TRANSPORTATION COMMITTEE
REGULAR MEETING
Thursday, June 20, 2013 12:30 p.m. 2nd Floor Boardroom, 4330 Kingsway, Burnaby, British Columbia.
R E V I S E D A G E N D A1
1. ADOPTION OF THE AGENDA
1.1 June 20, 2013 Regular Meeting Agenda That the Transportation Committee adopt the agenda for its regular meeting scheduled for June 20, 2013 as circulated.
2. ADOPTION OF THE MINUTES
2.1 April 18, 2013 Regular Meeting Minutes That the Transportation Committee adopt the minutes of its regular meeting held April 18, 2013 as circulated.
3. DELEGATIONS
3.1 Shauna Sylvester, Executive Director, SFU Carbon Talks Subject: Community Engagement on Road Pricing
4. INVITED PRESENTATIONS
4.1 David Colledge, Colledge Transportation Consulting Inc. Subject: Understanding the Demand Outlook for Goods Movement in Metropolitan Vancouver
4.2 Bob Paddon, Executive VP, Strategic Planning and Public Affairs, TransLink Subject: Goods Movement Strategy Update
4.3 Bob Paddon, Executive VP, Strategic Planning and Public Affairs, TransLink Subject: Regional Transportation Strategy – Draft Strategic Framework for Consultation
1 Note: Recommendation is shown under each item, where applicable.
Transportation Committee Regular Agenda June 20, 2013 Agenda Page 2 of 3
5. REPORTS FROM COMMITTEE OR STAFF
On Table 5.1 Comments on TransLink’s Regional Transportation Strategy – Draft Strategic Framework for Consultation That the Board convey to the TransLink Board and Mayors’ Council on Regional Transportation the report titled Comments on TransLink’s Regional Transportation Strategy – Draft Strategic Framework for Consultation dated June 19, 2013.
5.2 Progress Update on Goods Movement Fact Sheet Designated Speaker: Raymond Kan, Senior Regional Planner, Planning, Policy and Environment That the Transportation Committee receive this report for information.
5.3 Process for Monitoring and Reviewing Regionally Significant Infrastructure Projects Designated Speaker: Delia Laglagaron, Deputy Commissioner/Deputy Chief Administrative Officer General Manager, Planning, Policy and Environment That the Transportation Committee receive this report for information.
5.4 Metro Vancouver Applied Transportation Research Update Designated Speaker: Raymond Kan, Senior Regional Planner, Planning, Policy and Environment That the Transportation Committee receive this report for information.
5.5 Manager’s Report Designated Speaker: Delia Laglagaron, Deputy Commissioner/Deputy Chief Administrative Officer General Manager, Planning, Policy and Environment That the Transportation Committee receive this report for information.
6. INFORMATION ITEMS
6.1 Letter dated April 4, 2013 to Chair Moore from TransLink
7. OTHER BUSINESS
8. RESOLUTION TO CLOSE MEETING
9. ADJOURNMENT/TERMINATION That the Transportation Committee adjourn/conclude its regular meeting of June 20, 2013.
Transportation Committee Regular Agenda June 20, 2013 Agenda Page 3 of 3
Membership:
Watts, Dianne (C) – Surrey Drew, Ralph – Belcarra Meggs, Geoff – Vancouver Jackson, Lois (VC) – Delta Fassbender, Peter – Langley City Mussatto, Darrell – North Vancouver City Brodie, Malcolm – Richmond Forrest, Mike – Port Coquitlam Walton, Richard – North Vancouver District Clay, Mike – Port Moody Harris, Maria – Electoral Area A Wright, Wayne – New Westminster Corrigan, Derek – Burnaby
2.1
GREATER VANCOUVER REGIONAL DISTRICT TRANSPORTATION COMMITTEE
Minutes of the Regular Meeting of the Greater Vancouver Regional District (GVRD) Transportation Committee held at 12:33 p.m. on Thursday, April 18, 2013 in the 2nd Floor Boardroom, 4330 Kingsway, Burnaby, British Columbia.
MEMBERS PRESENT: Chair, Director Dianne Watts, Surrey Vice Chair, Director Lois Jackson, Delta Director Malcolm Brodie, Richmond Director Mike Clay, Port Moody Director Derek Corrigan, Burnaby (arrived at 1:04 p.m., departed at 1:45 p.m.) Director Ralph Drew, Belcarra Director Maria Harris, Electoral Area A Director Geoff Meggs, Vancouver (arrived at 12:43 p.m.) Director Darrell Mussatto, North Vancouver City Director Richard Walton, North Vancouver District Director Wayne Wright, New Westminster
MEMBERS ABSENT: Director Peter Fassbender, Langley City Councillor Mike Forrest, Port Coquitlam
STAFF PRESENT: Delia Laglagaron, Deputy Chief Administrative Officer/General Manager, Planning, Policy and Environment Carol Mason, Commissioner/Chief Administrative Officer Klara Kutakova, Assistant to Regional Committees, Board and Information Services, Corporate Services
1. ADOPTION OF THE AGENDA
1.1 April 18, 2013 Regular Meeting Agenda
It was MOVED and SECONDED That the Transportation Committee adopt the agenda for its regular meeting scheduled for April 18, 2013 as circulated. CARRIED
2. ADOPTION OF THE MINUTES
2.1 March 6, 2013 Regular Meeting Minutes
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It was MOVED and SECONDED That the Transportation Committee adopt the minutes of its regular meeting held March 6, 2013 as circulated. CARRIED
3. DELEGATIONS No items presented.
4. INVITED PRESENTATIONS
4.1 David Colledge, Colledge Transportation Consulting Inc. David Colledge, Colledge Transportation Consulting Inc., presented an overview of implications of economic, trade and supply chain settings for transportation, including: · Correlation between trade and economy and standard of living · Factors driving transport demand · Competitiveness and complexity of the goods movement environment · Suggestions for better integration of transportation plans and policies
12:43 p.m. Director Meggs arrived at the meeting.
Presentation material titled “Coordinating Transportation in the Gateway” is retained with the April 18, 2013 Transportation Committee agenda.
Comments were provided on: · Linkage between the silos in planning and the public trust · Rationale for the establishment of the Transportation Committee · Expansion of container storage space in the Interior · Reliance of the success of the expansion of container storage outside the Lower Mainland on services (rail etc.) availability · Export demands on the warehouse capacity in the Lower Mainland · Shift to distribution services outside the BC due to lower costs · Port Metro Vancouver’s outreach and communication strategy · Municipal challenge to coordinate various modes of goods transportation · Opportunities for the use of the Northern Gateway
5. REPORTS FROM COMMITTEE OR STAFF
5.1 Request for Funding for SFU Carbon Talks Report dated April 11, 2013 from Delia Laglagaron, Deputy Chief Administrative Officer/General Manager, Planning, Policy and Environment, reviewing a funding request in the amount of $25,000 from Simon Fraser University’s Carbon Talks.
Discussion ensued on the value and the level of Metro Vancouver’s involvement, the extent of Metro Vancouver’s in-kind contribution or the amount of financial
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contribution to the program, and sources of funding and initiative(s) that would have to be set aside as a result of the funding re-allocation.
1:04 p.m. Director Corrigan arrived at the meeting.
It was MOVED and SECONDED That the Transportation Committee direct staff to review in-kind opportunities for Metro Vancouver’s contribution to the SFU Carbon Talks “Moving in a Livable Region” initiative and to report on funding sources of the potential grant and the amount of funding secured by the group to-date. CARRIED
5.2 Proposed Transportation Forum Report dated April 11, 2013 from Ann Rowan, Corporate Sustainability Strategist, Planning, Policy and Environment, presenting a proposed theme for a Transportation Forum.
Members spoke in support of goods movement as the proposed theme for the Transportation Forum. Comments were also provided on the following: · Inclusion of suppliers and receivers of goods in the discussions · Issue of inefficient goods transportation · Budget and sources of funding for ports expansion · Status of the TransLink’s study pertaining to goods movement strategy · Data collected by municipalities re truck transportation · The need to focus on maximizing the use of the existing capacity in the region rather than on further expansion · The need for the goods transportation industry to change its existing practices
It was MOVED and SECONDED That the Board direct staff to organize a Transportation Forum in the Fall of 2013 on the regional and local impacts of Goods Movement and request the staff to report back on a more detailed program and agenda. CARRIED
5.3 Regionally Significant Infrastructure Project Update Report dated April 11, 2013 from Raymond Kan, Senior Regional Planner, Planning, Policy and Environment, providing an overview of Metro Vancouver staff’s involvement in major transportation and land use initiatives in recent years and how this role could evolve under the leadership and direction of the Transportation Committee.
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It was MOVED and SECONDED That the Transportation Committee receive for information the report dated April 11, 2013, titled “Regionally Significant Infrastructure Project Update”. CARRIED
5.4 Regional Transportation Strategy Update Report dated April 11, 2013 from Raymond Kan, Senior Regional Planner, Planning, Policy and Environment, providing an overview of TransLink’s Regional Transportation Strategy.
1:45 p.m. Director Corrigan departed the meeting.
It was MOVED and SECONDED That the Transportation Committee receive for information the report dated April 11, 2013, titled “Regional Transportation Strategy Update”. CARRIED
5.5 Manager’s Report Report dated April 10, 2013 from Delia Laglagaron, Deputy Chief Administrative Officer/General Manager, Planning, Policy and Environment, updating the Committee on the following: TransLink issues; the Bay Area Joint Policy Committee; rapid transit studies; the Patullo Bridge Review Project; the George Massey Tunnel Replacement Project and the Port Metro Vancouver Land Use Plan.
It was MOVED and SECONDED That the Transportation Committee receive for information the “Manager’s Report”, dated April 10, 2013. CARRIED
6. INFORMATION ITEMS
It was MOVED and SECONDED That the Transportation Committee receive for information the following items: 6.1 Letter: Federal Funding for Transportation Correspondence dated March 21, 2013 addressed to the Honourable Denise Lebel, Minister of Transport, Infrastructure and Communities, from Nancy Olewiler, Chair, TransLink Board of Directors, regarding federal funding for transportation. 6.2 Letter: Federal Funding for Transportation Correspondence dated March 21, 2013 addressed to the Honourable James M. Flaherty, Minister of Finance, from Nancy Olewiler, Chair, TransLink Board of Directors, regarding federal funding for transportation. 6.3 Letter: George Massey Tunnel Replacement Project Correspondence dated March 13, 2013 addressed to the Honourable Mary Polak, Minister of Transportation and Infrastructure, from
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Malcolm D. Brodie, Mayor, City of Richmond, regarding the George Massey Tunnel Replacement Project. 6.4 Letter: Deltaport Traffic Impacts Correspondence dated February 28, 2013 addressed to the Dianne Watts, Chair, Metro Vancouver Transportation Committee, from Malcolm D. Brodie, Mayor, City of Richmond, regarding DeltaPort traffic impacts. CARRIED
7. OTHER BUSINESS No items presented.
8. RESOLUTION TO CLOSE MEETING
The Committee agreed to add to the resolution to close the meeting Section 90 (1) (a) of the Community Charter.
It was MOVED and SECONDED That the Transportation Committee close its regular meeting scheduled for April 18, 2013 pursuant to the Community Charter provisions, Sections 90 (1) (a) and 90 (2) (b) as follows: “90 (1) A part of a committee meeting may be closed to the public if the subject matter being considered relates to one or more of the following: (a) personal information about an identifiable individual who holds or is being considered for a position as an officer, employee, or agent of the regional district or another position appointed by the regional district; and 90 (2) A part of a meeting must be closed to the public if the subject matter being considered relates to one or more of the following: (b) the consideration of information received and held in confidence relating to negotiations between the regional district and a provincial government or the federal government or both, or between a provincial government or the federal government or both and a third party.” CARRIED
9. ADJOURNMENT/TERMINATION The meeting adjourned at 1:53 p.m.
______Klara Kutakova, Dianne Watts, Chair Assistant to Regional Committees
7261716 FINAL
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June 5th, 2013
Project Title: Moving in a Livable Region: Investing in Transportation for a Growing Economy
Organization: Carbon Talks – SFU Centre for Dialogue 3325-515 West Hastings Street Vancouver, BC, V6B 5K3 www.carbontalks.ca
Project Contacts: Shauna Sylvester, Executive Director Claire Havens, Program Manager 778.782.7895 778.782.8901 [email protected] [email protected]
This submission is an amendment to the funding request for Moving in a Livable Region: Investing in Transportation for a Growing Economy (MLR) made to the Metro Vancouver Transportation Committee on March 6, 2013. MLR is a consortium of transportation stakeholders working to establish a sustainable funding regime for low carbon transit, cycling and walking infrastructure in Metro Vancouver.
Since the consortium last met in April, the following developments have led to a revaluation of the project’s parameters:
• the post-election political environment in BC; • the Minister of Transportation and Infrastructure’s announcement of a referendum on sustainable funding options; and, • TransLink’s desire to focus on citizen and stakeholder engagement on road pricing, and to a lesser extent land-use planning, through partnering with the Centre for Dialogue.
Given these new realities, the MLR project will be amended to include the following projects through the Centre for Dialogue:
1) A Community Summit (stakeholders and citizens) and three to four smaller dialogues across the region focusing on road pricing as a long-term demand management and funding solution. This regional conversation will be in collaboration with TransLink, with the opportunity for other organizations such as Metro Vancouver to get involved. 2) Continuing to provide a convening body for the consortium members as well supporting knowledge mobilization programs. These efforts will advance a sustainable funding regime in anticipation of a referendum in November, 2014. The Centre for Dialogue will support consortium members in conducting focus groups, the development of education strategies and with public engagement. 3) A MLR website will provide a platform for consortium members to identify themselves, state their collective positions and distribute materials, as well as garner input through informal surveys, quizzes and forums. In advance of the referendum, PlaceSpeak or a similar platform will allow for a wider regional conversation on funding options.
Metro Vancouver Funding Request Amendment TRANSPORTATION - 6
June 5th, 2013
Project Impact:
The expected outcome is the implementation of a sustainable funding regime for public transportation funding in Metro Vancouver, an increased understanding among citizens of the need for low-carbon infrastructure investment, and the importance of transportation infrastructure for economic growth.
Through this process, citizens will become more engaged with the business and community groups, and government agencies and organizations that advocate for expanded public transportation. This process can also be used as a model for other municipalities facing similar transportation funding issues.
Key project deliverables/outcomes:
• An inventory of funding options for transportation, as well as planning and demand management tools translated into language accessible to the public • Discussion guide (1) and tailored pre-reading packages (3-4) • Surveys, focus groups and resulting suggestions for effective messaging • Reports from the community dialogues (3-4) and the Citizens’ Summit on road pricing (1) • Citizens’ Vision for road pricing document (1) • Website and social media presence (daily Twitter posts and weekly Facebook updates) • An open source and replicable process design • A series of articles (3-5), blog posts (15-20), opinion editorials (4-6) and media pieces
Revised funding request: $15,000
For more information on this amendment, please contact Claire Havens at 778-898-4357 or [email protected].
Metro Vancouver Funding Request Amendment TRANSPORTATION - 7
June 5th, 2013
Metro Vancouver Funding Request Amendment TRANSPORTATION - 8 5.1 On-Table
To: Transportation Committee
From: Delia Laglagaron, Deputy CAO and General Manager Raymond Kan, Senior Regional Planner Planning, Policy and Environment Department
Date: June 19, 2013 Meeting Date: June 20, 2013
Subject: Comments on TransLink’s Regional Transportation Strategy – Draft Strategic Framework for Consultation
RECOMMENDATION That the Board convey to the TransLink Board and Mayors’ Council on Regional Transportation the report titled Comments on TransLink’s Regional Transportation Strategy – Draft Strategic Framework for Consultation dated June 19, 2013.
PURPOSE This report provides comments on TransLink’s Regional Transportation Strategy Framework (“Strategic Framework”). To inform the Transportation Committee’s discussion, staff will make a presentation on the comments and recommendations for improving the Strategic Framework.
BACKGROUND TransLink is consulting with Metro Vancouver as per the provisions of the South Coast British Columbia Transportation Act in the preparation of a long-term transportation strategy. According to TransLink, the Strategic Framework (attached) is the basis for meeting the legislative requirement for an approved long-term strategy by August 1, 2013. Once approved by the TransLink Board, the Strategic Framework will be used as the basis for preparing the Implementation Plan. It is TransLink’s intent to seek Metro Vancouver’s comments on the draft Strategic Framework. Once approved by the TransLink Board on or before August 1, 2013, TransLink may refer the Strategic Framework to Metro Vancouver for consideration of endorsement or for further comment.
