TOWN OF GRIMSBY Administration & Finance Committee Agenda
Monday, July 11, 2016 4:30 p.m.
Town Hall Escarpment Room 160 Livingston Avenue
Page
A. Call to Order
B. Disclosure of Interest
C. Reports
3 - 7 i) FIN 16-24 2015 Capital Statement of Operations
8 - 11 ii) FIN 16-25 2015 Development Charges Treasurer's Statement
12 - 22 iii) P.A. 16-26 Consultant Selection Transit Investigation Study
D. Minutes
23 - 25 i) Transit Investigation Committee
E. Correspondence
26 - 214 i) Memorandum from the Director of Planning - Transit Investigation Study, Request for Proposals
Page 1 of 214 Administration & Finance Committee July 11, 2016 Agenda Page F. New Business
G. Next Meeting
i) The next Administration & Finance Committee meeting is scheduled for Monday, August 15, 2016 in the Town Hall Escarpment Room, 160 Livingston Avenue, Grimsby.
H. Adjournment
Page 2 of 214 Agenda Item i) 16-24
JULY 6, 2016
REPORT TO: ADMINISTRATION & FINANCE COMMITTEE
MEETING DATE: JULY 11, 2016
SUBJECT: 2015 CAPITAL STATEMENT OF OPERATIONS
RECOMMENDATION
That, report FIN 16-24 regarding the 2015 Capital Statement of Operations be received,
And that, all budget variances be transferred from their respective reserves.
BACKGROUND
The Capital Statement of Operations is attached as Schedule A summary of the 2015 capital projects by department is listed in the attached schedule. The schedule shows the cost of each project, its associated budget and funding sources. There were only a few larger budget variances during the year. Highlights of the Capital Fund for 2015 are as follows:
Corporate Overall, computer equipment was over budget slightly by about $7,000. Also, a new envelope inserting machine was purchased for $13,000 due to the breakdown of the old machine. Furthermore, there were additional start up costs of approximately $63,400 for the Town Hall co-gen unit. Allof the above costs were funded from various reserves.
Protection Services The majority of the Fire Department capital was within budget save and except for costs to outfit a new fire vehicle with lights and equipment. The largest costs in the Fire Capital budget were for personal protective equipment, and costs towards the development of station #2 which included the cost for the demolition of the Calder building.
Transportation The Transportation capital budget was within budget in 2015 except for a couple of projects, namely the Downtown Arch which was over budget by $26,000 due to re-engineering work. Also, the LED streetlight project had some spillover costs from 2014. Overall, the LED project came in within budget ($1.45 million budget compared to $1.35 million actual).
Recreation, Facilities and Culture The main Parks project in 2015 consisted of the continued construction of the Southward Community Park The completion of the Park was delayed in 2015 which is the reason for the high positive variance on the project. The park is expected to be completed in 2016.
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S.~£._.E 8.o8.$~ t.-~.u~o._. 8.8m._.8.— n§om.m~m... 8.:=..3~.o_. R.mE.oE.n 8.o8__.8.t .28. 2.20 mum“ «ZR mm.$N_ot 3 8m.§m.. so BZKN .EN.r wm_$N.otor.mmm,wB ommowing no2a,§m.~ E Rim .u em 83¢oo.ooo,$ t.Nom_m_ R Sm? mo.$m»$ mo.$m.mv ooamtoa 8.mE.3a 8.m8.$E $48.: Seat: N33 N33 $.83 $.83 . own? .225 .33 m_>< JULY 6, 2016 REPORT TO: ADMINISTRATION & FINANCE COMMITTEE MEETING DATE: JULY 11, 2016 SUBJECT: 2015 DEVELOPMENT CHARGES TREASURER’S STATEMENT RECOMMENDATION That report FIN 16-25 regarding the 2015 Development Charges Treasurer’s Statement be received BACKGROUND In 2014, the Town updated its development charge background study which identified the projects that would be available for development charge funding over the next five year period, and also provided for the calculation of development charge rates. The attached Schedule “A”has been prepared in accordance with the Municipal Act which requires the Treasurer to report to Council on the transactions of the Development Charge Reserve Funds during the year The report demonstrates how the development charge balances changed during the year. In particular, it shows the development charge revenue that was collected for each service type, the interest earned on the fund balance, and the amounts transferred to capital for funding purposes. During 2015, the Town collected $1,274,375 (2014 - $2,739,713) in development charge fees. These charges are broken down by unit type in the chart below: Unit Type Units DC’s Collected Single/Semi-detached 46 $605,253 Apartments (1 bedroom) 34 187,782 Apartments (2 bedrooms +) 49 406,945 Non-residential (sq. ft.) 13,453 74,395 Total $1,274,375 In addition, interest in the amount of $121,831 was earned on the fund balance and $1,080,592 was used to fund various capital projects, resulting in a year-end fund balance of $6,619,702. Schedule “A-1” provides a more detailed listing of the development charge disbursements in 2015. For example, with regard to the Southward Community Park project, there were total costs in 2015 of $1,458,003 of which $761,607 was funded from development charges and $696,397 was funded from reserves. SU Gruninger, CPA, CGA Director of Finance &Treasurer Page 8 of 214 Agenda Item ii) Page 9 of 214 Agenda Item ii) E?xsm 8._.o~.m:..~ oo.cmh.nn 8.o8.~m_. n~.w-.Em hh.NNN.NNo._. 8.S~.m3.~ .28 8.258 8.89: 8 NKNN 8xE.mm 8 N: 8 8.o8 _.n mo.t§m EQWCNDXMcozow__oo >..mE_._ Em._n_._ motmmm mmotcmm E..,.£_m$_F 863 mm 8.89 can 8.25 can :...mS.mB_. 58.96 m» NNVKC. 8 omnmm mZB.mm 8 898 2 NN¢.C._. ucamomccg om8m_8m_F 8 8°52 x._mn_2_::EEoo u._m>>£:om omomnomo oncancan _. mmo_Zmw :o_.mm._oom._ooE:O ©m.oQ©.»© 868.8 368.8 E£.§m 8 wow.5 38m 5 {mm Z_::EEoo u._m§£:om wmo_>._mwco_.mm._omw_88:. 8.89 5 B .m8.mmm ~32 New 3.o$.§ R.m8.mmm 585% mmwoosmm B.m3.8 mm.v8_Bm wm_ mu.m.__n_ 8 V8. Fm 5 ww.v8_ E EwEo_:um_ o>=um_o.n.__m:ow.mn_um_oon_ mm$38 moemo. mmo_Emw :o=o2o.n_ m.__n_ M» Evxl 8 9095 2 mtiwm 2 m:. N: E?éam 8.03.? 8.oB_9 8.2%: cozoow_mE_ ummotcmwctoz \ :2w:_>> E51. om: 8.o8. S R.§V_$ E.§..o2 cozoazmcoommm> :30... wcossntacoo wz:...._n m?ocnc? 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E5”. m_._=w._wnO _u::u_atom»: >~_ownmoucwcwm . m:o=umm:m._._.ucau.333 mo_u_m._=m 33 m:_.m._wnO ma_u_ma..w wo__._3_.w son .U.n_ azumom.0 D 39.0 uwtonn:mSam \miomwm .05 0 Uo_._un_. umon_ .3:m..0 uwtoanawxmh .mu.._w._0 .w«:m._0 no.8; swim dd son. note; .so._.>m.o.n_ Euzw «mou u_nEc>oowm_ .o.o.:oz Encw amoom_nm._w>ouomon 38 .5 mmmsmowooz_ozm_ m 3.2. z_u_ m._:om:ow >mw=_¢o no 226» Page 10 of 214 Agenda Item ii) Page 11 of 214 Agenda Item iii) Page 12 of 214 Agenda Item iii) P.A. 16-26 Transit Investigation Study investigation and a feasibility study of the transit needs for the community; and Whereas the Town of Grimsby submitted the above mentioned application for transit funding, which was unsuccessful; and Whereas future expansion of the GO train, the aging population, the need for residents to travel between municipalities for employment and education as well as centres such as Hamilton and Burlington, the need to investigate local solutions to the transit situation in our Municipality needs to be addressed; and Whereas the Region of Niagara as part of its Inter Municipal Transit pilot project is prepared to assist local area municipalities withpossible solutions as part of a larger, integrated transit plan; and Whereas the citizens of the Town of Grimsby have approached Town Council to ask for transit service within the Town of Grimsby; and Whereas, the Region of Niagara has identi?ed an integrated transit systems as a priority to attract GO Train service to Niagara; and Whereas the City of Welland, the City of St. Catharines and the City of Niagara Falls are examining ways to expand transit service; and Whereas it is desirable for the Town of Grimsby to investigate transit opportunities, alternatives and funding; Now therefore be it resolved that the Council of the Town of Grimsby; 1. Endorse the formation of a Transit Investigation Committee; and 2. Direct staff to prepare a report including Terms of Reference for the Transit Investigation Committee. 3. Prepare an ad for the newspaper for potential Committee Members. CARRIED A transit investigation committee was appointed by Council on September 21, 2015. Allocation for a transit investigation study was included in the 2016 Planning Department budget. Since the Transit Investigation Study is a multi-departmental study directed by Council as a corporate initiative, the funding for the study is to come from Counci|’s budget contingency reserve. After consideration by the administration and finance committee at its April 11, 2016 Page 13 of 214 Agenda Item iii) P A. 1626 Transit Investigation Study meeting Council endorsed a terms of reference for the Transit Investigation Study. On May 17, 2016 a request for proposals was circulated to all consultants located in the Golden Horseshoe who were known to be practicing in the Transit Investigation field. Three proposals were received from: Three proposals were received from the following consultants: - DillonConsulting - IBIGroup - WSP Allthree proposals were att ached to the memo randum from the Director of Planning to the July 12"‘meeting of the Administration and Finance Committee. The proposals were circulated to members of the Transit Investigation Committee as well as to Senior staff and feedback was requested. Planning Staff along with the Chair and Vice Chairs of the Transit Investigation Committee interviewed all three consultants. A meeting of the transit investigation committee was scheduled for July 6, 2016, However there was not a quorum, resulting from a misunderstanding of some comminee me mbers of the meeting time. The Transit Invesigationi Comm ittee meet ing has been resc hedule d for Wednesd ay, July 11"‘.While ideaIIythe Transit investigati on committee would be held before the Administration and Finance Committee meeting, staff believe it is important that the Council decision on the preferred consultant not be delayed as it would significantly impact the timetable of the Transit Investigation Study. A memora ndum outlining the findings of the Transit Investigation Committee willbe forwarded to Council prior to its meeting on July 18"‘. Staff has received verbal and written feedback on the consultant proposals from a majority of committee members as well as senior staff. It is the opinion of staff that there is sufficient feedback and overall comparable information gained from the proposals and interviews to enable staff to make a formal staff recommendation as to the preferred consultant. The proposals were reviewed in accordance with the criteria outlined in the RFP and the terms of reference (Appendix A). Based on the results of the evaluation, feedback received from staff and committee members, references checked and awareness of the ongoing and previous work that Dillon Consulting Limited has done related to transit for Niagara Region, it is recommended by Planning Department staff that the firm of DillonConsulting Limited be hired to undertake the Town of Grimsby Transit Investigation Study. It is noted that while the Dillon Consulting Limited proposal came within the specified budget, the consultant identified a number of supplemental components, which it felt Page 14 of 214 Agenda Item iii) Page 15 of 214 Agenda Item iii) P A. 16-26 Transil Investigation Study through focus groups, public open houses and surveys. The first four phases involve engagement with the community, peer review of comparable municipalities and conclude with the development of a transit demand analysis. An interim report is prepared at this stage for counci|’s consideration to determine ifthere is sufficient demand in Grimsby for the initiation of a local transit system. Ifthere is not sufficient demand, the study could conclude at that point, however, given that there is already a demand being served through the Red cross bus, and with the announcement of GO Train to Grimsby by 2021, there is a strong likelihoodthat some level of service may be merited, even ifitcould be met by an alternate form of transit such as a ride share program. Ifthere is sufficient demand to warrant the provision of public transit in Grimsby the next four phases of the study would develop the business model, design the service and establish a financial plan for establishing a local transit service in Grimsby. The project is anticipated to commence in late July 2016, with public engagement scheduled for the early fall. Once the consultant is formally hired, the study process will begin and a more exact timetable for meetings, targets, etc. is to be established. 4.0 FlNANCIAL: The consultant’s costs to proceed to the completion of the transit investigation study project are $49,963 plus the addition of the following supplemental components for the study: - Additional Staff Member for consultations $2,000 For a total of $51,693 plus HST The funds needed for this study are available to the Planning Department Budget from Counci|’s Budget Contingency Reserve. The reason for this is that the Transit Investigation Study is a corporate initiative, involving multiple departments, not only a planning exercise. USSIO It is recommended that this report be received and that the Dillon Consulting Limite proposal in the amount of $51 ,693 plus HST be approved and that the funding fordthis be obtained from Council's Budget Contingency Reserve. A by-law is required to be passed to authorize an agreement between the successful applicant for the Transit Investigation Study. Throughout the project Administration and Finance Committee and Planning and Page 16 of 214 Agenda Item iii) Page 17 of 214 Agenda Item iii) .NW_% July 3"‘,2015 DI N Confidential 235 Yorkland Blvd. Town of Grimsby Suite 800 160 Livingston Avenue Toronto, Ontario Grimsby, Ontario Canatla L3M4G3 MZJ 4Y8 Attention: Mr. Michael Seaman, Director of Planning Telephone 416.229.4646 Transit Investigation Study — Revised Consultation Strategy Fax 416.229.4692 Dear Mr. Seaman Thank you for the opportunity to present our proposal to conduct a Transit Investigation Study for the Town of Grimsby. As per our discussion, this letter and the attached budget outlines the required revisions to the project scope and budget to include a telephone survey into Dillon'swork plan submission. In addition to this, we have also added a study webpage and design of referral cards to the communications strategy of our work plan. The following represents a description of the new and modified tasks. New Task 1.5 - Telephone Survey We have reached out to Environics, a leading survey firm, to conduct an Interactive Voice Response (IVR)survey of 300 to 400 residents about the potential to introduce transit service. The completion of a minimum of 300 surveys is considered a representative sample that will provide the Town with a 95% confidence level, plus or minus 5.7% margin of error. The survey will consist of 10 mu|tiple—choice questions. To increase the success of the survey, we would ask the Town to advertise the survey a few days prior to the calls being made. We have used this technique successfully in the past and reached the target sample ahead of schedule. The cost of adding the telephone survey would be $10,060. The Dillon team would develop the questions and seek comments from the Steering Committee before proceeding. New Task 1.6 - Study Webgage We also suggest that the Town develop a study webpage, hosted on the municipality's website. The study webpage would provide an introduction to the study, include a study email and phone number for residents to provide comments, and post display materials and questionnaires from both public open houses. The Dillon Consulting Interim and Final Report can also be posted on the site. Dillon will provide the Limited Page 18 of 214 Agenda Item iii) Town ofGrimsby, Michael Seaman Page 2 July 8'",2016 content to be included on the webpage, while we would ask the Town to develop and maintain the site. The cost of adding the study webpage would be $468. New Task 1.7 - Referral Cards As discussed, we suggest developing referral cards that provide a link to the study webpage and questionnaire. These cards can be distributed to members of Council, stakeholders interviewed and be placed at key community facilities (e.g., library, recreation centres, Town Hall). The referral cards would provide a link to the study webpage and a call to action to fill out the short on-line questionnaire that was used as part of both public open houses. We have used this technique in the past and found it to be very successful. Dillon will be responsible for designing the card, while we would ask the Town to print and help distribute the card. Dillon staff will also distribute the card to key stakeholders we interview. The cost of adding the referral card design would be $260. Work Plan Ad ustments To include the above new tasks into our work plan within the existing budget envelope, a number of adjustments were made to the original work plan. This includesthe following: 1. Remove Task 1.3 (Develop Communications Plan) The proposal interview discussed at length the community engagement strategy and this letter represents the refinement of the communication plan based on input received from the Steering Committee. Any additional modifications can be discussed during the Project Initiation Meeting; however, we believe that a formal communications plan is no longer required. 2. Reduce Dillon Attenda3nce at Public Open House Meetings (Task 1.4 and 8.1) Our original proposal had two individuals in attendance for both public open house meetings. In the revised proposal, we have reduced Dillon's attendance to one person. Dillon will continue to produce display material and questionnaires. To ensure the meetings are successful, we would ask that the Town have one to two staff members in attendance to assist the Dillon staff member during both public open houses (one to sit at the registration table and potentially a second staff member to help answer questions). Page 19 of 214 Agenda Item iii) Page 20 of 214 Agenda Item iii) Page 21 of 214 Agenda Item iii) ...O_uNU_c3EEOU _ucm omh?m omd =o.a5=um..t1 _ .5..E.=.2 Vinzm mm_u__wcozmucwmui 8&8 8.m 84 8+ 84. ._ 5.5 iamuxa 995 :2: fies was. 5% =3 .h3Eu:=an mw_u__mcoumucummi munm 8.8 oo.~ 8.3 _ 8 NH 8.w E. as: .2: 3.95 :5 otam J , v..es.E..523en . .6 . _ :8 .3 it 8.m om.» . com 8+. szua?u must 5.: u: 2 :8 u2uE.?m 3..E.~. 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Seaborn, Chair Ald. J. Dunstall Ald. D. Kadwell Ald. D. Wilson Ald. J. Johnston D. Bothwell H. Schweinbenz C. Leger B. Merritt Regrets: R. Paola, S. Farrace, K. Glodziak Staff: M. Seaman, Director of Planning & Walter Basic, Senior Planner 1. Call to Order The meeting was called to order at 6:00 p.m. 2. Disclosure of Pecuniary Interest There were no disclosures of pecuniary interest. 3. Election of Chair & Vice Chair TIC 16-1 Moved by Ald. D. Wilson ; Seconded by Ald. J. Johnston; Resolved that Alderman M. Seaborn be elected Chair of the Transit Investigation Committee; and further That Alderman D. Kadwell and Ald. D. Wilson be elected as Vice Chairs of the Transit Investigation Committee. Page 23 of 214 Agenda Item i) Transit Investigation Committee March 24, 2016 CARRIED Terms of Reference The Committee had a general discussion about the Terms of Reference. It was suggested that a line be added in Section 10 of the Terms of Reference that “the consultant be required to consult with the Committee”. H. Schweinbenz suggested that the routing discussions should only take place once it has been decided if the Town will pursue public transit. D. Bothwell suggested that Quinte West should be included as an example of a similar sized municipality that successfully highlighted a public transit system. TIC 16-2 Moved by Ald. J. Johnston ; Seconded by H. Schweinbenz; Resolved that the Terms of Reference be endorsed by the Transit Investigation Committee. CARRIED Open House - April 21, 2016 The Committee discussed the format for the upcoming Open House Symposium on April 21, 2016. Ald. Kadwell asked if it would be appropriate for the consultants to be present and participate in the symposium. It was noted that this was intended to be a public education session. It was suggested that a second Open House be held on May 5th or 12th, from 7:00 – 9:00 p.m. with a panel of professionals from other municipalities that had previous experience with transit systems. Notes from Previous Meeting February 8, 2016 The Committee received the notes from the previous meeting. 4. Correspondence Dorothy Bothwell - Quinte Access Transportation 5. New Business It was suggested that the Committee have name tags made for open houses. Page 24 of 214 Agenda Item i) Transit Investigation Committee March 24, 2016 B. Merritt asked about next steps and how do we establish bus routes. He distributed a proposal on how to gauge demand. 6. Adjournment There being no further business the meeting was adjourned at 7:30 p.m. Alderman M. Seaborn, W. Basic, Senior Chair Planner Page 25 of 214 Agenda Item i) PLANNING DEPARTMENT M E M O R A N D U M TO: Alderman C. Mullins, Chair and Members of the Administration and Finance Committee FROM: Michael Seaman, Director of Planning RE: Transit Investigation Study Request for Proposals DATE: July 7, 2016 On May 17, 2016 a request for proposals was circulated to known consultants practicing in the Transit Investigation Field to undertake a Transit Investigation Study for the Town. Three proposals were received from the following consultants (see attached): - Dillon Consulting - IBI Group - WSP Planning Staff along with the Chair and Vice Chairs of the Transit Investigation Committee interviewed all three consultants. Staff are currently looking into some of the questions posed by the Transit Investigation Committee executive and will include the information in a report to the Administration and Finance Committee which will be available on the day of the next Committee meeting on July 11th. The report will include a recommendation of the preferred consultant. Until then, please review the proposals so as to be prepared at the Committee meeting. If at the meeting the Committee deems more time is necessary to consider the report and recommendation it can be deferred to the next Committee meeting. A meeting of the transit investigation committee was scheduled for July 6, 2016, however there was not a quorum, resulting from a misunderstanding of some committee members of the meeting time. Staff has however received verbal and written feedback on the consultant proposals from a majority of committee members. The responses will be included in the July 11th Report. Prepared by, Michael Seaman, MCIP, RPP Director of Planning Page 26 of 214 Agenda Item i) June 14, 2016 TOWN OF GRIMSBY TRANSIT INVESTIGATION STUDY Submitted to: Town of Grimsby 160 Livingston Avenue Grimsby, Ontario L3M 4G3 Page 27 of 214 Agenda Item i) Commercial Confidentiality Statement This document contains trade secrets or scientific, technical, commercial, financial and labour or employee relations information which is considered to be confidential to Dillon Consulting Limited (“Dillon”). Dillon does not consent to the disclosure of this information to any third party or person not in your employ. Additionally, you should not disclose such confidential information to anyone in your organization except on a “need-to-know” basis and after such individual has agreed to maintain the confidentiality of the information and with the understanding that you remain responsible for the maintenance of such confidentiality by people within your organization. If the head or any other party within any government institution intends to disclose this information, or any part thereof, then Dillon requires that it first be notified of that intention. Such notice should be addressed to: Dillon Consulting Limited, 235 Yorkland Boulevard, Suite 800, Toronto, Ontario M2J 4Y8, Attention: President. Page 28 of 214 Agenda Item i) June 14, 2016 Town of Grimsby 160 Livingston Avenue Grimsby, Ontario L3M 4G3 Attention: Mr. Michael Seaman, Director of Planning Transit Investigation Study Dear Mr. Seaman: Dillon Consulting Limited is pleased to submit this proposal to assist the Town of Grimsby with the completion of a Transit Investigation Study. Our submission is focused on demonstrating our team’s depth and breadth of experience working with transit systems across Canada and helping communities determine the feasibility of introducing a viable transit service that improves mobility for residents. Our proposed team includes senior transit professionals with significant experience in the transit industry as both consultants and in senior roles with transit organizations. This will allow Dillon to quickly bring innovative, practical and proven solutions to the Town. We look forward to the opportunity to work with the Town of Grimsby. If you have any questions about our proposal or require additional information, please contact Mr. Dennis Kar at 416-229-4647, Extension 2465 or [email protected]. Sincerely, DILLON CONSULTING LIMITED Dennis Kar, MUP, MCIP, RPP David Krahn, P.Eng. Associate Officer TG:mrb Page 29 of 214 Agenda Item i) i Table of Contents 1.0 Introduction 1 2.0 Understanding the Town’s Requirements 2 3.0 Proposed Work Program 5 3.1 Phase 1 – Project Initiation ...... 5 3.1.1 Task 1.1 – Project Initiation Meeting ...... 5 3.1.2 Task 1.2 – Collect and Review Background Information ...... 5 3.1.3 Task 1.3 – Develop Communications Plan ...... 6 3.1.4 Task 1.4 – Public Open House Meeting...... 6 3.2 Phase 2 – Review of Comparable Communities ...... 7 3.2.1 Task 2.1 – Peer Review ...... 7 3.3 Phase 3 – Transit Focus Groups ...... 8 3.3.1 Task 3.1 – Focus Group Meetings ...... 8 3.4 Phase 4 – Transportation Demand Analysis ...... 9 3.4.1 Task 4.1 – Inventory of Current and Planned Transit Services ...... 9 3.4.2 Task 4.2 – Estimate Potential Transit Demand ...... 9 3.4.3 Task 4.3 – Interim Report ...... 10 3.5 Phase 5 – Business Model and Governance Structure ...... 10 3.5.1 Task 5.1 – Business and Governance Models ...... 10 3.5.2 Task 5.2 – Funding Options ...... 10 3.5.3 Task 5.3 – Implementation Timing ...... 11 3.6 Phase 6 – Conceptual Design ...... 11 3.6.1 Task 6.1 – Development of Transit Service Concept Alternatives ...... 11 3.6.2 Task 6.2 – Community Feedback ...... 12 3.7 Phase 7 – Financial Plan ...... 12 3.7.1 Task 7.1 – Future Service and Financial Plan ...... 12 3.8 Phase 8 – Project Completion ...... 12 3.8.1 Task 8.1 – Public Open House ...... 12 3.8.2 Task 8.2 – Prepare Draft Report and Presentation Slides ...... 12 3.8.3 Task 8.3 – Complete Final Report and Presentation Slides...... 13 4.0 Proposed Schedule 13 TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 30 of 214 Agenda Item i) ii 5.0 Coordination Strategy 15 6.0 Dillon’s Qualifications & Experience 15 6.1 Dillon’s References ...... 16 6.1.1 Niagara GO Transit Hub and Transit Station Study (ongoing)...... 16 6.1.2 Niagara Transit Service Delivery and Governance Study (ongoing)...... 17 6.1.3 Orangeville Transit – Transit Optimization Study (2015) ...... 18 6.1.4 Niagara Region Inter-municipal Transit (IMT) Connections Concept – Costing and Financial Plan, Region of Niagara (2014) ...... 19 6.1.5 Ontario Community Transportation Pilot Grant Program Submission Assistance, York Region, Ontario (2014) ...... 19 6.1.6 Towards Coordinated Rural Transportation, Rural Ontario Institute (2014) ...... 20 6.1.7 Welland Transit Master Plan & Strategic Plan, City of Welland (2014) ...... 21 7.0 Dillon’s Project Team 21 7.1 Dennis Kar, MUP, MCIP, RPP – Project Manager ...... 22 7.2 Sean Rathwell, M.Eng, P.Eng – Senior Strategic Advisor ...... 23 7.3 Adrian Gurau, B. Eng., EIT – Technical Support ...... 24 7.4 Tyler George, B. Sc., M.Sc., EIT – Technical Support ...... 24 8.0 Proposed Budget and Fee Schedule 25 9.0 Proposed Terms and Conditions 27 Figures Figure 1: Project Schedule...... 14 Figure 2: Organization Chart ...... 22 Figure 3: Project Budget and Fee Schedule ...... 26 Appendices A Dillon Corporate Profile B Résumés C Standard Terms and Conditions TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 31 of 214 Agenda Item i) 1 1.0 Introduction Dillon Consulting Limited (Dillon) is pleased to submit this proposal to complete a Transit Investigation for the Town of Grimsby. The primary goal of the study is to determine if transit makes sense for the Town and, if it does, what would the service look like and how would it operate. The Request for Proposal (RFP) document outlines the general activities that the Town wishes to undertake in order to complete the Transit Investigation Study. The document also outlines what the Town needs in order to select a consultant to assist with completion of the Study. Dillon has organized its proposal into the following sections that address the Town’s requirements and explain how we will undertake the work. • Understanding the Town’s Requirements – This section demonstrates that Dillon is clear on what the Town is trying to accomplish and illustrates that we are familiar with the factors and issues that will influence when and how transit is introduced by the Town. • Proposed Work Program – The tasks and activities proposed by Dillon to meet the Town’s requirements are explained in this section. • Proposed Schedule – This section outlines the schedule that Dillon proposes to follow in order to complete the tasks and activities outlined in the proposed work plan. • Coordination Strategy – This section indicates the mechanisms proposed to be used to coordinate the work effort with the Town. • Dillon’s Qualifications and Experience – Dillon’s overall background and focus as a consultant is outlined and greater detail is provided about the firm’s transit knowledge and experience. Particular emphasis is put on describing Dillon’s transit strategy and planning experience. It also presents a selection of client references that Dillon has worked with in the past on relevant transit projects. • Dillon’s Project Team – The experience of the key Dillon transit team members who will lead and contribute to the Transit Investigation Study are described in this section. • Proposed Budget and Fee Schedule – The anticipated level of effort for each task by each Dillon team member is outlined in this section, and is then brought together into an overall proposed budget to complete the Transit Investigation Study. