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Gridlock & Traffic Congestion 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 1 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 2 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: 3 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
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