The Strategic Framework is not the complete long-term transportation strategy. TransLink is treating it as an opening chapter to the Regional Transportation Strategy (RTS). The Implementation Plan, to be completed in 2014, will be the main content. The Strategic Framework is important as it sets out a vision, goals, targets, strategies, and actions for the RTS. Actual program investments and projects prioritized for the first 15 years are anticipated to be identified in the Implementation Plan.
TransLink’s consultation process for the draft Strategic Framework has three objectives: · Confirm the transportation vision and goals; · Confirm the direction in the three strategy areas; · Prepare for a discussion on the implementation plan in the fall through 2014
This report is structured similarly to respond to TransLink’s request for comments. It should be noted that Metro Vancouver evaluates TransLink’s base plans and supplemental plans on the basis 7356683 TRANSPORTATION - 9 Comments on TransLink’s Regional Transportation Strategy – Draft Strategic Framework for Consultation Transportation Committee Meeting Date: June 20, 2013 Page 2 of 8
of the regional transportation authority’s legislative mandate, which is to support the Regional Growth Strategy (RGS), regional environmental objectives, including improving air quality and reducing greenhouse gas emissions, and the economic development of the region. As a partnership of municipalities, Metro Vancouver may convey comments that are reflective of the regional interests of municipal partners. Finally, the approved Memorandum of Understanding between Metro Vancouver and TransLink on the Regional Transportation Strategy formalizes the working relationship between the two agencies on the preparation of the RTS.
DISCUSSION In general, the Strategic Framework is a good starting point for dialogue. It contains some very strong elements. The key comments in the report point to opportunities to improve the Strategic Framework so that it will help the region advance the implementation of the RGS and meet municipal needs. Staff has identified 11 areas.
Comments on Proposed Vision, Goals, Targets, and Principles The Strategic Framework advances a clear agenda on maximizing transportation efficiencies through transportation user pricing, transportation system management, and partnerships with local governments on land use. These elements are justifiable and reasonable.
1. Vision: The proposed vision statement is consistent with the sustainability vision embraced by the Metro Vancouver Board and embedded in the management plans. TransLink has framed the transportation vision as a means to multiple ends (“enhances the health of our people and communities, economy, and environment”). The Strategic Framework could acknowledge that the region already possesses a strong policy foundation in the multiple facets of sustainability through Metro Vancouver’s compendium of management plans, with particular reference to the Regional Growth Strategy and Integrated Air Quality Management Plan.
Recommendation: The Strategic Framework should articulate in greater detail how it fits with and enhances Metro Vancouver’s suite of management plans, and in particular, the Regional Growth Strategy and the Integrated Air Quality and Greenhouse Gas Management Plan.
2. Goals: The Strategic Framework goals are largely consistent with those of the RGS. Each of the four goals matches one of the RGS goals. However, there is no equivalent goal to the RGS Goal 1 “Create a Compact Urban Area”.
RGS Corresponding RTS Strategic Framework Goal RGS Goal 1: Create a Compact Urban Area -- RGS Goal 2: Support a Sustainable RTS Goal 3: Enable a Sustainable and Resilient Economy Economy RGS Goal 3: Protect the Environment and RTS Goal 4: Protect the Environment Respond to Climate Change Impacts RGS Goal 4: Develop Complete RTS Goal 2: Foster Safe and Healthy Communities Communities RGS Goal 5: Support Sustainable RTS Goal 1: Support Sustainable Transportation Transportation Choices Choices
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Goal 1 is perhaps the most fundamental and crucial goal in the RGS. The RGS advances an approach to managing growth where new development is focused within the Urban Containment Boundary and more specifically in a network of Urban Centres and municipally-identified Frequent Transit Development Areas. These growth areas are anticipated to accommodate upwards of two-thirds of the population growth in the next three decades and upwards of three-quarters of the job growth. A compact urban area having a well-connected network of Urban Centres and Frequent Transit Development Areas will obviate the need to drive long distances to get to work, school, or other destinations, and will make opportunities to walk, cycle, take transit, and carpool much more viable alternatives to driving alone. A necessary factor for the success of these policy growth areas is connectivity to the Frequent Transit Network.
Recommendation: The Strategic Framework should include a new goal and associated strategies and actions that support the creation of a compact urban area. The proposed Strategy 3.4 “Support regional land use objectives” should be the basis for crafting a new goal. One associated action should be to complete the Frequent Transit Network to connect and serve the priority Urban Centres (the priorities are Metro Core, Surrey Metro Centre, and the regional city centres) and Frequent Transit Development Areas.
3. Headline Targets: The Strategic Framework sets out two headline targets for directing actions and evaluating progress: · to reduce distances driven by one-third and · to achieve half of all trips by walking, cycling, and transit
These two headline targets are largely consistent with the RGS and regional greenhouse gas reduction targets adopted by the Metro Vancouver Board in 2008.
But an important mode choice is missing. Multiple-occupancy vehicles (MOV), such as casual carpooling or organized rideshare programs, are a valid alternative to the single- occupant vehicle and complementary to transit, cycling, and walking. MOV is identified in the RGS (Strategy 5.1 “Coordinate land use and transportation to encourage transit, multiple-occupancy vehicles, cycling, and walking”). MOV ought to be encouraged as an option where feasible and where transit service may not be the most convenient choice, such as communities with basic transit service levels for the foreseeable future. Maximizing the capacity utilization of the transportation system must include consideration of MOV.
Recommendation: The headline target for modal shift should comprise multiple-occupancy vehicles, transit, cycling, and walking.
Comments on Strategies and Actions
4. Invest Strategically to Maintain and Grow the Transportation System: What is missing is an image of what the transportation system should look like to support regional growth management and municipalities. Much like the RGS is a balanced approach to meeting collective responsibilities while protecting and enhancing local autonomy over land use, the Strategic Framework would benefit by framing more accurately the purpose of the authority and its role to support municipalities with their aspirations to remain or become more vibrant and complete communities. At the same time, it is understandable that rigour
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should always be part of making decisions on transportation investments and for managing transportation assets. Recognizing municipal aspirations and supporting established land use development and policy should not be construed as straying away from normal financial responsibilities. A fulsome dialogue about priorities and synergies in a fiscally-constrained context is important. The Strategic Framework should be explicit in supporting municipalities that have or will be working towards Regional Context Statements (RCS’s) that are consistent with the RGS.
TransLink must recognize that over the past four decades, the region has time and again reconfirmed a regional land use pattern organized around a network of major centres and transit, all within a constrained urban footprint. Municipalities have for the most part stayed consistent with this theme for helping to manage regional growth and for determining local development patterns. But much work remains to complete the transportation network. Some communities need to complete their grid network, not only to facilitate local access by transit and rationalize vehicular traffic, but also to energize walking and cycling opportunities. In other communities, peak period transit capacity is stretching to its limits, and more transit capacity is needed.
In the preparation of the Implementation Plan, municipalities need clarity on how investments will be proposed, how the investments would be evaluated, and how the investments would be chosen for inclusion in the RTS Implementation Plan.
As work is initiated on the Implementation Plan, TransLink could allow municipalities and Metro Vancouver to become more fulsome partners in designing the future of the transportation system to meet the reasonable needs and desired outcomes of communities as reflected in accepted RCS’s, Official Community Plans, and the RGS. This approach would be a much more open, transparent, and collaborative effort to build a transportation system that is customized to the plans of communities – plans that are consistent or moving towards consistency with the RGS.
Recommendation: In the spirit of collaboration, TransLink should issue a “call for projects” from municipalities and other stakeholders for consideration of evaluation. Most municipalities have an understanding of what infrastructure and services are needed in their communities. The role of TransLink would be to screen those projects, using agreed- upon criteria, for consideration of full or partial regional funding and inclusion in the Implementation Plan.
5. Increasing Transit Ridership versus Increasing Transit Mode Share. The two strategies in the draft Strategic Framework pertaining to transit investments are: o Strategy 1.4 Make investments in the transit network to increase ridership o Strategy 1.5 Ensure the continued provision of basic access service in low- demand neighbourhoods
These two strategies appear to rationalize how new transit resources will be allocated geographically. Making investments to increase ridership is reasonable and supportable, as is ensuring that low-demand neighbourhoods remain connected to the broader transit network. The gap is relating these two strategies to the headline target to encourage the modal shift to transit and other modes.
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Modal shift is about establishing or expanding transit markets. These potential markets include the priority Urban Centres and Frequent Transit Development Areas, and many of these are located in the rapidly growing suburban parts of the region. However, modal shifts to transit do not necessarily translate to large ridership increases in absolute terms.
The Strategic Framework does not contain the appropriate policies to encourage modal shift across the region. The Strategic Framework may unintentionally undermine the aspirations of suburban communities to make the transition into more transit-oriented places, even though there may be a long time lag before they can deliver the large absolute number of transit riders as compared to established transit markets.
Recommendation: To address the headline target for modal shift, the Strategic Framework must include explicit strategies and actions to encourage the desired modal shift to transit, with particular attention paid to priority Urban Centres and Frequent Transit Development Areas. Alternatively, TransLink could delete the headline target about mode share and replace it with one about transit ridership.
6. Predetermined Regional Priorities. Figure 2 in the Strategic Framework depicts the 30-year transit network concept from Transport 2040 overlaid with “confirmed regional priorities”. Rapid transit studies were completed for the UBC-Broadway corridor, the three corridors in Surrey (104th Avenue, King George Boulevard, and Fraser Highway), and the Burnaby Mountain corridor. It is our understanding that regional priorities will be determined through the preparation of the Implementation Plan.
Recommendation: Figure 2 in the Strategic Framework should be amended to remove the “confirmed regional priorities”, and instead be labeled as “study corridors for potential rapid transit expansion”. They and other regional priorities that emerge from forthcoming dialogues and technical analysis will be confirmed through the preparation of the Implementation Plan.
7. Goods Movement Planning and Coordination. Once the South Fraser Perimeter Road is completed, the recent large scale expansion of highway capacity in this region will be realized. Now, the focus turns to major links in the system that are slated for renewal or replacement, such as the Pattullo Bridge and George Massey Tunnel. TransLink has made great strides working in a partnership with the Cities of New Westminster and Surrey to jointly study practical alternatives for the Pattullo Bridge corridor. However, the Province is the lead planner for the Massey Tunnel and TransLink has only been a stakeholder in consultation. Moreover, Port Metro Vancouver is consulting on a new Land Use Plan and contemplating significant expansion at Roberts Bank and other terminals. These initiatives have implications for the operation of the regional transportation system.
The Strategic Framework makes reference to convening and facilitating a goods movement council (action under Strategy 3.3), and advocating for the preparation of a regional economic strategy (actions under Strategy 3.3). These are interesting ideas that are worth discussing and refining. But TransLink needs to be specific now on its role in planning and coordinating goods movement on the transportation system.
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Recommendations: The Strategic Framework should contain specific direction on how cooperation on transportation for goods movement will work. Specifically, it should speak to how to work with the Province to coordinate road capacity expansion, and with Port Metro Vancouver and industry on the siting and safe operation of goods movement facilities. TransLink’s advocacy for a goods movement council and regional economic development strategy are intriguing ideas and worth exploring with partners, including Metro Vancouver, immediately, rather than after completion of the Regional Transportation Strategy in 2014.
8. Integrating Land Use and Transportation Decisions: One of the most important policy element proposed in the draft Strategic Framework is Strategy 3.4 “Support regional land use objectives”. This strategy appears consistent with the RGS objectives to focus growth in Urban Centres and Frequent Transit Development Areas, reinforce the Urban Containment Boundary, and to optimize the effectiveness of the transportation network. The actions are specific to coordinating the land use decisions of municipalities with the transportation investment decisions of TransLink, and to linking housing affordability and locations along the Frequent Transit Network. These are substantive proposals to integrate land use and transportation, and therefore will require significant dialogues with local governments.
Recommendation: Much more dialogue will be required to better understand and shape this strategy and its actions, including roles, responsibilities, risks, and trade-offs. TransLink should specify in the Strategic Framework the process for this specific dialogue with municipalities, Metro Vancouver, and other partners.
9. Regional Road Pricing Study. Strategy 2.4 and its associated actions align with the request of TransLink in the RGS to “prepare and implement regional transportation system and demand management strategies, such as ridesharing programs, transportation user-based pricing and regional parking policy” (RGS Action 5.1.7(d)).
The next step is to undertake technical analysis and field studies on possible regional road pricing options suitable to the region’s geography and travel patterns, plus the financial, governance, and administrative features of these systems. This kind of study is crucial for estimating how much of the investment program in the Implementation Plan would be affordable and what the system outcomes will be with respect to the headline targets. The region need not wait until after the completion of the RTS to begin studying road pricing. The suggestion of a near-term field study should be initiated within the next six months.
Recommendation: A near-term field study for a region-wide road pricing system should be initiated within the next six months. TransLink should be the lead agency for the implementation of the study. The Province and Metro Vancouver can provide appropriate support.
10. Car Sharing as an Emerging Transportation Choice: Car sharing (e.g. car2go, Modo, Zip Car) provides mobility options for people who cannot reach destinations by transit at certain locations and/or by the time of day due to the availability and practicality of transit service. Car sharing fills gaps in the transit network. Car sharing can also allow households to postpone the purchase of a vehicle, thereby pre-empting a significant expenditure and improving affordability.
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Recommendation: Vehicle sharing should be recognized in the Strategic Framework with specific supportive actions for its opportunity to effectively fill gaps in the transit network.
Comments on the Implementation Plan Process TransLink has made significant strides to involve staff from municipalities, Metro Vancouver, Province, and other stakeholder groups in the review of materials in the development of the Strategic Framework. In early 2013, TransLink established the RTS Partner Advisory Committee and RTS Steering Committee. The Partner Advisory Committee is chaired by the chair of the Major Roads and Transportation Advisory Committee (MRTAC) and includes the chairs and vice-chairs of the Regional Planning Advisory Committee (RPAC) and Regional Engineers Advisory Committee (REAC), and other associate members. The General Manager for Policy, Planning, and Environment sits on the steering committee alongside the assistant deputy minister from the Ministry of Transportation and Infrastructure, the executive vice president of planning at TransLink, and the chair and vice-chair of the Regional Administrators Advisory Committee and the chairs of MRTAC, RPAC, and REAC. The Regional Agency Forum has also been used to review and discuss materials.
But further improvements in collaboration are necessary if the region is to move to a consensus on what the priority investments are and when, the choice of tools for implementing transportation user pricing, and mechanisms to better integrate land use and transportation decisions.
11. The Implementation Plan. The draft Strategic Framework does not clearly set out a process for the preparation of the Implementation Plan. For a document that speaks to the importance of cooperation in transportation planning, and integration with land use planning, more details on how Metro Vancouver, member municipalities, and the Province will be partners are necessary. Further, the draft Strategic Framework is vague in delineating who has what responsibility to do which action.
Recommendations: TransLink should include in the Strategic Framework the milestones and consultation process for preparing the Implementation Plan, and the approach for collaborating with local governments and the Province. The Strategic Framework should also identify the respective roles of the Province, municipalities, Metro Vancouver, and other partners in the implementation of the actions.
ALTERNATIVES 1. That the Board convey the enclosed comments and recommended actions for TransLink to the TransLink Board and Mayors’ Council on Regional Transportation.
2. That the Board initiate actions to amend the Memorandum of Understanding between Metro Vancouver and TransLink with the “recommendations identified in this report as conditions for the endorsement of the Regional Transportation Strategy by the Metro Vancouver Board.
3. That the Transportation Committee provide an alternative direction to staff.
TRANSPORTATION - 15 Comments on TransLink’s Regional Transportation Strategy – Draft Strategic Framework for Consultation Transportation Committee Meeting Date: June 20, 2013 Page 8 of 8
FINANCIAL IMPLICATIONS There are no financial implications for the Board to convey its comments to TransLink regarding the draft Regional Transportation Strategy Framework. Additional resources may be identified as part of the 2014 budget process to ensure Metro Vancouver has sufficient and appropriate staff and consultant resources to support the preparation of the Implementation Plan and other associated tasks and projects (e.g., a near-term road pricing study).