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 32 of 214 Agenda Item i) 2 2.0 Understanding the Town’s Requirements This assignment is to assist the Town of Grimsby with determining the need, form, and timeline for a local public transit service. It includes: • Identifying the current and future transportation needs of the community and the role that local public transit can play in meeting those needs; • Developing a service plan that aligns with the determined demand and is appropriate for the local context; • Identifying preferred governance and operating strategies that can be used to effectively deliver the selected service; • Determining potential partnerships and opportunities to coordinate with other transportation service providers; and • Exploring funding opportunities and business models to deliver the service and help mitigate some of the financial implications of initiating a transit service (including potential to recover costs through development charges). There are numerous factors that should be considered when developing a transit service, many of which depend on the local and regional characteristics. One of the principal factors that will influence transit service delivery is population and land use. Grimsby is one of the fastest growing areas in Niagara Region. Its population has grown from 25,325 to approximately 27,000 since 2011 and is expected to reach 33,000 by 2031. The Town is characterized by a mixture of urban land uses in the north (with growing medium density development along the QEW and Casablanca) and scenic farmland and other rural areas to the south. These two predominant land uses are divided by the Greenbelt, which is part of the Niagara Escarpment. Additionally, much of the built up area in Grimsby can be characterized as low density residential. Although these characteristics contribute to Grimsby’s “small town feel”, they also provide a unique set of constraints that affect the feasibility of various transit service delivery options. A key task will be to determine the type of transit service that makes sense given the urban and rural context of the Town. This starts with understanding the Town’s core objective and what it wants to achieve through the implementation of public transit. Is inclusivity important; the ability to provide all members of the Town with reasonable access to transit? This may mean identifying alternative service delivery models that are more effective in low demand areas or accepting a lower financial performance target. If financially feasibility is important, this may be focusing only on areas within the Town that have a land use pattern better able to generate ridership. This is an important strategic question that will need to be made with the Town at the outset of the study. Our team has significant experience TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 33 of 214 Agenda Item i) 3 matching the transit delivery structure with the demand. In Milton, Dennis Kar (Dillon’s project manager) recommended a very unique dynamic transit model called GO Connect which utilizes a mobile app to allow customers to book and pay for a shared-ride taxi to the GO Station. Dennis is also working with Airdrie Transit in Alberta to recommend a similar approach to areas of the City that have very poor ridership and cannot sustain a fixed-route service. Determining the right model will be critical to match demand and ensure the service is financially feasible. Another factor that influences transit service delivery is the local policy and planning framework. A notable guiding document in Grimsby is the 2012 Official Plan. According to the vision stated in Grimsby’s Official Plan, transportation will play a pivotal role in guiding future growth and developing Grimsby into a vibrant, accessible community. In particular, the Plan makes reference to a future state where Grimsby has a “public transit service anchored on Downtown and potential future GO Transit service along the QEW and/or the railway corridor”. Other pertinent documents include the Niagara Nodes and Corridors Study (2013), Sustainable Niagara (ongoing), the Niagara Region Regional Official Plan (2015), and the Niagara Region Transportation Master Plan (ongoing). It is important to keep guiding documents, such as these, in mind to help ensure that any future transit service complements Grimsby’s and Niagara Region’s growth goals and future vision. Transit service delivery is also influenced by the regional context, such as inter-municipal movements and other transportation services. Although there is no local public transit service in Grimsby, there are several inter-municipal transit service providers. These include Greyhound Bus, Canada Coach, VIA Rail/AMTRAK, and Niagara Specialized Transit / Canadian Red Cross (only available to persons with mobility impairments). These transportation service providers should be taken into account when identifying service delivery options and opportunities for partnerships. In particular, it is important to consider how these regional transportation services are planning for future growth in order to identify opportunities to oordinatec services. The 2014 Niagara Region Inter-municipal Transit Future Connections report prepared by the Dillon team identified the next phase of expansion of inter-municipal transit services, including future connections to Grimsby. Understanding how local transit connects to a potential future inter-municipal service (including a potential connection to Hamilton Street Railway) will be important. Members of the Dillon team are leading the current Niagara Transit Service Delivery and Governance Study, which looks at developing a more unified and seamless public transit service within the Niagara Region, including connections to Hamilton. We understand the importance of inter-municipal connections and will take this into account when assessing the feasibility of a local transit service. We also understand that a significant number of commuters in Grimsby have a stronger orientation west to Hamilton and the GTA, then east to St. Catharines and Niagara Falls. With the recent funding announcement made by the province, GO Train service to the Region is likely to become a reality and will result in a growing number of residents using GO Transit services. A key focus of this study is to TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 34 of 214 Agenda Item i) 4 determine how to better integrate the potential local Grimsby Transit service with a future GO Rail station on Casablanca. The Dillon team is currently working with the Region on the GO Hub and Station Area Study. A key component of this study is to identify the transit ridership potential to each station and develop strategies that improve local and inter-municipal connections. This will be critical to ensure that local transit is feasible and to demonstrate the Town’s support for future GO Rail services to Metrolinx. It is important to understand that transit systems require municipal investment. Part of the operating and capital cost can be recovered through an appropriate fare strategy, provincial gas tax funding, other federal funds (e.g. the Public Transit Infrastructure Fund) and through future Development Charges. The recent addendum identified a need to ensure ridership projections and the financial plan is developed to support allocation of capital costs to growth and non-growth (as per recent Development Charges Act). The Dillon team understands this requirement. We are currently working with the Region of Waterloo and the Town of Milton in assessing the potential portion of future transit capital expense that are eligible under the new Development Charges Act. This will be important for Grimsby, particularly with a growing population. The Dillon team brings a number of unique advantages when responding to this assignment: • We have a strong understanding of the Town and the potential for transit service. Our work with the Region on various transit studies, including the existing GO Hub and Station Area Study, provides our team with significant local knowledge and understanding of the existing land use, potential for growth and travel patterns. We will spend limited time playing ‘catch-up’, which will allow us to devote more time to identifying innovative solutions. • We understand transit feasibility studies. We have worked with several smaller municipalities to determine the feasibility of providing transit services, including the Town of Shelburne, City of Iqaluit (NU), Town of Tecumseh, Huron County, Dufferin County, Wilmot Township, Town of Georgina and East Gwillimbury, City of Clarence-Rockland and the Municipality of East Hants, NS. • We have significant experience working within transit organizations. Sean Rathwell, our project director, spent 15 years working with OC Transpo in Ottawa as the Manager of Service Planning and understands and brings a solid understanding of transit operations that will be important when developing an implementation plan. Collectively the Dillon team offers a unique blend of skills, experience, local knowledge and innovative approaches which will deliver high quality results for this assignment. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 35 of 214 Agenda Item i) 5 3.0 Proposed Work Program The RFP document outlines an eight phase approach to complete the work the Town needs done in order to understand if transit is viable in Grimsby and, if it is, how it would be organized and operated. These phases are appropriate and Dillon has organized its work plan within this structure. The proposed tasks and activities associated with each phase are outlined in the remainder of this section. 3.1 Phase 1 – Project Initiation 3.1.1 Task 1.1 – Project Initiation Meeting The first meeting with the Transit Investigation Committee will address the following items: • Review the proposed work plan and ensure that the Town’s and Dillon’s expectations about the tasks, activities and schedule are synchronized; • Obtain appropriate background reports and information from the Town that are relevant to the study and discuss any additional information that needs to be obtained and where to get it; • Review communications and consultation activities that will best achieve the required outcomes; and • Obtain feedback from Committee members on the expected issues to be encountered during the project. 3.1.2 Task 1.2 – Collect and Review Background Information Collecting information about Grimsby and the people who live and work there will be fundamental to determining if transit service is viable in the future. The necessary information will include Town and Regional Official Plans, land use and growth information, demographics related to residents and employees, student numbers and residence locations, relevant travel and transit information to and from the Town and Region, and other relevant information and reports that will supplement this initial list. The initial list of information will be discussed with the Town Project Manager prior to the first meeting with the Transit Investigation Committee and, to the extent possible, it is expected that most material will be provided to Dillon prior to or at this meeting. Other material will be discussed with the Committee and a plan to obtain the rest of the items will be agreed to. Dillon will review all of the material obtained and identify the key elements that will influence the provision of transit service in the Town. These elements, as well as other data from the background material will be used during subsequent phases of the work. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 36 of 214 Agenda Item i) 6 It should be noted that we already have access to much of these reports and data through our current work with the Region. Since we already have a strong understanding of the context, the amount of effort devoted to this task will be minimal. 3.1.3 Task 1.3 – Develop Communications Plan There are a number of consultation and communications touch points outlined in the RFP in several of the phases. There are public open houses at the start and end of the project, focus group meetings early in the study, ‘innovative’ participation on the routing concepts, Transit Investigation Committee meetings, and council presentations. All of these elements need to be coordinated and consistent, and be focused on achieving the necessary outcomes. There may also be alternative approaches that can be used beyond those described in the RFP. On-line engagement tools and statistically significant surveys should also be considered. The potential for some of these are discussed later in this work plan. All of the elements, both from the RFP and other ideas, will be discussed during the first meeting with the Transit Investigation Committee. The best approaches available within the Town’s resources will be agreed on and brought together into communications plan. The plan will briefly outline each activity, including a description of the purpose and expected outcome. 3.1.4 Task 1.4 – Public Open House Meeting The first contact with the public about the Transit Investigation Study will be through a public open house meeting. The meeting will take place at an accessible public venue, ideally one that the Town already owns, or can use for free. The meeting will provide background information on the Study and ask attendees the questions that are important at this early stage: • How will Grimsby benefit from transit service? • Who will use a transit service in Grimsby? • Where should transit serve in Grimsby? • Would you use Grimsby transit service? • Do you already use other transit services? • What are some good transit ideas you have seen in other communities? • Would you support a property tax increase in order to receive transit service? The meeting format will be a drop in open house where attendees can interact with and ask questions to both Town and Dillon staff. While no formal presentation will be organized for the meeting, the materials provided at the open house will be interactive. There will be a questionnaire addressing the TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 37 of 214 Agenda Item i) 7 points listed above, and attendees will be able to indicate directly on Town maps where they think service should be provided. Dillon will be responsible for preparing all material and facilitating the open house, while we would expect the Town to help organize the venue and advertise the engagement event. The public open house meeting described above is what is requested in the RFP and is what has been provided for in Dillon’s schedule and budget. However, there may be different approaches to obtaining the same information that the Town may wish to do instead of, or in addition to the public open house. These include: • Online engagement tool such as MindMixer. Dillon is experienced with using this tool to obtain exactly the same kind of feedback that is being sought through the public open house. Access to the tool can be provided through a page about the Study on the Town’s website, or through links/QR codes shown on other Town advertisements or documents. The tool has the potential to engage a greater number of people than the single open house meeting because it is available for a much longer period of time and people do not have to travel to be able to participate. The order of magnitude cost for implementing this approach to replace or complement a public open house meeting is 5$ ,000. This approach can also be used later in the Study, and this fact could completely change the engagement approach the Town may wish to take throughout the project. • Statistically significant survey. One of the challenges of a public open house meeting or an online engagement tool is that you cannot be certain if the feedback you are receiving is truly representative of the views ofthe community. This may be particularly important for Grimsby’s transit question if the community is asked to accept increased property taxes in order to pay for the service. The only way to know if your information reflects the full community value (and not one of a particular advocacy group) is to undertake a statisticallyvalid survey, and the quickest and most effective way to do this is through a telephone survey. Dillon has engaged a survey firm for other transit projects to complete an appropriate survey and provide report on the findings. Surveys of this type that address the number and types of questions being asked at the pubic open house can usually be completed for less than $10,000. Both of these approaches cost more to implement than completing a single open house meeting. They may be attractive to the Town of Grimsby because they can provide more and/or better information. At the outset of the project, Dillon will review these options with the Town and, if the Town is interested in pursuing them, a more detailed work plan and cost for them will be developed. 3.2 Phase 2 – Review of Comparable Communities 3.2.1 Task 2.1 – Peer Review The most recent (2014) Ontario Transit Fact Book, prepared for the Ontario Ministry of Transportation by the Canadian Urban Transit Association, listed thirty nine communities with populations of less than TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 38 of 214 Agenda Item i) 8 50,000 people that are operating transit systems. These communities collectively operated 220 vehicles at an average cost of nearly $85 per hour and recovered thirty seven percent of their operating costs from fares. Information from the Fact Book will be very important because it will allow Grimsby to benchmark itself against other similar Ontario communities that are already operating transit. An important question will be which communities should be used as benchmarks. Dillon recently completed a transit feasibility study for Shelburne, Ontario, and there are similarities with Grimsby from the perspectives of size, proximity to the GTHA, and presence of GO Transit bus service. The peer review we completed for Shelburne included Bradford West Gwillimbury, Brockville, Kawartha Lakes, Orillia and Stratford. Some of the other communities within Niagara Region that also operate transit service such as Niagara-on-the- Lake and Welland may also be appropriate for peer review comparison. Dillon will discuss the challenges of selecting appropriate peer review communities with the Town’s Project Manager and will select the communities that will be most relevant for benchmark comparison. 3.3 Phase 3 – Transit Focus Groups 3.3.1 Task 3.1 – Focus Group Meetings The RFP lists sixteen separate groups or segments of interest with which to conduct focus group meetings with. To fit within the budget envelope defined in the RFP, Dillon has grouped the list together into a smaller selection of focus groups that should provide more meaningful input and engagement: • Representatives of the business community, the Grimsby Downtown Business Improvement Area, hotels and developers; • Youth, students, active transportation and sports groups, and representatives from schools; • Seniors and representatives from retirement homes and the West Lincoln Memorial Hospital. Grouping these segments together will provide for a more robust discussion amongst the participants and result in greater awareness of issues and interests. For the segments listed in the RFP that aren’t included in the above groups: • The general public will have an opportunity to contribute to the project through the public open house (and, perhaps, other enhanced engagement activities); • Dillon can engage Niagara Region and the Local and Regional service providers in the area (Niagara, Hamilton, GO Transit/Metrolinx) directly through its ongoing work with Niagara Region and other projects within the GTHA; TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 39 of 214 Agenda Item i) 9 • The Transit Investigation Committee will have several opportunities to engage throughout the course of the study, and Dillon will ensure that various meetings with the Committee always include engagement beyond the administration, progress and reporting of the Study; and • People from medium and high density condominium communities are represented through the general public, youth/student/seniors and developers groups. Dillon will design focus group meetings that are interactive and engaging. Beyond the initial questions that form part of the first public open house, the focus groups will be used to better understand travel needs and patterns and to provide feedback on potential service approaches and service guidelines. It is anticipated that the business and senior’s groups could meet during the day while the student/youth oriented group would meet in the early evening. The fact that the focus groups are the third phase of the Study described in the RFP suggests that these meetings are to be conducted early in the schedule. While this is certainly feasible, consideration should be given to holding the meetings a little later in the schedule, once some work on demand and preliminary service ideas have been developed. This could allow for greater input and involvement by the focus group participants, and provide meaningful information to refine the ideas into solid service concepts. The timing of the focus group meetings within the Study schedule will be discussed with the Town’s Project Manager, and incorporated into the Communications Plan. 3.4 Phase 4 – Transportation Demand Analysis 3.4.1 Task 4.1 – Inventory of Current and Planned Transit Services This task will gather information about all of the relevant public and private transit services that might influence how a transit service in Grimsby might be designed and grow. Nearby services in Hamilton and St. Catharines will be documented, as will services operated by the Region of Niagara and GO Transit. Planned services in the future will also be considered. Dillon will use the knowledge gained in completing the Niagara Transit Service Delivery and Governance Study to inform this effort. 3.4.2 Task 4.2 – Estimate Potential Transit Demand Estimates for potential transit demand in Grimsby will be developed using information from a number of sources. Information from the Toronto Tomorrow Survey (TTS) which provides broad travel origin and destination information throughout the GTHA and beyond will provide insight into overall travel to and from Grimsby and, to some extent, within the Town. Greater detail about potential activity in the Town will be drawn from more detailed population, employment and development information that the Town can provide. All of this material will be brought together and checked against the experiences of other communities, particularly those included within the peer review. We have already developed demand forecasts for inter-municipal travel to and from Grimsby through our Niagara Transit Service Delivery and Governance Study and will use this effort to focus on understanding local transit demand. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 40 of 214 Agenda Item i) 10 3.4.3 Task 4.3 – Interim Report The interim report described in the RFP is to include information about the potential transit demand, the amount of service that may be appropriate, when service should operate, and what the preliminary operating and capital requirements might be. For realistic information about all of these topics to be provided in an interim report, it will be necessary to have completed some of the activities within Phases 5, 6 and 7, described below. While preliminary conclusions about an amount of service and when it should operate can be drawn from the assessment of community interest and potential demand, the way in which this service is delivered will have a significant impact on both capital and operating costs. The specific nature of the content of the interim report will be confirmed with the Town’s Project Manager once the project is underway. Once this has been confirmed, Dillon will prepare an interim report that will address all of these items. The intent will be to prepare a report that incorporates, to the greatest extent possible, the same format and structure that will be used for the final report. This way report material can be prepared once for inclusion in both reports and more time can be spent on the analysis and engagement components rather than the reporting. In essence, the interim report will appear to be a preliminary version of the final report. One unbound printed colour copy and one electronic copy of the interim report will be provided to the Town. 3.5 Phase 5 – Business Model and Governance Structure 3.5.1 Task 5.1 – Business and Governance Models The RFP document lists several potential governance models for transit service in Grimsby, ranging from a completely publicly managed and operated system through to engaging a private enterprise to manage and operate everything, and a number of variations in between. Dillon will list all of the viable options that could be applied in Grimsby and summarize the advantages and disadvantages of each for the Town. These are expected to include points like cost to the Town, roles and responsibilities, the ability of the Town to manage the arrangement, and the implications for future transit customers. An important consideration in this assessment will be conceptual service options that are being considered. For example, conventional transit service approaches can be managed and delivered in a variety of ways while more dynamic demand responsive approaches can lend themselves more easily to additional emerging approaches. As such, the assessment of business and governance models is expected to be completed in parallel to consideration of conceptual service concepts described in Phase 6. 3.5.2 Task 5.2 – Funding Options This task focuses on identifying the potential transit-related funding sources beyond property taxes that may be able to be applied to the implementation and ongoing operation of transit service in the Town of Grimsby. These sources include gas tax funding to offset one or both of capital and operating costs, and TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 41 of 214 Agenda Item i) 11 infrastructure funding from existing and planned programs and both the provincial and federal level. The potential for development charges to contribute as a funding source will also be assessed and the information needed to complete this assessment will already be developed during the other phases and tasks. Dillon will document these and any other potential funding sources and identify what range of amounts may be available from each of them. 3.5.3 Task 5.3 – Implementation Timing Part of developing a new transit service in a community is identifying the best time to implement it. In the case of the Town of Grimsby there are a number of considerations around identifying this timing. The implications of the Province of Ontario’s ongoing coordinated land use planning review could influence growth and activity in the Town, as could growth in GO Transit’s services, including the future introduction of regular rail service. therO practical considerations include the time necessary to procure potential vehicles and a possible operating contractor. Dillon will document all of these items and develop a time line indicating the earliest potential timing for service implementation as well as other milestones when implementation may be equally practical. 3.6 Phase 6 – Conceptual Design 3.6.1 Task 6.1 – Development of Transit Service Concept Alternatives The first step in this task will be to bring together the information obtained during the early phases of the study. Specifically, the insight gained from the initial public meeting, discussions with focus groups, the peer review, and the demand analysis will inform the development of appropriate transit service approaches that could be applied in Grimsby. These service approaches might include conventional transit routes operating on a fixed schedule or a more flexible kind of shared-ride dynamic service that picks up customers on demand and delivers them directly to their destination. There are variations and combinations of these approaches that can generate additional options for consideration. Another consideration in the development service concepts is how to serve those customers who are unable to travel on conventional transit service. The Accessibility of Ontarians with Disabilities Act (AODA) indicates if a community provides regular transit service to a portion of its jurisdiction, that the service must be fully access to meet the travel demands of persons with disabilities. The form that this fully accessible service takes can vary greatly depending on the community and the eligibility of residents to access the parallel service. This could include implementing a separate specialized transit service that provides door-to-door or curb-to-curb service for registered passengers, integrating dynamic transit service to accommodate persons with disabilities, or providing ‘flex-routing’ on fixed- route services that allow buses to deviate off route when a trip request by a person with a disability is made. Dillon will consider all of the reasonable service approaches for Grimsby and develop up to three practical approaches to be assessed. The advantages and disadvantages of each approach will be TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 42 of 214 Agenda Item i) 12 documented using appropriate maps and graphics to explain them. The hours of service and resources required for each approach will be determined. 3.6.2 Task 6.2 – Community Feedback The attendees from the initial public open house meeting and the focus groups, along with others who might have participated in a possible online engagement process at the outset of the project will be invited to review the service concepts and answer a series of focused questions using a web-based survey that will help gauge which approach may best meet the needs of potential transit users as well as the broader community. The answers to these questions will be consolidated and used to guide the development of the final, recommended service approach. 3.7 Phase 7 – Financial Plan 3.7.1 Task 7.1 – Future Service and Financial Plan A plan will be developed that brings together information about the preferred service concept, the appropriate governance model, the costs, revenue sources, and implementation constraints. The plan will explain steps that need to be taken over the coming five years and outline the costs, revenues and ridership anticipated to implement and operate the preferred service concept. The plan will include milestones beyond the five year time frame, specifically for 2025 and 2035. These will help the Town be better prepared for the provision of transit service as the community grows and changes. The plan will be reviewed with the Transit Investigation Committee and feedback incorporated prior to entering into the Project Completion phase of the study. 3.8 Phase 8 – Project Completion 3.8.1 Task 8.1 – Public Open House The goal of this public open house meeting will be to present and explain the preferred service approach for transit service in Grimsby, including the route/service concept, the costs and the potential implementation schedule. The meeting will be a drop-in format with Grimsby and Dillon staff available to answer questions for attendees.Dillon will be responsible for preparing all material and facilitating the open house, while we would expect the Town to help organize the venue and advertise the engagement event. 3.8.2 Task 8.2 – Prepare Draft Report and Presentation Slides A draft report will be prepared documenting all of the activities and findings of the study. Draft presentation slides for use at the Town’s Administration and Finance Committee and Council meetings will also be prepared. This draft material will be provided to the Town electronically for review. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 43 of 214 Agenda Item i) 13 3.8.3 Task 8.3 – Complete Final Report and Presentation Slides Feedback received on the draft report and presentation material will be incorporated into the final report and presentation slides. Ten bound printed colour copies, one unbound printed colour original and one electronic copy of the final material will be provided to the Town. All materials developed during the course of the study will be compiled and provided in hard copy and/or electronically (as appropriate) to the Town. 4.0 Proposed Schedule Figure 1 illustrates the proposed schedule for the project. Dillon is committed to meeting the Town’s timeline that is described in the RFP document. The schedule presented is Dillon’s estimation of the timelines that will be required to complete the tasks and activities described in our proposed work plan. The Dillon team identified in this proposal has the capacity to begin work on this assignment and to complete the work according to the schedule. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 44 of 214 Figure 1 ̶ Schedule Town of Grimsby - Transit Investigation Study JULY 2016 AUGUST 2016 SEPTEMBER 2016 OCTOBER 2016 NOVEMBER 2016 DECEMBER 2016 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 PHASE 1: Project Initiation TASK 1.1: Project Initiation Meeting u Jul 18 TASK 1.2: Collect and Review Background Information TASK 1.3: Develop Communications Plan TASK 1.4: Public Open House Meeting Deliverable: Public Open House Presentation Materials u PHASE 2: Review of Comparable Communities TASK 2.1: Peer Review PHASE 3: Transit Focus Groups TASK 3.1: Focus Group Meetingss PHASE 4: Transportation Demand Analysis TASK 4.1: Inventory of Current and Planned Transit Services TASK 4.2: Estimate Potential Transit Demand TASK 4.3: Interim Report Deliverable: Interim Report and Presentation to TIC, Administration, Finance, and Council u PHASE 5: Business Model & Governance Structure TASK 5.1: Business & Governance Model TASK 5.2: Funding Options TASK 5.3: Implementation Timing May26 Presentation of Business Model and Governance Structure to TIC u PHASE 6: Conceptual Design May26 TASK 6.1: Development of Transit Service Concept Alternatives May26 Presentation of Conceptual Designs to TIC u TASK 6.2: Community Feedback PHASE 7: Financial Plan May26 TASK 7.1: Future Service and Financial Plan May26 Presentation of Financial Plan to TIC u PHASE 8: Project Completion TASK 8.1: Public Open House Deliverable: Public Open House Presentation Materials u Page 45 of 214 TASK 8.2: Prepare Draft Report and Presentation Slides Deliverable: Draft Report and Presentation Slides u TASK 8.3: Complete Final Report and Presentation Slides May26 Deliverable: Final Report and Presentation Slides u Agenda Item i) Agenda Item i) 15 5.0 Coordination Strategy A key role of Dillon’s Project Manager for this work will be to coordinate the work effort with the Town. He will do this through ongoing communications with the Town’s Project Manager and regular meetings with the Transit Investigation Committee. This will ensure that progress and expectations are always understood and that the Town and Dillon can work closely together in completing the Study. 6.0 Dillon’s Qualifications & Experience Winner of Canada’s 50 Best Managed Companies award for ten consecutive years, Dillon Consulting Limited (Dillon) is one of Canada’s leading planning, engineering, and environmental sciences firms. As a client-centered organization, we operate as members of your team, ensuring that your needs and aspirations are fulfilled and that your problems are solved innovatively, expeditiously, and cost effectively. Canadian and employee-owned, the company has grown steadily in services provided, range of expertise, geographic scope and size. The firm was established in 1946 with its corporate office in London, Ontario, and now operates from 17 centres across Canada and internationally, with a current complement of over 650 employees. Our corporate profile is included in Appendix A. Our Mission Statement is simple: To counsel and guide our clients wisely and with integrity towards the successful application of science, technology and management in their businesses. We have an impressive list of satisfied clients and are committed to doing what is necessary to ensure that the City is satisfied. Dillon has maintained continually evolving quality The Dillon Quality Objective management programs since the firm's inception in 1946. We continue to develop our program to suit our “Ninety percent of our clients rank us in the top ten percent of their consultants in terms scope of services, company strategy, client needs, and of value that we provide, considering quality, the use of technology. Our current program is based service, timelines and fee” upon a quality management standard that has been prepared specifically for Dillon. This “Dillon Standard” is based on a set of guiding principles for technical quality management, financial stability, document control and record keeping, and health and safety. The Quality Management System (QMS) at Dillon encompasses operating procedures and utilizes both internal and external (second party) auditing of compliance with the guiding principles and operating procedures. