Annual Report 2016-17
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Annual Report 2016-17 TRANSFORMING MOBILITY Entry from Imagine Eglinton Children’s Art Contest by Arianna, age 6 -Envisioning Eglinton Avenue once the Eglinton Crosstown LRT is complete II METROLINX ANNUAL REPORT 2016-2017 “ Metrolinx is about creating real connections for real people.” METROLINX ANNUAL REPORT 2016-2017 III MESSAGE FROM THE CHAIR In 2016-2017, Metrolinx marked 10 years creating connections and transforming the way people move within and between communities in the Greater Toronto and J. ROBERT S. PRICHARD Hamilton Area (GTHA). In reflection, it’s always easy Transit Commission (TTC) stations Finally, I’d like express the deep to think in terms of projects and on all surface vehicles—a year respect and lasting gratitude of completed and milestones ahead of schedule. One card that the Board of Directors to Bruce achieved. But Metrolinx is about lets you travel throughout the McCuaig for his outstanding creating real connections for real region. That’s real convenience. leadership as Metrolinx President people. Our goal is to change & Chief Executive Officer the way residents of the GTHA This wouldn’t have been possible over more than six years. In interact with their region. without the efforts of our March, Bruce announced he exceptionally talented executive would be transitioning to a To that end, I’m proud to team and the dedicated front-line federal role in the Privy Council highlight events in the last year, staff who made it all happen— Office as Executive Advisor such as the completion of the people who live and work in the to support the launch of the Eglinton Crosstown Light Rail region, and understand the value Canada Infrastructure Bank. Transit (LRT) tunnel, the official those connections bring. Chief Capital Officer John grand opening of the Davis Jensen has been appointed as Drive bus rapidway and the As the fiscal year closed, all our President and CEO until we find extension of the Richmond Hill planning, building and operating a permanent successor for Bruce. train corridor north to the new expertise was recognized Meanwhile, our work towards our Gormley GO Station—each will by the federal government, ambitious mission will continue make a real difference in the way which announced more than uninterrupted. people commute, and the way $1.8 billion in funding for GO they connect to the things that expansion. We look forward Sincerely, are important to them. As will the to continuing to work with J. Robert S. Prichard recent expansion of GO Transit our partners at the federal, Chair, Metrolinx service to Barrie, Kitchener, provincial and municipal levels, Brantford and Cambridge. as well as stakeholders and residents, to envision and realize In that same time, PRESTO a transportation network that became available at all Toronto meets the GTHA’s present and future needs. IV METROLINX ANNUAL REPORT 2016-2017 Eglinton Crosstown LRT project construction METROLINX ANNUAL REPORT 2016-2017 V MESSAGE FROM THE PRESIDENT & CEO Metrolinx made significant progress towards its mandate over the past year. JOHN JENSEN Our dedicated team continues residents across the region to to Bruce for the leadership to implement the Regional pave the way for the expansion he provided since he joined Transportation Plan through of GO train service, new Metrolinx in 2010. It has been milestones such as the rapid transit and other critical my honour to serve as interim introduction of more GO infrastructure initiatives. President & CEO since Bruce’s Transit services and the departure. I am looking forward extension of PRESTO’s reach. Bruce McCuaig served as to the connections Metrolinx We made progress on the President & CEO of Metrolinx will continue to create for the Eglinton Crosstown LRT, with for the period during which the people of the GTHA. the completion of tunneling achievements outlined in this of the underground section Annual Report took place, until Sincerely, and the start of construction his resignation in April 2017. John Jensen on all underground stations. On behalf of the organization, Interim President & CEO We continue to work with I would like to express my municipalities, organizations and sincere appreciation and thanks VI METROLINX ANNUAL REPORT 2016-2017 BUILDING FOR TOMORROW According to the UN, more than half the world’s Liveable, thriving cities need a solid base upon which population currently lives in urban areas. By 2050, that to grow, so we have to ensure that infrastructure number is predicted to grow to two-thirds. In North contributes to the prosperity of the province and America, 82 percent of people already call urban doesn’t instead stand in its way. centres home. Our mission is a complicated one, because meaningful When it comes to growth in Canada, the GTHA leads progress never comes easily or inexpensively, and we’re the way—in fact, by 2031, it’s estimated that the region often asked to sacrifice current comforts for long-term will be home to nine million residents. With congestion gains. Every worthwhile change comes with growing