SUMMARY / CONCLUSION TransLink is seeking comments from Metro Vancouver on the draft Regional Transportation Strategy Framework. The Strategic Framework is intended to set the stage for ongoing dialogue through the rest of 2013 and early 2014 on the preparation of the Implementation Plan. Staff has prepared comments that examine the Strategic Framework from the perspective of the Regional Growth Strategy, the regional interests of municipal partners, and the spirit of the Memorandum of Understanding between Metro Vancouver and TransLink.
Overall, the RTS Strategic Framework establishes a starting point for a regional dialogue on the preparation of the Implementation Plan. The key comments in the report point to opportunities to improve the Strategic Framework so that it will help the region advance the implementation of the RGS and meet municipal land use and transportation aspirations and existing policy and development that are consistent with their Regional Context Statements and Regional Growth Strategy. The document contains a long list of ideas, many of which have potential to be effective actions, but there are also substantive policy gaps as identified in this report. Further work is needed to refine these ideas into practical actions, and to identify who has responsibility for implementing them and the financial implications.
Staff recommends alternative one. TransLink is formally consulting with Metro Vancouver, including municipal councils upon request, on the draft Strategic Framework. It is appropriate for Metro Vancouver to convey comments with the understanding that a revised version will be presented to the Metro Vancouver Board in July for additional comment.
Alternative two would involve amending the MOU to convert these specific comments into provisions and criteria for the endorsement of the Regional Transportation Strategy. Given that there will be a second opportunity for the Metro Vancouver Board to review the draft Strategic Framework, this alternative is not recommended at this time.
ATTACHMENT Regional Transportation Strategy – Draft Strategic Framework for Consultation (Orbit 7537176)
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June 14, 2013
Delia Laglagoran Deputy CAO / Commissioner; General Manager Metro Vancouver 4330 Kingsway Burnaby, BC V5H 4G8
Dear Ms. Laglagoran:
RE: REGIONAL TRANSPORTATION STRATEGY - DRAFT STRATEGIC FRAMEWORK FOR CONSULTATION
In preparation for the Metro Vancouver Transportation Committee’s discussion on Thursday, June 20, 2013, please find enclosed the Regional Transportation Strategy Draft Strategic Framework for Consultation.
TransLink is in the process of updating Transport 2040, the current Regional Transportation Strategy (RTS). TransLink must consult with Metro Vancouver, the public, local governments, agencies of the provincial and federal governments, and the Minister of Transportation and Infrastructure. In the spring of 2013, TransLink and Metro Vancouver approved the Memorandum of Understanding to partner on development of this regional strategy. We plan to work very closely with Metro Vancouver to ensure that the RTS supports the Regional Growth Strategy and to bring it forward to Metro Vancouver for endorsement.
As a region, we already have a shared vision and Transport 2040, our current strategy, has a solid foundation of transportation policy to help achieve it. These key policies remain in our proposed update to the RTS. What is changing is our emphasis.
Over the past decades, governments made unprecedented investment in infrastructure and this helped to improve the network. We have made progress but still are not on track to meeting our long term goals for the region. Our analysis shows that, even if we continue to invest at this pace, we still would not meet our targets. We know that to succeed we must also address land use and demand management policies as vigorously as investment ones. We have achieved some progress towards more transit-oriented land use and have much further to go with demand management measures.
TRANSPORTATION - 17 Delia Laglagaron June 14, 2013 Deputy CAO / Commissioner; General Manager Page 2 of 2
To ensure that we can achieve all that our region aspires to and within the resources available, the main emphasis in this RTS update will be to take an approach where our significant investments now go in tandem with better demand management, such as regulation and pricing, and coordinated land use policies. The update is taking place in two phases, with Phase 1 focusing on the strategic framework now being presented; and, Phase 2 focusing on the implementation strategy to be presented in the Fall.
This process builds on the work the Mayors’ Council has done with the provincial government on such issues as funding and pricing transportation. Additional details on content are contained in the enclosed draft framework. For Phase 1, TransLink worked with staff from Metro Vancouver, municipal, provincial and regional agency partners. Their input is reflected in the draft strategic framework being presented.
The Phase 1 engagement process has three key objectives:
Confirm the transportation vision and goals; Confirm the direction in the three strategy areas, as described above; Prepare for a discussion on the implementation strategy in the fall through 2014.
We will be engaging with decision makers and stakeholders according to the following timeline:
June 19: Mayors’ Council June 20: Metro Vancouver Transportation Committee June 28: Metro Vancouver Board July 30: TransLink Board approval of the RTS Strategic Framework September: Opportunity for the Mayor’s Council and Metro Vancouver Board to endorse the RTS Strategic Framework
We will continue to work with Metro Vancouver, provincial, municipal and regional agency staff on the implementation strategy as we prepare for a broader discussion this Fall. This Phase 2 will include broad public engagement on the investment options for the future. Throughout this process, we will incorporate further comments until we finalize the full Regional Transportation Strategy, including this strategic framework and a more detailed implementation plan, in 2014.
We appreciate the involvement of Metro Vancouver in this important matter. Transportation is important to our health, economy and environment. By working together, we can meet the demands for better public transportation and keep our region on track to a healthy and prosperous region for generations to come.
I look forward to discussing this draft framework with the committee on June 20, 2013.
Sincerely,
Bob Paddon Executive Vice President, Strategy Planning and Public Affairs
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Regional Transportation Strategy Draft Strategic Framework for Consultation June 10, 2013
A SHARED VISION Metro Vancouver is, by every measure, one of the most liveable regions in the world. It is beautiful, prosperous and, by global urban standards, environmentally pristine.
One of the region’s enduring strengths is its consistent vision for regional growth management that is supported and reinforced by an effective transportation system. Metro Vancouver introduced its first “Livable Region Plan” in 1975, setting out an urban development pattern that would serve the people and save the land. Given the region’s limited land base and its rapidly growing population, the leaders of the day – and all those since – resolved to focus growth and development in a series of compact centres that would be easy to get around and would allow for the preservation of the parks, natural spaces and agricultural lands that enhance our quality of life.
1975 Livable Region Plan
To help realize this vision, TransLink was founded in 1999 as an integrated, multi-modal, regional transportation authority to provide a regional transportation system that moves people and goods and supports:
1. the goals of the Regional Growth Strategy (successors to the Livable Region Plan);
2. regional economic development; and
3. regional and provincial environmental objectives. In service to these goals, TransLink is in the process of updating the current Regional Transportation Strategy, Transport 2040. Over the coming year, and working in collaboration with its partners and the public, TransLink will reconsider, refine and seek broad agreement on a transportation action plan that will help maintain Metro Vancouver’s position as one of the best places in the world to live.
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1. A region that is vibrant and sustainable Adopted in 2011, Metro Vancouver’s Regional Growth Strategy articulates five regional growth management goals: create a compact urban area; support a sustainable economy; protect the environment and respond to climate change impacts; develop complete communities; and support sustainable transportation choices. The RGS also emphasizes the importance of coordinating land use and transportation, recognizing that location of jobs and housing fundamentally determines where and how much people, goods and services need to travel. In seeking to reduce the distances that people (and goods) need to travel and in increasing the likelihood that those trips can be made by walking, cycling or transit, TransLink will work even closer with its partners to align transportation infrastructure with land use decisions that are the responsibility of Metro Vancouver and its member municipalities.
2. A region where businesses prosper Every economic activity depends upon the transportation system to bring together people, goods, and services at the right time and place. An efficient system ensures that: employers can recruit and retain skilled workers from across the region; students can make it to class; manufacturers and distributors can be confident of “just-in-time” deliveries within the region and throughout North America; families can get to the store; and service providers can reach client sites, reliably, each day. TransLink recognizes that where our transportation system performs well, individuals and businesses reap direct economic benefits; where it falls short, we all incur costs—through lost productivity and foregone transactions.
3. A region where air is clean and the land – and the people – are healthy Transportation is a major source of greenhouse gas (GHG) emissions in BC. The BC Climate Action Plan aims to reduce GHGs by 33% by 2020 and by 80% by 2050, from 2007 levels. Motor vehicle traffic is also the principal regional source of hazardous air contaminants. Metro Vancouver’s Integrated Air Quality and Greenhouse Gas Management Plan set goals to protect public health and the environment; improve visual air quality; and minimize the contribution to global climate change. The Regional Transportation Strategy can help achieve these objectives by creating and supporting a cleaner, more efficient transportation system. WE ARE MAKING PROGRESS Thanks to the support from local, provincial and federal governments, we have made sweeping changes to regional transportation infrastructure in the last three decades. We built three rapid transit lines since 1986, with another now under construction; increased bus service by 50% since 2002; built strategic links in the road network; and added, rebuilt or replaced bridges. The result is a transportation system that supports the local economy, connects the region to the rest of Canada, connects Canada to the rest of the world, and is frequently held up as a North American model of integrated, multi-modal planning. A Challenge …
Over the next 30 years, Metro Vancouver is expected to welcome one million additional residents, adding 500,000 jobs and three million more passenger trips every day. Bumped up against mountains, an ocean, an international border and a protected agricultural zone, there is little room to continue expanding outwards, little room to accommodate all of these additional trips by car. The economic reality has also changed. The 2008 recession was not so much a bump in the road as a shift in gears. The new economy can still be healthy. It will still expand. There are promising signs that senior levels of government are committed to supporting public transportation. But in general, individuals, businesses
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TRANSPORTATION - 20 June 14, 2013 |DRAFT for Consultation and governments are all looking more carefully at large new spending proposals. Our challenge – as we work to improve our quality of life even as we increase our population – is to make communities and the transportation system work better, and do so at a cost that taxpayers find affordable. … and an Opportunity
We have demonstrated already that this is possible. Metro Vancouver is a continental leader in building compact, complete communities that enable people to live closer to their work, to the services they need and the amenities they want. And residents have an increasing amount of choice in how they get around. More than 90% of the places where people live and work in Metro Vancouver can be reached by public transit – a much higher level than most comparably sized regions in North America.
Now we need to raise the bar – and to set two clear and measurable “headline targets” that we can use to track our progress.
First, in Transport 2040 the region agreed that the most affordable and efficient way of achieving our livability, environmental and economic goals would be to make it possible for people to make half of all trips by walking, cycling, and transit.
These are the lowest-cost and lowest-impact forms of transportation. They require the least land, inflict the least environmental impact, have the greatest economic payback, and, in the case of walking and cycling, they actually promote the active lifestyles that contribute to personal and community good health. If we can achieve this target by 2045, we will be able to accommodate population growth and maintain or improve travel-time reliability for commuters and – importantly – for goods movement on the regional road system, even in the face of physical and economic constraints.
Percentage of all trips by walking, cycling, and transit
The second headline target will measure our success in getting people closer to jobs and services and, again, ensuring the smooth flow of traffic to enable efficient goods movement within and through Metro Vancouver. It is: to reduce distances driven by one-third. If we achieve both these targets, by 2045, people, goods and services will all spend less time, energy, money and hassle moving around, improving quality of life, protecting the environment, and supporting a prosperous economy.
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RETHINKING TRANSPORTATION It must be clear, in thinking about transportation policy, that we are not trying to build a transportation system; the goal is to support a vibrant, sustainable, prosperous and healthy community. To this end, TransLink is an essential service provider: it is one of the most complex multi-modal transportation authorities in North America. But it is just one partner in a region-wide collaboration. TransLink can build roads, bridges and rapid transit lines, it can buy and operate buses, trains and seabuses, it can provide funding to build walkways, bikeways and roadways. It can help promote, coordinate, and organize. But others have the responsibility and authority to make decisions about land use, to manage and direct development, to raise or assign funds for transportation investments and to establish some of the pricing mechanisms that will make those investments pay bigger dividends.
In an era of increasing fiscal constraint, the best opportunities that lay before us will be found in cooperation. We must make commitments to Invest, Manage and Partner concurrently. We can’t do any one of these in isolation. INVEST – DO MORE WITH LESS
Times are tight. In addition to an array of operating and maintenance demands, many communities within the region have reasonable and pressing ambitions to expand the transportation system, to keep pace with growth, achieve our shared goals for livability and economic prosperity.
In that context, we must affirm that we are providing maximum value from our existing assets and that we work with our partners to make new investment decisions in a more integrated way, considering all possible solutions on an equal footing. For example, when seeking to resolve a traffic chokepoint, we will compare demand management solutions on par with strategies to increase capacity. We will give equal consideration to all of the modes. We will assess capital budget decisions along with operating budget decisions.
What this means for the region We will continue to use taxpayer resources efficiently. Decision-making will be transparent. Moreover, it will ensure investments are indeed moving the region closer to its goals. Not all performance objectives might be equally important and different partners might have different priorities. Through this regional transportation planning process, we will have to balance competing interests based on clear agreed-to criteria. In TransLink’s Moving Forward expansion plan, we did this for the first time. We evaluated cycling, road and transit initiatives against a common set of goals, and prioritized and advanced the most effective combination of solutions to get us there with the limited funds we had available. We will continue to take this performance based approach as we plan and deliver on future investment. MANAGE – GIVE PEOPLE THE TOOLS TO MAKE CHOICES
To make the system work more efficiently, we have to make informed choices about how we travel. In any market system, pricing acts as the key link to balance supply and demand. Aligning price with the cost of a service means that users pay more directly for what they use, making the system more efficient. It also generates revenue that is more closely related to demand. People have the right signals
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TRANSPORTATION - 22 June 14, 2013 |DRAFT for Consultation to help make travel decisions that work best for them and for the system. Pricing is about giving travellers more choice and value.
In 1993 Metro Vancouver adopted a regional transportation strategy that included commitments to road pricing. More recently, Transport 2040 and the Regional Growth Strategy reaffirmed this policy direction. In 2013, the Mayors’ Council supported user fees to shape demand and recommended exploring implementation of road pricing in this region. TransLink can make some of these changes independently, for example by establishing transit prices that more accurately reflect demand by time of day, location or distance travelled, or adjusting its parking parking taxation levels. Other agencies and levels of government have authority over road pricing, some changes for which require legislative approval from the Provincial government.
Cooperation between partners will be critical to make new investments affordable and existing infrastructure more efficient and sustainable. Going forward, we need to work to have pricing measures aproved as major investment decisions are made to ensure our system continues to enjoy financial good health, provides maximum benefit to users and, ultimately, delivers us the quality of life we expect.
What this means for the region Traffic congestion and overcrowding during peak hours will be reduced, enhancing reliability for highest value trips (e.g. commercial trucks). Those who choose to forego a trip, bundle some trips together, travel at a less busy time, use a less busy route, or travel by another mode, will be rewarded with savings in time and money. A challenge that needs to be addressed will be potential increased costs for some users who are not able to change their travel patterns. In addition, the technical and administrative challenge of collecting user fees must be considered. PARTNER – WORK TOGETHER TO MAKE PLANS A REALITY
It is often said that the best transportation plan is a good land use plan, and for good reason: the location of jobs and housing fundamentally determines where and how much people, goods and services need to travel. Ultimately, land use has as great an impact on transportation outcomes than most transportation decisions.
The core issue here is the necessity for greater certainty on land use and investment commitments – by local governments, by TransLink, and by the development community. Metro Vancouver’s record of inter-governmental coordination is already widely admired. But closer cooperation between TransLink and municipal partners – and clearer commitments to land use and development goals as investment decisions are made – will give TransLink the guidance and certainty it needs to prioritize major capital projects.
What this means for the region Well-managed development around new and existing transportation infrastructure will maximize the affordability and usefulness of the entire transportation system. At the same time, well-planned and delivered transportation services will make compact communities easily accessible. With at least half of all trips made by walking cycling and transit, people and goods will move freely, at the least cost and with the least environmental impact. It is a recipe for livability. Recognizing that total certainty is not realistic (e.g. resources may not be available to expand service, zoning changes don’t necessarily lead to desired development), stronger partnerships – in community plan development, through consideration and approval of developments or through agreements in advance of investment – can still increase the level of certainty that we all need to plan effectively.
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INVESTING IN OUR FUTURE In 2008, Transport 2040 displayed existing and committed road network projects and laid out a 30-year conceptual network for transit, as shown in the maps on the next page.
Billions have been invested in the regionals road network in the past number of years, and the regional road network is largely complete. In thirty years, regional traffic is targeted to be at today’s levels. Our focus now is in dealing with a few major investment needs – for example, implementation of a long-term solution for the Pattullo Bridge and its network connections and select connections for goods movement, in a way that does not increase general purpose traffic. The Province has also identified the Massey Tunnel as an investment priority. Substantial investments will be also be required to complete local networks in developing areas and improve road safety.