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 46 of 214 Agenda Item i) 16 This approach reinforces a “culture of quality” that is of paramount importance to Dillon. We believe that establishing and maintaining a culture of quality contributes to delivering a level of service that meets client needs. By working closely with our clients and developing a good understanding of their goals and objectives, we are able to provide innovative solutions that are practical, fit-to-purpose, and cost-effective. Dillon’s Transit Planning and Design team, a key component of the firm’s overall Planning and Design Service Line, includes specialists with extensive industry and consulting experience in transit planning, scheduling, operations, technology, and management. Our transit specialists keep current with emerging developments in transit and urban mobility, and are active members of organizations that provide insight into new initiatives and a wide network of contacts for sharing best practices. These associations includethe Canadian Urban Transit Association, Ontario Public Transit Association, Transportation Association of Canada, and Canadian Institute of Planners. The Dillon Team is best suited to assist the Town of Grimsby with its Transit Investigation for the following reasons: • Our team includes two senior Dillon transit specialists that have experience assisting a wide variety and sizes of transit systems with developing strategy, assessing service guidelines, reviewing and improving service approaches and structure, and guiding improvement in all aspects of the transit business; • Both our senior and supporting team members have played an active role in developing future transit plans in the Niagara Region. This includes the Niagara GO Hub and Transit Station Study, the Niagara Transit Service Delivery and Governance study and the Inter-municipal Transit Connections Concept and Financial Plan; • Our team members bring experiences from assignments throughout Canada as well as internationally, allowing Grimsby to benefit from ideas and best practices from around the world; and • Dillon’s team members thoroughly understand the issues and challenges facing the transit industry through their involvement with the development of the Canadian Urban Transit Association’s Transit Vision 2040 and involvement with the research and development of innovative transit approaches that incorporate multi-modal integrated mobility. 6.1 Dillon’s References 6.1.1 Niagara GO Transit Hub and Transit Station Study (ongoing) Dillon is currently working with the Region and its local partners to develop a planning framework around four future GO Stations in preparation for future GO Rail expansion to the Region. This includes a proposed GO Station within Grimsby. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 47 of 214 Agenda Item i) 17 For each of the stations, the study team will develop a design vision and urban design principles, secondary plan, conceptual station area plan, land market value assessment, transportation plan, and functional design for proposed infrastructure. The transportation plan will involve an assessment of local and inter-municipal transit connections and active transportation linkages to increase transit mode share. An overall implementation program will be proposed, and robust and comprehensive consultation and engagement will be held. Key study team members: Dennis Kar – Transportation Planning Lead; Adrian Gurau – Technical Support Relevance to study: Inter-municipal transit in Niagara Region; transit ridership forecasts; transit service delivery strategy; financial analysis and planning; implementation planning Contact Information: Diana Morreale, MCIP, RPP Manager of Community Planning Planning and Development Services, Niagara Region [email protected] (905) 685-4225, Ext. 3367 6.1.2 Niagara Transit Service Delivery and Governance Study (ongoing) Niagara Region currently operates a pilot regional transit service, which provides inter-municipal connections to St. Catharines, Niagara Falls, Welland, Port Colborne, and Niagara-on-the-Lake. With the pilot set to expire in May 2017, a decision will need to be made on the structure required to allow inter- municipal transit to flourish and achieve broader goals of both the Region and each local municipality. Dillon has been retained by the Niagara Region to conduct a study regarding the governance framework of Niagara Region Transit and possible future service models. This includes identifying opportunities to improve productivity, enhancing the customer experience, expand to new inter-municipal markets, and integrate service with the planned expansion of GO Rail. Specific project components include establishing the existing service structure and performance, conducting a peer review, reviewing the capacity and potential of the existing system, developing service standards, conducting stakeholder interviews, determining future transit demand, identifying opportunities for route optimization, identifying opportunities for regional integrated trip planning, reviewing fare payment technologies, evaluating fare structure and fare-sharing options, and developing options for service delivery and governance. Key study team members: Dennis Kar – Project Manager; Sean Rathwell – Transit Planning Lead; Adrian Gurau – Technical Support; Tyler George – Technical Support TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 48 of 214 Agenda Item i) 18 Relevance to study: Inter-municipal transit in Niagara Region; transit service planning; service optimization; service standards review; planning process review; data collection and analysis; financial analysis and planning. Contact Information: Manoj Dilwaria, B.Eng., M.Pl. (Transp.), MCIP, RPP, AVS Associate Director, Transportation Systems and Planning Public Works Department, Niagara Region [email protected] (905) 980-6000, Ext. 3622 6.1.3 Orangeville Transit – Transit Optimization Study (2015) In 2015, Orangeville Transit retained Dillon to evaluate the current transit system, including routes and ridership in the Town. One of the main goals of the study was to encourage a reduction in motor vehicle dependence through public transit opportunities. The project included developing an on-line survey to obtain stakeholder input on the existing system and produced a study report which outlined system improvements, a review of regulatory requirements, investment requirements, and funding opportunities. There are many similarities that can be drawn between the Orangeville Transit – Transit Optimization Study and the Grimsby Transit Investigation. In particular, both towns are located approximately one hour from the GTHA and have populations of approximately 30,000 people. Further, both municipalities have connections to GO bus routes, want to reduce dependence of passenger vehicles, have a vision of promoting a vibrant and accessible community, and are faced with the challenges of providing low demand transit solutions. The study also assessed different options to introduce specialized transit services for persons with disabilities. Key study team members: Dennis Kar – Project Manager; Sean Rathwell – Project Advisor; Tyler George – Technical Support Relevance to study: Transit service planning; service optimization; service standards review; planning process review; data collection and analysis; financial analysis and planning. Contact Information: John Lackey Manager of Operations and Development Town of Orangeville [email protected] (519) 941-0440, Ext. 2260 TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 49 of 214 Agenda Item i) 19 6.1.4 Niagara Region Inter-municipal Transit (IMT) Connections Concept – Costing and Financial Plan, Region of Niagara (2014) Dillon was retained by the Region of Niagara to conduct a costing and financial plan for the inter- municipal transit future connections. The purpose of the study was to provide Regional Council with an order of magnitude estimate of the operating and capital costs required to provide an integrated inter- municipal transit system over the next 10-years and to begin to understand how a basic level of service may evolve over time. The cost estimate and financial plan was based on a conceptual ‘road-map’ for the future of inter-municipal transit in Niagara Region which staff developed as a result of stakeholder consultation. The study began by developing a high level forecast for the inter-municipal transit demand across the twelve Niagara municipalities and to/from the Greater Toronto Area and Hamilton. Based on the forecasted demand, preliminary routes and service levels were developed for the inter-municipal transit connections. A phasing plan was also developed based on direction from the Region for the proposed routes based on the demand forecast and the need to connect with existing and future GO Transit rail and bus services. As a result of the proposed phasing plan, a financial plan that included capital and operating costs for inter-municipal transit services was developed for the ten-year planning period. Key study team members: Dennis Kar – Project Manager Relevance to study: Forecasting demand; financial analysis; implementation planning. Contact Information: Kumar Ranjan, P. Eng. Manager Transportation Systems and Planning Public Works Department Niagara Region 905-685-4225, Ext. 3467 [email protected] 6.1.5 Ontario Community Transportation Pilot Grant Program Submission Assistance, York Region, Ontario (2014) Dillon was retained by York Region to develop a coordinated rural transit strategy and apply for funding under the MTO Community Transportation Pilot Grant Program. The program was developed to provide communities with financial assistance for the development and implementation of community transportation initiatives. The Dillon team worked with the Region to develop a demand responsive service open to all residents in East Gwillimbury and Georgina. The service is designed to connect passengers to a fixed route service to allow them to complete their trip within the urban area of York Region. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 50 of 214 Agenda Item i) 20 Dillon led the application submission, developed a work plan and financial plan and identified performance measures and a monitoring plan. York Region was successful in its submission and moved forward with the pilot service. Dillon was once again retained to assist the Region with assessing integration opportunities with another service provider in the Region to ensure resources are being effectively utilized. Key study team members: Dennis Kar – Project Manager Relevance to study: Forecasting demand; financial analysis; implementation planning. Contact Information: Sharon Doyle Manager Mobility Plus York Region Transit Transportation Services (905) 762-1282, Ext. 75634 [email protected] 6.1.6 Towards Coordinated Rural Transportation, Rural Ontario Institute (2014) Dillon was retained by the Rural Ontario Institute to develop a resource document on cost-shared transportation models for rural areas. The purpose of the document was to provide a user-friendly resource that allows municipalities, transportation service providers and social, health and community support agencies to assess and identify opportunities to collaborate and develop a coordinated transportation model. The core of the document is the identification of various coordination models and a comprehensive methodology for municipalities and other transportation stakeholders to understand their existing resources and mobility gaps, assess the coordination model that is right for their own context and a framework for multiple organizations within rural areas to establish their own coordinated structure. The methodology was used to conduct a detailed review of three study regions that are looking to develop their own coordinated transportation structure: Wellington County, Dufferin County and Leeds/Grenville Counties. For each study region, a detailed inventory was collected of existing transportation resources, needs and gaps. An online questionnaire was conducted for each of the study regions to gain a greater understanding of existing resources and service levels currently in place. Stakeholder workshops were also conducted to review opportunities and challenges when considering a coordinated transportation model. Recommendations were made for each study region and the overall methodology and case studies were presented at series of Rural Transportation Forums. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 51 of 214 Agenda Item i) 21 Key study team members: Dennis Kar – Project Manager and lead author Relevance to study: Development of an assessment framework to assess feasibility and structure of coordinated transportation models; stakeholder consultation (transportation providers, municipalities, organizations); community transportation operations; understanding of Local Health Integration Network (LHIN) and provincial funding models. Contact Information: Norman Ragetlie, Director Policy & Stakeholder Engagement Rural Ontario Institute (519) 826-4204 [email protected] 6.1.7 Welland Transit Master Plan & Strategic Plan, City of Welland (2014) Dillon was retained as a sub-consultant to another firm to conduct a strategic review of the transit system in the City of Welland. Dillon’s role was to lead the conventional transit strategy, including recommendations on the route structure, integration with Niagara Region Transit, service levels and fare structure. A five-year implementation and financial plan was developed which identified capital and net operating costs for each year of the strategy. Key study team members: Dennis Kar – Project Manager Relevance to study: Inter-municipal transit; transit ridership forecasts; route review; transit service strategy; financial analysis and planning; implementation planning. Contact Information: Alfred Stockwell, CIM Transit Manager Corporation of the City of Welland 905 735-1700 ext. 3030 [email protected] 7.0 Dillon’s Project Team We believe that vital to the successful completion of this assignment is an experienced, committed and capable consultant team, with a proven track record of working together. The team must have a wide range of expertise gained from work with a variety of transit systems, have the ability to work in partnership with our clients, and excel in delivering project outputs communicated in a manner that is easily understood by stakeholders and political decision makers. The team must have strong project management capabilities and bring the specialist expertise demanded by this assignment. Our team meets all of these requirements. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 52 of 214 Agenda Item i) 22 The organization chart in Figure 2 identifies the key team members and their roles. Our team features experts in project management, transit strategy development, transit planning and technology, service standards development, fare strategies and principles, transit operations, transit priority measures, rapid transit development, and integrated urban mobility. Descriptions of the background and experience of our team are included below. Résumés are presented in Appendix B. Figure 2: Organization Chart 7.1 Dennis Kar, MUP, MCIP, RPP – Project Manager Dennis leads Dillon’s Transit Planning and Design Technical Service Line and has over 16 years’ experience in multi-modal transportation projects. His expertise is in transit planning and operations, having successfully directed and participated in numerous transit master plans, business plans, feasibility studies, service standards and performance monitoring strategies and financial plans. Dennis is very familiar with Grimsby through his work in Niagara Region. He led the 2014 Inter- municipal Transit Connections Concept Study and Financial Plan, which identified key inter-municipal transit connections to Grimsby, including ridership and financial forecasts. Dennis is also currently the project manager for the Niagara Transit Service Delivery and Governance Strategy and is leading the transportation assessment for the Region’s GO Hub and Station Study (which includes a detailed assessment of a future GO Station in Grimsby). Through this work, along with various transportation master plans conducted for the City of Hamilton, Dennis has an excellent understanding of the issues and opportunities and the potential for a future transit service in Grimsby. Dennis has also had considerable experience with new and emerging transit agencies across Canada. In Shelburne ON, Dennis led a feasibility study to provide a local and inter-municipal transit service TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 53 of 214 Agenda Item i) 23 connecting the Town to the Town of Orangeville and the GO Bus service. In Waterloo, Dennis worked with Grand River Transit to develop and introduce transit service to Wilmot Township using an innovative Flex Route strategy to maximize coverage with limited resources. In Milton, Dennis developed a unique dynamic transit service model called GO Connect, which uses taxi services to connect passengers to the GO Rail station. Dennis has also worked with several clients developing governance models for new transit services. He was the lead author for the “Towards Coordinated Rural Transportation” guideline document conducted on behalf of the Rural Ontario Institute. The document provides a framework for assessing different types of transit service models and identifies a methodology for developing a coordinated transit strategy. In Tecumseh, Dennis conducted a feasibility assessment of the provision of transit services, exploring several options including the provision of a municipal service and the extension of Transit Windsor services. As Project Manager for this assignment, Dennis will ensure the project is kept on budget and schedule, will arrange an internal, independent review of Dillon’s work and ensure the delivery of a quality study. 7.2 Sean Rathwell, M.Eng, P.Eng – Senior Strategic Advisor Sean is a transit and urban mobility specialist with Dillon and has more than 30 years of experience in the Canadian transit industry in both industry and consulting roles. Sean spent 15 years at the start of his career working at OC Transpo, the transit system in the City of Ottawa, where he worked on the planning and operation of transit service throughout the region. As the Manager of the Service Planning department he was responsible for route planning, schedule analysis, service strategies, detour and development planning, and the operational planning and development of transit infrastructure such as terminals and stations, busways, transit priority measures and park and ride facilities. In 2000, Sean joined a leading Canadian transportation consulting firm and, since then, has worked on a wide variety of transit strategy, policy, planning and infrastructure projects throughout Canada, the United States, Australia, and a number of other countries. Following international business development and corporate leadership roles, Sean became the leader of the firm’s Integrated Mobility practice, helping communities understand the future of urban mobility. Sean joined Dillon in 2015 and his work focuses on transit policy and planning, rapid transit planning, and the future of integrated urban mobility. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 54 of 214 Agenda Item i) 24 Sean is a member of the Board of Directors of the Canadian Urban Transit Association (CUTA), Vice-Chair of CUTA’s Planning and ITS sub-committee, and a facilitator for CUTA’s Transit Planning course. He is also a recent member of the United States Transportation Research Board Transit Capacity and Quality of Service Committee, the group responsible for publishing and maintaining Transit Cooperative Research Program (TCRP) Report 165, the Transit Capacity and Quality of Service Manual, Third Edition. Some of Sean’s past experience that is particularly relevant to this assignment includes: • Working with Dennis Kar to complete a transit optimization study for the Town of Orangeville, Ontario. Sean’s role included review of the governance and business model, assessment of the current fleet and technology and recommending directions for the future, and assisting with the development and review of alternate service concepts. • Leading the development of a transit implementation business plan for the Municipality of East Hants, Nova Scotia. The project involved a review and update of the preferred service concept, review of governance approaches, and developing a complete implementation and financial plan that included costs, revenues, and recommended fares. • Managing the five year review of CUTA’s strategic vision document, Transit Vision 2040. This effort reviewed how current issues and future trends are impacting the transit industry and recommended updates to the original Transit Vision 2040 document. As Senior Strategic Advisor, Sean will assist Dennis with completing the tasks outlined in the work plan and reviewing the work and progress of the technical support team. 7.3 Adrian Gurau, B. Eng., EIT – Technical Support Adrian will provide technical support for this assignment. He is a transit planner at Dillon with an engineering background who brings four years of experience in transit and transportation planning. He has worked with Dennis on a number of transit projects for municipal clients, including Niagara Region. Adrian is currently completing demand forecasting, network optimization, and capacity analysis tasks in his role in as part of the Niagara Transit Service Delivery and Governance project. He is also working on the Niagara GO Hub and Transit Station Study and was a crucial project team member for the 2014 Niagara Region Inter-Municipal Transit Costing and Financial Plan. As a result of this experience, Adrian is very familiar with the existing and future transit landscape in Niagara Region. He has also worked on a number of additional transit planning studies in Brampton, London, Halifax, and the Region of Waterloo. 7.4 Tyler George, B. Sc., M.Sc., EIT – Technical Support Tyler will also be providing technical support for this assignment. He is an engineer-in-training and junior transportation plannerwith experience in transportation systems planning, highway and roadway TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 55 of 214 Agenda Item i) 25 engineering, and transit planning and design. Before joining Dillon, Tyler had the opportunity to work in the academic, private, and public sectors. This includes a four month internship at MORR Transportation Consulting where he assisted with a study on transit bus axle weight issues for the American Public Transportation Association (APTA). Tyler is currently involved in the Niagara Transit Service Delivery and Governance Strategy. His role has primarily been related to assessing the existing service, technical report writing, and route optimization. Tyler also recently completed a Transit Optimization Study for Orangeville Transit, which involved a review of existing services, establishing current and potential customer needs, conducting a review of peer municipal services, and developing service strategies. He was heavily involved in the project, performing tasks such as helping develop onboard and online customer surveys, analyzing transit performance metrics, and assisting with route design. 8.0 Proposed Budget and Fee Schedule Hourly rates for each team member and a detailed time and cost breakdown for each project task is shown in Figure 2. The upset price to undertake the project based on the work plan included is $49,905, exclusive of taxes. Note that costs associated with securing and using meeting venues are not included in Dillon’s budget. Disbursements represent costs for travel and the production of presentation materials for the public open houses. Other administrative costs such as printing and communications are accommodated in Dillon’s regular hourly rates. Our scope of work and budget is related to our understanding of your needs, as described in the RFP. We are willing to adjust the scope of work and budget to better suit your expectations, if required. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 56 of 214 Figure 3 ̶ Study Budget Grimsby Transit Investigation Personnel Dennis Sean Technical Admin Total Subtotal Kar Rathwell Support Support Hours Fees 2016 Hourly Rates $ $180 $240 $115 $80 PHASE 1: Project Initiation TASK 1.1: Project Initiation Meeting 4.00 4.00 $720 TASK 1.2: Collect and Review Background Information 1.00 5.00 6.00 $755 TASK 1.3: Develop Communications Plan 2.00 5.00 7.00 $935 TASK 1.4: Public Open House Meeting 5.00 12.00 17.00 $2,280 Deliverable: Public Open House Presentation Materials Sub Total 12.00 22.00 34.00 $4,690 PHASE 2: Review of Comparable Communities TASK 2.1: Peer Review 1.00 6.00 7.00 $870 Sub Total 1.00 6.00 7.00 $870 PHASE 3: Transit Focus Groups TASK 3.1: Focus Group Meetingss 15.00 15.00 30.00 $4,425 Sub Total 15.00 15.00 30.00 $4,425 PHASE 4: Transportation Demand Analysis TASK 4.1: Inventory of Current and Planned Transit Services 1.00 7.50 8.50 $1,043 TASK 4.2: Estimate Potential Transit Demand 2.00 10.00 12.00 $1,510 TASK 4.3: Interim Report 4.00 2.00 15.00 2.00 23.00 $3,085 Deliverable: Interim Report and Presentation to TIC, Administration, Finance, and Council 2.00 2.00 Sub Total 9.00 2.00 34.50 2.00 43.50 $5,638 PHASE 5: Business Model & Governance Structure TASK 5.1: Business & Governance Model 1.00 8.00 2.00 11.00 $2,330 TASK 5.2: Funding Options 4.00 15.00 19.00 $2,445 TASK 5.3: Implementation Timing 1.00 4.00 4.00 9.00 $1,600 Presentation of Business Model and Governance Structure to TIC 4.00 5.00 Sub Total 10.00 12.00 26.00 39.00 $6,375 PHASE 6: Conceptual Design TASK 6.1: Development of Transit Service Concept Alternatives 12.00 8.00 15.00 35.00 $5,805 Presentation of Conceptual Designs to TIC 4.00 5.00 TASK 6.2: Community Feedback 4.00 8.00 12.00 $1,640 Sub Total 20.00 8.00 28.00 47.00 $7,445 PHASE 7: Financial Plan TASK 7.1: Future Service and Financial Plan 4.00 6.00 12.00 22.00 $3,540 Presentation of Financial Plan to TIC 4.00 4.00 8.00 $1,180 Sub Total 8.00 6.00 16.00 30.00 $4,720 Page 57 of 214 PHASE 8: Project Completion TASK 8.1: Public Open House 6.00 10.00 16.00 $2,230 TASK 8.2: Prepare Draft Report and Presentation Slides 10.00 7.50 20.00 3.00 40.50 $6,140 TASK 8.3: Complete Final Report and Presentation Slides 4.00 7.50 2.00 13.50 $1,743 Deliverable: Public Open House Presentation Materials, Draft Report, and Final Report Project Management and Communication 7.50 5.00 12.50 $1,750 Sub Total 27.50 7.50 37.50 10.00 82.50 $11,863 Total [Hours] 102.50 35.50 185.00 12.00 313.00 Agenda Item i) % Effort 33% 11% 59% 4% 107% Total Estimated Cost $18,450 $8,520 $21,275 $960 $49,205 Disbursements (travel costs and presentation materials) $700 Total Estimated Cost $49,905 Agenda Item i) 27 9.0 Proposed Terms and Conditions Dillon’s standard terms and conditions document is provided in Appendix C. TOWN OF GRIMSBY Transit Investigation Study June 14, 2016 Page 58 of 214 Agenda Item i) A - 1 Appendix A A Dillon Corporate Profile TOWN OF GRIMSBY Transit Investigation Study June 14 2016 Page 59 of 214 Agenda Item i) SERVICES INFRASTRUCTURE HIGHWAYS, ROADS AND BRIDGES WASTE MANAGEMENT WATER SUPPLY WASTEWATER TRANSIT AIRPORTS RAILWAYS UTILITIES STORMWATER SYSTEMS DAMS/WEIRS/CHANNELS About Dillon PORTS/HARBOURS INFRASTRUCTURE PLANS/ ASSET MANAGEMENT COMMUNITIES COMMUNITY PLANS/POLICIES TRANSPORTATION PLANS/POLICIES LAND DEVELOPMENT PLANNING SITE SERVICING AND DEVELOPMENT SITE ACCESS AND PARKING ARTNERSHIP is the core work in this area. They’ll also tell you that TRAFFIC MANAGEMENT P PARKS AND OPEN SPACE philosophy that drives our business. It is we’re particularly adept at creating win- TOURISM refl ected in both our approach to client win solutions in which the objectives of ECONOMIC DEVELOPMENT relationships, and in our willingness to both public and private sector participants participate in joint ventures with others in are well met. ENVIRONMENT the fi eld. SITE CONTAMINANT MANAGEMENT A Dillon project team consists of skilled HYDROGEOLOGY In practice, it means we strive to establish and committed professionals who can TERRESTRIAL/AQUATIC HABITATS a long-term relationship with you, the provide expertise in the required technical WATERSHEDS AND ECOSYSTEMS client ... to understand your concerns, disciplines and meet exceptionally high WATER RESOURCES CULTURAL RESOURCES your mandates, your strategies, the standards. If this means bringing in people MINERAL AGGREGATES way you operate, and what your clients from outside the company, we do it. GEOPHYSICS and the public expect. We become an When an individual project ends, our ENVIRONMENTAL ANALYSIS, PLANNING integral part of your team, rather than just AND MANAGEMENT another supplier. This takes great effort relationship with you doesn’t. A senior CLIMATE CHANGE on our part, but we think it’s worth it member of our staff is assigned principal CARBON MANAGEMENT ATMOSPHERIC SERVICES because it allows us to generate a better, responsibility for managing our ongoing more proactive and cost-effective result. association with you. In this way, Dillon FACILITIES Project approval is an important measure becomes a working member of your BUILDING DESIGN/ARCHITECTURE of Dillon’s success. Our local, national, team, acting as your eyes and ears in the STRUCTURAL and international clients will tell you marketplace and in regulatory circles, ELECTRICAL MECHANICAL that our technical excellence, combined bringing an outside perspective to the INSTRUMENTATION AND CONTROL with our understanding of how to table, making sure you are prepared for all PROCESS WASTE TREATMENT resolve stakeholder confl icts and address contingencies, and helping to build your ENERGY MANAGEMENT community concerns, is a hallmark of our organization’s success. FACILITY MANAGEMENT Page 60 of 214 Agenda Item i) Quality Service The Company OFFICE LOCATIONS Dillon is committed to providing you, our Dillon is an international, Canadian- CORPORATE 235 Yorkland Boulevard, Suite 800 OFFICE Toronto, Ontario M2J 4Y8 clients, with professional services that owned professional consulting 416.229.4646 Fax: 226.1707 continuously meet your requirements for organization committed to guiding our CALGARY 334-11th Avenue S.E., Suite 200 Calgary, Alberta T2G 0Y2 technical excellence and value by: clients towards the successful application 403.215.8880 Fax: 215.8889 of science, technology and management. CHATHAM 10 Fifth Street South • producing work that is both accurate Chatham, Ontario N7M 4V4 As a client-centred organization, we and of appropriate scope and level of 519.354.7802 Fax: 354.2050 operate as members of your team, FREDERICTON 1149 Smythe Street, Suite 200 detail; Fredericton, New Brunswick ensuring that your needs and aspirations E3B 3H4 506.444.8820 Fax: 444.8821 • providing solutions that effectively are fulfi lled and that your problems are HALIFAX 137 Chain Lake Drive, Suite 100 satisfy your requirements and meet solved innovatively, expeditiously and Halifax, Nova Scotia B3S 1B3 902.450.4000 Fax: 450.2008 professional, regulatory and societal cost-effectively. KITCHENER 51 Breithaupt Street, Suite 200 requirements; Kitchener, Ontario N2H 5G5 Since its inception, the company has 519.571.9833 Fax: 571.7424 • delivering our work and solutions grown steadily in services provided, LONDON 130 Dufferin Avenue, Suite 1400 in a clear, logical and well-presented London, Ontario N6A 5R2 range of expertise, geographic scope 519.438.6192 Fax: 672.8209 manner; and and size. We operate across Canada OAKVILLE 1155 North Service Road West Unit 14 • maintaining a business environment that and in Asia, the Caribbean Region, the Oakville, Ontario L6M 3E3 905.901.2912 Fax: 901.2918 encourages continuous improvement. United States and Central and South OTTAWA 177 Colonnade Road, Suite 101 America. Our employees have skills in Ottawa, Ontario K2E 7J4 Our objective is that ninety percent of our 613.745.2213 Fax: 745.3491 over 30 distinct disciplines, and include clients, when interviewed, will rank us SAINT JOHN 274 Sydney Street, Suite 200 professional engineers, architects, Saint John, New Brunswick E2L 0A8 in the top ten percent of their consultants 506.633.5000 Fax: 633.5110 planners, economists, and physical and in terms of the value that we provide, SASKATOON 510 Cope Way, Suite 100 social scientists.We are experienced in Saskatoon, Saskatchewan S7T 0G3 considering quality, service, timeliness, 306.975.2080 Fax: 975.2088 working independently, within integrated and fee. ST. JOHN’S 66 Kenmount Road, Suite 203 project teams, and through a variety St. John’s, Newfoundland and Labrador A1B 3V7 of project delivery methods including 709.754.2374 Fax: 754.2380 design-build, public-private partnerships, SYDNEY 275 Charlotte Street Sydney, Nova Scotia B1P 1C6 and conventional consultant-owner 902.562.9880 Fax: 562.9890 relationships. TORONTO 235 Yorkland Boulevard, Suite 800 Toronto, Ontario M2J 4Y8 416.229.4646 Fax: 229.4692 VANCOUVER 3820 Cessna Drive, Suite 510 Richmond, British Columbia V7B 0A2 604.278.7847 Fax: 278.7894 WINDSOR 3200 Deziel Drive, Suite 608 Windsor, Ontario N8W 5K8 519.948.5000 Fax: 948.5054 WINNIPEG 1558 Willson Place Winnipeg, Manitoba R3T 0Y4 204.453.2301 Fax: 452.4412 YELLOWKNIFE 4920-47th Street, Suite 303, P.O. Box 1409 Yellowknife, Northwest Territories X1A 2P1 867.920.4555 Fax: 873.3328 DILLON BUILDING DESIGN LTD. ENGINEERS AND ARCHITECTS LONDON 130 Dufferin Avenue, Suite 1400 London, Ontario N6A 5R2 www.dillon.ca 519.438.6192 Fax: 672.8209 Page 61 of 214 Agenda Item i) B - 1 Appendix B B Résumés TOWN OF GRIMSBY Transit Investigation Study June 14 2016 Page 62 of 214 Agenda Item i) Dennis A. Kar, BAA, M.U.P., MCIP, RPP ASSOCIATE [email protected] PERSONAL PROFILE EDUCATION Dennis is the transit planning and design technical M.U.P., McGill University, 2000 service leader. His expertise is in transit planning and its connection with land use and transportation. This BAA (Hons), Urban and Regional is based on a career leading a number of Planning, Ryerson University, conventional and specialized transit master plans, 1998 rapid transit studies, terminal designs, ridership REGISTRATIONS/LICENCES forecasting and implementation strategies. Dennis also leads various transportation and land use Canadian Institute of Planners planning studies, including transportation master (Full Member) plans, transit oriented developments, active Ontario Professional Planners transportation strategies and transportation demand Institute (Full Member) management studies. RELEVANT EXPERIENCE Project Manager, Niagara Transit Service Delivery and Governance Study, Region of Niagara, Ontario Leading an assessment of inter-municipal transit services and governance options for transit services within the Region. This includes an assessment of service delivery, fare integration and farebox technology, trip planning software and governance models. 