestion
5. Operating hours often coincide with the peak hours of congestion Some businesses operate during the day and cannot shift their operations to another time Trucks are required to move goods within certain hours to meet company/distributor demands Many businesses cannot just shift their operations to off-peak hours
Positive Impacts of Reducing Road Congestion:
Businesses can get their products to market faster Consumers can get the goods they need faster A larger talent pool for employers and an easier commute for employees Fresher food in restaurants and stores Decline in operating costs for many businesses Less time wasted going to meetings or events or moving product
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Gridlock & Traffic Congestion Key Recommendations from Participants:
Congestion is a regional issue, not just a city-specific issue. As a result, we need to bring all three orders of government to the table. We need to look more at the financial impact and traffic studies when making decisions and less at architecture. Major transit improvements are essential (e.g., Downtown Relief Line) We need to look at a variety of options to make the best decision o More private sector involvement in easing congestion o Possible congestion charges/zones
MOVING FORWARD
Generally, participants supported any planned improvements to transportation infrastructure that would see traffic moving faster. Metrolinx's Big Move and the City of Toronto's Congestion Management Plan aim to lessen the impact of traffic congestion. Participants of the roundtable indicated overwhelming support for a proposed Downtown Relief Line (DRL), which will reduce congestion and improve communities.
What can the City of Toronto do to alleviate the costs of congestion on businesses to help them be more productive?
1. Find the Appropriate Balance Between Road Users and Transit Users Drivers want no traffic on the roads. If this desire were to be fulfilled, the "outcome would be an inefficient over expansion of roadway"ix. Our goal is to maintain, improve and build roads to maximize the flow.
2. Partner with other Orders of Governments Metrolinx, the Province of Ontario's regional transportation authority, is currently working on The Big Move, a $50 billion regional transportation strategy that will build rapid transit within the GTHA. There are notable questions about how to fill the strategy's funding gap, with a variety of proposals being recommended. It is still unclear what funding sources will be used to cover the costs of The Big Move. The City of Toronto must partner with the Federal and Provincial governments, as well as neighboring municipalities to set clear priorities and targets, and to find solutions.
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Gridlock & Traffic Congestion RECOMMENDATIONS
The recommendations below have been prepared as a result of the Deputy Mayor's Roundtable on Gridlock and have been drafted in conjunction with City staff that were present at the roundtable meeting.
They are as follows:
Implement a Curbside Management Plan
1. Request the General Manager, Transportation Services in collaboration with the General Manager, Economic Development & Culture, to report to the Public Works and Infrastructure Committee on the implementation of a Curbside Management Plan which will focus on strategies to improve traffic circulation and conditions for commercial and service vehicles, taking into consideration measures such as designated pick-up/drop-off areas for goods and service vehicles, loading zones for people with disabilities, courier delivery zones, temporary film trailer parking, and motor coach parking zones. These measures will work to minimize the disruption to vehicular flow, while improving the ability for businesses and services to operate on our streets.
2. Request the General Manager, Economic Development & Culture to work with representatives of major industries (e.g., couriers, delivery operations, motor coach companies, etc) who require curbside parking/stopping to review opportunities to reduce, to the extent practical, the frequency and/or footprint and/or alternate off-street options for their requirements.
Evaluate new Adaptive Response Signal Software Systems
Adaptive Traffic Signal Controls are software systems that modify traffic signal patterns based on real time traffic conditions. While the City has roughly 300 intersections operating with its current adaptive system, the system is nearly 20 years old.
1. Request the General Manager, Transportation Services to conduct a comprehensive review of the existing traffic adaptive signal control system (SCOOT/UTC), and to evaluate new products for consideration in modernizing and upgrading the system including opportunities for expansion.
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Gridlock & Traffic Congestion
Construction Coordination
Construction and the need for contractors to occupy lanes with equipment and/or supplies can have significant traffic impacts. This includes construction for road maintenance and new building developments. 1. Request the General Manager, Transportation Services to implement an electronic Lane Occupancy Permit Management system that streamlines the application, approval, receipt and management/ tracking of lane occupancy permits. Approved permits would be electronically available to contractors, City enforcement staff as well as traveller information services.
2. Request the General Manager, Transportation Services to review the cost of lane occupancy permits, fines and related contract conditions to ensure they reflect potential impacts on traffic, with the goal to speed up the work and shorten the disruptions to traffic flows.
3. Implement changes to contract requirements that require contractors to comply with the conditions of lane occupancy permits. Also, consider monitoring the traffic performance within the work zone and requiring the contractor to maintain specific levels of service throughout the day as a future enhancement.
Use Technology More Effectively
It is recommended that the following new technologies and practices that improve urban travel conditions for the movement of people, goods and services, and which help mitigate the environmental impacts of transportation be pursued and implemented where appropriate.
Increased Traveller Information
Providing real time traffic information to motorists will help inform decision-making on routing and trip start times. Information can be provided through a variety of sources, including on-route variable message signs, electronic subscription services, and through social media.
1. Request the General Manager, Transportation Services to develop and implement a strategy to provide motorists with real-time information about incidents, volume, and delays for the City's expressways and arterial roads.