The transit network concept shows increased levels of service and investment on many new corridors. Since 2008, TransLink and its partners have further studied several of these corridors and confirmed the following are priorities for rapid transit investment: Broadway-UBC corridor, Burnaby mountain/SFU, Expo Line upgrades, and Surrey (104th Ave, Fraser Hwy, and King George Blvd). Other corridors shown require further study and will be discussed as part of this update to the Regional Transportation Strategy.
For decades the region has called for priority for walking and cycling, but our investment prioritization has not reflected that. Early and significant investment will now be required to complete the walkway and bikeway networks with a particular focus on traffic protected bikeways in Urban Centres and other areas of high cycling potential.
Metro Vancouver’s current transportation network – including the roads, bridges, sidewalks, cycling and transit infrastructure – is extensive and costly. Major new investment, including the priorities described above will require substantially more funds. Consider these numbers:
$5 billion – the currently unfunded cost to keep the system in a state of good repair and keep pace with growth in the coming decades. $18 billion – the cost for the highest priority new projects identified by our partners. $275 million to $1 billion – the increase in the region’s share of annual spending required to cover the $5 billion to $23 billion cost of those items, combined. These are big numbers, representing more than we’ve historically spent on transportation in this region and coming at a time when the economy is strained and government is trying to contain spending. It presents a challenge to the citizens and leaders in the region – to agree upon how much they want to spend on transportation and then how to spend it. To come to this agreement, TransLink will facilitate a dialogue over the rest of 2013 to develop a 15-year implementation plan to this Strategy Framework. In 2014, TransLink will bring forward a Regional Transportation Strategy that includes this longer term Strategy Framework as well as investment program identifying initiatives and priorities for the next 15 years.
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Figure 1 - Major Roads, Highways and Gateways, 30-Year Concept from Transport 2040 (2008) with confirmed regional priorities (2013)
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Figure 2 – Regional Transit Network, 30-Year Concept from Transport 2040 (2008) with confirmed regional priorities (2013)
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BE PART OF THE PLAN Transport 2040 has laid out a transportation vision for this region where most destinations are handier, where most trips are made by walking, cycling, and transit; where travel is easier, more reliable and less stressful; where goods move efficiently; where people and businesses have more transportation choices; where the roads are safer, the air is cleaner, the climate is protected, and where we lead healthier, more active lives.
This vision can only be achieved by coordinating our efforts to get the investments we need, along with commitments to the pricing and land use policies that will ensure best value out of every transportation dollar spent. Working together and refocusing our efforts, we can achieve this vision.
The dialogue is just getting started. We invite you to join the conversation at www.translink.ca/rts
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DRAFT STRATEGIC FRAMEWORK PROPOSED TRANSPORTATION VISION, GOALS & TARGETS Vision We maintain our global position as one of the best places in the world to live because we meet our transportation needs in a way that simultaneously enhances the health of our people and communities, economy, and environment. Goals Make transportation decisions that:
Choice 1. Support Sustainable Transportation Choices
People 2. Foster Safe and Healthy Communities
Economy 3. Enable a Sustainable and Resilient Economy
Environment 4. Protect the Environment
Headline Targets As a region, we can best achieve these goals by designing our communities and transportation system in a way that allows us to reduce distances driven by one-third and by making it possible for people to make half of all trips by walking, cycling, and transit.
Achieving these targets will benefit everyone by:
Making travel more reliable Giving people and businesses more transportation choices Making it easier and less stressful to get to work and school Giving us more time for doing the things we love Ensuring businesses continue to prosper with better access to more workers and more markets Making living, working and doing business in this region more affordable Giving people better access to more jobs and more opportunities Making our roads safer Helping us live healthier and more active lives, reducing the burden on the healthcare system Helping us get out on the sidewalk to meet our neighbours and deter crime Making the air we breathe cleaner Protecting our climate by meeting our greenhouse gas reduction targets
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PROPOSED PRINCIPLES We commit to advancing transportation solutions that are:
1. Outcome-Driven In planning and decision-making, we will set regional priorities together and make spending and policy decisions based on an assessment of the best ways to achieve the outcomes we all agree that we want. In this assessment, we will consider all solutions on an equal footing. For example, we will compare demand management solutions on par with strategies to increase capacity. We will give equal consideration to the choices between and the potential to integrate different modes – walking, cycling, driving and all forms of transit. And we will assess capital budget decisions along with operating budget decisions against our long term goals.
2. Seamless The regional transportation system is a quilt of components managed by different jurisdictions, and changes in transportation infrastructure or land use in one part of the region can affect the entire system. Users have a right to expect that the system will be managed seamlessly, efficiently and responsibly.
3. Resilient We will recognize our vulnerability to forces beyond our control (e.g. global economy, natural disasters, technological change, fuel prices), seeking out and prioritizing solutions that best prepare us for a range of possible futures and not just the future we think is most likely today.
4. Affordable We will continue to invest over the long term to meet the diverse needs of all parts of the region. As we implement initiatives, we are mindful of other needs – regional priorities such as water, sewer and parks, and broader ones such heath and education. There are limited dollars and one taxpayer. We will design investment plans that can be implemented in a timely way and that have public support for both the level and sources of funding.
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PROPOSED TRANSPORTATION STRATEGIES & ACTIONS There are three key transportation levers the region can use to achieve our overarching goal of getting people and goods where they need to go as reliably, safely, efficiently, and cleanly as possible. We can:
1. INVEST strategically to maintain and expand the transportation system; 2. MANAGE the transportation system to be more efficient and user-focused; and 3. PARTNER to make it happen. Each of these levers has implications for the entire transportation system, relating to the movement of both people and goods. For example, if more people ride their bicycles, they free up more road space for car commuters and trucks moving goods. If car drivers change their hours, they can reduce peak- hour congestion, thereby delaying the need to build new infrastructure, or removing the need altogether. Moving People By helping to reduce trip distances and increase the opportunities for people to walk, cycle and take transit, transportation investments can support growth in Urban Centres and along frequent transit corridors. Accurate pricing for transit and driving can also help reduce congestion and increase fairness. The goal is a system that enables people to walk, cycle, take transit or drive safely, comfortably and without major congestion, crowding or delays. Moving Goods Given the critical nature of goods movement to the local economy and to Metro Vancouver’s function as Canada’s Pacific Gateway, we can help protect industrial land, support safety improvements for rail and trucks, help to streamline regulations, support pricing to reduce congestion on the road network and make room for high-value commercial vehicle trips, and work together to coordinate regional planning. We can provide new road capacity where necessary to ensure that goods can move in a timely and reliable way, around and through Metro Vancouver. Achieving Regional Objectives
The ease, convenience and affordability of transportation affects every aspect of Metro Vancouverites’ quality of life. Accordingly, a strategy in which we Invest to maintain and expand the system, Manage the assets optimally and work closely with Partners to maximize its effectiveness will reinforce Regional Growth Strategy goals, even as it supports the economy and safeguards the environment. The result will be a collaborative process among all Metro Vancouver governments and agencies that deliver complete, compact communities that are connected efficiently and that remain comfortably within the Urban Containment Boundary, protecting the natural and agricultural lands that help make this one of the most livable regions in the world.
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1. INVEST STRATEGICALLY TO MAINTAIN AND GROW THE TRANSPORTATION SYSTEM Understanding what land uses and demand-management measures are in place and anticipated for the future will provide us with a good idea of what investment is needed, where and when. We will maintain the system to ensure its safety, reliability and resilience. Where basic networks are incomplete or supply is insufficient to meet demand, we will consider expansion in a way that achieves our goals as cost- effectively as possible.
1.1. Maintain what is needed in a state of good repair Maintenance costs will continue to grow as the system ages and expands. It is important to use strategic asset management principles to keep infrastructure in a safe and functional condition.
Key actions include working with partners to:
Evaluate an asset’s condition, vulnerability and importance to the performance of the transportation system when balancing state-of-good repair funding against other investment priorities. Upgrade infrastructure to respond to climate and seismic risks.
1.2. Make early investments to complete the walkway and bikeway networks Walking and cycling are low-cost, emission-free, energy efficient, and space efficient. Walking and cycling also lead to better public health and safer roads for all users. Parts of this region still have major gaps in the walkway network. This region was also late to invest in cycling infrastructure, so there is a shortage of traffic-protected bikeways which are needed to support more cycling by people of all ages and abilities. Walkways and bikeways are predominantly on municipal networks. TransLink plays in important role by supporting municipal investments that move us towards are regional goals.
Key actions include working with partners to:
As a near-term regional priority for investment, invest in the walkway network to strategically improve connectivity, especially connecting to and within the Frequent Transit Network. As a near-term regional priority for investment, make significant and early investment to complete the bikeway network, as outlined in the Regional Cycling Strategy, with a focus on Class 1 facilities in Urban Centres and other high cycling potential areas.
1.3. Invest in the road network to improve safety, local access, and goods movement The region’s roads form the foundation of the transportation network, carrying people, goods and services by foot, bicycle, bus, car and truck. For our transportation system to work well, we need our roads to work well. Beyond the need to maintain our infrastructure in a state of good repair, we propose to support additional investments in streets, roads, and bridges for three main reasons: to improve safety, increase connectivity, and improve goods movement. Key actions include working with partners to:
ensure the effectiveness of road investments by making concurrent commitments to appropriate optimization actions (see Strategy 2.3), pricing measures (see Strategy 2.4); and land use measures (see Strategy 3.4) Increase road connectivity in support of better local access, especially in Urban Centres and FTDAs Make infrastructure changes that improve road safety
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Provide additional capacity where needed to improve travel time reliability on key goods movement corridors in a way that does not increase general purpose traffic. Find and implement a long-term solution for the Pattullo Bridge Find and implement a long-term solution to address goods movement along the north shore of the Fraser River. Work with the Province to ensure a replacement to the Massey Tunnel is integrated with the regional network and supports regional goals.
1.4. Make investments in the transit network to increase ridership The cost-effectiveness of transit routes vary depending on the demand, which is generally a factor of nearby land use. The highest and most balanced transit demand comes from within transit-oriented communities or that connect such centres on well-populated major routes. These high-demand areas tend to have a finer-grained network of well-connected streets, higher densities, diverse mixes of land uses, pedestrian- and bicycle-friendly design, and priced or managed parking. Sparsely populated communities, on the other hand, generate little demand and are more costly to service.
In 2008, TransLink identified a Frequent Transit Network within which it could more affordably provide service every 15 minutes or less, throughout the day, seven days a week. Further, by shifting resources from high-cost, low-ridership routes to the FTN, it was also able to increase ridership for the same or less investment. In future, the direction is to continue to direct resources to the FTN to increase ridership; and to expand the FTN level of service in areas where demand has increased adequately or where commitments to a level of development can be expected to create such demand.
Key actions include working with partners to:
ensure the effectiveness of transit investments by making concurrent commitments to appropriate optimization actions (see Strategy 2.3), pricing measures (see Strategy 2.4); and land use measures (see Strategy 3.4) Invest in future transit service on the basis of performance with “productivity” targets guiding investment in ridership-focused service and “extent of coverage” guiding investment in basic access service. For ridership-focused service, focus on matching service levels with current transit demand. Where demand is predicted to grow in the future, based on committed plans and reasonable level of surety, provide higher service levels in advance of demand. Develop and communicate meaningful, manageable, and measureable transit service standards. Use development review process to align expectations for transit in planned communities with service standards. Complete high-priority rapid transit projects including the Broadway-UBC corridor, Burnaby mountain/SFU, Expo Line upgrades, and Surrey (104th Ave, Fraser Hwy, and King George Blvd).
1.5. Ensure the continued provision of basic access transit service in low-demand neighbourhoods While working to maximize ridership and, therefore, the value and affordability of existing infrastructure, TransLink has maintained basic access service in low-demand neighbourhoods for those with few mobility options. Key actions include working with partners to:
Maintain basic access services in stable, low-demand areas where use stays above a critical threshold, based on meaningful, manageable, and measureable transit service standards.
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Existing Transit Network (2013)
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Figure 3 – Existing and Future Projected Population & Employment Density, indicating areas where transit demand is expected to grow
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2. MANAGE THE TRANSPORTATION SYSTEM TO BE MORE EFFICIENT AND USER-FOCUSED Metro Vancouver’s integrated transportation system offers users a complex array of choices for every trip. To help people and businesses make choices that are best for them and for the transportation system requires excellence in design, regulation and pricing – and in making available the information that will give individuals and businesses a better travel experience and help them make efficient travel choices. Technology and supply-management solutions can also make the transportation system more space and energy efficient.
2.1. Make travel safe and secure for all users The transportation system should be designed so that people and businesses can use it as safely and securely as possible and free of fear from harm. There are many things we can do to make travel less stressful, more comfortable and even enjoyable. Key actions include working with partners to:
Support laws, enforcement, skills, training and designs that improve road safety and protect vulnerable road users. Use physical design and enforcement to deter crime. Be prepared to respond effectively in the event of natural disasters and other emergencies.
2.2. Make travel easy and attractive for all users The transportation system should be as accommodating as possible, so that people of all ages and abilities can move about the region independently, with confidence and in comfort. Key actions include working with partners to:
Design for universal accessibility. Offer protection from the elements and provide places to rest. Provide incentives, marketing, information, and support programs to help make travel easier for people and for businesses moving goods and services. Provide on-demand access to a full range of transportation services with the Compass Card. Make it easy to share – by supporting car-sharing, ride-sharing, bike-sharing and taxis. Make the transportation system easy to understand and navigate, with a consistent region-wide wayfinding system and real-time travel information for all modes.
2.3. Optimize roads and transit for efficiency, safety and reliability System optimization is about using technology and management solutions to operate our road and transit networks more efficiently, safely and reliably. We need to make the most of what we have before pursuing major investment in expansion. Key actions include working with partners to:
Continue to reallocate savings from system efficiency measures into initiatives that most cost- effectively achieve regional transportation goals. Integrate Intelligent Transportation Systems, incident management, road works management, lane management, and signal priority for goods and transit. Explore possible opportunities and impacts of new vehicle technologies including low-carbon, connected, and self-driving.
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Assess site-specific road usage and, as a priority, reallocate road space where appropriate to improve capacity, safety and reliability for walking, cycling, transit and goods movement.
2.4. Price roads and transit for fairness, efficiency and revenue Aligning the pricing of transportation with the full cost of providing it makes the system fairer since people pay more closely for what they use. It can make the system more efficient and reliable by spreading demand to less busy times, routes, and modes. It can also help raise revenue to pay for the system. TransLink can institute pricing changes directly on transit fares and can administer and fine- tune the road-related pricing mechanisms that must be established, approved or legislated at the municipal or Provincial government levels.
Key actions include working with partners to:
Link pricing decisions to investment commitments. Adopt a transit fare structure that allows for more fine-grained variation in prices based on time, distance travelled or location. Undertake a near-term field study and supporting technical work to understand the impacts and implementation requirements of a region-wide road pricing system. Support a region-wide road pricing system that allows for more fine-grained variation in prices based on time, distance travelled or location. Introduce road user pricing concurrent with the introduction of major transportation investment to reflect user value and to incent appropriate choices.
2.5. Manage parking for fairness, efficiency and revenue Bicycles and cars both need places to park at the beginning and ends of their trips. While the shortage of bicycle parking across the region discourages some people from cycling, abundant and frequently free automobile parking is often an invitation to drive for even the shortest of trip. Actively managing, pricing, and right-sizing parking can improve convenience and reliability by ensuring parking is available when and where you need it, thereby reducing congestion in Urban Centres from cars circling for parking, improving housing affordability, and supporting more compact transit-oriented communities. Key actions include working with partners to:
Install sufficient bicycle parking in Urban Centres and Frequent Transit Development Areas. Ensure that automobile parking requirements are not excessive and reflect availability of walking, cycling, and transit options. Unbundle costs for auto parking and commercial and/or residential space. Use pricing and/or time limits to make most efficient use of on-street and off-street parking in Urban Centres and Frequent Transit Development Areas. Facilitate area-wide parking management and other opportunities for shared parking.
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3. PARTNER TO MAKE IT HAPPEN To make our plans a reality, they need sufficient funding and strong partnerships. To ensure that our collective actions are effective, we need consistent monitoring and evaluation.