2016 (ongoing). Transportation Planning Lead, Niagara Region GO Hub and Station Area Study, Region of Niagara, Ontario Leading an assessment of proposed GO Station locations and transportation requirements, including active transportation linkages, local and regional transit connections, roadway and access improvements and integration with the land use and design plan. The assignment includes forecasting of GO Transit and local and regional transit ridership to the station to determine bus bay and parking requirements. 2016 (ongoing). Project Manager, Inter-municipal Transit Connections Concept – Costing and Financial Plan, Niagara Region, Ontario Conducted a costing and financial plan for the IMT future connections. The study provided Regional Council with an order of magnitude estimate of the operating and capital costs required to provide an integrated inter-municipal transit system over the next 10-years and to begin to understand how a basic level of service may evolve over time. 2014 (completed). Conventional Transit Lead, Welland Transit Master Plan, City of Welland, Ontario Led the review of the conventional transit service in Welland. This included recommendations on the service structure, service levels, integration with Niagara Region Transit. Ridership forecasts and a five-year financial plan were also completed. Recommendations improved the overall service levels without impacting overall budgets. 2014 (completed). DENNIS A. KAR Page 63 of 214 Agenda Item i) 2 Transportation Lead, Brock Business Park Revitalization, City of Thorold, Ontario Assessed transportation requirements for a new employment lands master plan, involving a land use strategy and policy framework to revitalize the business park. Provided recommendations on network, active transportation and transit requirements and policies. 2013 (completed). Transportation Planner, Growth Management Strategy, Niagara Region, Ontario Completed a growth management strategy for the region. Specific work included a review of the transportation network including roads, transit, rail and trails; an evaluation of three land use options from a transportation perspective including the options’ abilities to increase transit ridership, reduce vehicle emissions and improve live-work connections. 2009 (completed). Project Manager, Brampton Transit Five-Year Business Plan, City of Brampton, Ontario Developed a five-year business plan including revised service standards and performance measurement document, as well as a service and financial plan. 2012 (completed). Deputy Project Manager, Grand River Transit Business Plan, Region of Waterloo, Ontario Completed a four-year detailed business plan for Grand River Transit. The plan included an asset management plan, service standards, marketing and customer service strategy, technology plan and financial strategy. 2011 (completed). Project Manager, Ontario Community Transportation Pilot Grant Program Submission Assistance and Implementation Plan, York Region, Ontario Developed a pilot rural transportation strategy connecting the urban areas of the region to East Gwillimbury and Georgina. The project developed a coordination strategy between York Region Transit and a community care agency including leading the submission for grant funding from the province. The grant funding application included the development of a work plan, budget and performance metrics. Funding was approved and Dillon was retained to help develop an implementation plan. 2015 & 2016 (completed). Project Manager, Cambridge to Milton GO Rail Business Case, City of Cambridge, Ontario Developed three service scenarios using 12-car GO Trains and diesel multiple units and assessed station locations, ridership and revenue potential. Developed a project scorecard for the preferred scenario and led a consultation and communications plan including presentations to key stakeholders, provincial ministers and politicians. 2015 (completed). Project Manager, Transit Master Plan, Town of Milton, Ontario Developed a service strategy for conventional and paratransit services. This was a follow-up study which resulted in the highest ridership growth rate in Canada. The plan included the development of the GO Connect service; a technology enabled demand responsive service which used a mobile app (Ride-Co) to provide a unique service offering for customers to and from the GO Station. 2012 (completed). Project Manager, Transit Review, Metrobus (St. John’s Transit Commission), Newfoundland Assessed existing ridership patterns and the profile of Metrobus customers, identified key issues and future ridership growth opportunities and assisted Metrobus to update their five- year strategic plan. Provided public and stakeholder consultation on the service and future opportunities, as well as understanding the market and its influence on ridership trends and future potential. 2010 (completed). DENNIS A. KAR Page 64 of 214 Agenda Item i) 3 Project Manager, Integrated Paratransit Strategy, City of Stratford, Ontario Developed a coordinated paratransit strategy between the City and ONE CARE Community Support Services to determine best approach to increase service hours and reservation hours. Recommended strategy and implementation plan which resulted in significant cost savings and an improved level of service. 2013 (completed). Project Manager, Financial Feasibility Assessment of Rural Cost-Shared Transportation Model(s), Rural Ontario Institute Prepared a research paper on cost-shared transportation models for rural areas, including a detailed review of three study regions - Wellington County, Dufferin County and Leeds/Grenville counties. Collected a detailed inventory of existing transportation resources, needs and gaps, which was used to develop a methodology and framework for cost-shared transportation models that can be used by any rural municipality in Ontario to develop or improve on existing transportation service. 2015 (complete). Project Manager, Public Transit Study, City of Mount Pearl, Newfoundland Undertook a study of its existing public transit services and taxi contracts, including an assessment and recommendations on the conventional transit service provided by Metrobus, paratransit services for persons with disabilities provided by GO bus and the licensing of taxi cab services within Mount Pearl. 2012 (completed). Project Manager, Community Transportation Demand Study, Chamber of Greater Dufferin and Area, Ontario Assessed the need and availability of community transportation options in Dufferin County including the number of unaccommodated trips and the availability of vehicles to provide additional service. Developed and coordinated a two-week travel survey to collect travel and vehicle use data from existing transportation providers and referral agencies. 2015 (completed). Project Manager, Transit Operations, Diversified Transportation Ltd./Regional Municipality of Wood Buffalo, Alberta Developed a bid to operate the Wood Buffalo Transit service. The service contract is based on a unique partnership approach that saw the contractor as a partner in service design, operations, marketing and maintenance. Led the development of a 20-year transit service plan, marketing strategy and customer service strategy. 2012 (completed). Deputy Project Manager, Transit Strategic Plan, City of Charlottetown, Prince Edward Island Developed a five-year service strategy for Charlottetown Area Transit. Conducted an extensive consultation program and provided recommendations on overall service structure, governance, marketing, fleet and technology and accessibility. 2010 (completed). Project Manager, Community Transportation Demand Assessment, Wellington County, Ontario Facilitated a workshop with various municipal representatives, transportation providers and other community stakeholders to determine the demand for improved transportation services and the willingness to develop a coordinated transportation structure. 2015 (ongoing). Project Manager, Ontario Community Transportation Pilot Grant Program Submission Assistance, Region of Waterloo, Ontario Developed a pilot rural transportation strategy between Grand River Transit and three community care agencies, connecting the urban areas of the region to Wilmot Township. Led the grant submission, including the development of a work plan, budget and performance DENNIS A. KAR Page 65 of 214 Agenda Item i) 4 metrics. The project was awarded funding and the Dillon team has been working with a steering committee to refine and implement the service plan. 2015 & 2016 (ongoing). Deputy Project Manager, EasyRide Transportation Study, Stratford Meals on Wheels/Neighbourly Services, Huron and Perth Counties, Ontario Developed integrated transportation system for seven community support agencies/rural transportation providers to enhance service capacity for a growing clientele, find cost efficiencies and meet aging at home objectives. Provided stakeholder consultation, reviewed best practices and developed a visioning workshop and implementation plan. Recommended scheduling software, prepared memorandum of understanding between the seven agencies and developed a coordinated policies and procedures manual. 2011 (completed). Project Manager, Community Transportation Service Expansion Assessment, EasyRide/Stratford Meals on Wheels, Huron County, Ontario Identified the potential to expand EasyRide community transportation services and the potential for provincial gas tax funding to support this objective. The project involved a review of existing services and potential demand and the opportunity to enter into a contract with the county to receive provincial funding. A presentation was made to the Huron County Transportation Task Force and members of staff at the county. 2010 (completed). Transit Lead, Transportation Master Plan, Town of Tecumseh, Ontario Conducted a comprehensive update to the TMP. Identified capital road projects needed to serve the projected 2024 population and employment forecasts, and developed transportation policy papers. The TMP address options to introduce a new transit service to Tecumseh. This included an assessment of service delivery options and governance models. 2009 (completed). Project Coordinator, Stoney Creek Transportation Master Plan, Phase 2, City of Hamilton, Ontario Developed Phase 2 of a TMP for the Stoney Creek community urban boundary expansion under the municipal Class Environmental Assessment process. The study included the development of a new sub-area demand forecasting model and the assessment of transportation infrastructure requirements. This phase included the development of a transit and cycling strategy, recommendations for roadway and intersection improvements and public consultation. 2008 (completed). Transportation Planner, Transportation Master Plan, City of Hamilton, Ontario Conducted the environmental assessment component of a city-wide transportation master plan including identifying transportation infrastructure requirements for various horizon years and the development of related costs. Specific works included forecasting and assessing 2031 roadway deficiencies and potential related improvements. 2006 (completed). Project Coordinator, Aldershot/Waterdown Transportation Master Plan, City of Hamilton, Ontario Conducted a TMP for the community of Aldershot in Burlington, and the community of of Waterdown in Hamilton in the heart of the Niagara Escarpment and environmentally sensitive areas. Public transit was a key component of this study, as well as other alternatives that promote sustainable transportation. Specific works included developing public transit alternatives, coordinating and assessing model results, assessing existing conditions and participating in the public consultation process. 2006 (completed). DENNIS A. KAR Page 66 of 214 Agenda Item i) 5 EMPLOYMENT HISTORY DILLON CONSULTING LIMITED 2002 - Present Transportation Planner, Associate ONTARIO SOCIETY OF PROFESSIONAL ENGINEERS 2014 - Present Course Instructor, Fundamentals of Transit System Planning (one-day course) CANADIAN URBAN TRANSIT ASSOCIATION 2012 - Present Course Instructor, Integrating Transportation/Transit and Land Use Planning in Sustainable Communities (three-day course) RYERSON UNIVERSITY 2006 - 2010 Course Instructor, Urban Transportation Planning, School of Urban and Regional Planning ENTRA CONSULTANTS 2000 - 2002 Planner, Transportation and Transit PRESENTATIONS/FACILITATION “Dynamic Transit – Milton Case Study” Presentation at the Canadian Urban Transportation Association Spring Conference – Winnipeg, Manitoba, June 2015. “Towards Coordinated Transportation” Presentation at the HC Link Webinar on the Community Transportation Pilot Grant Program Overview, December, 2014. “Employer Shuttles: An Employers Perspective” Presentation at the Canadian Urban Transportation Association Fall Conference – Québec, Quebec, November 2012. “Community Bus: Addressing the Needs of Seniors” Presentation at the Canadian Urban Transportation Association Spring Conference – Victoria, British Columbia, May 2012. “Development of a Coordinated Community Transportation Model to Support Aging at Home”. Presentation at the 8th Annual Urban Transportation Summit - Toronto, Ontario, March 2010. “Development of an Integrated Transportation Systems Model - Huron and Perth Counties”. Presentation at the Central LHIN Seniors Transportation Work Group - Markham, Ontario, December 2008. “Metropolitan Transportation Agencies: Three Case Studies of Multi-Jurisdictional Transportation Planning in Canada”. Presentation and publication at the APTA 2001 Bus & Paratransit Conference - Calgary, Alberta, May 2001. DENNIS A. KAR Page 67 of 214 Agenda Item i) Sean Rathwell, B.Eng., M.Eng., P.Eng. ASSOCIATE [email protected] PERSONAL PROFILE EDUCATION Sean is a transit and urban mobility professional with Master of Engineering (Civil), project and leadership experience in both the public Carleton University, 1988 sector and the consulting industry. He has experience across Canada, the USA, and internationally in transit Bachelor of Engineering (Civil, planning and operations, Bus Rapid Transit, with Distinction), Carleton functional planning and design of transit University, 1983 infrastructure, mobility management, and the REGISTRATIONS/LICENCES integration of transit, TDM and active transportation. Professional Engineers Ontario RELEVANT EXPERIENCE (Licensed Member) TRANSIT PLANNING & OPERATIONS EXPERIENCE AFFILIATIONS/ASSOCIATIONS Senior Transit Planner, Transit Master Plan, City of Institute of Transportation Airdrie, Alberta Engineers (Past President, Reviewed policy context and service guideline National Capital Section, documents, and led the development of Member) recommended service options for local and commuter services. 2016 (ongoing). Canadian Urban Transit Association (Board of Directors, Senior Advisor, Transit Optimization Study, Town of Transit Planning Course Orangeville, Ontario Facilitator; Vice-Chair Planning Reviewed operating contract and vehicle and and ITS Sub-Committee) technology needs, and provided input on route and service plan approaches. 2016 (ongoing). Project Manager, Transit Business Plan, City of Barrie, Ontario Led the development of a five-year business plan for Barrie Transit, including elements for service guidelines, ridership growth, customer service, marketing, fares and performance monitoring. 2015 (completed). Project Manager, Transit Services Business Plan, Municipality of East Hants, Nova Scotia Developed a plan for the implementation of proposed transit service in this small town and rural community north of Halifax, Nova Scotia. 2015 (completed). Project Director, Interprovincial Rapid Transit Strategic Integration Study, National Capital Commission, Ottawa, Ontario and Gatineau, Quebec Completed an assessment of how to integrate the current and planned transit infrastructure of Ottawa and Gatineau together. 2013 (completed). SEAN RATHWELL Page 68 of 214 Agenda Item i) 2 Transit Specialist, Sustainable Transportation Strategy, City of Winnipeg, Manitoba Prepared the transit component of this strategic vision as part of a multi-consultant team. 2011 (completed). Project Manager, San Diego Downtown Transit Alternative Plan, Centre City Development Corporation, San Diego, California Developed transit-focused plan to support the population and employment growth of downtown San Diego. 2008 (completed). Senior Project Engineer, Ottawa Transportation Master Plan, Ottawa, Ontario Developed an integrated, multi-modal rapid transit plan for Ottawa. 2007 (completed). Transit Specialist, Bus Operations Review, GO Transit, Toronto, Ontario Developed a set of service performance and monitoring guidelines, and assessed the internal and external policies, procedures constraints that impact the scheduling of bus services. 2006 (completed). Transit Specialist, Carleton University Master Plan, Carleton University, Ottawa, Ontario Provided input to a new University Master Plan regarding potential transit demand, transit vehicle circulation, bus stop infrastructure and rapid transit opportunities. 2005 (completed). Transit Specialist, Alta Vista Transportation Corridor, City of Ottawa, Ontario Developed and evaluated rail and bus-based alternatives in this controversial Ottawa transportation corridor. 2005 (completed). Project Manager, Transit Service, City of Clarence-Rockland, Ontario Developed and assessed alternatives for commuter transit service. Drafted an RFP document for private service providers and evaluated the submissions. 2004 (completed). Project Manager, Bus Garage Expansion, OC Transpo, Ottawa, Ontario Assessed the off-site impacts of potential bus garage sites, analyzed the on-site circulation, and developed different layouts to accommodate either indoor or outdoor bus storage, as well as all maintenance facilities. 2004 (completed). Project Engineer, Alternative Transportation System, City of Winnipeg, Manitoba Conducted a study to assess the feasibility (demand, routing, technology) of introducing an alternative transportation system to connect Winnipeg’s downtown districts. 2004 (completed). Project Manager, Brisbane Southeast Sector Network Planning Study, Translink, Brisbane, Australia Used VISUM to simulate the existing multi-modal transit network and passenger demand, test future scenarios, and recommend network and service enhancements. 2003 (completed). Project Engineer, Oakville Transit Scheduling Software, Oakville, Ontario Assisted Oakville Transit in moving to a computerized scheduling and runcutting process from a manual one. Identified requirements, prepared an RFP for vendors, and evaluated submissions. 2003 (completed). Transit Operations Planner, Transit Operations, Town of Oakville, Ontario Assessed the current operations at the Oakville GO Station and developed and evaluated options for improving operations and capacity. 2001 (completed). SEAN RATHWELL Page 69 of 214 Agenda Item i) 3 Project Engineer, Orleans Park and Ride Site Assessment, Ottawa, Ontario Reviewed six potential park and ride lot sites to supplement an existing lot that was over- subscribed, including an assessment of all impacts and costs, and development of an appropriate transit service design. 2000 (completed). BUS RAPID TRANSIT EXPERIENCE Project Manager, Geary Boulevard Bus Rapid Transit, San Francisco County Transportation Association, California Developed corridor alternatives and providing strategic bus rapid transit planning and operations advice. 2015 (completed). Project Manager, Rapibus Service Plan Analysis, Société de transport de l’Outaouais, Gatineau, Quebec Reviewed the STO’s bus rapid transit service plan, including an assessment of alternative approaches for service delivery and recommendations for customer-focused improvements. 2015 (completed). Senior Advisor, West Transitway, Bayshore Station to Moodie Drive, Ottawa, Ontario Reviewed operating and design plans and provided recommendations for how to improve the design and address various challenges. 2014 (completed). Project Manager, Troost Corridor Bus Rapid Transit, Kansas City Area Transportation Authority, Missouri Developed operating plans for corridor alternatives, estimated fleet requirements, and provided service planning support. 2010 (completed). Project Manager, I-35 Bus on Shoulder Bus Rapid Transit, Johnson County Transit/Kansas Department of Transportation, Missouri Provided strategic BRT planning advice, as well as review of service, operations and facility plans on a multi-consultant team. 2010 (completed). Project Engineer, Brisbane East Busway Planning & Design Analysis, Brisbane, Australia Reviewed proposed busway plans and alignments and provided recommendations for improvement. 2006 (completed). Project Engineer, Jacksonville Rapid Transit, Jacksonville, Florida Provided BRT portion of technology analysis, and developed and analysed potential corridors and station locations. 2005 (competed). Project Manager, Bus Rapid Transit: A Canadian Industry Perspective, Canadian Urban Transit Association Conducted study to define BRT and its elements in the Canadian context, examine Canadian and International BRT activity, and outline possible research and development activity. 2004 (completed). Transit Specialist, Bus Rapid Transit, City of Winnipeg, Manitoba Participated in the development of a facility design manual, research on BRT vehicle technology, and preparation of a VISUM network model to examine future route scenarios. 2004 (completed). SEAN RATHWELL Page 70 of 214 Agenda Item i) 4 Project Engineer, Gatineau Rapibus, Gatineau, Quebec Prepared a design guidelines manual and an operating plan for a proposed BRT facility. 2003 (completed). Project Engineer, Charlotte Transit Network Modeling, Charlotte, North Carolina Using VISUM, developed a simulation of the current Charlotte transit system and a future network that included a number of BRT and light rail initiatives. 2002 (completed). Project Engineer, Kanata Station and Park and Ride Lot, Ottawa, Ontario Developed a layout and operations plan for input into the preliminary design of this future Transitway Station. 2002 (completed). Project Engineer, Brisbane Inner Northern Busway, Queensland Government, Department of Transport and Main Roads, Brisbane, Australia Developed a service plan, bus volume projections, ridership projections, and station sizes for a proposed busway facility. 2001 (completed). Transit Specialist, Transitway Park and Ride Lots, Ottawa, Ontario Participated in the ongoing planning, design and operation of the Baseline, Place d’Orleans, Eagleson, Greenboro, and Fallowfield facilities. 1986-2000 (multiple projects). Transit Specialist, Ottawa Transitway, OC Transpo, Ottawa, Ontario Completed the extensive planning, design, implementation and operation of multiple sections of Ottawa’s BRT infrastructure. 1985-2014 (multiple projects). TRANSIT PRIORITY EXPERIENCE Project Manager, Montreal Road Transit Priority Review & Environmental Assessment, City of Ottawa, Ontario Assessment of a 2.1 kilometre long corridor with the goal of improving transit operation. Incorporates multi-modal level service analysis and uses a complete streets approach to develop alternatives. 2016 (ongoing). Project Manager, Baseline/Heron Road Transit Priority Opportunities Study, City of Ottawa, Ontario Completed detailed analysis and evaluation of more than 50 transit priority opportunities on the 11 km long corridor. 2008 (completed). Transit Operations Specialist, Carling Avenue Transit Priority Study, City of Ottawa, Ontario Evaluated alternatives for providing median or curbside transit priority facilities on this key section of Carling Avenue in Ottawa connecting to the Lincoln Fields Station. 2004 (completed). Project Manager, Transit Priority Corridors, City of Ottawa, Ontario Conducted review and prioritization of possible transit priority corridors for inclusion into the City’s transportation master plan. 2004 (completed). Ottawa Transit Priority Task Force Member of multi-agency task force that identified, designed, and implemented transit priority measures on collector and arterial roadways and freeways. 1994-2000 (completed). SEAN RATHWELL Page 71 of 214 Agenda Item i) 5 TRANSIT POLICY EXPERIENCE Project Manager, Transit Vision 2040 Five-Year Review, Canadian Urban Transit Association Reviewed how current issues and future trends are impacting the transit industry, and developed a new Transit Vision 2040 document. 2015 (completed). Project Director, Economic Impact of Transit Investment, Canadian Urban Transit Association Completed an assessment of the national-scale economic impact of the Canadian transit industry. 2009 (completed). Senior Advisor, Transit Vision 2040, Canadian Urban Transit Association Contributed to the research, development and preparation of the first forward-thinking vision document for Canada’s transit industry. 2009 (completed). Project Manager, Review of International Urban Transportation Policy Frameworks, Strategies and Governance Models, Transport Canada Reviewed urban transportation governance in the US, UK, Australia, New Zealand, France and Switzerland. 2005 (completed). Project Engineer, Transit Means Business: The Economic Case for Public Transit in Canada, Canadian Urban Transit Association Comprehensive study of the economic impacts and benefits of public transit in Canada. 2004 (completed) Project Manager, Investment in Transit Expansion, State of Good Repair, Or Both, Transport Canada Examined the case for the Federal Government to make transit state of good repair investments. 2003 (completed). Project Manager, Urban Transit in Canada: Taking Stock, Transport Canada Conducted study to assess and report on the current state of the public transit industry in Canada. 2002 (completed). Principal Author, Moving Forward: A National Transit Strategy for Canada, Canadian Urban Transit Association Prepared a document outlining six key elements of a national transit strategy for Canada. 2001 (completed). EMPLOYMENT HISTORY DILLON CONSULTING LIMITED 2015 – Present Transit and Urban Mobility Specialist MMM GROUP LIMITED 2013 – 2015 Vice-President, Integrated Mobility 2011 – 2013 Vice President, Transportation & Regional Manager, Ottawa MCCORMICK RANKIN CORPORATION 2008 – 2011 Manager, Ottawa Office 2005 – 2008 Principal, McCormick Rankin International 2000 – 2005 Senior Project Manager SEAN RATHWELL Page 72 of 214 Agenda Item i) 6 OTTAWA-CARLETON REGIONAL TRANSIT COMMISSION 1998 – 2000 Manager, Service Planning 1994 – 1998 Supervisor, Transit Operations Planning 1989 – 1994 Senior Transit Planner 1986 – 1989 Supervisor, Long Range Planning REGIONAL MUNICIPALITY OF OTTAWA-CARLETON 1985 – 1986 Transit Planning Engineer PROFESSIONAL DEVELOPMENT Leader’s Edge: Pathways to Excellence – Schulich School of Business, York University Leadership and Management Skills, Transit Labour Relations, Scheduling and Runcutting, Transit Planning, Supervision – Canadian Urban Transit Association (CUTA) AWARDS Innovative Intermodal Solutions for Urban Transportation Award, ITE, 2008 PUBLICATIONS & PRESENTATIONS “Considerations for Median BRT on Arterial Roads”, ITE Journal, January 2011, pp 44-48, S. Rathwell, M. King “Characteristics of Bus Rapid Transit”, ITE Web Seminar, October 2007, March 2008 “Ottawa and Brisbane: Comparing a Mature Busway System with its State-of-the-Art Progeny”, Journal of Public Transportation, V.5, No. 2, pp 163-182, S. Rathwell, S. Schijns, 2002. “Modelling Networks for Strategic & Tactical Planning, Journal of University of Shanghai for Science & Technology, V.21, No. 3, pp 321-327, A.M. Khan, S. Rathwell, 1999 “Advanced Computer-Based Systems for Efficient Urban Public Transportation”, Fourth International Conference in Civil and Building Engineering, Toyko, Japan, A.M. Khan, S. Rathwell, 1991 Over 50 presentations about Transit Planning, Bus Rapid Transit, Transit Oriented Planning, Sustainable Mobility, Integrated Mobility and Mobility Management for ITE, CITE, CUTA, APTA, TAC, ACT Canada, ULI, APA SEAN RATHWELL Page 73 of 214 Agenda Item i) Adrian Gurau, B.Eng. TRANSPORTATION PLANNER & ENGINEERING DESIGNER [email protected] PERSONAL PROFILE EDUCATION Adrian is a transportation planner and engineering B.Eng., Civil, McGill University, designer with experience in the transit operations, 2012 transportation planning, and urban development fields. AFFILIATIONS/ASSOCIATIONS RELEVANT EXPERIENCE Institute of Transportation Engineers (Member) Transportation Planner, Niagara Transit Service Delivery and Governance, Regional Municipality of ADDITIONAL LANGUAGE(S) Niagara French (fluent) Currently completing a review of service delivery and governance for integrated transit in Niagara Region. Romanian (fluent) Forecasting future inter-municipal demand, analyzing Spanish (working knowledge) capacity of existing system to meet demand, identifying opportunities to optimize network and Hungarian (working knowledge) service, and providing recommendations for future expansion. Providing support to industry experts in development of potential fare strategies and governance structures to best suit the Region’s transportation needs. 2016 (ongoing). Transportation Planner, Niagara GO Hub and Transit Station Study, Regional Municipality of Niagara Currently completing a transportation assessment of potential GO rail stations in Niagara Region. Analyzing characteristics of 10 proposed station sites based on accessibility, traffic and road network considerations, transit integration potential, catchment area, and general suitability. Providing recommendations from a transportation perspective for preferred locations to be carried forward for in-depth assessment. 2016 (ongoing). Transportation Planner, Niagara Region Inter-Municipal Transit (IMT) Connections Concept – Costing and Financial Plan, Regional Municipality of Niagara Developed ridership projections for proposed new inter-municipal routes based on Transportation Tomorrow Survey data. Multiple network and population growth scenarios were analyzed, with boarding and load results being used to determine financial implications of proposed service enhancements. 2014 (completed). Transportation Planner, Montreal Road Transit Priority Review and Environmental Assessment, City of Ottawa Currently completing a transit priority review and environmental assessment for a 2-kilometre section of traditional main street to be reconstructed. Examining potential changes to road cross-section through multi-modal level of service analysis. Consulting with public and area stakeholders and making recommendations for construction. 2016 (ongoing). ADRIAN GURAU Page 74 of 214 Agenda Item i) 2 Transportation Planner, Preliminary Noise Analysis and Transportation Assessment Analysis for the Planning Around Rapid Transit Stations (PARTS): Central Plan, City of Kitchener Completed an analysis of the transportation network in Downtown Kitchener and recommended improvements that will be needed as a result of traffic pattern changes due to the implementation of light rail transit. Examined the effects of population and employment growth, zoning, and expected intensification in the downtown area on the future transportation network. 2016 (completed). Transportation Planner, Brampton Transit Origin-Destination Survey, Brampton Transit Coordinated the collection of origin-destination information for ridership and trip trends analysis. Calculated route loads, identified boarding/alighting locations and trip patterns, completed transfer analysis, and other performed various transit planning tasks in analyzing data. 2015 (completed). Transportation Planner, Dundas Place Environmental Assessment, City of London Participated in transit route re-designing process in Downtown London as part of the Dundas Place Environmental Assessment. Examining and proposing modified routings that will take into account changes in the transportation network, while maximizing rider convenience and tying into the future Rapid Transit network. Calculating changes in route lengths, service hours, and operational costs, as part of the development of a modified service plan. 2015 (completed). Transportation Planner, Commuter Rail Feasibility Study, Halifax Regional Municipality Supported development of ridership projections as part of a large-scale Halifax commuter rail feasibility study. Performed travel time comparisons with existing transit services, calculated effects of fare elasticity, and performed peer reviews to help calibrate model. Designed new feeder routes and modified existing routes to tie into proposed rail service. Developed multiple ridership scenarios for meaningful comparison. 2015 (completed). Transportation Planner, Route and Service Review, London Transit Commission Assisted in the development of a 5-year transit service plan for London Transit. The purpose of the study was to address existing issues including overcrowding and on-time performance and develop a transit service plan that better utilizes existing resources and is in line with the direction of the transportation master plan. Responded to public comments and concerns and played key role in route design process. Two service plans were developed: one with a Rapid Transit network in plan and one without Rapid Transit. 