already an issue in many parts of Southern Ontario, it’s pains. critical that we look for solutions now so we can avoid even greater issues in the future. Look to the revitalization of Union Station, for example. Every day, a quarter of a million people transit through Finding those solutions is the Metrolinx mission—one that historic site—and we’re rebuilding it from the that’s being undertaken with the help of our partners ground up as they do. There’s an expression about across the region, and at all levels of government. performing open heart surgery on a patient running a marathon that feels especially apt when you think about In fact, the Ontario government is making historic Union Station. investments in transportation through the Moving Ontario Forward plan and other initiatives that are In the end, it’s your city, your town, your region. You have creating jobs and enhancing quality of life for Ontarians. high expectations and it’s our job to meet them. So, for As reflected in the 2016 Mandate Letter from the Ontario us, it has to be about service, safety and sustainability, Minister of Transportation, Metrolinx has been entrusted not to mention excellence in design and planning. to lead the design and delivery of key transit projects that will help to transform the transportation system for Because, ultimately, our greater mission is to create a commuters in the GTHA, including the expansion of the region we’re all proud to pass on to future generations, GO rail network and other priority rapid transit initiatives. empowering them to take advantage of opportunities The focus on implementing these projects and others we can’t yet even begin to imagine. further reinforces Metrolinx’s critical role in building and expanding the regional transit network, and providing high quality service to meet the needs and expectations of its customers, today and tomorrow. METROLINX ANNUAL REPORT 2016-2017 VII Being responsive & accountable As the government makes unprecedented To that end, Metrolinx is: investments in transit, Metrolinx is focused on • Improving both internal and external planning, building, operating and supporting an communications protocols in order to operate with integrated transit network. This includes delivering increased clarity. on priority projects such as the Eglinton Crosstown • Creating an updated Promotional and Strategic and key Moving Ontario Forward commitments— Partnership Policy to provide greater awareness including capital construction investments for an about promotional sponsorships. expanded GO rail network and the Hurontario and • Increasing transparency in its financial, labour, realty, Hamilton LRT projects. freedom of information, support fleet, information technology and capital projects details, so that To ensure the optimization of resources, value-for- Corporate and Administrative Costs are easier to money and strong collaboration and communication understand. between Metrolinx and the Ministry of Transportation • Increasingly relying on evidence-based cost drivers (MTO), the Minister of Transportation provided a to strengthen the data used to allocate costs to Letter of Direction to the Chair of Metrolinx’s Board capital and operating programs. of Directors. The letter requested that Metrolinx and • Developing a Value-for-Money Assessment MTO’s Chief Administrative Officer continue to work Framework agreed to by Metrolinx and MTO. collaboratively to identify opportunities for enhanced • Developing a suite of 52 Key Performance Indicators agency oversight and accountability. (KPI) that will measure Metrolinx’s performance from a corporate oversight perspective. VIII METROLINX ANNUAL REPORT 2016-2017 Reorganizing to improve service Metrolinx has ambitious plans for the region. So, this past year, we examined how to best organize so that we are better prepared to deliver mobility solutions within the GTHA—both now and in the future. With such unprecedented growth planned, it was important to consolidate our transit operations, marketing and business development, and communications and public affairs business functions. The integration and consolidation of operations under one management structure will deliver core Metrolinx services to customers and allow us to leverage internal learning and skills so we can adapt quickly and respond to our dynamic and fast-changing region. While we will maintain the identities of each service brand externally, we will be looking for opportunities to help our customers and the public understand the connections between each service and product. Beginning next fiscal year, we will report on our consolidated transit operations division, which will combine data and statistics for GO Transit and UP Express. METROLINX ANNUAL REPORT 2016-2017 IX GOVERNANCE Metrolinx is an agency of the Government of Ontario. The Metrolinx Board is responsible for setting The Metrolinx Board of Directors includes up to 15 Metrolinx’s strategic direction, identifying, managing members appointed through Order in Council under and monitoring key risks, as well as providing oversight the Metrolinx Act, 2006.