3.1. Establish funding that is stable, sufficient, appropriate and influences travel choices Many of the initiatives described above need money – especially for major road and transit expansion and ongoing operations. In order to make these things happen, we need a mix of revenue tools that provide funding that is stable and predictable over the long-term. We need sufficient financial capacity to deliver on our plans and the public support to use this capacity. We also have the opportunity to explore innovative funding approaches to reinforce our goals for managing and focusing regional growth, and for encouraging efficient travel.
The Mayors’ Council on Regional Transportation has set forth transportation funding principles, including: o Transportation should be priced more accurately to better align behaviour and transportation objectives. o Transit fare rates should be sensitive to public affordability. o Funding should be generated from the goods movement sector to recognize the costs. o The proportion of funding from property taxes should not increase. o Collectively, funding sources should be reliable and predictable, but adjustable against each other. o Funding options should be economically efficient in their administration and collection. o As newer, more effective revenue sources are introduced, reductions should be considered for funding sources that are less consistent with these principles.
The Government of British Columbia has specified that new transportation funding mechanisms should take into account the following considerations: o Affordability for families; o Effects on the provincial economy; o Revenue generation across the region; o Ability for TransLink to share in the local benefit of transit investments.
TransLink supports the principles laid out by the Mayors’ Council and Government of British Columbia. TransLink will continue to work towards these and advocate for approaches that provide funding that is stable, sufficient and appropriate to the travel choices the region seeks to encourage. On land use, on most pricing decisions and on any substantive changes to the funding sources and amounts, TransLink relies up its municipal partners and on senior levels of government for support and cooperation.
Key actions include working with partners to:
Advocate and advance immediate and longer-term transportation funding solutions that reflect the principles set forth by the Mayors’ Council and the Province. Develop a sustainable funding strategy that responds to the trends affecting TransLink’s existing revenue sources, and supports goals for managing transportation demand. Balance contributions from users of the transportation system and from broad-based sources, to ensure stable and resilient revenue.
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Enable policy-based adjustments to funding rates and sources over time, to account for changes in travel patterns and other trends. Advocate for regional transportation needs at the provincial and national level and continue to pursue transportation funding from senior levels of government. Continue to broaden TransLink’s non-transportation revenue base – from real estate, advertising, and commercial partnerships.
3.2. Monitor progress towards our desired outcomes Performance-based decisions require good data. Monitoring and evaluation are essential to assess progress towards our goals, and to help understand how initiatives are performing and how different options might perform in the future.
Key actions include working with partners to:
Establish a robust and coordinated system of monitoring, evaluation, and reporting, including feedback loops to adjust course as necessary. Build into funding framework the ability to adjust the mix and rates of different revenue tools to respond to changes in behaviour. Collaborate with partners to continuously improve data collection and evaluation tools. Make transportation data available in an open format whenever possible to enable third-party analysis and tool development.
3.3. Ensure effective coordination through strong partnerships Making progress on these strategies and actions will require coordinated effort from many partners, including governments, the private sector, labour, community organizations and residents. We can work to improve Metro Vancouver’s record of inter-governmental coordination by establishing stronger partnerships and making reciprocal commitments to deliver the policy measures, land use changes or investments needed to get the best performance from each solution. This coordination will provide greater certainty about who will do what and under what conditions. TransLink is uniquely positioned to help coordinate these efforts.
Key actions include working with partners to:
Convene and facilitate ongoing regional dialogue through stakeholder forums, standing advisory committees, and a goods movement council. Advocate for the development of a regional economic development strategy that clearly articulates actions related to transportation. Develop strategies to ensure a skilled and qualified labour force to plan, build, operate and maintain the transportation system.
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3.4. Support regional land use objectives It is important to get jobs, housing and major trip generators in the right locations to facilitate shorter trips and more trips by walking, cycling, and transit. In this region, municipalities are responsible for local land use planning which must be consistent with Metro Vancouver’s Regional Growth Strategy. In 2011, TransLink endorsed the Regional Growth Strategy and its commitments including policies to focus growth in Urban Centres, Frequent Transit Development Areas and along the Frequent Transit Network within a clearly defined Urban Containment Boundary. It also contains policies to protect industrial land and industrial uses. Through investing, managing and partnering to deliver the regional transportation system, we can reinforce these regional land use objectives.
Key actions include working with partners to:
Continue to support and implementation the transportation-related actions, including those requested of TransLink, contained in the Regional Growth Strategy Make commitments to supportive land use concurrent with investment commitments. Establish mechanisms such as partnership agreements and joint planning to provide greater certainty around expected land use, policies and investments. Develop corridor and area plans, and provide supportive funding, to improve access to and within frequent transit areas Encourage affordable and rental housing along the Frequent Transit Network.Continue to develop and communicate resources to help support local governments and the development community in the implementation of transit oriented communities.
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TRANSPORTATION - 39 5.2
To: Transportation Committee
From: Raymond Kan, Senior Regional Planner, Planning, Policy and Environment
Date: June 14, 2013 Meeting Date: June 20, 2013
Subject: Progress Update on Goods Movement Fact Sheet
RECOMMENDATION That the Transportation Committee receive this report for information.
PURPOSE This report provides a progress update to prepare the first in a series of goods movement fact sheets to inform deliberation by the Transportation Committee. The Transportation Committee may choose to provide comments to staff on the content and fit of the draft fact sheet prior to it being finalized.
BACKGROUND Achieving a better understanding of goods movement in the Metropolitan Vancouver is a priority of the Transportation Committee. The “Understanding the Demand Outlook for Goods Movement in Metropolitan Vancouver” draft fact sheet is intended to be the first in a series of evidence-based communication documents for the benefit of the Transportation Committee and the Metro Vancouver Board. The fact sheets can help to inform discussions of the Transportation Committee and the Metro Vancouver Board on the important but not well understood topic of goods movement in and through the region. Member municipalities and TransLink also stand to benefit from the fact sheets once they are finalized.
DISCUSSION
Past Practice The movement of goods is an important component of the regional economy and transportation system. The federal and provincial governments and their ministries and entities have, in part, relied on forecasts of trade to identify and validate major goods movement-related infrastructure investments in the past decade (e.g., Port Mann Bridge/Highway 1 project, South Fraser Perimeter Road). To date, there has been a void in the availability of comprehensive information to inform regional planning dialogue about goods movement. As a result, regional transportation planning in the last decade has largely eschewed goods movement, and focused almost exclusively on the movement of people in terms of volume and mode (i.e., transit, walking, cycling, and driving).
In the absence of a substantive regional dialogue on goods movement, senior levels of government have successfully promulgated a gateway vision and associated infrastructure investments. Regional plans make reference to goods movement, but without much substance or guidance for infrastructure investments. Without the inclusion of goods movement, it is not possible for regional
7356682 TRANSPORTATION - 40 Progress Update on Goods Movement Fact Sheet Transportation Committee Meeting Date: June 20, 2013 Page 2 of 3
decision-makers to plan holistically for the regional transportation system. Rather than achieving synergies, conflicts more often than not arise between senior government initiatives and the aspirations of local governments and communities.
Sharing Information about Goods Movement To move ahead on improving the level of understanding about the factors shaping goods movement, Metro Vancouver retained the services of Colledge Transportation Consulting Inc. to prepare the draft fact sheet, “Understanding the Demand Outlook for Goods Movement in Metropolitan Vancouver” (Attachment). The draft fact sheet describes the current knowledge about the demand profile and outlook for trade flows and aviation/cruise passengers and the strategic position that the region holds in relation to other west coast port regions. The draft fact sheet also highlights the risks and uncertainty associated with economic cycles and global trends in trade. These uncertainties illuminate future discussions about both the upside and downside risks to planned infrastructure investments in the region.
The Transportation Committee may choose to provide comments to staff on the content and fit of the draft fact sheet. This draft fact sheet is envisioned as the first of a series of fact sheets on the topic of goods movement within the context of metropolitan Vancouver and the province. Future fact sheets may address the following topics or combinations of topics:
· Infrastructure and Capacity Analysis: A review of past infrastructure investments and intentions for future investments to accommodate the demand outlook for goods movement (highways, rail, marine, air) in the region; · Economic Outcomes: the economic and workforce outcomes associated with the goods movement sector in the region; · Regional Land Use, Environment and Quality of Life: the pressures on agricultural and industrial lands in the region to provide transportation logistics and goods movement-related land uses, regional air quality and greenhouse gas implications, and the safety, noise and quality of life effects that goods movement activities have on communities; and · Alternative Scenarios for Accommodating Goods Movement: the benefits and costs of alternative spatial arrangements of port facilities, transportation facilities, and land uses in response to the demand outlook for goods movement, including required planning coordination.
ALTERNATIVES 1. That the Transportation Committee receive the report and draft fact sheet for information. 2. That the Transportation Committee provide alternative direction to staff.
FINANCIAL IMPLICATIONS There are no financial implications to either of the alternatives.
OTHER IMPLICATIONS The “Understanding the Demand Outlook for Goods Movement in Metropolitan Vancouver” draft fact sheet summarizes the factors shaping the demand for goods movement in Metro Vancouver. The fact sheet, once finalized, will provide value to the Transportation Committee, Metro Vancouver Board, member municipalities, and TransLink in ongoing efforts to better integrate land
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use and transportation planning, and to coordinate the movement of goods and people on local and regional transportation networks.
SUMMARY / CONCLUSION The “Understanding the Demand Outlook for Goods Movement in Metropolitan Vancouver” draft fact sheet highlights the current knowledge about the factors shaping the demand for goods movement in Metro Vancouver. This fact sheet is intended to be the first in a series on topics and issues related to goods movement. The series will provide value to the Transportation Committee, Metro Vancouver Board, member municipalities and TransLink. Staff recommends alternative one.
Attachment: Understanding the Demand Outlook for Goods Movement in Metropolitan Vancouver Draft Fact Sheet (Orbit doc # 7521182)
TRANSPORTATION - 42 5.2 Attachment
Understanding the Demand Outlook for Goods Movement in Metropolitan
Vancouver (DRAFT)
Prepared by:
For Metro Vancouver
June 2013
TRANSPORTATION - 43 Understanding the Demand Outlook for Goods Movement in Metro Vancouver (DRAFT)
In this Briefing . . . What is a Gateway?
Globalization has resulted in clusters of production and Why Review Goods Movement Demand? 3 consumption being dispersed around the world. Distribution networks are the backbone of globalization, linking Current Profile of Goods Movement Activity 5 geographically diverse demands for raw materials, parts and - Port Metro Vancouver Goods Movement finished goods. Gateways regulate the flows within these networks. - Gateway Competition The Vancouver Gateway consists of the international airport, Goods Movement Outlook 7 port terminals, road and rail infrastructure and a large number - Container Outlook of warehouses and distribution centres that boost commerce - Commodity Outlook with the Asia Pacific and other regions of the world. The key to - Air Cargo Outlook success is reliable and efficient transportation and logistics to meet customer needs (i.e., freight shippers and travelers). Concluding Observations 11 - Adapted from J.P. Rodrigue, Hofstra University, New York
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Executive Summary
The purpose of this briefing is to provide a fact-based review of the However the future is expected to be increasingly volatile and demand for goods movement in Metro Vancouver. The relative size complex reflecting changes in economic conditions and trade and factors affecting current and projected future trade flows for relationships, community values, technological advances and other B.C. ports are discussed as well as some of the key uncertainties factors. These include: regarding the outlook. Since Canada is the main market for containers, the In terms of current and projected trade flows, principal driver of Metro Vancouver container trade is Five-year demand trends and a profile of the current trade economic growth in Canada. traffic moving through Port Metro Vancouver (PMV) The strong availability of export commodities grown and indicates relatively constant, albeit modest growth and the manufactured in B.C. favours Vancouver over Prince Rupert. on-going importance of bulk products. Trade with Asian economies will continue to dominate PMV dominated West Coast port traffic throughput with overall North American container flows. 100 million tonnes in 2012 of non-containerized goods. Of Strong commodity markets explain why the volume of bulk this total tonnage coal, forest products, grain products, and break-bulk cargoes. The 2020 outlook is for 185 million fertilizers (potash) and petroleum products account for tonnes by 2020. about 85% of the traffic that is largely bound for export. The most important markets driving commodity trade PMV dominated West Coast port traffic in non- through the gateway are China, Japan, South Korea, containerized throughput with 100 million tonnes in 2012. Indonesia and India. Together these five countries account Of this total tonnage coal, forest products, grain products, for about four-fifths of the commodities shipped through fertilizers (potash) and petroleum products account for PMV. about 85% of the traffic that is largely bound for export. China’s economy is unlikely to grow at 10% again. Several The projections for PMV volumes in container traffic economists believe it is likely to settle in at 4% to 6% a year. activity imply an average annual growth rate of about 5.5% to 2020 and an increase in container throughput of 50% to 82% compared with 2011 activity.
The demand outlook for goods movement in Metropolitan Vancouver is for continued growth. The growth is being driven by international demand for B.C. and Western Canadian resources exported through the gateway, as well as strong trade in household, consumer and manufactured goods with the vast markets of Asia where most of the global growth is expected to occur in the years ahead.
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Why Review Goods Movement Demand? Exports: the Engine of Economic Growth . . .
The majority of B.C.’s population lives in Greater Vancouver— Metropolitan Vancouver has grown significantly during the past some 53% based on BC Stats estimates for 2012. As such, the decades. The growth is expected to continue with more than a region is a major contributor to the provincial economy. million additional people and 600,000 new jobs expected by 2040.1 However, research indicates that the big engines of economic growth in the province remain its resource regions that As a trade dependent economy, the transportation of goods within continue to provide agricultural, forestry, energy and mineral and through the region will be an important part of the growth products to global markets. story. The challenge is to better align the growth in goods Metropolitan regions in the province make a below average per movement activity with the sustainability and livability objectives of capita contribution to the provincial economic base and are the region. therefore dependent on international export revenue from commodities originating in non-metropolitan regions. To enable growth in the Pacific Gateway, the private and public sectors have spent billions of dollars in transportation investments Source: Urban Futures Institute, “Resource Dependency: The and more have been identified to expand road, rail and port Spatial Origins of British Columbia’s Economic Base” capacity.2 However, the potential economic benefits of gateway expansion may not be realized unless there is greater collaboration between the proponents of expanded trade and local governments. The gateway proponents must recognize and address the negative impacts of expanded goods movement at the local level while local governments need to be more cognizant of the global economic realities that drive industry decisions.
The purpose of this briefing is to provide a fact-based review of the demand for goods movement in Metro Vancouver. The relative size and factors affecting current and projected future trade flows for B.C. ports are discussed as well as some of the key uncertainties regarding the outlook. This assessment is based on publicly available information and broad demand targets rather than detailed forecasts.
1 Source: Regional Growth Strategy. 2 The Pacific Gateway Transportation Strategy 2012-2020 identifies $22 billion in previous infrastructure commitments and an additional $25 billion in new investment in southern and northern British Columbia gateways by 2020.
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Overview of Pacific Gateway Goods Movement Activity (2012)
Demand for Goods Movement
Transportation demand is a derived demand generated by the economy that generates movements of people and freight. For the purposes of this briefing the demand for goods movement is the total cargo/passenger throughput or volume using the transportation system, the majority of which is trade versus local-serving goods movement.
The location of resources, manufacturing plants, distribution centres and markets influence transportation demand. This demand varies with the quantity of freight or passengers that need to be moved and the distance over which they are carried. Geography and transport costs have a major impact on the composition of freight demand between countries. For movements of passengers, the location of residential, commercial and industrial areas influences the generation and attraction of movements.
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Current Profile of Goods Movement Activity 1
Metro Vancouver is a gateway city. Port Metro Vancouver (PMV) is the largest port in Canada and forth-largest tonnage port in North America. PMV came into being on January 1, 2007 with the amalgamation of the three former port authorities in the region.3 Today, PMV consists of 28 major marine terminals bordering on 16 different municipalities.
Vancouver’s Southern gateway forms an integrated supply chain with the region’s road and rail networks, international airport (passengers and cargo), border crossings, warehouses and 2 distribution facilities. The region links North America with the vast markets of the Asia Pacific and facilitates trade with more than 160 world economies.
PORT METRO VANCOUVER GOODS MOVEMENT
Five-year demand trends and a profile of the current trade traffic moving through PMV indicates relatively constant, albeit modest growth and the on-going importance of bulk products (charts 1, 2 and 3).