2014 (completed). Transportation Planner, Port Lands and South of Eastern Transportation and Servicing Study, City of Toronto and Waterfront Toronto Calculated loads on proposed transit network (including light rail transit and conventional bus routes) in order to determine mode share for planning sub-areas. Identified key segments and routes that would operate at capacity and would limit system-wide ability to reach desired transit mode share targets. Provided recommendations for more efficient delivery of transit services to address capacity constraints. 2013 (completed). Transportation Planner, Warman Transportation Master Plan, City of Warman Analyzed existing conditions and infrastructure and forecasted future trip trends, based on projections of the community’s population tripling. Completed trip generation and assignment for large-scale residential subdivisions and commercial centres. Performed operational analysis to identify potential issues and recommended mitigation measures. 2015 (completed). ADRIAN GURAU Page 75 of 214 Agenda Item i) 3 Transportation Planner, Financial Feasibility Assessment of Rural Cost-Shared Transportation Model(s), Rural Ontario Institute Played key role in stakeholder consultation process, including government services, community agencies, and private transit operators. Summarized existing services, main concerns and organizational needs, and identified opportunities for coordinated rural transpotation. The project included a detailed review of three study regions: Wellington County, Dufferin County and Leeds/Grenville Counties). A methodology and framework for cost-shared transportation models was developed which can be used by any municipality in Ontario to develop or improve on existing transportation service. 2014 (completed). Engineering Designer, Billy Bishop Toronto City Airport Strategic Transportation Plan, Toronto Port Authority, Ontario Developed short- and long-term solutions to improve transit services to the Billy Bishop Airport, addressing localized congestion issues. The short-term strategy was based on a plan to improve the existing shuttle service to the airport based on a defined transit mode share target. 2013 (completed). Engineering Designer, Gardiner Environmental Assessment and Urban Design Study, Waterfront Toronto, Ontario Undertook a major individual Environmental Assessment (EA) and urban design study to determine the future of the eastern portion of the Gardiner Expressway and Lake Shore Boulevard east of Lower Jarvis Street. The project studied improving connections throughout the city through modifications to this corridor and enhancing the quality of life in the study area. 2013 (completed). Engineering Designer, Microsimulation Traffic and Transportation Study, Royal Commission of Jubail and Yanbu, Kingdom of Saudi Arabia Modelled and assessed impacts of proposed transportation infrastructure and service improvement schemes within the industrial city and area. The project developed and applied two microsimulation models. These models required extensive data collection, strategic model migration and micro-model calibration and validation activities. The models were used to test and assess routes and services, mode choice and assess alternative land uses (demand matrices) for both base years and forecast years. 2013 (completed). Engineering Designer, Confederation Park Traffic Impact Study, City of Hamilton, Ontario Completed a transportation impact study to investigate impacts associated with implementing additional recreational and commercial uses within the park. Analyses were completed for all travel modes and assessed sufficiency of parking. The potential for a roundabout at the new main entrance to the park was investigated.2013 (completed). EMPLOYMENT HISTORY DILLON CONSULTING LIMITED 2012 - Present Transportation Planner & Engineering Designer SMA UND PARTNER AG 2011 Railway Planner, Engineering and Planning Division (summer) MORRISON HERSHFIELD 2008 - 2010 Building Engineering Assistant, Buildings and Facilities Division (summers) ADRIAN GURAU Page 76 of 214 Agenda Item i) Tyler George, B.Sc., M.Sc., EIT ENGINEER-IN-TRAINING [email protected] PERSONAL PROFILE EDUCATION Tyler is an EIT with experience in transportation Master of Science systems planning, highway and roadway engineering, (Transportation Engineering), and transit planning and design, having worked as a University of Manitoba, 2015 transportation research consultant, engineering assistant, construction observer, and survey crew Bachelor of Science (Civil member. He is proficient at writing technical reports, Engineering), University of conducting research, and conducting various Manitoba, 2013 transportation-related studies. Further, he is REGISTRATIONS/LICENCES experienced in proposal preparation and stakeholder engagement. Association of Professional Engineers and Geoscientists of RELEVANT EXPERIENCE Manitoba (Engineer in Training) TRANSIT AFFILIATIONS/ASSOCIATIONS Engineer-in-Training, Airdrie Transit Master Plan, City American Railway Engineering of Airdrie, Alberta and Maintenance-of-Way Developed a transit master plan that supports the Association (Member) City’s transportation master plan and its policy framework of providing opportunities for everyone, Institute of Transportation promoting a healthy sustainable environment, Engineers (Member) increasing ridership to Calgary, balancing affordability with efficiency, and integrating with other modes of transportation. Specific works included developing the stakeholder survey. 2016 (ongoing). Engineer-in-Training, 2015 Origin-Destination Survey, City of Brampton, Ontario Specific works included development and administration of the origin-destination survey for Brampton Transit users. 2016 (ongoing). Engineer-in-Training, Transit Optimization Study, Town of Orangeville, Ontario Evaluated the current service provided by Orangeville Transit and proposed cost-effective improvements. Specific works included developing surveys for the public; conducting background research on the municipality and Orangeville Transit; data analysis of the survey results; and report writing. 2016 (ongoing). Engineer-in-Training, Wilmot Community Transit Pilot Implementation, Region of Waterloo, Ontario Developed an implementation plan for a Community Transit Pilot service within the township, which was funded through the MTO Community Transportation fund and includes a flex route connecting the township to the urban area of the region. Partnerships were established with various community care agencies to help attract ridership. Led the working group meeting with TYLER GEORGE Page 77 of 214 Agenda Item i) 2 each of the partners, finalizing service design, consulting with the public and monitoring/ reporting on the performance. Specific works included researching low demand transit solutions, surveyed several transit agencies that currently operate a flex-route service, determining what has and hasn't been successful. 2016 (ongoing). TRANSPORTATION PLANNING AND POLICIES Engineer-in-Training, 245 Graham Avenue FSR, 6566074 Manitoba Ltd., Winnipeg, Manitoba Conducted a transportation impact study (TIS) for the SkyCity development at 245 Graham Avenue, which included an analysis of traffic, parking, loading areas, streetscape features, transit operations, cycling and active transportation, and site access points. 2016 (ongoing). Engineer-in-Training, Dundas Place Environmental Assessment, City of London, Ontario Completed a Class Environmental Assessment and detailed design for Dundas Place. The project focused on transforming the blocks of Dundas Street between Wellington Street and the Forks of the Thames from a conventional downtown public right-of-way into a public square, allowing multiple modes of traffic to effectively share the same space. Specific works included preparation of transit maps regarding the relocation of routes and changes to bus headways under various future scenarios and several stakeholder engagement events. 2016 (ongoing). Engineer-in-Training, Port Lands Transportation and Servicing Master Plan, City of Toronto, Ontario Completed a Transportation and Servicing Master Plan for sections of the Port Lands and south of Eastern area in accordance with the requirements of the Municipal Class Environmental Assessment. The plan identified the necessary infrastructure (streets, transit, watermains and sewers) to support revitalization in the Port Lands and continue economic growth in the area while applying sustainability principles. The project integrated innovative stormwater systems and a network of complete streets prioritizing transit and active transportation. Specific works included assisting with the evaluation matrices and tracking stakeholder and client comments and ensuring they were addressed. 2016 (ongoing). Engineer-in-Training, Comprehensive Policy Review, Niagara Peninsula Conservation Authority, Ontario Undertook the review and comprehensive update of the NPCA’s Policy Document to reflect recent legislative and policy changes. The project involved extensive consultation with the NPCA Board, the public, the core working group, the Community Liaison Advisory Committee and various stakeholders and agencies. Specific works included several "pop-up" stakeholder engagement events across the Niagara Peninsula region; spoke to the public about the upcoming policy review for the conservation authority, and administered surveys. 2016 (ongoing). Engineer-in-Training, Port Lands Transportation and Servicing Master Plan, City of Toronto, Ontario Completed a Transportation and Servicing Master Plan for sections of the Port Lands and south of Eastern area in accordance with the requirements of the Municipal Class Environmental Assessment. The plan identified the necessary infrastructure (streets, transit, watermains and sewers) to support revitalization in the Port Lands and continue economic growth in the area while applying sustainability principles. The project integrated innovative stormwater systems and a network of complete streets prioritizing transit and active transportation. Specific works TYLER GEORGE Page 78 of 214 Agenda Item i) 3 included assisting with the evaluation matrices and tracking stakeholder and client comments and ensuring they were addressed. 2016 (ongoing). ROADS AND BRIDGES Engineer-in-Training, East Side Lake Winnipeg Road and Bridges, Manitoba Infrastructure and Transport Completed the contract administration for construction of 11 bridges and 152 km of all-season roads along the east side of Lake Winnipeg. Construction of both roads and bridges were expected to meet and exceed the technical specifications provided. Specific tasks included compiling construction documentation and preparing construction reports. 2016 (ongoing). Engineer-in-Training, Polo Park Third Party Contract Administration, City of Winnipeg, Manitoba Acted as owner’s advocate for the reconstruction of 1.3 km of four-lane arterial, plus new construction of an additional 0.5 km extension. The project included new watermain and land drainage. The third party role included reviewing the design for accuracy and scope, leading and facilitating a value engineering session and performing a roadway safety audit at the design stage. During construction, advice was provided to the contract administration team and city’s project manager. Specific tasks included assessing and improving the clients budgeting methods. 2016 (ongoing). Junior Engineer, Hughes River Culvert Replacement, Manitoba Infrastructure and Transport Completed the preliminary design of a replacement structure for existing culverts on Hughes River at Eden Lake through PR 391. Specific tasks included conducting a roadside hazard warrant analysis and assisting in the preparation of technical memos. 2016 (ongoing). Engineer-in-Training, Mega EA – West Region, Ministry of Transportation, Ontario Completed the preliminary design and environmental assessment to determine the strategy for the replacement of 10 bridges and two culverts, and improvements of five interchanges on Highways 4, 21 and 401. Specific works included literature review and summary for report. 2016 (completed). Engineer-in-Training, Mega 3 – East Region, Ministry of Transportation, Ontario Completed the preliminary design, environmental assessment (EA) and detail design for this multi-year, “mega” assignment for the replacement of six bridges, replacement/rehabilitation of three culverts and rehabilitation of eleven bridges. The project also included preliminary design, EA and 30% detailed design for the replacement/rehabilitation of four culverts identified as design-build ready. Specific works included Civil 3D work for several bridge replacements. 2016 (ongoing). Engineer-in-Training, 108 Avenue and 156 Street Roundabout and Multi-Use Pathway, City of Surrey, British Columbia Completed the design of a roundabout and multi-use pathway as part of the City’s Traffic Signals and Roundabouts and Cycling Programs. The project focused on improving intersection traffic and safety and expanding the existing multi-use pathway network. Specific works included a signage plan for the roundabout. 2016 (ongoing). Engineer-in-Training, Bridge and Culvert Roadside Safety, Town of Tecumseh, Ontario Assisted with reporting after the evaluation of several bridge and culvert structures. 2015 (completed). TYLER GEORGE Page 79 of 214 Agenda Item i) 4 Construction Inspector, Granular Road Ferrier and Murray, City of Winnipeg, Manitoba Completed the initial topographic survey and detailed design of the rehabilitations required for 3.5 km of roadway including drainage improvements. The project also included assistance during the tendering process, and construction administration and inspection. Specific works included construction inspection during an exploratory dig and minor road reconstruction. 2015 (completed). Engineer-in-Training, Underpass at Plessis Road, City of Winnipeg, Manitoba Provided design and contract administration of an underpass of CN Rail line. Completed environmental assessment, topographic survey, and roadworks. Involved pavement design, traffic analysis, initial topographic survey, roadway functional design and coordinated utility relocation (hydro, gas, communications, Shell and Imperial oil lines). Provided construction survey layout, resident inspection, quantity calculations for progress payments and contract administration. Specific works included construction inspection; assistance on a survey crew; set grades and oversaw concrete pours. 2015 (completed). Engineer-in-Training, Waverley West Arterial Roads Project, City of Winnipeg, Manitoba Completed the preliminary and detailed design, and contract administration for a new 8 km four-lane divided arterial roadway, a new two-lane fly-over bridge, seven signalized intersections and multiple kilometres of pathways. Specific works included post-construction deficiency inspections; site observation; and construction deficiencies. 2015 (completed). Engineer-in-Training, Site Restoration, Wallace and Wallace Fences Ltd., Winnipeg, Manitoba Provided construction inspection for sidewalk replacement and oversaw the concrete pour and landscaping. 2015 (completed). FIRE AND EMERGENCY SERVICES Engineer-in-Training, Fire-Rescue Staffing Study, Town of Canmore, Alberta Identified innovative alternatives for staffing and management systems for Canmore's fire- rescue service. Reviewed existing management systems and recommended best practices to efficiently manage fire-rescue operations within current budget allocations; evaluated deployment and utilization of staff resources in all areas of the department; and provided a phased implementation plan for non-budget financial impacts of recommendations. Specific works included peer comparison, including a phone/email survey of peer fire departments; background research on the municipality and fire department; report writing and assistance with the Fire Risk Submodel. 2016 (ongoing). Engineer-in-Training, Fire Master Plan, Town of Oakville, Ontario Assessed the community’s fire safety needs resulting from the impacts of existing and future growth and prepared a Fire Master Plan. The project includes reviewing existing research, information, issues and strategies to ensure best practices are being followed. Conducting public and stakeholder meetings as part of the process and will provide recommendations to guide future decisions relating to Oakville’s fire services. Specific works included peer comparison, including a phone/email survey of peer fire departments; background research on the municipality and fire department; report writing; and assistance with the Fire Risk Submodel. 2016 (ongoing). TYLER GEORGE Page 80 of 214 Agenda Item i) 5 Engineer-in-Training, Fire Services Operation Review, City of Yorkton, Saskatchewan Conducted an operational review identifying innovative strategies for the delivery of fire protection services. The review addressed current challenges regarding workload, utilization, deployment, effectiveness, and management of staffing resources focusing on the delivery of fire suppression services. Identified options for the delivery of the services included impacts on current service delivery practices, staff resources and overall community safety. Specific works included background research on the municipality and fire department and report writing. 2016 (ongoing). Engineer-in-Training, Fire Master Plan, Township of South Stormont, Ontario Completed background research on the municipality and fire department and provided report. 2016 (ongoing). Engineer-in-Training, Emergency Services and Fire Master Plan, Town of Richmond Hill, Ontario Developed a comprehensive Emergency Services and Fire Master Plan. The study conducted a review of RHFES, considering industry best practices, guidelines and standards, as well as current legislation. Provided recommendations to FHFES to guide it over the next 10 years, and to ensure recent and future population growth changes are taken into account. These recommendations included approximate financial implications and an implementation timetable. Specific works included background research on the municipality and fire department; and report writing. 2015 (completed). EMPLOYMENT HISTORY DILLON CONSULTING LIMITED 2015 - Present Engineer-in-Training, President’s Crew MORR TRANSPORTATION CONSULTING 2013 – 2015 Engineering Research Consultant UNIVERSITY OF MANITOBA 2013 – 2015 Transportation Information Group Engineering Research Associate 2013 – 2015 Teaching Assistant (Transportation Engineering 1) 2012 Engineering Assistant (Level 1) 2011 Engineering Research Assistant (NSERC Scholarship) ATOMIC ENERGY OF CANADA LIMITED 2010 Engineering Research Assistant (NSERC Scholarship) PROFESSIONAL DEVELOPMENT Canadian Transportation Research Forum Annual Conference, 2014 Transportation Association of Canada Annual Conference and Exhibition, 2013 Transportation Research Board Annual Meeting, 2013 Institute of Transportation Engineers Annual Meeting and Exhibition, 2013 John Maxwell Leadership Seminar, 2013 CITE Collegiate Traffic Bowl, 2013 TYLER GEORGE Page 81 of 214 Agenda Item i) C - 1 Appendix C C Standard Terms and Conditions TOWN OF GRIMSBY Transit Investigation Study June 14 2016 Page 82 of 214 Agenda Item i) AGREEMENT FOR PROFESSIONAL SERVICES 1. This Agreement for Professional Services (this “Agreement”) is between DILLON CONSULTING LIMITED (“Dillon”), and ______(Client to insert full legal name) (the “Client). 2. The Client is a: (Please check the appropriate box and provide the requested information) Corporation incorporated under the laws of ______(insert jurisdiction of incorporation); Partnership having the following general partners ______(list all general partners); Sole Proprietorship; or Other (please specify) ______. 3. The Client acknowledges that it has read, understood and accepts the following attachments which form part of this Agreement: A. Terms of Engagement (dated December 21, 2015). B. Offer of Services Letter from Dillon (dated: June 3, 2016). C. Other: i) NONE ii) iii) 4. The Client agrees to the following additions or amendments to the attached Terms of Engagement: A. The laws of Ontario shall govern all matters arising out of this agreement and the venue for any related litigation will be Toronto. 5. The Client: A. Authorizes Dillon to proceed with the work described in the Offer of Services Letter; B. Acknowledges that it has had the opportunity to read, discuss and negotiate the attached Terms of Engagement prior to executing this Agreement; C. Agrees to be bound by and comply with the provisions of this Agreement, the attached Terms of Engagement and Offer of Services Letter, and any other attachments to this Agreement; D. Agrees that the signing of a facsimile copy or portable document format (PDF) copy of this Agreement and any amendments thereto shall have the same effect as the signing of an original; and E. Agrees that the retention of an electronic version of this agreement is permitted and that the subsequent production of an electronic version of this document shall be treated as if it was the production of an original signed copy. DILLON CONSULTING LIMITED: THE CLIENT: Per: Per: I/We have authority to bind Dillon. I/We have authority to bind the Client. Name: Name: Title: Title: Date: Date: Per: Per: I/We have authority to bind Dillon. I/We have authority to bind the Client. Name: Name: Title: Title: Date: Date: Page 83 of 214 Agenda Item i) DILLON CONSULTING LIMITED - TERMS OF ENGAGEMENT These terms of engagement govern the services to be provided by Dillon Consulting Limited 7. Force Majeure ("Dillon") to the Client and constitute part of the agreement for services between Dillon and the Client (the "Agreement"). By accepting Dillon's offer of services, the Client agrees to be 7.1 Notwithstanding any other provision of the Agreement, Dillon shall not be deemed bound by and comply with these terms of engagement. in breach of the Agreement or liable for any failure or delay in performing any of its obligations under the Agreement, if the failure or delay is caused directly or indirectly by 1. Warranty any event or circumstance beyond Dillon's control, including, without limiting the generality of the foregoing, acts of God, government or civil or military authority, 1.1 Dillon warrants that it will perform its services with the standard of due care and inclement weather, fire, flood, labour trouble, failure of transportation, accident, act or diligence usually practised by the consulting profession, at the time that the services are omission of the Client or anyone employed or engaged directly or indirectly by the Client, rendered. The Client acknowledges and agrees that all other warranties, representations or or the discovery of hazardous or potentially hazardous materials or situations at or near remedies, express or implied, except the warranty for loss of the work required under Section the project site. 2118 of the Civil Code of Quebec are excluded and the Client agrees to waive any right, remedy or cause of action it may have with respect to such warranties, representations or 7.2 Where an event or circumstance of the kind referred to in Clause 7.1 arises, Dillon remedies. In addition, the Client agrees to defend and indemnify Dillon from all other liability, may, at its option, extend the period of time for completion of the Agreement or including but not limited to liability for direct, incidental or consequential damages arising in terminate the Agreement. connection with Dillon's actions, whether such liability arises in contract, tort or otherwise. 8. Payment 2. Limitation of Liability 8.1 Unless otherwise stipulated in this agreement for services, the Client shall pay 2.1 Dillon's liability to the Client and all claimants not party to this agreement shall be Dillon for its services as follows (applicable taxes are extra): limited to injury or loss caused by negligence of Dillon and/or sub-consultants for which it is (a) fees shall be paid on the basis of Dillon’s current schedule of standard flat hourly responsible. The total amount of Dillon's liability for said negligence shall not exceed the lesser rates; of $50,000.00 or Dillon’s fees for this project in total for all claims, costs and expenses and the (b) routine expenses and disbursements (communications, local travel, project office Client hereby waives all claims in excess of this amount howsoever arising including any claim supplies, production of routine documents/drawings, courier/messenger services, for contribution and indemnity which the Client may have against Dillon. The Client irrevocably standard software/computer costs, and similar items) shall be paid at a standard rate and unconditionally agrees to defend, indemnify and hold Dillon harmless from all claims and of 8% of fees; expenses associated therewith resulting from claims brought by other parties in excess of the (c) other project-related expenses and disbursements (sub-consultant/sub-contractor aforesaid limit. charges, travel beyond local area, living expenses when away from home office, advertising costs, testing services, use of specialized equipment or software, 2.2 Increased liability limits may be negotiated prior to the commencement of services by approval/permit/licence fees, project specific insurance, production of tender or Dillon upon the prior written request of the Client, the payment of an additional fee as other non-routine documents, and similar items) shall be paid at cost plus a 5% determined by Dillon, and the prior written agreement of Dillon. administration fee; 3. Confidentiality (d) payment shall be made within thirty days of the date of Dillon's invoice; (e) interest shall be paid by the Client at an annual rate equivalent to the average bank 3.1 Documents prepared by Dillon and provided to the Client (the "Dillon Documents"), prime rate plus 4% on all amounts unpaid within 30 days of the date of Dillon's such as proposal documentation, reports and any documentation containing professional invoice, with payment to be applied first to accrued interest and then to the unpaid advice, are intended exclusively for the purposes, project and site locations outlined in those principal amount. documents. The information contained in any Dillon Document may not be appropriate for other uses by the Client or for use by third parties and any such use or reuse is at the sole risk 9. Independent Professional Services Consultant of the user. 9.1 Unless otherwise agreed in writing by Dillon and the Client, it is acknowledged that 3.2 Certain Dillon Documents contain confidential information which is the intellectual Dillon is an independent professional services consultant in performing services under this property of Dillon and which is provided to the Client solely for the purposes outlined in the agreement, and accordingly it is further acknowledged that Dillon is an independent document. The Client shall not provide any such confidential information to any other person, contractor. or use the information in a manner other than prescribed in the Dillon Document or 10. Defects in Service Documents without the prior written consent of Dillon. 10.1 The Client shall promptly report to Dillon any defects or suspected defects in 4. Provision of Relevant Information Dillon's work or services of which the Client becomes aware, so that Dillon may take 4.1 The Client shall provide Dillon with all relevant information of which the Client is aware measures to minimize the consequences of such defects. Failure by the Client to notify and which may be required by Dillon to perform its services for the Client. Without limiting the Dillon in a timely manner shall relieve Dillon of the costs of remedying the defects above generality of the foregoing, if the Client has knowledge of or suspects that hazardous materials the sum such remedy would have cost had prompt notification been given. No unilateral may exist at any site at which services are to be performed by Dillon, the Client shall provide withholdings, deductions or offsets shall be made from Dillon's compensation for any this information promptly to Dillon in writing. defects or suspected defects unless Dillon has been found legally liable for such amounts. 4.2 Dillon shall not be responsible or liable for any incorrect or inadequate advice, report, 11. Suspension of Services recommendation, finding, decision or conduct based either directly or indirectly on inaccurate 11.1 If the Client fails to make payments when due, or otherwise is in breach of the or inadequate information supplied by the Client. Agreement, Dillon may suspend performance of services upon five (5) calendar days' 5. Site Access, Subterranean Structures and Utilities notice to the Client. Dillon shall have no liability whatsoever to the Client for any costs or damages as a result of such suspension. 5.1 The Client shall grant or obtain free and ready access to each project site at which Dillon is to perform services for the Client. The Client shall notify all owners and occupiers of 12. Agreement property at the project site that Dillon is to be granted free and ready access to the site. 12.1 These terms of engagement govern the services to be provided by Dillon under the 5.2 Unless otherwise agreed in writing by Dillon and the Client, the Client shall delineate Agreement, shall be amended only by the written agreement of Dillon’s authorized accurately on the Client's property all subterranean structures and utilities. The Client assumes representative and the Client, and shall not be altered or supplemented by any other sole and complete responsibility for any damage or injury caused to any person, property, understanding or agreement. The Client waives its right to unilateral resiliation of contract subterranean structures or utilities because of incorrect or inadequate information provided under the Civil Code of Quebec and undertakes not to seek termination of the Agreement to Dillon and the Client agrees to indemnify, defend and hold Dillon harmless from any claim during the term of the Agreement. or liability for injury or loss resulting from such damage or injury. 12.2 The Agreement, of which these terms of engagement form a part, shall be 6. Samples governed by and interpreted in accordance with the laws of the province or territory of jurisdiction named on the Agreement for Professional Services. 6.1 Unless otherwise agreed in writing, all samples obtained by Dillon, including soil cores, may be discarded by Dillon within 30 days after submission of Dillon's report to the Client. A 12.3 Titles and section headings are for convenience of reference only and shall not be mutually agreed storage fee will be charged to the Client for any samples stored longer than considered in interpreting the text of the terms of engagement. this 30 day period. 12.4 If any clause in these terms of engagement is held illegal, invalid or unenforceable 6.2 If any of the samples contain substances or constituents that Dillon believes may be in whole or in part, the remaining clauses shall not be impaired and shall remain in full hazardous or detrimental to the environment or human health and safety, Dillon may, at the force and effect. All limitations of liability, releases, indemnities and similar provisions shall Client's expense, return such samples to the Client or dispose of the samples in a manner survive termination of the Agreement for any cause, and shall apply even in the event of deemed appropriate by Dillon. the fault, negligence or other liability of Dillon, and shall extend to the officers, directors, employees and agents of Dillon. Revised December 21, 2015 Page 84 of 214 Agenda Item i) PROPOSAL Transit Investigation – Town of Grimsby Submitted to Town of Grimsby ORIGINAL by IBI Group Professional Services (Canada) Inc. June 14, 2016 Page 85 of 214 Agenda Item i) IBI GROUP 7th Floor – 55 St. Clair Avenue West Toronto ON M4V 2Y7 Canada tel 416 596 1930 fax 416 596 0644 ibigroup.com June 13, 2016 Mr. Michael Seaman, MCIP, RPP Director of Planning Town of Grimsby 160 Livingston Avenue Grimsby, ON L3M 2Z9 Dear Mr. Seaman: TOWN OF GRIMSBY – TRANSIT INVESTIGATION IBI Group is pleased to present our proposal to undertake an investigation into the need, justification, and feasibility of implementing a municipal transit system in the Town of Grimsby. We are excited by this potential opportunity to work with the Town, building on our current work in the Niagara Region where we are developing a Transportation Master Plan which includes a regional transit network, as well as building on our experience with similar communities. The IBI Group team is highly qualified to undertake this assignment in terms of local knowledge as well as our experience in public transit planning and transit feasibility studies. We have completed feasibility studies for small-size communities such as Niagara-on-the-Lake, Bracebridge, Brant County and the municipalities of Victoria County and Truro/Colchester in Nova Scotia as well as others. The feasibility study completed by IBI Group in Niagara-on-the- Lake led to the Town introducing a transit service which we assisted with later on. Our team includes Leger, a well-regarded customer survey and research firm, to help us gauge the general public’s attitude towards public transit in Grimsby. Our proposed Project Manager, Chris Prentice, is a well-regarded transit professional with over 40 years of experience in transit planning, operations and management. As a manager of several municipal transit systems in the past, including Welland Transit in the Niagara Region, he understands the issues and sensitivities surrounding the question of the feasibility of transit in a small community. We thank you for the opportunity to submit this proposal, and look forward to your consideration of our qualifications and approach. Should you have any questions regarding our proposal, please do not hesitate to contact Chris Prentice at 416-596-1930, ext 61280 or by email at [email protected]. Yours truly, IBI GROUP Brian Hollingworth Chris Prentice Director Senior Associate IBI Group Professional Services (Canada) Inc. is a member of the IBI Group of companies Page 86 of 214 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby Table of Contents 1 Project Understanding ...... 