Incident and Event Response
1. Request the General Manager, Transportation Services to undertake a review of the City's current practices in incident management related to the RESCU system, in an effort to reduce
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Gridlock & Traffic Congestion the number of incidents, reduce the recovery time from incidents, provide more and faster information to motorists about incidents, and work with relevant stakeholders such as the Toronto Police Service, Fire Services Division, and Office of Emergency Management to implement recommendations.
2. Request the General Manager, Transportation Services to develop and deliver a public education and marketing campaign ("Steer It, Clear It") to encourage motorists involved in a property damage-only collision on expressways to move their vehicles to a safe place, if possible.
3. Explore the feasibility of implementing roving service patrol vehicles along the DVP and Gardiner Expressway corridors to help motorists with minor mechanical breakdowns and to clear vehicles from travel lanes.
Develop a Broad Strategy for Goods Movement
It is recommended that the City work with other orders of government, other municipalities, representatives from across the goods movement industry and the public to develop a comprehensive multi-modal strategy for the safe and efficient movement of goods within the Greater Toronto and Hamilton Area (GTHA). This strategy will include: a) The documentation and sharing of best practices and the establishment of a freight data collection program for the GTHA; b) Promotion of environmentally sustainable modes and technologies; c) Identification of innovative approaches for urban freight movements; d) The establishment of a study of potential measures to encourage long distance freight trips not serving Toronto to bypass the City by using alternative corridors such as Highway 407 and those provided by the rail network; e) Identification of infrastructure needs; f) Policies for the better management and more effective use of the existing arterial roads, expressways, rail corridors and marine terminals for the movement of goods and services; and g) Freight-supportive integrated land use-transportation policies.
Encourage Greater Use of Public Transit
1. Request the General Manager, Economic Development & Culture to work with representatives of major events and festivals to explore ways to encourage greater use of public transit, e.g. including cost of transit fare in price of event/festival tickets.
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Gridlock & Traffic Congestion
Working Group
1. Request the General Manager, Transportation Services in collaboration with the General Manager, Economic Development and Culture to create a working group including industry stakeholders from the Deputy Mayor's Roundtable that will meet semi-annually to discuss gridlock and congestion issues and strategies to mitigate the impact of traffic congestion.
CONCLUSION
Toronto's businesses and employees are a vital source of innovation and job creation. Their ability to move goods and people more efficiently is essential for them to be successful and for Torontonians to enjoy a healthy lifestyle.
The leadership and the experience showcased by the participants at the Gridlock and Traffic Congestion Roundtable demonstrated the widespread desire to reduce congestion across Toronto's transportation network. The City must continue to partner with these stakeholders and seek their input throughout the policymaking process. This report helps solidify not only this partnership, but also a strong commitment from the City to provide resources and support to ensure that Toronto's businesses and commuters are as productive as possible.
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Gridlock & Traffic Congestion APPENDIX 1: TERMS OF REFERENCE
Deputy Mayor`s Roundtable on Gridlock and Traffic Congestion
Terms of Reference
Mandate
To engage transportation and commuter stakeholders to discuss the state of gridlock in the City of Toronto. To receive input from participants of the round table for the purpose of future initiatives spearheaded by the committee chairs of Economic Development and Public Works and Infrastructure, and the Deputy Mayor. To discover any unknown or overlooked issues in relation to gridlock and its economic impacts for future consideration by the Deputy Mayor and the chairs of Economic Development and Public Works and Infrastructure. To encourage policy initiatives and ideas that can reduce gridlock and have a positive economic impact on the City of Toronto. To gauge feedback from stakeholders who have a vested interest in the Gardiner Expressway`s future and how it may affect business and gridlock.
Participants
The Deputy Mayor, Chair of the Economic Development Committee and Chair of the Public Works and Infrastructure Committee A range of participant stakeholders who represent commuters and transporters Toronto City Staff
Reporting
Findings from the Deputy Mayor`s Roundtable on Gridlock and Traffic Congestion will be prepared in a report by the Deputy Mayor, with possible recommendations. The report will be provided to the chairs of Economic Development and Public Works and Infrastructure for consideration.
Staff Support
The Deputy Mayor`s Roundtable on Gridlock and Traffic Congestion will be supported by the Office of the Deputy Mayor and City staff.
Timeline
To hold a meeting on February 28, 2014 and provide a report for the committee chairs of Economic Development and Public Works and Infrastructure prior to the May 2014 Council meeting.
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Gridlock & Traffic Congestion WORKS CITED
City of Toronto. "Gridlock and Congestion." Toronto: Transportation Services Division, 28 February 2014. PowerPoint Presentation.
Dachis, Benjamin. Cars, Congestion and Costs: A New Approach to Evaluating Government Infrastrcuture Investment. Toronto: C.D. Howe Institute Commentary, 2013. Online PDF.
Statistics Canada. "Commuting to Work." National Household Survey (NHS), 2011. 2013. Online PDF.
Toronto Region Board of Trade. Toronto as a Global City: Scorecard on Prosperity - 2014. Toronto, 2014. Online PDF.
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Gridlock & Traffic Congestion ENDNOTES i City of Toronto. "Gridlock and Congestion." Toronto: Transportation Services Division, 28 February 2014. PowerPoint Presentation. Slide 7. ii Statistics Canada. "Commuting to Work." National Household Survey (NHS), 2011. 2013. Online PDF.
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