In 2012, PMV handled a total of 123.9 million tonnes, of which 96.8 million tonnes (78%) was foreign cargo and the remaining 27.1 3 million tonnes (22%) was domestic cargo. Total cargo throughput has rebounded by 22% since the recent bottom in 2009 following the global economic downturn. Container traffic has increased by 26% since 2009.
3 The formal name is the Vancouver Fraser Port Authority (VFPA) that combined the three former entities: Vancouver Port Authority, Fraser River Port Authority and North Fraser Port Authority.
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GATEWAY COMPETITION
The principal West Coast container ports in the U.S. and Canada handled a total of 23.6 million twenty-foot-equivalent units (TEU) of container traffic, accounting for 51% of the 46.2 million TEU total throughput at North American container ports in 2011.4 By comparison, Atlantic and Gulf Coast container ports handled 20.5 million TEU (44%) and Mexican Pacific ports 2.1 million TEU (5%).
The Southern California ports of Los Angeles and Long Beach dominate accounting for 14.1 million TEU, or a 60% share of overall West Coast container port traffic (chart 4). Seattle/Tacoma with 3.6 million TEU have a combined market share of 15.5%. With 2.7 million TEU, Vancouver has an 11.6% share and Prince Rupert with 0.6 million TEU has a 2.6% share. The Canadian ports represent a combined 14.2% market share, up from 11.6% in 2008.5
Container port traffic in Metro Vancouver more than doubled from
1.23 million TEU in 2000 to 2.71 in 2012. When combined with the port of Prince Rupert, container throughput grew at an average rate of 8.8% a year between 2000 and 2010, a rate greater than the 3.4% 4 annual growth registered for West Coast ports in the U.S. over the same period.
In terms of non-containerized goods movement (see chart 5 on next page), PMV dominated West Coast port traffic throughput with 100 million tonnes in 2012. Of this total tonnage coal, forest products, grain products, fertilizers (potash) and petroleum products account for about 85% of the traffic that is largely bound for export. PMV is also the only Canadian West Coast port handling international automotive traffic, with 384,000 tonnes in 2012. Portland and Tacoma are competitors handling about 284,000 tonnes and 204,000 tonnes, respectively.
4 Source: Ocean Shipping Consultants. 5 Source: 2012 Port Authority statistics, excluding Pacific Mexican ports.
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5 Based on more recent analysis by PMV (chart 7), the 2020 outlook for the Pacific Gateway is in the range of 4.7 to 5.9 million TEU, while PMV container traffic activity is estimated to be 3.8 to 4.6 million TEU.6 The projections for PMV volumes imply an average annual growth rate of about 5.5% to 2020 and an increase in container throughput of 50% to 82% compared with 2011 activity.
6
Goods Movement Outlook
Planning for goods movement in the region is complex. The growth outlook for goods movement in Metro Vancouver and the key factors likely to shape it are good starting points and are addressed below.
CONTAINER OUTLOOK 7
World container traffic activity has grown consistently at about 10% a year since 1985. Annual container port traffic growth in the U.S. has averaged 5% to 7%. By comparison, the activity at Canadian West Coast ports has grown more rapidly—from 6% to 18% a year—but the growth is more volatile.
In 2005, the B.C. Ports Strategy set a 2010 target of 3.5 million TEU for Canada’s Pacific Gateway (i.e., PMV and Prince Rupert). The actual demand turned out to be lower at 2.9 million TEU due to the global recession. The 2020 target was set at 8.8 million TEU (see chart 6). 6 Source: Analysis completed for PMV by Worley Parsons for the Container Capacity Improvement Program regarding the Pacific Gateway container throughput outlook and by Ocean Shipping Consultants for the PMV projections.
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Some of the key features of PMV container traffic activity are:7 The outlook relative to the geographic distribution of containerized imports (chart 8) and exports (chart 9) is shown below. The overall level of container activity at the port is driven by the volume of inbound loaded containers, primarily consumer and household goods from Asia; 8 The majority of trade is with Asia, the top five economies being: China, Japan, South Korea, Taiwan and Hong Kong;
The primary source of import demand has been China. Some stabilization of growth in market share for China is expected, with other regional markets such as Indonesia, Vietnam and India expected to increase their exports through Vancouver;
Export demand is dominated by local B.C. sourced goods and the demand will be driven by the continuing development of Asian economies in the construction (e.g., wood and wood products, basic metals) and consumption sectors (e.g., specialty crops, meat, fish and poultry).
Key Considerations & Risk Factors 9
Since Canada is the main market for containers, the principal driver of Metro Vancouver container trade is economic growth in Canada. PMV’s overall potential import demand will be driven by Western Canadian GDP that is forecast to be higher than that for the continent as a whole. The strong availability of export commodities grown and manufactured in B.C. favours Vancouver over Prince Rupert. Trade with Asian economies will continue to dominate overall North American container flows. B.C. ports are likely to be relatively unaffected by the expansion of the Panama Canal in 2015 because a shorter haul length and competitive intermodal costs will maintain its competitive position; growth rates are likely to continue exceeding those of U.S. West Coast ports.
7 Source (including charts): Ocean Shipping Consultants analysis for PMV, August 2012.
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COMMODITY OUTLOOK The most important markets driving commodity trade through the gateway are China, Japan, South Korea, Indonesia and India. To understand the nature of demand for commodities, it is useful to Together these five countries account for about four-fifths of the look at the composition of bulk and break-bulk goods moving commodities shipped through PMV. China is the most significant through Metro Vancouver (see chart 10). In 2012, PMV handled 101 trade partner and the largest importer of Western Canadian million tonnes of bulk and break-bulk cargoes, of which coal, forest resources. China touched off the resource boom with its heavy products and grain-related products accounted for 67.5 million industries driving demand for commodities used in a broad range of tonnes. Trade in fertilizers and liquid bulk commodities, dominated infrastructure projects including ports, roads, rail, airports, by petroleum products and chemicals, is also significant. electricity, telecommunications, water, etc.
11 10
Key Considerations & Risk Factors
Strong commodity markets explain why the volume of bulk and Emerging Pacific Rim economies present major opportunities for B.C. break-bulk cargoes exceeded the target of 75 million tonnes in 2010 ports because of relatively high growth rates and their sheer size. set in the previous B.C. Ports Strategy (see chart 11). The 2020 China’s economic growth slowed to 7.7% in Q1 2013 but this is still an enviable growth rate for most of the world. outlook, based on the Pacific Gateway Transportation Strategy, is for China’s economy is unlikely to grow at 10% again. Several economists 185 million tonnes by 2020.8 By 2020 the majority of tonnage believe it is likely to settle in at 4% to 6% a year. growth in commodities is anticipated to come from coal (primarily Coal exports through B.C. ports largely depend on the demand for metallurgical coal for steelmaking), energy (liquid bulk petroleum heavy industry output. However, Canada is well positioned since few products and LNG) and potash. These sectors could account for countries have reserves of high quality steelmaking coal. about 90% of the tonnage growth and critically depend on port The potential growth in energy exports through B.C. ports depends to a large extent on the proposed pipeline expansion projects, as well as capacity expansion. future LNG development. A significant portion of projected volume increases in energy exports may move through ports north of PMV. 8 Figures include Vancouver and Prince Rupert traffic, of which the Southern Pacific Potash demand depends on the world demand that is expected to Gateway in Vancouver accounts for the majority of cargo today, some 86%. increase 3% to 5% a year to 2020, as well as the expansion of industry production capacity on the Prairies.
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AIR CARGO OUTLOOK PASSENGER USE OF SEAPORT AND AIRPORT CAPACITY
In 2012, the Vancouver International Airport (YVR) handled Cruise ship and air passenger travel generates a significant volume of 228,000 tonnes of cargo. Unlike commodities, air cargo demand is activity in Metro Vancouver. Vancouver’s cruise passenger traffic comprised if a wide variety of higher valued, lower volume products peaked in 2002 with 1.1 million revenue passengers. It has since that originate and move to a much larger number of points than any declined to 666,000 passengers in 2012 due to strong competition from Seattle. Vancouver is a homeport to the Alaska cruise market. The other commodity. Goods transported by air can also generally be historical cruise passenger composition is: moved by any mode. U.S. 75% Canada 20-25% The origins and destinations for air cargo may have little to do with International Less than 5% the gateways used. For example, goods produced in Alberta or Saskatchewan destined for Europe may be trucked to an airport in YVR is Canada’s second busiest airport and the second largest gateway on the West Coast of North America for international passengers. Since Vancouver, Calgary, Toronto or Chicago and flown from there. In 1992 when the Airport Authority assumed responsibility for YVR, contrast, B.C. coal exports destined for a steel mill in China have few traffic has increased nearly 80% from 9.9 million to 17.6 million route and mode choices (i.e., rail to Vancouver or Prince Rupert). passengers. As the closest major West Coast airport to Asia, YVR has a competitive advantage, handling 2.5 million Asia Pacific travelers as evidenced by the following passenger traffic breakdown: YVR has a 60% share of the Asia Pacific air cargo market to/from Canada while Toronto has a 38% share. The Pacific Gateway Domestic 9.2 52.1 Transportation Strategy set a 2020 air cargo growth target of Transborder 4.3 24.3 391,000 tonnes, representing an increase of 164,000 tonnes versus Asia Pacific 2.5 14.0 2010. Europe/other international 1.6 9.6 Total 17.6 100%
Key Considerations & Risk Factors Growth Outlook
Based on the Provincial Government’s Pacific Gateway Transportation It is difficult to project the demand for air cargo because of large Strategy released in 2012, the outlook is as follows. number of different products involved. The key drivers of international air cargo volume are world GDP and 2010 Actual 2020 Target trade growth. Historically, air cargo has grown at three times the rate Cruise passengers 634,000 920,000 of world GDP growth (versus two times for air passengers). Air passengers (million) 16.8 22.8 Boeing and Airbus project global air cargo growth of 5.9% a year to 2020. Domestic China, intra-Asia and Asia-North America growth are The primary drivers of passenger traffic growth are economic growth expected to be the top growth markets, suggesting good growth and general tourism and international trade demand. A key issue potential for YVR. affecting cruise travel demand in Metro Vancouver is air access YVR faces competition from Seattle, Portland, San Francisco and Los whereby U.S. travelers get significantly lower airfares to travel through Angeles. The market is very dynamic and shippers may truck cargo Seattle. Asia Pacific air travel activity is expected to continue growing long distances to other gateways to take advantage of lower air cargo due to growth in China originating passengers because of Canada’s rates, better air service frequencies, or specialized services. Approved Destination Status granted in late 2009.
June 2013 11 TRANSPORTATION - 53 Understanding the Demand Outlook for Goods Movement in Metro Vancouver (DRAFT)
Concluding Observations Containers moving through the port by truck often require several trip “legs”. This is because of the need to pick-up/deliver loaded and empty containers to a proliferation of off-dock warehousing and The growth of goods movement activity is a trade story. As a small, distribution facilities throughput the region. In addition, empty open economy B.C. depends on trade. Exports of goods and services containers need to be repositioned in some cases for subsequent are the economic base of economies because they bring money into loads. Overall, this activity results in a significant and growing a region. This provides the ability to pay for and sustain the needs of volume of truck traffic in Metropolitan Vancouver. Air and cruise the population such as health care, education and social services. passenger traffic activity also generate a significant volume of local Imports of goods and services contribute to our standard of living. automobile trips.
Efficient transportation systems and logistics make goods trade To respond effectively to the growth challenges, regional goods possible, contribute to the region’s economic development potential movement planning by public and private parties needs to be better and provide well-paying jobs. integrated and coordinated. Getting the facts on the table regarding the opportunities and challenges is a necessary first step. This review has shown that demand outlook for goods movement in Proponents and local governments benefit by engaging in regular Metropolitan Vancouver is for continued growth. The growth is dialogue to improve understanding, build trust and to resolve issues being driven by international demand for B.C. and Western in a collaborative manner. Canadian resources exported through the gateway, as well as strong trade in household, consumer and manufactured goods with the vast markets of Asia where most of the global growth is expected to occur in the years ahead.
There are uncertainties in the demand outlook for goods movement. The future is expected to be increasingly volatile and complex reflecting changes in economic conditions and trade relationships, shifting demographics and community values, technological advances and other factors.
The vast majority of commodity traffic moving through the region is transported by rail due to the superior economics of that mode for bulk commodities. With respect to containers, trucking plays a significant role. About one-third of the loaded import containers leave port terminals by truck and about two-thirds of all loaded export containers arrive at port terminals by truck.
June 2013 12 TRANSPORTATION - 54 5.3
To: Transportation Committee
From: Raymond Kan, Senior Regional Planner, Planning, Policy and Environment
Date: June 10, 2013 Meeting Date: June 20, 2013
Subject: Process for Monitoring and Reviewing Regionally Significant Infrastructure Projects
RECOMMENDATION That the Transportation Committee receive this report for information.
PURPOSE This report provides additional information on the approach for bringing forward regionally significant infrastructure projects to the Transportation Committee for review and comment as appropriate.
BACKGROUND To date, Metro Vancouver’s involvement in interagency planning initiatives for infrastructure has been at the staff level and has primarily involved the provision of information and advice to external agencies. In light of the Transportation Committee’s mandate, with support from other committees, the Metro Vancouver Board is positioned for a larger role in influencing the course of investment decisions contemplated by other authorities. The Transportation committee can bring a unique perspective to the integration of land use and transportation decision-making in the region by becoming active in monitoring and reviewing major infrastructure projects and establishing early policy positions.
PROPOSED PROCESS Staff has participated and provided comments on external agencies’ planning initiatives. This has taken the form of technical input and/or clarification of regional objectives particularly as they relate to the Regional Growth Strategy and Integrated Air Quality and Greenhouse Gas Management Plan.
The following process will ensure that the Metro Vancouver Board, through the Transportation Committee, is informed of plans for regionally significant projects and has substantive analysis required to consider the regional land use and transportation implications of these projects.
A. The Transportation Committee agenda will include an update on regionally significant infrastructure projects in the planning process;
B. The update will include a map depicting the location and extent of these projects, and their relationship with the regional transportation system;
7320851 TRANSPORTATION - 55 Process for Monitoring and Reviewing Regionally Significant Infrastructure Projects Transportation Committee Meeting Date: June 20, 2013 Page 2 of 3
C. In instances when the consultation process of the external agency aligns with the Metro Vancouver Board calendar, staff will provide the Transportation committee a cover report describing the projects, milestones, and staff analysis of the project with draft comments for the consideration by the Transportation Committee. Comments will be submitted to the external agency after the recommendations of the Committee are endorsed by the Board;
D. Alternatively, if the consultation period precludes the consideration by the Transportation Committee and Board, staff will transmit interim comments prior to the closing of consultation. Staff will also advise the proponent that the Metro Vancouver Board will consider issuing formal comments at its next scheduled meeting and request that the project proponent treat these comments, when received, as part of the official record.
DEFINING REGIONALLY SIGNIFICANT PROJECTS The basic criteria for screening the regional significance of a major infrastructure project would be the potential adverse impacts and benefits on: · the implementation of the Regional Growth Strategy, Integrated Air Quality and Greenhouse Gas Management Plan, and other regional objectives; · the management of Metro Vancouver utilities; and · the efficiency and affordability of the regional transportation system including the movement of people and goods
Projects being contemplated by the ministries and agencies of the federal and provincial governments and TransLink will be subject to screening and, if deemed “regionally significant”, a staff report with comments would be advanced to the Transportation Committee for consideration.
ALTERNATIVES As this is an information report, none provided.
FINANCIAL IMPLICATIONS There are financial implications to providing the Metro Vancouver Board, through the Transportation Committee, more complete analysis of the potential implications of regionally significant infrastructure projects to inform its comments. For example, consultants with transportation modeling expertise would need to be retained to undertake rigorous analysis of transportation impacts. This initiative will be supported by Metro Vancouver professional planning staff. In 2013, $25,000 was allocated for general transportation policy, planning, and research efforts.
SUMMARY / CONCLUSION Creating a process that facilitates the Transportation Committee and Board to monitor and comment on regionally significant infrastructure projects is essential for implementing the Regional Growth Strategy and the Integrated Air Quality and Greenhouse Gas Management Plan. Projects being advanced by the ministries and agencies of the Province and Federal Government, and TransLink should be within scope.