1 2 Study Approach/Work Plan ...... 2 2.1 Phase 1: Project Initiation ...... 2 2.2 Phase 2: Peer Review of Comparable Communities ...... 3 2.3 Phase 3: Transit Focus Groups ...... 4 2.4 Phase 4: Transportation Demand Analysis ...... 4 2.5 Phase 5: Business Model and Governance Structure ...... 5 2.6 Conceptual Design ...... 6 2.7 Phase 7: Financial Plan ...... 7 2.8 Phase 8: Project Completion ...... 7 2.9 Phase 9: Adoption and Communication ...... 7 3 Schedule ...... 8 4 Budget ...... 8 5 Corporate Qualifications ...... 10 5.1 IBI Group ...... 10 5.2 Leger ...... 12 5.3 Contact Information ...... 12 5.4 Client References ...... 12 6 Consulting Team ...... 15 6.1 Project Management Team...... 15 Project Management Approach ...... 15 6.2 Technical Team ...... 16 7 Value-Added Services ...... 17 8 Conflict of Interest ...... 17 June 13, 2016 i Page 87 of 214 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby Table of Contents (Continued) Appendix A – Resumes...... 18 Appendix B – Corporate Qualifications...... 30 June 13, 2016 Page 88 of 214 ii IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 1 Project Understanding The Town of Grimsby, with a population today of around 27,000 residents, has grown progressively over the past number of years into a vibrant community. It is project to grow to 33,000 by 2031. The Town is located on the shores of Lake Ontario half way between Hamilton and St. Catharines in the Niagara Region. Given its current population and projected growth as well as the planned extension of GO train service to include a station in Grimsby as well as the presence of transit services in other similar size communities in Ontario and extensive transit services in Hamilton and St. Catharines, there is strong interest on the part of the Town and its residents to investigate the feasibility of introducing a public transit service within the Town. As a result and on the basis of resolutions passed by Town Council in August 2015, the Town wishes to take the next step and investigate the feasibility of introducing a transit service on the basis of demand and service design, delivery options and cost so that an informed decision can be made whether or not to introduce a transit service in the town. The key issues to be addressed by this study are: What is the need in the community? What would the service look like, where would it operate, when would it operate, what would be the service levels? What are the service options to meet the need? What are the governance, organizational, staffing and operating options to deliver the service? What funding sources are available? To address these issues, the study will quantify the needs for service in Grimsby in terms of levels of use (ridership) estimates, travel demand (linkages between key origin and destination points within the town), look at the experience in similar communities and lessons learned, develop service concept options with preliminary costs estimates, assess the options, select a preferred alternative and then, if feasible and supported by Council and the community, develop a service and operating plan with 5 year operating and capital cost budgets, and an implementation plan. Defining what constitutes “feasibility” will be a key consideration. The basis for making this determination would be defined by Town Council but may include the following considerations: An estimate of the demand for the service and an appreciation of the needs of the community; An understanding of potential transit service designs that would best meet demand and community needs; Operational/service delivery options including Town-operated, contracted, operation by neighbouring municipalities (Hamilton, St. Catharines) or a future option of operation by the Region should the Region become more actively involved and responsible for transit services; and The capital and on-going operating costs to provide the service for each service option. In the end, Town Council will decide whether the provision of a public transit service should be a core municipal service or not after balancing community needs, benefits and costs. The process and work plan to reach this decision will involve research and analysis of available travel and demographic data, a peer review to learn from the experience of other municipalities, June 13, 2016 Page 89 of 214 1 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby an understanding of the various operational, funding and legal issues related to public transit, preparation of a preliminary service concept and then consideration of suitable service delivery models, options and costs. Consultation with stakeholders including Town Council will be fundamental to reaching an informed decision. 2 Study Approach/Work Plan 2.1 Phase 1: Project Initiation Pre-Initiation Meeting Upon receipt of notice to proceed, we will schedule a pre-initiation meeting or phone call with the designated contact at the Town Planning Department to confirm project administration requirements, the study work plan, budget, and study schedule. We will use this opportunity to discuss with Town staff the availability of relevant background materials including policies, reports, population and employment projections, major trip generators, travel patterns, development plans, GIS data, and other documents that are required to complete the project. We will review the background materials as input into the identification of needs and opportunities – as well as input for the first round of Public Open Houses. Study Initiation Meeting and Site Tour A formal study initiation meeting with the Transit Investigation Committee (Meeting #1) will take place soon after the pre-initiation meeting. This meeting will provide an opportunity for the consulting team to confirm study objectives with members of the transit committee, as well as to solicit their input on key considerations and issues that the consulting team should be aware of. Following this meeting, the consulting team will spend time gaining a more in-depth understanding of the community by visiting all parts of the Town and surrounding area, including the residential, commercial, and employment areas – ideally with Town staff. Public Open House #1 The consulting team will hold two Public Open House meetings during the course of this study to solicit input from the general public. Per the study requirements outlined in the RFP, an open house will be held at the outset of this study to discuss needs and justifications for establishing a public transit system in Grimsby. The meeting materials will be based on a combination of the consulting team’s review of relevant background information, as well as the list of questions outlined in the RFP. We will seek input from to identify a location and suitable dates for the open house, as well as to develop appropriate media notices for the event. The cost of renting the venue and posting media advertisements would be the responsibility of the Town. Comments received from the public will be documented in a summary report, which will be shared with Town staff as well as the Transit Investigation Committee. Input received at the open house will be considered and incorporated, as appropriate, in the analysis of transportation demand (Phase 4) as well as the development of a conceptual service design (Phase 5). Household Telephone Survey A key research activity and basis for determining need and justification will be a household telephone survey. This will be designed and implemented by Leger, our partner for this study. The primary objectives of the telephone survey will be (1) to determine whether or not there is a need for public transit in Grimsby, and (2) to understand reasonable levels of service anticipated June 13, 2016 Page 90 of 214 2 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby by members of public. Due to the population size in Grimsby, a total sample of 300 completed responses is recommended to provide a thorough snapshot of the views of the residents in Grimsby. The telephone survey is intended to be a statistical based survey as opposed to a “public opinion” survey. The survey will be 9 minutes in length with approximately 25 questions in total. Leger’s team of research interviewers will conduct all phone calls, and a PowerPoint report will be prepared by Leger to summarize survey results at an overall level as well as to highlight key analytics in sub-categories. Should there be a need to conduct additional qualitative interviews in addition to the telephone survey, Leger could recruit and conduct one-on-one telephone interviews with key stakeholders in Grimsby. The cost per interview would depend on the difficulty of recruitment and whether or not there would be an incentive provided. An average unit cost per respondent has been included in the proposed budget as an optional item. Online Survey In addition to the telephone survey, we propose setting up through the Town’s website an online survey in order to provide a broader opportunity for the public to provide comment and input to the study. We have used the web survey approach with success in other studies including Niagara- on-the-Lake, Bracebridge, Victoria County and Woodstock. Although the results may not be as statistically significant compared to telephone survey and may not represent the entire population, the data gathered from online survey can provide a good snapshot of people’s opinions on the need and potential use of a transit service. 2.2 Phase 2: Peer Review of Comparable Communities Although every municipality has its own characteristics and dynamics, there are similarities with regard to transportation needs and travel patterns. A peer review will provide an overview of the experience in similar size communities as a benchmark for predicting what might occur in Grimsby. We will conduct an environmental scan of 5 or 6 comparably sized municipalities from across Ontario or Canada, to be selected in consultation with Town staff, which have considered or have implemented a public transit system. These would include, for example, Niagara-on-the-Lake, Bracebridge, Huntsville, Norfolk County, Fort Erie and Bradford. This review will be contextualized by a variety of evaluation criteria that will be prepared by the consulting team and reviewed by Town staff. The peer review will include comparisons of the types of service provided, the service levels considered, the service delivery model, and the outcome or current status of their transit initiative. For jurisdictions where data is available, we will also review their ridership, service levels, utilization (boardings/service hour), fare structure and revenues, and key performance indicators (KPIs). From the peer review, we will identify best practices in transit service delivery, operations, customer service, and organization and staffing which will provide important input to the rest of this transit investigation study. With regard to Bradford as a peer municipality, we understand that staff from the Town of Bradford West Gwillimbury came to Grimsby on April 21, 2016 to share their experience with their recently- launched mini-bus system. The Town of Innisfil recently conducted its own transit feasibility study as well but Council decided not to pursue the fixed-route model recommended by the consultant; instead, Council chose to pursue options with ride-hailing service providers. We believe that both jurisdictions will serve as good local examples for Grimsby to learn from, in addition to other communities in Ontario and elsewhere. June 13, 2016 Page 91 of 214 3 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 2.3 Phase 3: Transit Focus Groups We feel that it will be critical to a successful outcome by obtaining input from key community stakeholders early on in the project to discuss their visions, ideas, concerns, and suggestions regarding the establishment of a transit system for Grimsby. This forum will bring together, by invitation, specific community leaders comprised of representatives of the local social service and health care agency, seniors organization, school officials, student and youth representatives, business (e.g. Grimsby Downtown Business Improvement Area), hotels, active transportation groups. We will work with Town staff to identify specific contacts in these organizations as well as priority stakeholders to ensure that there are no exclusions. We will maintain contacts with these stakeholders will be maintained throughout the study through meetings as well as e-mail updates on progress. We will meet with this group shortly after project initiation to obtain their initial input, and then again prior to the completion of the study to present our draft conclusions for comment. 2.4 Phase 4: Transportation Demand Analysis Determining who might use public transit or what the potential “market” might be is fundamental to making an informed decision on what is feasible in terms of transit service in its various applications and capacities. Drawing on results from the Phase 1 study initiation tasks, the Phase 2 peer review, as well as the Phase 3 Focus Group consultation, we will supplement the information received with an additional research to determine the demand for transit and potential ridership. An analysis of the existing and future demographic and socio-economic characteristics in Grimsby will be carried out, using available planning data including future growth and development plans, the 2011 National Household Survey, and any available transportation travel demand information (e.g. the on-going Niagara Region Transportation Master Plan Update) in order to formulate an estimate of the number of trips likely to be taken on public transit. Demographic information will be portrayed in GIS-based maps depicting the spatial distribution of populations having similar demographic characteristics. Specific aspects or features of Grimsby will be considered including identification and location of key trip generators, origin-destinations, and primary growth areas. Combined with findings from previous phases, a complete picture of the needs and justification for a municipal public transit system in Grimsby will emerge. Interim Report and Presentation #1: At the end of Phase 4, the consulting team will produce an Interim Technical Report to the Transit Investigation Committee. The report will summarize the findings from the demand analysis, as well as the other tasks that have been identified up to this point of the study. Key highlights from the report will be presented to the Transit Investigation Committee (Meeting #2), Administration and Finance, as well as the Town Council. June 13, 2016 Page 92 of 214 4 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 2.5 Phase 5: Business Model and Governance Structure The long list of business and transit governance models identified in the RFP will be reviewed and assessed for their applicability, in the Grimsby context. This task will be carried out in collaboration with the development of transit directions from the Niagara Region Transportation Master Plan Update, as well as the Niagara Transit Service Delivery and Governance Review, both of which are currently underway and led by Niagara Region. For each of the business models outlined in the RFP, we will identify and discuss the typical requirements for management structure, oversight responsibilities, and staffing based on our experience in transit management and operations. The most suitable models for Grimsby will be recommended and carried forward into the conceptual design phase of this study – providing the basis for service concept alternatives. The emergence of a ride-hailing marketplace, driven by a number of private transportation network companies, is creating a new set of mobility choices available to users while filling in some gaps in the transportation system. These service providers are having an impact on the traditional transportation service models such as the taxi industry and, to some degree, public transit providers. The ride-hailing industry offers competitive advantages from the user perspective. Several smaller communities and suburban areas of larger transit agencies are now exploring the possibility of partnering with these private companies to provide, or enhance, service to areas that do not warrant a fixed route service. Ride request, ride dispatching, routing logistics, and payment are all automated through mobile or web based applications which make these services efficient and user friendly. We believe that a review of potential business models must consider the potential impacts and opportunities associated with this emergent industry. Funding Options With significant growth expected to occur in Grimsby over the next decade, there will be an opportunity use development charges to help fund a sustainable transportation system. In addition to locally sourced funding, the Province of Ontario has committed $15 billion to public transit projects outside the Greater Toronto and Hamilton Area (GTHA) as part of the Moving Ontario Forward initiative. The Government of Canada, in its 2016 Budget, announced a two phase infrastructure program that will see $20 billion invested into transformational public transit infrastructure over the next decade. Phase 1 (2016-2018) includes an investment of $3.4 billion under the Public Transit Infrastructure Fund (PTIF) in short-term capital repair investments prioritized toward municipal public transit infrastructure. This represents another opportunity to fund a transit system in Grimsby, should the analysis and the results of this study justify it. Presentation #2: Per the study requirements outlined in the RFP, the consulting team will conduct a meeting with the Transit Investigation Committee (Meeting #3) to present its findings on the review of potential transit business models and governance structure. June 13, 2016 Page 93 of 214 5 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 2.6 Conceptual Design The development and evaluation of conceptual design alternatives will be undertaken in parallel with the development of a Financial Plan in Phase 7, as the costs associated with routing and service hours will be part of the evaluation of the preferred alternative in Phase 6. Development of potential service options will draw on our knowledge of innovative approaches used in other jurisdictions and, particularly, the research work we have done for the Canadian Urban Transit Association with regard to alternative transit services. The range of options will be directly based on the business models identified and recommended in Phase 5 of this study. The options to be considered will include, but not limited to, the following: Traditional fixed-route transit using small or large buses; Demand-responsive transit (i.e. dial-a-ride or mobile/web based ride-hailing); Flexible routings where fixed-route services can make deviations upon request; and Community transportation services (special routes designed for specific markets, such as seniors or people with disabilities, which can complement other services). These service options will also include consideration for persons with disabilities with the intent to improve mobility for all Grimsby residents. In addition, integration with GO Transit services will be a major consideration as a result of the Province of Ontario’s commitment in 2015 to extend the existing GO rail service through Grimsby – including a potential station in Grimsby. From the long list above, we will conduct an initial screening analysis based on key objectives and operating parameters to shortlist the options to those with the most potential for application in Grimsby. For the short-listed options, we will define the system characteristics for each option consisting of the following: Route structure options for linking the community including key destinations and focal points; Service levels, such as hours of service, service frequencies; Fare policies, fare prices, and cost recovery targets; Infrastructure requirements (e.g. bus stops, shelters, buses, garage/maintenance facilities). For buses, we will outline the vehicle options and related costs; Integration or connections with Hamilton Street Railway (HSR), Niagara Region Transit, and GO Transit services (bus and rail); Potential service providers and other partners including contracting with transportation network companies, or neighbouring jurisdictions, such as Hamilton Based on our past experience in other municipalities, we believe that the net cost to the municipality – the financial “investment” required to introduce a transit service – will be the major determinant in deciding whether or not to introduce a service. Therefore, our approach to assessing each of the short-listed options will be to compare the “value” of the transit service and associated costs against the benefits to the municipality, its vision, policy objectives and priorities. Each short-listed option will be assessed according to the following parameters to identify the one(s) that will bring the most benefits to residents in Grimsby: Ridership potential as well as Potential to meet overall transportation objectives; Social benefits – ability to meet travel needs of various markets, quality of life; June 13, 2016 Page 94 of 214 6 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby Economic benefits – access to employment, attractiveness to employers; Consistency with Town and Regional transportation policies and priorities; Integration with other transit networks in and around the Region; Ease of implementation, administration and operation; and Cost effectiveness, including both operating and capital costs. The pros and cons of each option will be assessed and a preferred option suitable for implementation will be identified – with a description of the recommended service concept, ridership estimate, estimated costs (capital and operating), infrastructure requirements (bus stops and bus stop amenities), vehicle requirements, and organizational needs. Presentation #3: The consulting team’s findings and draft recommendations from the conceptual design analysis will be presented to the Transit Investigation Committee in a meeting (Meeting #4). 2.7 Phase 7: Financial Plan In conjunction with Phase 6 Conceptual Design, the consulting team will prepare a five-year, high- level financial plan outlining the estimated annual capital and operating costs associated with the recommended service design concept. The financial plan will include start-up cost (e.g. vehicles, bus stops, customer service, marketing and promotional initiatives), projected ridership, fare revenue, gross operating expense, and net operating cost based on reasonable assumptions on fares and government funding. The required investment by the Town will be identified specifically. Depending on the recommended business model and the service design concept, the financial plan may also include recommendations on the appropriate non-fare funding support for the transit system including Provincial/Federal government grants, gas tax, advertising revenue, sponsorship opportunities, as well as other municipal investments needed to meet the financial targets. Presentation #4: The draft Financial Plan for the preferred business model and service concept will be presented to the Transit Investigation Committee in a meeting (Meeting #5). 2.8 Phase 8: Project Completion Prior to completing a final report for this assignment, the consulting team will conduct a second public open house (Public Open House #2) to present the study findings and recommendations for a preferred public transit solution for Grimsby. Comments received, where appropriate, will be incorporated into the final report for presentation to Council. Upon completion of the second public open house, the consulting team will prepare a draft report that documents key findings from all phases of this assignment. The draft report will be submitted to Town staff and the Transit Investigation Committee for review. Comments and suggestions received will be incorporated into the final report which will be submitted to the Administration and Finance Committee and Council for review. Final Report and Presentation: The consulting team will prepare and submit a final report to the Transit Investigation Committee, the Administration and Finance Committee, as well as Town Council for review. The final report will include all project findings and recommendations. 2.9 Phase 9: Adoption and Communication Any further revisions required as a result of Council’s review during Phase 8 will be incorporated into a “revised” final report by the consulting team for Council’s adoption. June 13, 2016 Page 95 of 214 7 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 3 Schedule Exhibit 1 presents our projected timeline and milestones for completing this assignment. Assuming contract award by mid-July and study kick-off by early August, we anticipate submission of the Interim Report by the end of October 2016 (completion of Phase 4), submission of the Final Report by the end of January 2017 for Council review (completion of Phase 8), and adoption/approval by Council by February 2017. These tentative dates are subject to the timing of meetings, feedback on the Interim Report, and allowing for the Christmas/New Year’s holiday break. We have planned on five formal meetings with the Transit Investigation Committee, four meetings with the Focus Group, two Public Open House meetings, and two meetings with Town Council. In addition to the formal meetings, we will consult regularly with Town staff by email and telephone. 4 Budget Exhibit 2 presents our estimated budget to conduct this study in accordance with our work plan. It includes a cost breakdown by Phase and hourly cost for each team member. It identifies a flat rate fee for each additional meeting as well the unit cost for an optional qualitative survey as noted in our work plan. Our total budget is $49,833 (not including HST) consisting of time and material fees of $34,833 plus expenses of $15,000.00 including $12,000 for the telephone survey, $2,000 for the web survey and $1,000 for travel and miscellaneous. The additional consultation meetings as well as attendance at OMB/Courts/Tribunal hearings would have a cost of $700 and $1,500 per meeting respectively on the basis of a half day meeting each and review and analysis of information required prior to each meeting. These amounts are excluded from our budget above. We are prepared to review and revise our work plan and budget with the Town to ensure it best suits the priority needs of the Town. June 13, 2016 Page 96 of 214 8 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby EXHIBIT 1: Transit Investigation Study Schedule 2016 2017 TASKS July August September October November December January February 0. Project Management 1. Project Initiation 2. Review of Comparable Communities 3. Transit Focus Groups 4. Transportation Demand Analysis 5. Business Model and Governance Structure 6. Conceptual Design 7. Financial Plan 8. Project Completion (Final Report) 9. Adoption and Communication Contract Award Pre-Initiation Meeting Transit Investigation Committee Meeting/Presentation Public Open House Meeting Draft Deliverable Interim/Final Deliverable Task Duration Project Completion Council Meeting EXHIBIT 2: Transit Investigation Study Proposed Budget Support Tasks Team Member: B. Hollingworth C. Prentice D. Forsey S. Wilks Total Staff Total Fees Hours Hourly Rate $250 $200 $110 $180 $65 0. Project Management 22.5 22.5 $ 4,500 1. Project Initiation 7.5 15 3.5 3.5 29.5 $ 4,008 2. Review of Comparable Communities 3.5 7.5 3.5 14.5 $ 2,155 3. Transit Focus Groups 15 7.5 22.5 $ 3,488 4. Transportation Demand Analysis 3.5 3.5 15 7.5 29.5 $ 3,713 5. Business Model and Governance Structure 7.5 7.5 15 $ 2,850 6. Conceptual Design 7.5 30 7.5 45 $ 5,288 7. Financial Plan 7.5 3.5 11 $ 1,885 8. Project Completion (Final Report) 3.5 7.5 15 7.5 7.5 41 $ 5,863 9. Adoption and Communication 3.5 3.5 7 $ 1,085 Total Hours 7 85.5 89.5 22 33.5 237.5 Total Fees $ 34,833 Travel, misc $ 1,000 Leger - Telephone Survey $ 12,000 Online Survey $ 2,000 Total Fees and Expenses (Without Tax) $ 49,833 Additional Cost Items: Qualitative Interviews $500/respondent Additional Meeting $700/meeting OMB Hearing, Courts, Tribunals $1,500/meeting June 13, 2016 Page 97 of 214 9 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 5 Corporate Qualifications IBI Group is uniquely qualified to undertake this transit investigation study for the Town of Grimsby. We are pleased to have the research and marketing group, Leger, on our team to provide the important market research specialty. IBI Group and Leger have collaborated on numerous projects. IBI Group has conducted similar transit feasibility studies as well as various transit operational reviews, alternative transit service development plans, business plans, public outreach and stakeholder consultation assignments for a wide range of clients across Canada for over 30 years, most recently for the Municipality of Victoria County in Nova Scotia, the Town of Niagara-on-the- Lake, the Town of Truro and County of Colchester in Nova Scotia and the Town of Bracebridge. For the Town of Niagara-on-the-Lake, following the feasibility study completed by IBI Group, we were retained by the Town to further develop and implement the recommended public transit service. In addition, we have strong local knowledge of the area through our current work for Niagara Region to update its Transportation Master Plan, which includes the development of a regional transit network. 5.1 IBI Group IBI Group is an international, multi-disciplinary consulting firm providing transportation and transit planning, intelligent transportation systems planning, urban planning, engineering and design, and architectural services to the public and private sectors. IBI Group was established in 1974, and has since expanded to employ over 2,700 individuals in offices across the United States, Canada, Europe and the Middle East. All of the firm’s directors (principals) take an active part in projects and take ultimate responsibility for a high level of client satisfaction. From its inception, IBI Group has continued to base the focus of its practice on the interaction between transportation systems analysis, facilities design, and land use planning. Transit related projects have been a major part of the practice. The practice spans all modes including municipal transit and demand-responsive paratransit/specialized transit systems, light rail and bus rapid transit stems, and intercity commuter rail, bus and marine systems. Our transit practice has a long track record of planning and designing effective, field-proven fixed- route and demand-responsive public transportation systems through public outreach, market research, performance analysis, and strategic visioning. We have provided our transit consulting services to over 50 public and private transit agencies in Canada, the United States, Europe and the Middle East. Our consulting services include: Strategic Planning: investigation of market trends and needs, analysis of performance shortfalls and improvement options, rationalization of investment decisions and financial structures, investigation of corporate relationships and responsibilities, reviews of corporate goals and targets, development of strategic plans, implementation strategies, and associated corporate policies to guide decision making in the planning of services, facilities and operations; Service Planning: ridership surveys and public outreach programs, analysis of service performance and market penetration, development of service standards and warrants, evaluation of route structures and service levels, planning of routes and frequencies, estimates of ridership and June 13, 2016 Page 98 of 214 10 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby revenues, forecasts of service requirements and costs, development of short-range service policies, plans and budgets; Operations Planning: staff surveys and focus groups, analysis of the performance and productivity of vehicle and manpower resources and practices in transportation and maintenance, development of performance indicators and targets, evaluation of management and training practices, evaluation of information systems and procedures, forecasts of operating requirements and costs, development of short- range operating policies, plans and budgets; Physical Planning/Design/Architecture/Engineering: planning, design, architecture and engineering services for the full range of transit facilities, alternatives analysis of major public transportation modes, route and alignment studies, functional analysis of garage and passenger facilities, economic and environmental impact assessments, requirements analysis of intelligent information systems for services and operations, investigation of vehicle requirements and replacement strategies, preparation of design guidelines for transit oriented development, development of staging plans and capital cost estimates; Fare Planning: passenger classification and pass utilization surveys, user cost/user travel characteristics, analysis of pricing policies and fare equity, evaluation of fare system security and fare monitoring technologies, evaluation of fare structure/ media and pricing alternatives including concession fares, preparation of design guidelines for fare collection and security systems, development of revenue policies, and fare system staging plans and budgets. Transit Technology: needs analysis and peer review, system conceptual design, specifications development and procurement and implementation support for advanced transit management and passenger information systems including computer-aided dispatch/automatic vehicle location (CAD/AVL), vehicle monitoring, passenger counters, stop annunciators, variable message signs, multimedia traveler information systems, transit signal priority, fixed-route scheduling, paratransit scheduling/dispatch, security and surveillance systems, communications, and fare collection. Bus Rapid Transit Planning and Design: virtually all skill sets required to take a BRT from white paper to operations – service and operations planning, alternatives analysis, demand forecasting, cost estimating, conceptual through final design and implementation support of all BRT elements including vehicles, running-way, stations, urban design, passenger information systems, fare collection and management systems, transit system priority. Transit-Oriented Development: creation of policy documents on the design and program elements that best promote transit orientation, station area plans, neighborhood designs, and market assessments. In considering a consulting team for this study, a key advantage of the IBI Group team is that we can provide consistent advice and expertise not only for the current assignment but in future as the study recommendations move forward towards implementation. June 13, 2016 Page 99 of 214 11 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 5.2 Leger Founded in 1986, Leger is Canada’s largest independent full-service research firm, with over 600 employees in Montreal, Quebec City, Toronto, Edmonton and Calgary in Canada, and Philadelphia in the United States. Our research capabilities span across every dimension of the marketplace and opinion landscape, as we conduct online, telephone and in-person quantitative and qualitative research on behalf of an extensive array of public and private sector clients on a local, national, and global scale. Since the company’s inception almost 30 years ago, Leger has investigated almost every major market and social policy issue facing the public, corporations and governments. Our vast institutional memory, expertise, experience, and capacity have earned us a reputation for delivering on strategic, actionable advice and interpretation based upon high-quality and accurate results – and, when necessary, we have done so within rapid, unsurpassed turnaround timelines. Leger has obtained "Gold Seal" certification from the Marketing Research and Intelligence Association (MRIA), the leading professional marketing association in Canada. Gold Seal certification is obtained following an audit of the company's quality control and business procedures by Deloitte. Leger obtained Quality Certification in 2006 and was successfully re-certified within the past two years. Leger is also a member of ESOMAR. ESOMAR is the international association of public opinion and market research professionals. Its code of ethical practice is reviewed frequently to ensure that representatives respect respondent privacy, regardless of the techniques or technologies used to conduct the research. As a member, Leger meets or exceeds the standards for marketing research created by ESOMAR. These standards are consistent with ISO Standards for marketing research. The World Association of Public Opinion Research is a professional organization of over 400 individuals working in the business or education sectors of over 50 countries. The annual conferences organized by this association allow members to share information on public opinion research as well as exchange publications, allowing members to discuss new research methods. Leger is a member of WAPOR. 5.3 Contact Information The company name, address and contact information for this proposal submission is: IBI GROUP 55 St. Clair Avenue West, 7th Floor Toronto, Ontario M4V 2Y7 Telephone: 416-596-1930 Contact: Mr. Brian Hollingworth, Director Email: [email protected] 5.4 Client References IBI GROUP The following projects are representative of work of similar size and scope that we have undertaken within the past few years. Our proposed project manager, Chris Prentice, was responsible for each of these projects which also involved most of our team members. We invite you to contact the persons noted to confirm our ability to undertake this assignment for the Town. Also included in our Corporate Qualifications (Appendix B) is information regarding transit studies June 13, 2016 Page 100 of 214 12 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby we have completed for Hamilton and Niagara Falls to further illustrate our experience in the Niagara Region and with Grimsby’s municipal partners. Transit Feasibility Study, Municipality of Victoria County, NS IBI Group was retained by the Municipality of Victoria County to determine the feasibility of introducing public transit service in the county. Located on Cape Breton Island, the County is large with spectacular beauty but with a small population of some 7,100 people located primarily along the Cabot Trail. The key objectives of the project were to assess the demand for a public transit service, to identify the major travel origins and destinations, to identify and evaluate transit service options, and to make recommendations to Municipal Council on a way forward to address the identified needs. Developing suitable and viable transit service options was a challenge given the size of the County, the aging population and the dispersed settlement areas. The study recommended a community-based, demand-response service using local resources coordinated by the County. Contact: Mr. Fraser Patterson, Deputy Warden, Municipality of Victoria County. Tel. 902-674- 2703. [email protected]. Transit Needs Survey and Feasibility Study, Niagara-on-the-Lake, ON IBI Group undertook a detailed assessment of the transit needs for this historic, tourist-oriented community in the Niagara Region. The study included a telephone survey, web survey and extensive stakeholder consultation as well as analysis of transportation data to determine user needs and travel patterns. Transit service options with details of operational, funding and other issues were prepared for consideration by Town Council. The Town retained IBI Group to assist them with preparing an RFP and contract documents to implement a transit service which commenced operation April 1, 2012. Contact: Ms. Marci Weston, Engineering Technologist, Town of Niagara-on-the-Lake. Tel: 905- 468-3278, [email protected]. Transit Feasibility Study, Town of Bracebridge, ON IBI Group conducted an assessment of the feasibility of establishing a public transit service in this town of 16,000. The assessment included stakeholder consultation, analysis and research of peer group experience, preparation of ridership estimates as well as service concepts with multi-year costs. A service and implementation plan identified key operational and administrative considerations was prepared for consideration by Town Council. A key element was designing a suitable service tailored to the needs of the Town’s geography as well as identifying how the needs of people with disabilities could be served in light of the dictates of human rights and Ontario disability legislation. Contact: Mr. John Sisson, Chief Administration Officer, Town of Bracebridge. Tel: 705-645-5264, ext. 229, [email protected]. Regional Transit Feasibility Study, Town of Truro and County of Colchester, NS In 2011, we completed an assessment of the need for a regional public transit service in Truro and the surrounding County in Nova Scotia. The scope of work included stakeholder consultation, analysis of demand and travel patterns, preparation of transit service options and cost estimates, governance and organization review, funding options and preparation of a justification report with a service and operations plan, a financial plan and an implementation plan. Contact: Mr. Jason Fox, Director of Planning, Town of Truro. Tel: 902-893-6085, [email protected]. Transit Feasibility Study, Towns of Paradise and Conception Bay South, NL IBI Group was retained by the two towns to assess the feasibility of introducing a public transit service in each town either jointly or individually. The study approach was conducted in two June 13, 2016 Page 101 of 214 13 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby phases: 1 – a preliminary analysis of transit feasibility; and, 2 – development of a Business Plan for the preferred alternative. The tasks in Phase 1 included extensive stakeholder consultation, development of demand estimates, a peer review, identification and evaluation of transit service strategy alternatives and the preparation of preliminary costs. Phase 2 involved preparation of business plan with service design, costs and implementation strategy for preferred alternative. Contact: Mr. Keith Arns, Chief Administrative Officer, Town of Conception Bay South. Tel: 709- 834-6500, [email protected]. Transit Improvement Study and Feasibility Study, County of Brant, ON This study assessed the need for public transit service within the community of Paris, for links between Paris and the City of Brantford and opportunities to utilize existing taxi services. Activities included stakeholder consultation, a review of service options, the preparation of a service protocol for taxi providers and a plan for promoting transit service choices to residents and businesses. Contact: Mr. David Johnston, General Manager of Economic Development and Strategic Investment, County of Brant., Tel: 519-442-6324, ext. 3010, [email protected]. Leger Metrolinx Contact information: Trina Melatti, Manager, Communications, Toronto Transit Projects, (416) 874-5900, [email protected] Leger conducted a targeted survey of Toronto residents who live in FSAs neighbouring the on- going Eglinton Crosstown transit project. The project was conducted via a hybrid methodology – online and telephone – with n=1001 respondents. Residents were surveyed on their knowledge of, and support for, the Crosstown project, the impact construction was having on their local shopping and spending habits, and their relationship with their local Business Improvement Areas (BIAs). In addition to a report, results from this project were presented both to Metrolinx staff and at a town hall meeting of BIA representatives. Niagara Health System Contact information: Brady Wood, Chief Communications Officer, 905-378-4647 x43111, [email protected] Leger conducted a telephone survey of n=1000 residents in communities being served by the Niagara Health System in order to determine awareness, knowledge, perceptions as well as continuing to trend the reputation score of the Niagara Health System. We worked closely with NHS to develop a questionnaire, then managed the project in field, analyzed the data and created a report. Leger has worked with IBI Group to conduct telephone surveys as part of the Niagara-on-the-Lake transit study and recently for the current transit study in Brantford. June 13, 2016 Page 102 of 214 14 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 6 Consulting Team For this assignment, we are pleased to provide a team of highly qualified consulting professionals who have broad experience in preparing transit master plans, service planning and operations, market research, stakeholder consultation/community engagement, fleet and transit terminal reviews, transportation demand management, and financial and fare systems planning. 6.1 Project Management Team Chris Prentice, Senior Associate with IBI Group, will be Project Manager and will be the primary point of contact. He will be involved in all aspects of the assignment, including stakeholder consultation, presentations to committees and Council, as well as preparation of reports. Chris has over 40 years’ experience in public transit as a transit manager and as a consultant. He brings a wide range of knowledge and expertise in transit planning, management and operations. Chris recently managed the transit feasibility studies in Victoria County, Niagara-on-the-Lake, the Town of Bracebridge and Truro/Colchester. He worked with Niagara-on-the-Lake Council and staff to implement their new service in 2012 as an outcome of the feasibility study. He recently completed a transit review for the City of Sarnia, the Town of Cobourg and has been project manager for a number of other transit studies in Woodstock, Brantford, Stratford, Mississauga, Hamilton, Niagara Falls and elsewhere. Chris is a past member of the board of Directors of the Ontario Public Transit Association and is Chair of the Canadian Urban Transit Association’s Awards Committee. Brian Hollingworth, Director of IBI Group, has broad ranging experience in transit and transportation planning and will be Project Director. As Director, Brian will have overall corporate responsibility as well as strategic input at various stages of the study. Brian will work jointly with Chris Prentice with respect to the overall management of the project, stakeholder relations and client interface. Brian has extensive experience in leading large transportation planning and transit projects and is very adept at managing the complex and often political aspects of these studies. In the past five years, Brian has successfully completed major transportation master plans for the City of Ottawa (unanimously approved by Council in November 2013), City of Winnipeg, Capital Region District of Victoria and Regina. All of these plans have had a major transit focus and involved extensive public consultation and council interaction. Brian has also served as the director for the Mississauga (MiWay) Transit Review, Hamilton Transit Operations Study, and Niagara Falls Transit Business Plan Study, as well as numerous reviews for smaller systems. Project Management Approach The study will be guided by the project schedule with IBI Group’s project manager having overall responsibility for the conduct of the study, consulting team, and preparation of all meeting materials and reports. IBI Group will develop and provide Town staff with an agenda for each meeting, as well as preparing meeting summaries and identifying next steps. In addition to formal project meetings, our project manager will communicate regularly with the designated Town staff assigned to this study. Any potential changes to project scope, schedule and budget, if necessary, will be communicated verbally and in writing to the designated Town staff. Any scope changes will be identified and agreed to before undertaking the work. Following the approval of the change, the corresponding updates to the project schedule and budget will be made. Internal tracking of the project will be done on a monthly basis through internal progress meetings of consulting team members so that problems are identified and addressed immediately. Any issues having major impacts on the schedule will be communicated to the designated Town staff immediately along with the recommended course of action to address the problem. June 13, 2016 Page 103 of 214 15 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 6.2 Technical Team David Forsey is a Transit and Transportation Planner within IBI Group’s transit practice specializing in transportation planning and modeling. He is equally adept at qualitative and quantitative analysis, David’s strength lies in his ability to identify and understand complex transportation patterns and leverage them to develop innovative solutions. This particular skill has proved useful in developing expertise in travel forecasting and transportation planning, two fields in which he has considerable experience. Recent assignments include the City of Ottawa’s Transportation Master Plan, lead transit analyst for the Columbus, Ohio transit network review and for the MiWay Five service plan. He was responsible for the system analysis and development of route network options for the Cobourg Transit review, the Woodstock Transit Operational Review, and, currently, the Stratford Transit Service Review. Dave also conducted the demand analysis and service options analysis for the Brantford GO Business Case Study. For this assignment, David will assist Chris Prentice in with technical tasks including demand analysis, the development of conceptual alternatives, and the evaluation of the alternatives. Steve Wilks, Senior Associate with IBI Group, has more than 30 years of experience in the planning and operation of paratransit services including the management of specialized transit for the elderly and disability communities. This includes close to ten years with public transit agencies and has a solid understanding of management strategies and the functional requirements of administration, operations and service delivery. Complementing this is experience in strategic, operational, service and policy planning. Steve has been responsible for transit and paratransit studies for communities throughout North America and the U.K. He recently completed reviews of specialized transit services in Woodstock, Stratford, Burlington, Niagara Falls and Halifax. For this assignment, Steve will provide advice on the accessibility requirements for the transit service options. June 13, 2016 Page 104 of 214 16 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby 7 Value-Added Services Although not requested in the RFP, we would like to outline how IBI Group can provide on-going support to the Town of Grimsby should a decision be taken to implement a transit service. The services we can offer include: Development of tender documents and a draft agreement for an RFP to contract the service, if necessary; Assistance with the evaluation of the responses to the RFP and selection of a qualified contractor, if necessary; Route, public timetable and bus driver scheduling for the transit service; Selection of bus stop and shelter locations and supervision of installation; Development of corporate image, marketing materials and promotion of the transit service; and Assistance with implementation of the service and development of management forms. Cost estimates for these additional professional services would depend on the needs and level of effort and can be provided once the scope of work to be undertaken is defined. 8 Conflict of Interest IBI Group knows of no potential conflicts of interest that would affect our ability to undertake this study in an unbiased manner. 17 June 13, 2016 Page 105 of 214 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby Appendix A – Resumes June 13, 2016 Page 106 of 214 18 IBI GROUP RESUME Agenda Item i) Brian Hollingworth P.ENG. Education Director M.A.Sc. (Transportation), University of Toronto, 1995 Mr. Hollingworth specializes in transportation and transit planning, B.Eng., (Civil Engineering), Ryerson University, ridership and revenue forecasting, sustainable transportation and traffic 1993 impacts and parking analyses. Experience 2008–Present Representative Experience IBI Group, Toronto, ON, Director 2006–2008 MiWay 5-Year Service Plan, City of Mississauga – Project Director for IBI Group, Toronto, ON, Associate Director this comprehensive review of Mississauga’s transit system. In addition to 1999–2006 assuming overall corporate responsibility, Mr. Hollingworth helped to IBI Group, Toronto, ON, Associate develop the very extensive and successful consultation program and 1995–1999 provided input on strategic alternatives. IBI Group, Transportation Planner and Engineer Metrolinx Fare and Service Integration – IBI Group has been extensively involved in Metrolinx’s Fare and Service integration initiative. Memberships This included the development of a strategic service structure plan for Professional Engineers Ontario Regional transit that seeks to overcome fare and service barriers. IBI Institute of Transportation Engineers, Past Group is now advising on fare structures to maximize the effectiveness President, Toronto Section Executive of major transit investments including Regional Express Rail. Mr. Transportation Association of Canada, Past Chair Hollingworth is leading all aspects of this assignment. of the Sustainable Transportation Standing Committee, member of the Urban Transportation Waterloo King-Victoria Multi-Modal Hub Preliminary Design – Council Project Director for a study to develop conceptual and preliminary site designs for Waterloo’s major transit hub. This hub is the intersect of commuter rail, LRT and intercity and local bus functions. Ottawa Transportation Master Plan 2013 Update – Project manager for the Ottawa TMP Update. This project involved updating transportation policies, evaluating alternative network scenarios and examining the affordability of different options. The project also identified the next phase of Ottawa’s rapid transit expansion plan. The TMP was approved unanimously by Council in November 2013. Niagara Transit Strategic Plan and Ridership Growth Strategy – Lead member of the project team responsible for developing a comprehensive plan for Niagara Transit’s fixed route and disabled transit services. For this project Mr. Hollingworth focused on the travel demand analysis as well as the development of transit-supportive policies and programs. Regina Transportation Master Plan – Project Director for a comprehensive multi-modal long range plan for the City of Regina to accommodate a forecast growth of 100,000 people. This study was conducted in two phases. Phase 1, now complete, focused on the policy framework and the development of a TDM plan. Phase 2 includes development of an overall Vision, network planning and an implementation plan. Hamilton Street Railway Operational Review – Project Director for this comprehensive review of transit services in Hamilton. The study included a major data collection exercise using state of the art GPS and hand held computer equipment, which was used to collect data on bus travel times, boarding and alighting, and fare media for all routes and runs operated by HSR. Page 1 – T/06.2016 ibigroup.com Page 107 of 214 IBI GROUP RESUME Brian HollingworthAgenda P.ENG. Item i) Metrolinx Mobility Hub Guidelines – Mr. Hollingworth was a key member of the team that developed these new guidelines for Metrolinx. Particular areas of focus included parking and loading as well as implementation guidelines. Intermodal Terminal Concepts Study – On behalf of the Greater Toronto Airports Authority, IBI Group undertook a study to determine the feasibility and best location for an intermodal passenger terminal on or adjacent to the airport property. A primary objective of this study was to assess options for transit connections into the airport and how services could be integrated to provide seamless travel. The impacts on development opportunities were also assessed. Mr. Hollingworth was the project manager for this study. Winnipeg Transportation Master Plan – IBI Group assisted the City of Winnipeg in developing a Vision for Sustainable Transportation as part of a larger community planning exercise. IBI Group was subsequently selected to develop the full Transportation Master Plan which is was approved by Council in October 2011. Brian Hollingworth was the Project Manager for the TMP. Greater Toronto and Hamilton Area Regional Transportation Plan – IBI Group prepared this major plan for the Greater Toronto Transportation Authority (Metrolinx). As an integral member of the IBI Group Team, Brian Hollingworth oversaw the preparation of the Green Paper on Active Transportation and Transportation Demand Management and was a key contributor to the Green Papers on Goods Movement. Economic Potential Study for Hamilton Rapid Transit – Project Director for a major study to quantify the economic benefits of implementing Light Rail Transit in Hamilton. The study adopted a Multiple Accounts Evaluation approach which included the economic value of social and environmental benefits, as well as direct cost-benefits. A key focus on the study was to quantify the potential for intensification and redevelopment based on the introduction of LRT. Durham Region Transit Federal Application for Funding – Project Manager for this intensive study to prepare a Business Case for a series of Rapid Transit projects in Durham Region, as input to an application for funding under the Canadian Strategic Infrastructure Funding Program. This project involved preparing an overall concept plan, ridership forecasts, concept designs and cost and environmental/economic impacts. Bracebridge Transit Feasibility Study – Project Director for a study to examine options and costs for a potential transit service in Bracebridge, Ontario. As a member of the team, Brian was involved in developing potential alternatives and presenting the options to Council and other stakeholders. Niagara on the Lake Transit Needs Study – Project Director for this study which assessed the potential demand and options for transit in Niagara on the Lake. As a key member of the team, Brian oversaw the development of the household survey. Greater Toronto and Hamilton Area Regional Transportation Plan – IBI Group prepared this major plan for the Greater Toronto Transportation Authority (Metrolinx). As an integral member of the IBI Group Team, Brian Hollingworth oversaw the preparation of the Green Paper on Active Transportation and Transportation Demand Management and was a key contributor to the Green Papers on Goods Movement. Business Case for Allandale Station – Barrie, Ontario – Project Manager for this study to conduct a business case for extending GO Rail (commuter rail) service to the historic Allandale Station site by analysing existing ridership patterns, market potential and conducting a revenue-cost analysis. A concept plan and cost estimate for the potential station was developed in collaboration with the City of Barrie and GO Transit. Mohawk College Multi-Modal Transportation Hub – IBI Group conceived a concept for a multi- modal transportation hub at Mohawk College’s main campus in Hamilton. Referred to as “College Corners” this concept incorporates a major transit hub within a new mixed use development. Hollingworth helped to formulate the concept and oversee the transportation analysis and bus facility design. Page 2 – T/06.2016 ibigroup.com Page 108 of 214 IBI GROUP RESUME Brian HollingworthAgenda P.ENG. Item i) Hamilton Rapid Transit Transition Study – Project Director for a study to develop a strategy for implementing Light Rail Transit in Hamilton and the associated short and long term actions to achieve a successful outcome. Recommendations were provided on design and construction staging, traffic operations, travel demand management and supporting transit services. Roles and responsibilities for various stakeholder and the associated resource requirements were also provided. Hamilton VIA Station Transportation Feasibility Study – Project manager for this study on behalf of the City of Hamilton. The purpose of the study was to develop technical information to guide the selection of a preferred location for a new passenger rail station in Hamilton. This included ridership forecasts, operational considerations, infrastructure requirements and costs. Markham Transportation Strategic Plan – Project Director for a comprehensive transportation strategy for the Town of Markham, including development of local road networks, parking policies, traffic operational strategies, safety improvements and transit-oriented planning/TDM initiatives. York Rapid Transit Plan – Markham North-South Rapid Transit Link Environmental Assessment – IBI Group is part of a large multi-disciplinary consortium responsible for planning, designing and implementing a rapid transit system in York Region. Mr. Hollingworth was the Project Lead for an Individual Environmental Assessment for a rapid transit link between Markham and Toronto, one of three EA’s completed as part of the overall study. He has subsequently been participating in the follow-up efforts related to the HSR Ridership Growth Strategy – Project Manager to develop the ridership growth strategy for the Transit Division. Subsequent work included facilitating a workshop with the Gas Tax Steering Committee on priority setting. Hamilton Transportation Master Plan – Project Manager for this major planning exercise to develop a long range transportation plan for the City of Hamilton, including recommendations for roads, transit and bicycle/pedestrian facilities. This study is being conducted in two phases. The first phase involved the development of a series of policy papers in 23 subject areas ranging from mode split targets to urban design standards. The second phase identifies the infrastructure requirements to serve growth. Saskatoon Transit Strategic Plan – This study included a comprehensive review of Saskatoon Transit’s fixed route services and resulted in a total redesign of the transit route structure, including the introduction of a BRT type service. Brian Hollingworth was a key member of the study team and responsible for presenting the final plan to Council. One year after the changes to the transit system where made, Saskatoon experienced a 14% increase in ridership and this continues to rise. Review of Passenger Services – Ontario Northland Transportation Commission – Examined alternate ways of providing passenger services to communities in Northern Ontario. Various combinations of bus and rail services were assessed. Extensive public consultations were held throughout northern Ontario to obtain input from northern residents. Mr. Hollingworth was a key member of the project team. Light Rail Pilot Project – Regional Municipality of Ottawa-Carleton – Study to establish the feasibility of increased use of light rail in Ottawa-Carleton. Mr. Hollingworth was responsible for developing ridership and cost estimates, as well as other aspects of the study. Commuter Rail Council of Greater Montréal - Development of Passenger Forecasts for a Network of Suburban in the Montréal Region – Involved a comprehensive review of ridership forecasting techniques used by other commuter rail properties in North America, the development of ridership forecasts using two different forecasting methodologies and the recommendation of new fare structures and fare policies. Page 3 – T/06.2016 ibigroup.com Page 109 of 214 IBI GROUP RESUME Agenda Item i) Chris Prentice Education Senior Associate B.A. (Economics, Urban Studies and Political Science), York University, 1973 Experienced Consultant, Project Manager and Strategic Planning Experience Specialist with extensive background in public transportation operations and general management. Actively involved in management, 2000–Present IBI Group, Senior Associate organizational analyses, vehicle and facilities planning, operations planning, and marketing. Also specializes in the transit supply industry, 1992–2000 Delcan Corporation, Transit Consultant market assessment, vehicle specifications and procurement. 