The Metro Vancouver Board, through the Transportation Committee, is positioned for a larger and influencing role in investment decisions contemplated by other parties. This report sets out a process for bringing forward regionally significant infrastructure projects, through the
TRANSPORTATION - 56 Process for Monitoring and Reviewing Regionally Significant Infrastructure Projects Transportation Committee Meeting Date: June 20, 2013 Page 3 of 3
Transportation Committee, for review and comment. Regionally significant projects are defined as those that have implications in the implementation of the Regional Growth Strategy and Integrated Air Quality and Greenhouse Gas Management Plan; the management of Metro Vancouver utilities; and the efficiency and affordability of the regional transportation system. Staff recommends that this report be received for information.
TRANSPORTATION - 57 5.4
To: Transportation Committee
From: Raymond Kan, Senior Regional Planner, Planning, Policy and Environment
Date: June 10, 2013 Meeting Date: June 20, 2013
Subject: Metro Vancouver Applied Transportation Research Update
RECOMMENDATION That the Transportation Committee receive this report for information.
PURPOSE This report provides an update on several applied transportation research initiatives that Metro Vancouver is undertaking to support the Transportation Committee.
BACKGROUND This report provides an update on how transportation interests are integrated into Metro Vancouver’s applied research program.
APPLIED TRANSPORTATION RESEARCH AT METRO VANCOUVER
Metro Vancouver Apartment Parking Study Phase 2 (Estimated Completion: Q4 2013) In September 2012, the Regional Planning & Agriculture Committee received a report from staff on the technical report and summary booklet for the Phase 1 Metro Vancouver Apartment Parking Study. Phase 1 involved surveying the on-site parking supply and demand at 80 apartment sites across the region, and surveying 1,500 apartment households about their parking preferences. The study results were also presented to the Regional Planning Advisory Committee (RPAC) and the Major Roads and Transportation Advisory Committee (MRTAC).
The study identified “opportunities” to address apartment parking near the Frequent Transit Network. One of these opportunities is to treat on-site and street parking as a system. Municipal engineers and planners reiterated that there is insufficient empirical evidence to draw on to support proposals to reduce parking requirements when the specter of spillover parking on nearby residential streets is a real and significant concern of neighbourhood residents.
To address this important issue and opportunity, staff undertook Phase 2 in October 2012. Opus DaytonKnight was retained to survey the on-site and street parking supply and demand at 22 apartment sites across the region. These sites were chosen for their proximity to the Frequent Transit Network or West Coast Express stations. Staff is currently analyzing the data and will report out to the Transportation Committee in fall 2013.
Housing + Transportation Cost Burden (Estimated Completion: Q4 2013 or Q1 2014) An emerging body of research in the United States, and more recently within the region, suggests the importance of capturing both the cost of housing and the cost of transportation to illustrate the 7309553 TRANSPORTATION - 58 Metro Vancouver Applied Transportation Research Update Transportation Committee Meeting Date: June 20, 2013 Page 2 of 3
financial burden households face on a month to month basis and the trade-offs they make as to where to live and how to commute. The bottom line implication is that the erosion of affordability of a municipality or region could become a hindrance to the attraction, retention, and economic mobility of working households.
Within this context, one of the intended outcomes of “integrating land use and transportation” is to improve access to jobs, services, education, and other opportunities. However, there currently is a lack of information informing decision-makers as to what extent the housing and transportation burden is affecting working households, and whether there are measurable differences between municipalities, within municipalities, and locations near transit and away from transit.
Metro Vancouver staff is preparing a scope of work to produce a fact-based public information booklet and technical report documenting current patterns and trends within the region. The work will draw on data from the 2011 Census and National Household Survey, 2011 Regional Trip Diary, and other appropriate data sources. Staff has consulted with and received comments from the Regional Planning Advisory Committee and its Housing Subcommittee on a proposed scope of work. Staff anticipates completing this study in Q4 2013 or Q1 2014.
Goods Movement Fact Sheets (Estimated Completion: ongoing) Given the Transportation Committee’s immediate interest in better understanding the movement of goods in the region, staff intends to prepare a series of “fact sheets” for the benefit of the Committee, member municipalities, and TransLink. The first fact sheet will be presented to the Transportation Committee on June 20, 2013.
ALTERNATIVES 1. That the Transportation Committee receive this report for information. 2. That the Transportation Committee provide staff with directions on additional required transportation research.
FINANCIAL IMPLICATIONS The Phase 2 Apartment Parking Study was funded out of the 2012 budget at approximately $40,000. In-kind staff time has been allocated to conduct the data analysis and documentation in 2013. There are no new financial implications for 2013. The housing + transportation cost burden project total cost is anticipated to be $10,000, to be funded jointly out of the 2013 Housing budget ($5,000) and the Regional Planning budget ($5,000). Completion of the goods movement fact sheets is being funded from the 2013 Regional Planning budget, which identified funding of $25,000 to support transportation research, policy and planning. The first fact sheet is being completed for a total of $7,500 from those funds.
Looking ahead, as the transportation portfolio evolves at Metro Vancouver, new resources – both consultant resources and in-house staff – will need to be identified and secured. It is critical that sufficient resources are available so that the Corporation can respond adequately to the needs of the Transportation Committee and to put forth new research to support the mandate of the Committee and Board.
TRANSPORTATION - 59 Metro Vancouver Applied Transportation Research Update Transportation Committee Meeting Date: June 20, 2013 Page 3 of 3
SUMMARY / CONCLUSION A key role of Metro Vancouver is to provide timely data and analysis to practitioners and decision- makers across the region. This report provides an update on several applied transportation research initiatives that Metro Vancouver is undertaking to support the Transportation Committee.
TRANSPORTATION - 60 5.5
To: Transportation Committee
From: Delia Laglagaron, General Manager, Planning, Policy and Environment Department
Date: June 13, 2013 Meeting Date: June, 20, 2013
Subject: Manager’s Report
RECOMMENDATION That the Transportation Committee receive this report for information.
UPDATE ON SFU CARBON TALKS’ “MOVING IN A LIVABLE REGION” PROPOSAL At the March 6, 2013 Transportation Committee meeting, a delegation from SFU Carbon Talks presented their proposed project titled “Moving in a Livable Region”. The objective of this project was to engage citizens in the Metro Vancouver region in a dialogue about sustainable funding options for transportation. SFU Carbon Talks identified a long list of potential partners including Metro Vancouver and requested $25,000 in funding. The Transportation Committee referred the latter to staff for review and comment.
At the April 18, 2013 Transportation Committee, the staff report was received. Discussion focused on the value of Metro Vancouver’s involvement in this initiative, the level of in-kind support already provided to project development, and the impact of reallocating funds to provide a financial contribution to the Carbon Talks project. Staff were directed to evaluate opportunities to provide more in-kind support as Metro Vancouver’s contribution to this initiative and to report on funding secured by the project proponents.
Since April, a number of developments have led SFU Carbon Talks to re-evaluate the project’s parameters and, as a result, the project proposal has been revised. A representative from SFU Carbon Talks will appear as a delegation to the Committee at its June 20, 2013 meeting to update the Committee on how the project scope, impact and budget have changed and to present a revised funding request.
TRANSPORTATION FORUM ON GOODS MOVEMENT At its April 18, 2013 meeting, the Transportation Committee directed staff to develop a plan for a Transportation Forum on the topic of Goods Movement in the region. This focus was chosen by the Committee in recognition that to achieve the objectives of the Regional Growth Strategy, the integration of land use and transportation planning must include an assessment of the factors driving the movement of goods as well as people in the region. A goods movement strategy is also a component of the Regional Transportation Strategy that TransLink is developing. The Forum was tentatively scheduled for the fall of 2013.
7524986 TRANSPORTATION - 61 Manager’s Report Transportation Committee Meeting Date: June 20, 2013 Page 2 of 2
Staff has had preliminary discussions about the Forum with key stakeholders and has learned that there is a keen interest in the topic but that there is value in engaging these stakeholders in the development of the agenda. This will not only demonstrate a commitment to a collaborative approach but should enable the identification of common concern where there may be opportunities to move to resolution. This would mean that the Forum would be held early in 2014.
TRANSPORTATION - 62 I 5O0-4720 ngwv \5H 4N2
1oc’ x 604-453-4632 APR082013 April 4, 2013 f(-J/ ç/d1L1 O3S 3 s’CoIL ‘b9 .i. Greg Moore BoardChair - Metro Vancouver ‘t- :z 4330 Kingsway Fib No.: Q71Qift_. Burnaby,BCV5H4G8 Ooc.No.: GAOTr*or No. .. .. Dear Councill* 1Green
On March 21, 2013, Transportation authorities across the country applauded when Minister Flaherty unveiled Canada’s Economic Action Plan 2013. In its plan, the federal government renewed its commitment to fund public infrastructure through 2025, via a new Building Canada Plan.
The renewed Building Canada Plan includes $32.2 billion over 10 years under a Community Improvement Fund, consisting of an indexed Gas Tax Fund and the incremental Goods and Services Tax (GST)Rebate for Municipalities to build roads, public transit, recreational facilities and other community infrastructure across Canada. For the past decade, a good portion of this federal funding has been directed to transportation capital investments across this region. It has been, and continues to be, essential to the delivery of the present leveland quality of service TransLink delivers to the people of Metro Vancouver.
During this period, TransLink invested more than $2 billion in federal capital funds, along with $1 billion in provincial commitments, to build an outstanding transportation network that the people of this region can rely on. Federal investments have helped increase transit ridership in Metro Vancouver by 80 per cent since 2002, and created jobs, improved commute times and productivity, and reduced road congestion and vehicle emissions. In 2011 alone, TransLink provided more than 233 million transit rides to our customers. Projects made possible by senior government support include:
• Completion of the Canada Line, which helped deliver a successful transportation experience during the Vancouver Winter Olympic Games in 2010 • Creation of one of the most accessible bus fleets in Canada • Completion of a seismic upgrade on the Knight Street Bridge • Improvements for pedestrian safety, and enhanced vitality of streetscapes • Procurement of fuel-efficient vehicles and building one of the most modern transit fleets in North America • Replacement of a SeaBus in 2010 and procurement of a second replacement SeaBus • Completion of West Coast Express cars and station upgrades • Construction of Evergreen Line expansion and critical upgrades to SkyTrain stations now underway • Introduction of Compass smart card and faregates system later this year.
TRANSPORTATION - 63 TransLinkChair April4, 2013 Page2of2
Current funding programs, such as the Gas Tax Fund and the BuildingCanada Fund, have enabled us to deliver a transportation system that effectively supports the economic, transportation and environmental objectives of all levels of government
Under the present agreement with the Union of BC Municipalities, Metro Vancouver and TransLink, $120 million per year currently flows through the Gas TaxFund to UBCM’sStrategic Priorities Fund and directly to TransLink’scapital budget. This makes the Gas TaxFund the largest long-term federal capital funding program available to TransLink.
The federal government has renewed its funding commitment to Local Government, but that does not ensure funding will continue to flow to transit investments. Federally, the scope of potential uses for this money has now been widened. Furthermore, the regional agreement with Metro Vancouver and UBCMexpires in 2015, and a new agreement with TransLinkwill be required.
To help inform Local Government appreciation of the significant contribution afforded by current federal government investment in public transportation, we hope you will find the attached document, Growth through Partnerships: Long Term Investments in Regional Transportation infrastructure for Economic and Environmental Sustainability, of interest.
We look forward to continued support from all levels of government, coming together with business, industry and the people of the region, to plan for and meet the transportation needs of the future.
Sincerely,
Nancy Olewiler Chair, TransLinkBoard of Directors
Attachment: Growth through Partnerships: Long Term Investments in Regional Transportation infrastructure for Economic and Environmental Sustainability
Cc: Lower Mainland Members of Parliament Lower Mainland Members of the LegislativeAssembly AllMetro Vancouver Mayors and Councillors Greg Moore, Board Chair,Metro Vancouver Carol Mason, Commissioner/Chief Administrative Officer, Metro Vancouver Delia Laglagaron, General Manager of Planning, Policy& Environment (Deputy), Metro Vancouver Gary MacIsaac, ExecutiveDirector, UBCM Brenda Gibson, General Manager, Victoria Operation, UBCM
TRANSPORTATION - 64 Growth through Partnerships Long Term Investments in Regional Transportation Infrastructure for Economic and Environmental Sustainability
April 2013
translink.ca TRANSPORTATION - 65 Growth Through Partnerships 1
Ocean, and the U.S. border. The dramatic geography Executive Summary is beautiful but presents signifi cant transportation and TransLink provides the 21 municipalities, one First Nation development challenges. and one Electoral Area of British Columbia’s Lower Mainland with an integrated transportation system to move people and The South Coast British Columbia Transportation Authority, goods in support of federal, provincial and regional economic, commonly referred to as TransLink, provides the region’s 21 transportation and environmental objectives. municipalities, 1 First Nation and 1 Electoral Area with an integrated transportation system to move people and goods in Since 2002, federal and provincial government partners support of federal, provincial and regional transportation and together with TransLink have invested billions of dollars environmental objectives, and support’s Metro Vancouver’s in an unprecedented capital expansion of the regional economic development and its Regional Growth Strategy. transportation network. This investment created immediate jobs throughout construction, improved commute times Created in 1998, TransLink has increased transit ridership and productivity, reduced road congestion, and has reduced in the region by 57% between 1999 and 2011 to a total of vehicle emissions. 359 million boarded passengers per year. TransLink’s services are delivered through subsidiary companies and contractors, Senior government partnerships continue to enable TransLink including: Coast Mountain Bus Company Ltd., West Vancouver to deliver what it otherwise could not. Blue Bus, BC Rapid Transit Company Ltd. (SkyTrain), West Coast Express Ltd., MVT Canadian Bus (HandyDART), and the Effective and effi cient transportation systems are necessary for Transit Police. modern economies to function; they provide access to services and jobs thus facilitating economic growth, while promoting a TransLink gets its authority from the South Coast British healthier environment and improved quality of life. Columbia Transportation Authority Act (SCBCTA Act). TransLink is unique in North America; no other agency The capital costs of transportation systems, from roads to operates such a diverse and fully integrated network that transit or bikes and walking paths are expensive and generally includes bus and rail transportation systems, passenger ferries, not sustainable solely on a user-pay basis. Transportation HandyDART custom transit, walking and cycling pathways, a networks are a public good that require some signifi cant form 2,400 lane-kilometer Major Road Network, fi ve bridges, an of subsidization or long-term funding formula. Intelligent Transportation System, transit police, and programs such as AirCare vehicle emissions testing and the TravelSmart Surety of funding is essential to TransLink’s legislated planning transportation demand management program. process. TransLink heralds the establishment of a permanent Gas Tax Fund, and a new Long Term Infrastructure Plan to BC’s Lower Mainland replace the Building Canada Fund. TransLink is confi dent that continued investment in transportation infrastructure through The Lower Mainland is often compared to other large these funds will enable transit and transportation authorities metropolitan areas such as Toronto or Montreal, but like any to best achieve federal, provincial and regional economic, other major centre the challenges here are different. Greater transportation and environmental objectives. Vancouver has a population of roughly 2.3 million people and a population density of 1720 people per square kilometer (versus Toronto with a population of four million people and a Background density of 2848 people per square kilometer). The Lower Mainland of British Columbia is Canada’s major trade hub in the Asia-Pacifi c Gateway, and a region Characteristics that defi ne this area – and serve as a source geographically constrained by mountains, rivers, the Pacifi c of pride and identifi cation for many, such as large rural tracts
translink.ca TRANSPORTATION - 66 Growth Through Partnerships 2
Growth
Since 2002, TransLink and its federal and provincial government partners have invested billions of dollars in an unprecedented capital expansion of the regional
MONTREAL transportation network. This investment created immediate jobs throughout construction, improved commute times and productivity, reduced road congestion, and has reduced vehicle emissions.
Additionally, the establishment of viable transportation options has led to building densifi cation along transportation corridors, resulting in signifi cant modal shifts away from private vehicles to more environmentally friendly and effi cient transit options, helping to reduce loads and demands on road and bridge infrastructures. Proximity to transportation corridors has become a recognized incentive for developers, who have TORONTO recognized this trend in modal shift.
Those who do need to drive now face less congestion, improving mobility for service providers and the movement of goods. In fact, 10 per cent fewer cars now enter the core of Vancouver than a decade ago, and traffi c volume growth on other regional roads has substantially slowed.
Overlays of geographic service areas demonstrate the challenges of a large service area with lower overall population density per square kilometre. The completion of major infrastructure such as the rail rapid Settlement patterns in the Lower Mainland present disparate pockets of density transit SkyTrain Millennium Line and the Canada Line (which separated by tracts of agricultural land. This coupled with wide travel patterns leads to high infrastructure demands and high transit costs per passenger. garnered world adulation during the 2010 Winter Olympic and Paralympic Games) has signifi cantly improved the ability to move people throughout the region without private vehicles, of protected agricultural land, 21 unique municipalities with with each train moving the equivalent of a full 747 every 90 disparate population centres - present their own infrastructure seconds during rush hours. The $1.4 billion Evergreen Line and service challenges, with signifi cant infrastructure needs project is currently underway, scheduled for completion in and high per-passenger transit costs. 2016. It will extend the existing SkyTrain network at Burnaby east to Coquitlam and Port Moody and is expected to By 2040 the population of Metro Vancouver is expected signifi cantly reduce road congestion and improve commute to increase by one-third to more than three million people, times across the entire service area. with about one-quarter of those residents aged 65 or older; these changes could greatly increase pressure on existing The Golden Ears Bridge, which crosses the Fraser River transportation infrastructure and systems. between Langley and Pitt Meadows, was built as a Public- Private Partnership. It has shortened commute times and improved the effi ciency of people and goods movements across the region, saving many road users 30 minutes or more in travel time and resulted in lower fuel and operating costs.
translink.ca TRANSPORTATION - 67 Growth Through Partnerships 3
Clockwise left to right: 2013 Evergreen Station naming announcement, 2009 Federal Gas Tax funding announcement at the SeaBus Maintenance Centre, 2011 Surrey Transit Centre Expansion Ceremony, 2012 launch of the new 555 bus service over the Port Mann Bridge, 2009 Evergreen Line Project announcement
TransLink’s other major road investments also make it easier which will reduce fare evasion loss, and provide invaluable data for people and goods to move around the region effi ciently. to inform TransLink’s management of the system and improve the customer experience of its patrons. Over $357 million has been invested to build or improve regional roads, including facilities such as the Fraser Highway, Federal Gas Tax Fund money received has enabled the Coast Meridian Overpass, Mount Seymour Parkway and David material asset rehabilitation of TransLink’s vehicle fl eet, Avenue, $272 million for the material asset rehabilitation of giving customers one of the youngest, fully accessible and TransLink’s 2,400 lane-kilometers of Major Road Network, environmentally friendly bus fl eets in North America, as well as and $42 million to make cycling better by funding upgrades to enabling the replacement of its two aging SeaBus ferries, the municipal bike paths, new facilities such as the Central Valley second of which is scheduled for delivery in 2015. Greenway, and building a pedestrian and bicycle bridge over the Fraser River. TransLink currently leads North America in transit ridership growth; it has increased the capacity of its transit services Senior government partnerships continue to enable TransLink across the region by 45 per cent since 2002, and moves to deliver what it otherwise could not. Investments from both nearly 80 per cent more transit customers. In 2011, TransLink levels of senior government are currently being used to improve provided more than 233 million moves on its transit network. SkyTrain station platform safety and effi ciency, including better Over 50 per cent of people in this region use transit in a accessibility for seniors and those with mobility challenges, and typical month, refl ecting the broad reach and quality of the installation of new Compass smart cards and fare gates TransLink’s services.
translink.ca TRANSPORTATION - 68 Growth Through Partnerships 4
Operating Funding Capital Funding
TransLink traditionally collects 80 per cent of its operating Effective and effi cient transportation systems are necessary for revenues from transit fare boxes, property tax, and regional modern economies to function, providing access to services fuel tax. Sudden declines in forecasted fuel tax revenues in and jobs thus facilitating economic growth, while promoting 2012, reluctance by local government to increase property a healthier environment and improved quality of life. But the taxes, and increasing demands for expanded service all led to a capital costs of transportation systems, from roads to transit high degree of public scrutiny of TransLink’s fi nances through or bikes and walking paths are extraordinarily expensive a review by the TransLink Commissioner as well as a provincial and generally not sustainable solely on a user-pay basis. audit, and a demand to fi nd signifi cant cost effi ciencies. Transportation networks are a public good that require some signifi cant form of subsidization or long-term funding formula. In fi nding the requested effi ciencies, management maintained its focus on ensuring the system was in a state of good repair, TransLink has been able to leverage roughly $2.2 billion in federal and instigated several structural changes, the sale of some capital funds on a variety of capital projects through to 20172. properties and a review to optimize current service delivery. This has been through several different federal funding programs, Though TransLink was criticized for being conservative, it to the benefi t of the region and the national interest, including: maintained the confi dence of private fi nancial markets and maintained its AA+ credit rating. 2 Projection through 2017 is based on anticipated completion of funding agreements
Federal Program ($Millions) Assets/value to system
$676 (UBCM Contributed to the replacement of 841 vehicles, refurbishment of 114 Gas Tax Fund transfers to 2012) vehicles and acquisition of 324 vehicles to expand service
Public Transit Agreement $41 Expansion 34 Mk 2 SkyTrain cars and 21 community shuttles
Upgrades to 7 SkyTrain stations, fi ber optic system, additional rail cars, Building Canada Fund $109 modernization of Surrey Maintenance Facility and implementation of the new Faregates system
Canadian Strategic $450 Infrastructure Fund Canada Line Rail Rapid Transit Western Economic $10 Diversifi cation
Canadian Strategic $350 Infrastructure Fund Evergreen Line Rail Rapid Transit ($417 million) Public Transit Capital Trust $67
Risk assessments and upgrades to security management, video Transit Secure $14 recording and monitoring technology, training and other sec
Shorten pedestrian crossing times, improve pedestrian safety, and Urban Transportation $9 enhance the vitality of the streetscape; Retrofi tted two buses with Showcase hybrid engines
Infrastructure Stimulus Fund $21 Knight Street bridge seismic upgrade and a park and ride facility.
Road/Rail Interface Study; Nine grade separations in Delta, Surrey, the Roberts Bank Rail Corridor $75 City and Township of Langley will be implemented by 2014.
Note: Numbers refl ected were rounded and provided for purpose of illustration; provincial and other sources not refl ected.
translink.ca TRANSPORTATION - 69 Growth Through Partnerships 5
Additionally, these funds have been leveraged against just On January 27, 2006, Metro Vancouver, TransLink, and UBCM over $1 billion in provincial commitments, some of which fl ow signed a Strategic Priorities Fund Agreement for Greater to 2040, primarily through the Provincial Transit Plan, and Vancouver, under The Agreement on the Transfer of Federal Gas provincial contributions to the Building Canada Fund and the Tax Revenues under the New Deal for Cities and Communities. Infrastructure Stimulus Fund. Under the terms of this agreement, Metro Vancouver agreed to commit 100 per cent of the region’s federal Gas Tax Fund Two of the aforementioned federal funding programs remain in revenues earmarked for the Greater Vancouver Strategic effect in 2013: The Gas Tax Fund, and the Building Canada Fund. Priorities Fund towards public transportation from 2005-2010. There have been two subsequent amendments that have In 2005, the federal budget announced the government’s committed funds to TransLink for years 2010/11 and 2011/12, intent to provide the provinces and territories with an amount and UBCM, Metro Vancouver, and TransLink are currently equivalent to a portion of the federal excise tax on gasoline reviewing an SPF amendment for the 2012/13 funding year and (funding commonly referred to as Gas Tax), in order to provide GTF funding is confi rmed for 2013/14, but is not committed to local governments with a source of stable, predictable, TransLink at this time, pending administrative approval. long-term funding for environmentally sustainable municipal infrastructure to help them address their infrastructure needs TransLink projects seeking funding through the GTF/Greater and meet sustainability objectives. Vancouver Strategic Priorities Fund are submitted by TransLink and approved by application to the Gas Tax Fund Management In 2011 the federal government announced the Gas Tax Fund Committee; the Committee must also approve any subsequent would be made permanent. The Honourable Jim Flaherty, changes to projects. Funds are received after successful Minister of Finance, introduced the Keeping Canada’s Economy application, and held in a restricted federal account. Funds & Jobs Growing Act in October 2011, which included the are transferred into TransLink’s general funds for use after the annual (national) investment of $2 billion in a permanent Gas costs for the project have been incurred. Interest earned is also Tax Fund. The Act was passed in the House of Commons in restricted to approved projects, and funds are audited annually December, 2011. by external auditors. TransLink reports out on projects annually to UBCM and Metro Vancouver. In BC’s context, the Gas Tax Fund (GTF) is also the moniker given to the current Canada-British Columbia-Union of New Governance Structure British Columbia Municipalities Agreement on the Transfer of Federal Gas Tax Revenues under the New Deal for Cities and A change in TransLink governance in 2008, introduced a Communities 2005-2015. multi-tiered governance structure that includes the Board of Directors, the Mayors’ Council on Regional Transportation The GTF agreement was signed September 19, 2005, and and the Regional Transportation Commissioner. The Mayors’ expires March 31, 2015. Three subsequent amendments added Council is represented by each of TransLink’s 21 municipalities, funding, clarifi cations and amended project categories. Electoral Area ‘A’ and the Tsawwassen First Nation. The Mayors’ Council approves plans prepared by TransLink, GTF revenues in BC are administered by UBCM and delivered including the transportation plan, and regional funding and to local governments through fi ve separate programs across borrowing limits, and appoints the nine independent directors three tiers (Metro Vancouver is Tier 3): Greater Vancouver that form TransLink’s Board of Directors (which oversees Strategic Priorities Fund; Innovations Fund; General Strategic TransLink’s management and policy) and the TransLink Priorities Fund; Regionally Signifi cant Projects Fund; and, Commissioner. Community Works Fund. Only the Greater Vancouver Strategic Priorities Fund and the Innovations Fund apply to Tier 3 (Metro Projects submitted for GTF consideration are prepared by staff, Vancouver). which identifi es eligible projects as part of a Supplemental
translink.ca TRANSPORTATION - 70 Growth Through Partnerships 6
Plan (normally introduced to identify new projects or service 2012-2022 Federal Funding in TransLink 2013 Base Plan and related funding). Supplemental Plans are prepared in (in thousands) consultation with Metro Vancouver, presented for review to GAS TAX the Commissioner, and to the Mayors’ Council for approval. If approved by the Mayors’ Council, Supplemental Plans roll into Project Description Federal Funding # Vehicles
our legislated annual rolling Base Plans (fully funded three year HandyDart Vehicles $111,551 619 business plans and an additional seven year outlook to provide Propulsion Upgrade Expo Line $43,710 N/A a 10-year planning view) the following year. Community Shuttles $104,027 407
TransLink’s 2013 Base Plan shows that from 2012 to 2022 Conventional Buses $350,666 498 TransLink is forecasted to receive $847 million in federal SeaBus $23,080 1 funding for both Infrastructure and vehicle replacement/ Smartcard bus equipment $17,158 N/A refurbishment projects under the Building Canada and Federal Gas Tax funds. This breaks down as follows: SkyTrain refurbishment $42,360 114
• Under the Building Canada Fund, TransLink is forecasted Hamilton Transit Centre $75,855 N/A to receive $79 million in federal funding from 2012 to $768,407 1,639 2016. Projects include a number of station upgrades, fi bre optics upgrades, implementation of the Compass BUILDING CANADA FUND faregates system at the stations and upgrades to West Project Description Federal Funding
Coast Express cars and stations. The funding for Building SkyTrain Station Upgrades $38,610 Canada Fund projects is received after costs have been • Main Street Station incurred and invoices submitted. • Metrotown Station • Scott Road Station • TransLink is forecasted to receive $768 million in Federal • Joyce Station Gas Tax funding between 2012 and 2022. The annual • Commercial Broadway Station Federal Gas Tax is shown in the 2013 Base Plan as fully • New West Station (or nearly fully) utilized through the 2016/17 fi scal year • Surrey Central Station with the expenditures on the projects continuing through SkyTrain Infrastructure $1,339 to 2022. Between 2017 and 2022, the 7-Year Outlook • Fibre Optics Upgrade infrastructure projects are not well defi ned, so the • Running Rail funding has only been applied to fl eet replacements and WCE Station and Rail Cars $9,020 is not shown fully utilized. Faregates/Station Upgrades $30,000
$78,969 The following table outlines forecasted federal capital funding and related projects from 2012 through 2022, as outlined in Federal Funding 2012-2022 $847,376 TransLink’s 2013 Base Plan.
Any future funding agreement for Gas Tax allocation within the Metro Vancouver area would need to be determined by Gas Tax partners. Although the 2005-2014 Gas Tax Fund for the Metro area have to date been 100% pooled and transferred to TransLink, there are a number of other funding scenarios and investment categories which may be considered. UBCM and Metro Vancouver are holding a joint workshop
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Clockwise left to right: New 99 B-Line bus, Canada Line rapid transit, Pacifi c Breeze SeaBus
in April 2013 with the Board of Metro Vancouver, TransLink, supports retaining this effective administrative model for the Mayors, and senior staff to review various funding scenarios permanent GTF. TransLink encourages consideration for the that could potentially drive discussions with Canada and BC expansion of the GTF mandate to include capital funding that regarding a future Agreement. supports active transportation (i.e. bicycle and pedestrian) infrastructure. The Gas Tax Fund has to date represented the largest federal funding program yet available to TransLink with over $676 Planning for Future Growth transferred from UBCM from the fund’s inception projected through to the 2012 funding year. TransLink is required through its legislation to prepare annual rolling Base Plans with fully funded three year business plans The GTF/Greater Vancouver Strategic Priorities Fund has and an additional seven year outlook. Thus, surety of funding enabled TransLink and the region to leverage $466 million is essential to TransLink’s planning process. TransLink therefore in investments to secure $1 billion in assets, which in turn supports the creation of a permanent Gas Tax Fund as well as enabled TransLink to expand service by 22.6 per cent and gave the creation of a Long Term Infrastructure Plan to replace the the region the most modern transit fl eet in North America. Building Canada Fund. Over the remaining years of the program, TransLink plans to leverage $57 million of its budget to acquire an additional TransLink and the Greater Vancouver region are facing $513 million in fl eet replacement assets, including conventional signifi cant infrastructure challenges in the future. A growing buses, Community Shuttles, and HandyDART buses. and aging population, increasing fuel costs, increasing asset management costs, and regional and individual affordability The Gas Tax Fund/Strategic Priorities Fund has been challenges are just a few of the issues that TransLink plans to an effective mechanism for funding the material asset examine through its Regional Transportation Strategy dialogue rehabilitation of TransLink’s public transportation network. in 2013. TransLink recognizes that while there is yet no new SPF agreement in place between UBCM, Metro Vancouver Future infrastructure demands in Greater Vancouver are and TransLink (and thus no surety at this time that funds signifi cant; the region’s vision already identifi es billions will again be pooled and directed to transit projects), it required to expand rapid transit south of the Fraser River and
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through Vancouver’s Broadway corridor, as well as to replace Conclusion vital goods movement infrastructure such as the Pattullo Bridge that currently crosses the Fraser River adjacent to the Surety of funding is essential to TransLink’s legislated planning Westminster Rail Bridge, and the full development of regional process. TransLink heralds the establishment of a permanent Rapid Bus services. Gas Tax Fund and a new Long Term Infrastructure Plan to replace the Building Canada Fund. TransLink is confi dent that In seeking dialogue around its Regional Transportation continued investment in transportation infrastructure through Strategy, TransLink sees an opportunity for Greater Vancouver these funds will enable transit and transportation authorities to have a dialogue around our future transportation needs and to best achieve federal, provincial and regional economic, what we can afford. This strategy will set that long-term vision transportation and environmental objectives. by developing a regional consensus, with other plans setting out implementation. The Lower Mainland represents a growing region in Canada, but one that is moving away from a reliance solely on personal While the Gas Tax Fund has proven effective as a source of transportation. This region has the opportunity to become a capital to maintain the current system in a state of good repair, model community for the rest of the country and the world, on its own at current levels it is inadequate to also meet the with what can be accomplished through integrated and future infrastructure requirements of the region. Additional effective transportation planning and service delivery. An funding through another Long Term Infrastructure Plan funding ongoing partnership with the federal government is integral to mechanism, such as that previously available through the federal that success; it is beyond the scope of the region to do it alone. government’s $33 billion Building Canada Fund – created in 2007 – will be required when that program ends in 2014.
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