1987–1992 Metro Transit, Metropolitan Authority, Representative Experience Halifax/Dartmouth, Nova Scotia, Manager 1975–1987 Transit Feasibility Study, Town of Bracebridge, ON – Project City of Brampton, Brampton, Ontario, Director of manager for an assessment of the feasibility of establishing a public Transit transit service in this town of 16,000. The assessment included 1973–1975 stakeholder consultation, analysis and research of peer group City of Welland, Welland, Ontario Transit Co- experience, preparation of ridership estimates as well as service ordinator concepts with multi-year costs. A service and implementation plan 1972 Canadian Transport Commission, Research which identified key operational and administrative considerations was Analyst prepared for consideration by Town Council. A key element was Summers, 1967–1970 designing a suitable service tailored to the needs of the Town’s Toronto Transit Commission, Operating Coach geography as well as identifying how the needs of people with Cleaner disabilities in light of human rights and Ontario disability legislation could 1995–2012 be served. The results of the study were well-received by the Town. Ontario Public Transit Association, Board Member Transit Feasibility Study, Municipality of Victoria County, NS – 1990–1991 Canadian Urban Transit Association, Vice- Retained by the Municipality of Victoria County to determine the President - Human Resources and member of feasibility of introducing a public transit service in the county. Located Executive Committee on Cape Breton Island, the County is large with spectacular beauty but 1985–1986 with a small population of some 7,100 people located primarily along the Ontario Urban Transit Association, President Cabot Trail. The key objectives of the project were to assess the 1993–date demand for a public transit service, to identify the major travel origins Canadian Transit Heritage Foundation, Founding and destinations, to identify and evaluate transit service options, and to Member and current President make recommendations to Municipal Council on a way forward to address the identified needs. Developing suitable and viable transit MEMBERSHIPS service options was a challenge given the size of the County, the aging Canadian Urban Transit Association population and the dispersed settlement areas. The study Ontario Public Transit Association recommended a community-based, demand-response service using Canadian Transit Heritage Foundation local resources coordinated by the County. A business plan for implementing the recommended approach was prepared. Transit Feasibility Study and Implementation Plan, Town of Niagara-on-the-Lake, ON – Project manager for study to determine the need for a transit service in this historic municipality. Work plan included a telephone survey as well as supporting websurvey, stakeholder consultation and research to identify travel patterns and quantify demand. Transit service options with cost and revenue projections and related operational and administrative implications were prepared ranging from a taxi-script system to a full fixed route service with connections to surrounding municipalities. Following Council’s decision to implement a transit service, developed terms and conditions for contracting the service to a private contractor and lead the procurement and evaluation process to select an operator. Page 1 – T/06.2016 ibigroup.com Page 110 of 214 IBI GROUP RESUME AgendaChris Prentice Item i) Regional Transit Feasibility Study, Town of Truro and County of Colchester, NS – Project manager for comprehensive study which assessed the need for a local or regional public transit service in the Town and surrounding Colchester County. The scope of work included stakeholder consultation, analysis of demand and travel patterns, preparation of transit service options and cost estimates, governance and organization review, funding options and preparation of a justification report with a service and operations plan, a financial plan and an implementation plan. Transit Improvement Study and Feasibility Study, County of Brant, ON – Retained by the County to assess the need and options for improved public transit service within the community of Paris and links between Paris and the City of Brantford. The review included stakeholder consultation and discussions with the existing primary transportation providers (taxi companies) with County staff to explore opportunities to better utilize existing taxi services. The work plan included a review of service options and the preparation of a service protocol for the taxi providers designed to enhance and co-ordinate their services such as joint promotion, a joint fare media, a single point of contact for obtaining information and booking trips. Innovative ideas included a shuttle service along the Paris community’s main thoroughfare utilizing taxis and vans and provision of a fixed base schedule of services between Paris and Brantford with the potential for additional trips based on demand. Cobourg Transit Review, Town of Cobourg, ON – Conducted a review of the Town’s conventional and specialized transit services with the objective of providing recommendations to improve the services and better serve the needs of the Town. The work scope included a review of the operating and capital budgets, a review of the operating contracts with the private contractors, an assessment of the Town and transit-related accessibility practices and compliance with the AODA, a peer review, a review of fare levels and policies and identification of potential route changes to serve future growth areas and a review of Town oversight of the services. The study also included stakeholder consultation including an open house and a presentation of findings to Town Council. Operational Review of Transit Services, City of Woodstock, ON – Completed a comprehensive review of City’s conventional transit service to better position it to meet the City’s future needs. A 5- Year plan was developed which recommended a new route structure, introduction of evening and early morning service, future consideration of Sunday service and use of evaluation criteria to assess performance of the new services. Also included was a review of the fare structure with recommended changes. This study was a follow-up to the previous review undertaken in 2007 which provided the basis for an expansion of Woodstock’ transit service including fleet renewal and location and construction of a new downtown terminal. Transit Business Plan and Consulting Services, City of Stratford, ON – Recently complete an update of the 2002 transit business plan and 2007 service review to address service expansion needs in new growth areas, reviewed and recommended changes to transit organization structure and staffing, reviewed vehicle maintenance procedures and staffing. Study also provided 5 year plan for re-structuring transit routes and service levels to service growth areas. Have continued to provide the City with advice in support of City staff for the preparation of policies, vehicle maintenance and general delivery of transit services including a review of its specialized transit service. Also, reviewed and assessed alternative sites and developed terminal design and preliminary cost estimates for a new transit terminal to replace the existing terminal at City Hall. Operations and Maintenance Contract Cost Review, Ride Norfolk, County of Norfolk, ON – Conducted a cost reduction analysis of the County’s transit Operations and Maintenance contract. Process included a review of the current contract, discussions with the contract operator to identify cost drivers and a peer review to identify opportunities for cost reductions, analysis of the alternative of direct operation of the service by the County and alternative vehicle supply and funding options including leasing and purchase. Report identified opportunities to reduce O&M costs. Transit ECO Operations Review, City of Brantford, ON – Project manager for an innovative study which reviewed Brantford’s conventional transit service to identify opportunities to reduce the system’s carbon footprint while improving its effectiveness. The study consisted of a comprehensive Page 2 – T/06.2016 ibigroup.com Page 111 of 214 IBI GROUP RESUME AgendaChris Prentice Item i) review of the transit system, update of service standards and a short term transit service plan to guide the planning and management of the system. The work plan included stakeholder consultation, a complete system ride count, user survey, peer review and a critical assessment of the existing route network and service levels. Ridership Growth Strategy and Service Plan, Town of Collingwood, ON – As part of preparation of Ridership Growth Plan, the needs of the town were evaluated, consultations held with stakeholders to identify needs. New service plan included additional service and acquisition of new vehicles. Previous work in Collingwood included investigating the feasibility of introducing public transit service in the areas surrounding Collingwood in order to provide alternatives to automobile use and to attract workers to businesses in Collingwood. Transit Service Plan and Ridership Growth Strategy, City of Orillia, ON – In addition to preparing a Transit Ridership Growth and Asset Management strategy for the City, IBI prepared a service plan to re-structure Orillia Transit and OWL services to improve effectiveness and efficiency and to serve new growth areas. Ridership survey and on-off count undertaken as well as stakeholder consultation. A new route network, ridership estimates, infrastructure plan, implementation plan and financial plan were prepared for this 5 bus system. Chris Prentice was project manager. Niagara Transit Master Plan and Ridership Growth Strategy - City of Niagara Falls, ON – Project manager for study which developed a comprehensive 10 year strategy to revitalize the conventional and specialized (paratransit) transit services in Niagara Falls and a 5 Year Business Plan for the first phase of the changes. Work plan included extensive stakeholder consultation, demand analysis, review of current operations, staffing, organization, vehicle maintenance, facilities and marketing. Organizational and Operations Review, City of Greater Sudbury, ON – Conducted a comprehensive operational review and analysis of City’s transit and fleet services departments with objective of making recommendations on how to effectively integrate the transit and fleet vehicle maintenance groups within the transit department. Assignment included an organizational and staffing review of transit department. Study provided recommendations for vehicle maintenance programmes, staffing levels, organization structure for combined transit/fleet maintenance group and revised organization structure for new Transit and Fleet Services Department as well as performance measurement and benchmarking practices. Page 3 – T/06.2016 ibigroup.com Page 112 of 214 IBI GROUP RESUME Agenda Item i) R. David Forsey M.A.SC., P.ENG Education Transportation Planner Master of Applied Science, Civil Engineering— Transportation, University of Toronto, Toronto, ON, 2011 Mr. Forsey is a Transportation Planner specializing in public transportation systems. In his four years in the transportation consulting Bachelor of Applied Science, Civil Engineering, University of Waterloo, Waterloo, ON, 2009 industry, he has brought his transit expertise to clients ranging from Canada’s smallest transit agencies to some of the world’s largest multi- Experience modal transportation bodies. Mr. Forsey also brings experience in the 2011–present areas of travel behaviour analysis and transportation forecasting. IBI Group, Toronto, ON, Transportation Planner 2009 OC Transpo, Ottawa, ON, Strategic Transportation Representative Experience Planner Stratford Transit Business Plan and Consulting Services – Recently completed an update of the 2002 transit business plan and 2007 service Memberships review to address service expansion needs in new growth areas, Professional Engineers Ontario reviewed and recommended changes to transit organization structure Institute of Transportation Engineers and staffing, reviewed vehicle maintenance procedures and staffing. Mr. Forsey led the re-structuring transit routes and service levels to service growth areas. Woodstock Transit Review – IBI Group was retained by the City of Woodstock to conduct a review of their six-route transit system. Mr. Forsey has been actively involved in the analysis of route performance, the development of service concepts, and production of maps for the study. Cobourg Transit Review – IBI Group conducted a review of Cobourg’s conventional and specialized transit services with the objective of providing recommendations to improve the services and better serve the needs of the Town. Mr. Forsey provided technical and analytic support to the study. MiWay Five Year Service Plan – IBI Group is developing a five-year service plan for MiWay, the transit agency for the City of Mississauga in the Greater Toronto Area (GTA). To date, Mr. Forsey conducted an assessment of travel demand patterns in Mississauga as an input to the appraisal of the MiWay system. Transport for London Travel Demand Management – As part of an on-call assignment, IBI Group is providing Travel Demand Management (TDM) consulting services to the transportation body for London (UK). Mr. Forsey’s work has focussed on supporting customer information dissemination during planned service disruptions. Metrolinx Fare Integration/Service Coordination – As part of a wider study, IBI Group is currently identifying needs and opportunities to improve fare integration and service coordination of transit service coordination in the Greater Toronto and Hamilton Area (GTHA). Mr. Forsey is responsible for identifying the markets for which the greatest opportunities exist to improve fare integration and service coordination. Central Ohio Transit Authority (COTA) Transit System Review – This comprehensive review of COTA’s bus route network had the objective of improving the delivery of public transit services in the Columbus region. The study scope included a critical analysis of the existing network, the development of three alternative bus network scenarios and resource investment strategies through innovative Page 1 – T/06.2016 ibigroup.com Page 113 of 214 IBI GROUP RESUME R. David Forsey M.A.SC.,Agenda P.ENG Item i) workshop visioning sessions, extensive public engagement to receive comment on the investment choices, preparation of a service plan, an implementation plan and a technology plan. Brantford GO Transit Business Case – In conjunction with an update of its Transportation Master Plan, the City of Brantford conducted a business case for the introduction of GO Transit service to the city. Mr. Forsey was the lead author of the business case, which established potential demand for new service between Brantford and other GTHA municipalities. This entailed analyzing travel demand data, developing route concepts, and forecasting ridership. As part of this work, Mr. Forsey also administered a survey of GO Transit park-and-ride lots to determine the number of Brantford residents currently using the service. Ottawa Transportation Master Plan Update – The City of Ottawa retained IBI Group to conduct the 2013 update of its Transportation Master Plan. This work consists of reviewing all road and transit projects required by 2031 and addressing several council-directed requests for study. In contrast to most master plans, there has been an intentional focus on the affordability of infrastructure investments as part of this plan—work has followed a two-phase approach by which needs are first identified, and then projects are selected within an affordability envelope based on their priority. Mr. Forsey developed a new 2031 model for use with the TMP and was also responsible for the prioritization and phasing of road and transit projects. West Coast Express Demand Forecasting – Translink retained IBI Group to develop forecasting tools and estimate future ridership in the West Coast Express corridor to support the development and evaluation of alternative service concepts. Mr. Forsey reviewed, updated, and implemented improvements to Translink’s EMME demand model. King George Boulevard B-Line Demand Forecasting – IBI Group was retained by Translink to undertake demand forecasting work for a new “B-Line” bus route linking Guilford and White Rock in the Greater Vancouver Regional District. Mr. Forsey completed all coding and model runs for this project. Metrolinx Travel Demand Forecasting – IBI Group was hired by Metrolinx to provide travel demand forecasts for a range of long range transportation planning applications. The work involves building and testing scenarios for a variety of studies including benefit case assessments of BRT, LRT, subway and commuter rail projects, the GO Electrification Study, the Union Station 2031 study as well as for ongoing project prioritization work at Metrolinx. Mr. Forsey performed scenario coding and validation for many of these forecasts. Benefits Case Analyses for Proposed Rapid Transit Projects – Working with Metrolinx and its regional partners, IBI Group is conducting benefits case analyses (BCA) for four rapid and regional transit projects identified in The Big Move. These include LRT/BRT on the Queen Street corridor in Brampton, GO Rail extensions to Kitchener and Niagara Region, and enhanced service on GO Transit’s Georgetown corridor. The BCAs provide a comparison of costs and benefits over the life of the investment within a framework of quantitative and qualitative transportation user, economic, and community and social benefits. Mr. Forsey performed modelling work and lent technical support to this project. Page 2 – T/06.2016 ibigroup.com Page 114 of 214 IBI GROUP RESUME Agenda Item i) Steven Wilks Education Associate Bachelor of Applied Arts (Urban Planning), Ryerson University, 1978 Combined with academic studies in Urban Planning, Steve has over International Politics, McMaster University, 1977 thirty-five years of professional experience in the planning and operation of public transit services including shuttles, paratransit and other Experience community-based transport. This has included the management of 1995–Present paratransit for the elderly and disability communities, working with the IBI Group, Associate, Irvine, California taxi/livery cab industry, designing SMART shuttle operations and 1993 – 1995 providing creative/innovative solutions for the transportation industry Transportation Management Inc. (TMI), Senior including the integration of multiple modes. His experience covers the Consultant (1994 & 1995: Paratransit Coordinator management contract with Ann Arbor development and assessment of technologies/ information systems Transportation Authority (AATA), Ann Arbor, MI including procurement and evaluation processes. 1989 - 1993 Steve has significant experience in the regulatory and legislative Hickling Corporation, Toronto, Ontario, Manager environments governing the delivery of transport services for special of Practice in Disability & Ageing needs populations including the design and audit of services together 1986 - 1989 with having provided ‘expert witness’ testimony in pertinent litigation. WheelTrans Department & Corporate Planning, Toronto Transit Commission, Toronto, Ontario, Complementing the operating experience is demonstrable experience in Policy Analyst strategic, operational, service and policy planning including quality 1982 - 1986 planning facilitation through the successful conduct of consultative Edmonton Transit/ DATS, City of Edmonton, sessions in workshop and focus group settings. Steve also has Alberta, Planning Supervisor experience in the implementation of community collaboratives, including 1981 - 1982 the engagement of community partners from diverse disciplines BC Transit, Victoria, British Columbia, Custom including social services, emergency services, education, Transit Planner medical/health, and the business communities; effectively works with 1978 - 1981 volunteer/community groups, not-for-profit agencies, all levels of Transportation Systems Design Department & Edmonton Transit, City of Edmonton, Alberta, government, the business sector and the general public. This work has Transportation Planner also included the review of alternate administrative/governance models and recommendations for (implementable) solutions. Steve has been instrumental in developing a Demand Management Framework to address community and paratransit operational solutions, and has published same under a Project ACTION grant. Steve is an internationally recognized expert in the field of transport for special needs populations in general and older adults and the disability community specifically and has been engaged by private and public sector clients throughout North America and the United Kingdom. Representative Experience Toronto 2015 Pan/Parapan American Games Strategic Framework for Transportation – Principal author of Accessible Transportation Strategy element of the Games Strategic Framework for Transportation. The Toronto 2015 Pan/Parapan American Games Strategic Framework for Transportation provides a framework of policies and strategies to guide planners, decision-makers and the public in supporting effective Games-time transportation. Ontario Ministry of Community and Social Services – Accessibility Directorate – Inter-jurisdictional Research on Transportation Accessibility Standards for Persons with Disabilities – Retained to conduct analysis of technical requirements and best practices as applied to different types of organizations or service providers in a multi-modal Page 1 – T/06.2016 ibigroup.com Page 115 of 214 IBI GROUP RESUME Steven Wilks Agenda Item i) context. This research of international experiences assisted in the development of draft accessible transportation standards for the Province of Ontario. Transport Canada, Accessible Transport Policy – Responsible for developing policy framework for Transport Canada’s Advisory Committee on Accessible Transport. On behalf of the Minister of Transport, addressed accessible policy considerations for all modes under federal jurisdiction including aviation, marine, rail and intercity buses. Several Ontario Specialized Transit Agencies – Comprehensive Reviews (including Brantford, York Region, Burlington, Stratford, Woodstock, Sarnia, etc.).: Responsible for peer review, generating demand estimates and develop alternate governance, operations and service delivery scenarios, evaluation framework, analysis, and recommended approach for a 5-year business plan for specialized/paratransit services. Resulting deliverables included analysis of compliance with transportation standards of the Accessibility for Ontarians with Disabilities Act (AODA). Halifax Regional Municipality/Metro Transit, Universal Accessibility Plan – Project Manager responsible for developing a plan to improve the overall accessibility of MT’s fixed-route bus and ferry systems. This included looking at infrastructure (vehicles, terminals, bus stops, shelters, etc.) as well as related Metro Transit business processes and products including; the availability of accessible information (signage and wayfinding/navigating Metro Transit’s service area); accessible communication methods; website accessibility; level of accessibility awareness among staff; and policies, procedures and practices in providing accessible customer service. Metro Transit’s Access-a-Bus Paratransit 5-Year Service Plan, Halifax, NS – Retained to undertake a comprehensive review of Metro Transit’s Access-a-Bus paratransit service. Included the review of service needs and requirements and the development of service improvement options; a review of current specialized transit policies and procedures; the development of an Action Plan to guide the implementation of paratransit service improvements in both the near-term as well as longer term growth strategies. Capital Region Board - Edmonton - Capital Region Transit Plan – Specialized Transit. Responsible for addressing a vision, guiding principles/policies, transition planning considerations, a 5-year operating & capital plan and project performance measures in the delivery of transit services for the regions’ disability community. Jacksonville Transportation Authority (JTA) – Implementation of CTC/brokerage responsibilities: Responsible for on-going technical assistance and for the assessment of ADA paratransit eligibility & certification processes including the identification of alternate models, stakeholder consultation & the development of an implementation strategy, culminating in the co- authoring of JTA’s Mobility Plan. SANDAG Paratransit Demand Forecasting Study (San Diego, CA) – Development of a 2030 year forecast for ADA Paratransit Demand for San Diego County with a breakdown by NCTD and MTS transit service areas; and produce a 2030 year forecast for demand for trips by seniors and persons with disabilities unable to travel by ADA Paratransit or regular transit due to ineligibility for ADA paratransit or whose trip requirements do not meet ADA compliance criteria. Los Angeles - Access Services, Inc. (ASI) – Needs Analysis and Related Services – For Los Angeles County’s CTSA, retained to provide professional services for the review of alternate organizational models and software/telecom requirements for the delivery paratransit services throughout Los Angeles County. Responsibility for the review of paratransit operations and service delivery including multiple taxi contracts, alternate organizational models, desired future situation, and recommendations. The workplan further included the preparation of a requirements document (RFP) for procurement of required software/hardware. Page 2 – T/06.2016 ibigroup.com Page 116 of 214 IBI GROUP RESUME Steven Wilks Agenda Item i) Access Services, Inc. - Regional Integration of Paratransit Resources – Retained to identify and subsequently enable local dial-a-ride agencies and other third-party entities to transmit their unused paratransit capacity into the existing Uniform Scheduling System (USS) operated by AS. Key elements of the work program included: (a) identifying and working with other transportation agencies in determining their capability and interest; (b) conducted a series of workshops with several dial-a-ride agencies; (c) on-site visits; and (d) developed functional requirements. Resulting framework was an Internet-based electronic “marketplace” – enabling participating agencies to buy and sell the demand for and available capacity on their respective paratransit or dial- a-ride services. CTAA Transportation One-Call Center Toolkit – Conducted market research and product development assistance as part of a three-member team working with the Community Transportation Association of America (CTAA) to create a web-based resource tool for communities considering a transportation one-call / one-click service function. Facilitated workshop at 2010 CTAA Annual Meeting. Ann Arbor Transportation Authority (AATA), Michigan – Retained to provide professional "in- house" Paratransit Coordinator services. Primary responsibilities included monitoring service performance, evaluating alternate service delivery scenarios, contract monitoring and fleet management, and the implementation of demand management strategies. Massachusetts Bay Transportation Authority (MBTA) - THE RIDE Service – Evaluated the services and operations of the MBTA's THE RIDE program, including operational audit considerations, performance, ADA compliance; service area configurations, contract structure documents, and demand management strategies. An integral component of this engagement was the expert facilitation of a series of consumer focus group sessions. Greater London Area, UK – Evaluated the services and operations of the Dial-A-Ride, Taxicard and Community Transport services throughout the Greater London Area and developed practical solutions for enhanced co-ordination of services for older adults and the disability community. Page 3 – T/06.2016 ibigroup.com Page 117 of 214 IBI GROUP PROPOSAL FOR THE TOW N OF GRIMSBY TRANSIT INVESTIGATION STUDY Agenda Item i) Submitted to Town of Grimsby Appendix B – Corporate Qualifications 30 June 13, 2016 Page 118 of 214 IBI GROUP REPRESENTATIVE PROJECT TRANSPORTATIONAgenda Item i) PUBLIC TRANSPORTATION GOVERNANCE AND SERVICE DELIVERY Photo from Wikimedia Commons Wikimedia from Photo Niagara-on-the-Lake Transit Needs Study Areas of Practice IBI Group worked with the historic Town of Niagara-on-the-Lake to research, • Economic / Financial Analysis • Urban and Intercity Transit plan and implement a new transit service. Research included a detailed Services assessment of the transit needs for this tourist-oriented community in the • Research Niagara Region and developed demand estimates. The needs assessment • Policy included a telephone survey, websurvey and extensive stakeholder • Operations and Maintenance consultation as well as analysis of transportation data to determine user Client: Town of Niagara-on-the-Lake needs and travel patterns. Transit service options with details of routes, Location: Niagara-on-the-Lake, Ontario Status: Completed 2010 service levels, operational, multi-year cost and revenue estimates, funding and other issues were prepared for consideration by Town Council. Following Council’s decision to implement a transit service, IBI Group developed terms and conditions for contracting the service to a private contractor and for leading the procurement and evaluation process to select a successful bidder. The new service was introduced on April 2, 2012. ©2012 IBI Group 28403/02.2013 www.ibigroup.com Page 119 of 214 IBI GROUP REPRESENTATIVE PROJECT TRANSPORTATIONAgenda Item i) PUBLIC TRANSPORTATION GOVERNANCE AND SERVICE DELIVERY Transit Feasibility Study - Town of Bracebridge Areas of Practice On behalf of the Town of Bracebridge, IBI Group conducted a comprehensive • Economic / Financial Analysis • Urban and Intercity Transit study to assess the feasibility of for establishing a public transit service Services in this community of 16,000. Working with a study steering committee • Research comprised of members of Council and municipal leaders, the assessment • Policy included extensive stakeholder consultation, analysis and research of peer • Operations and Maintenance group experience, preparation of ridership estimates as well as transit Client: Town of Bracebridge service concepts with multi-year operating cost and revenue estimates. Location: Bracebridge, Ontario Status: Completed 2008 A service and implementation plan which identified important operational and administrative considerations was prepared for consideration by Town Council. A key element in this assignment was developing a suitable transit service tailored to the needs of the Town’s geography and unique tourism characteristics as well as identifying how the needs of people with disabilities could be served. The results of the study were well-received by the client and the Town is actively considering the introduction of a transit service. ©2012 IBI Group 19015/02.2013 www.ibigroup.com Page 120 of 214 IBI GROUP REPRESENTATIVE PROJECT TRANSPORTATIONAgenda Item i) TRANSPORTATION AND LAND USE PUBLIC TRANSPORTATION GOVERNANCE AND SERVICE DELIVERY Regional Transit Feasibility Study - Town of Truro Areas of Practice IBI Group undertook a comprehensive study to assess the need for a local • Economic / Financial Analysis • Urban and Intercity Transit or regional public transit service in the Town of Truro and surrounding Services Colchester County area of Nova Scotia. The scope of work included • Research stakeholder consultation within both communities, analysis of demand and • Policy travel patterns, a peer review of similar size municipalities, preparation of • Operations and Maintenance transit service options and multi-year cost estimates, and preparation of a Client: Town of Truro justification report. The report provided a detailed service and operations Location: Truro, Nova Scotia Status: Completed 2010 plan, a financial plan and an implementation plan together with guidelines and key principles associated with establishing a new transit service. ©2012 IBI Group 29822/02.2013 www.ibigroup.com Page 121 of 214 IBI GROUP REPRESENTATIVE PROJECT INFRASTRUCTUREAgenda Item i) TRANSPORTATION AND LAND USE PUBLIC TRANSPORTATION TRANSPORTATION INFORMATION TECHNOLOGY Hamilton Street Railway Areas of Practice Comprehensive Operational Review • Urban and Regional Transportation • Urban and Intercity Transit IBI Group conducted a comprehensive review of Hamilton’s conventional Services public transit service, Hamilton Street Railway which included an assessment • Research of the fixed route network, a market analysis, an audit of HSR’s marketing and Client: Hamilton Street Railway customer service opportunities, the department’s organization structure and Location: Hamilton, Ontario staffing levels, and vehicle maintenance functions and staffing. In particular, the review included a major ride count survey of existing routes to determine ridership levels, method of fare payment and route performance. In order to maximize the effectiveness and accuracy of the survey, IBI Group utilized custom-programmed hand-held and laptop computers with GPS capabilities to eliminate the need for paper forms. Other data collected included observations of events impacting bus travel times such as use of personal mobility devices, bike racks and unexpected delays in order to fully analyze on-time performance. An extensive 5-year service plan with multi-year operating and capital budget forecasts was prepared which recommended improvements to service levels and route structure, a fare strategy, a marketing and communications plan and an infrastructure plan. ©2010 IBI Group 24187/07.2015 ibigroup.com Page 122 of 214 IBI GROUP REPRESENTATIVE PROJECT TRANSPORTATIONAgenda Item i) TRANSPORTATION AND LAND USE PUBLIC TRANSPORTATION TRANSPORTATION INFORMATION TECHNOLOGY GOVERNANCE AND SERVICE DELIVERY Niagara Transit Strategic Plan and Ridership Areas of Practice Growth Strategy • Urban and Intercity Transit Services IBI Group undertook a comprehensive review of Niagara Transit and Niagara • Research Chair-A-Van services and developed a 10-year transit strategy and a 5-year • Design and Contract Documents business plan. The review included an evaluation of the existing services, Client: City of Niagara Falls peer review, demand analysis, assessment of the fleet, facilities and out- Location: Niagara Falls, ON Status: Completed 2008-2009 of-town bus maintenance activity. The short term business plan includes individual plans for service, operations, Chair-A-Van (specialized transit), management, infrastructure, marketing, and finances as well as Transit- oriented design and transit-priority strategies. ©2010 IBI Group 19016/11.10 www.ibigroup.com Page 123 of 214 Agenda Item i) PROPOSAL FOR Town of Grimsby - Transit Investigation Study June 14, 2016 4:30PM Page 124 of 214 Agenda Item i) Town of Grimsby – Transit Investigation Study Table of Contents 1.0 WSP | Parsons Brinckerhoff ...... 1 2.0 Proposed Work Plan ...... 3 2.1 Project Understanding ...... 3 2.2 Scope of Work ...... 3 3.0 Schedule ...... 12 4.0 Coordination ...... 13 5.0 Past Performance ...... 13 5.1 References ...... 14 6.0 Your Team...... 14 6.1 Key Resources ...... 15 7.0 Proposed Budget ...... 17 Professional Services Agreement Appendix A: CVs Appendix B: Project Sheets TRANSPORTATIONPage IS OUR 125 COREof 214 BUSINESS Agenda Item i) 4 Hughson Street, Suite 300 Hamilton, Ontario L8N 3Z1 www.wsp-pb.com June 14, 2016 Mr. Michael Seaman Town of Grimsby 160 Livingston Avenue Grimsby, Ontario L3M 4G3 RE: Request for Proposal – Transit Investigation Study Dear Mr. Seaman: Transit is the key ingredient to building vibrant and sustainable communities. It is an economic tool that helps communities grow, prosper and compete against other regions and cities for jobs. Transit and other transportation options can also contribute to maintaining the quality of life. For these reasons, we applaud the Town of Grimsby for taking the initiative for undertaking a study to determine whether fixed route transit service and other forms of transportations should be a permanent fixture in the community. We have noted from our review of your local newspapers, the demand for these options is robust in the town. Founded in 1885, WSP Canada Inc (WSP | Parsons Brinckerhoff) is one of the oldest transportation engineering “THIS IS ONE OF THE BEST REPORTS companies in the world. Through our recent acquisition of THIS COUNCIL HAS EVER SEEN…” MMM Group, we now have over 8,500 staff in Canada and are Gale Katchur the largest transportation consulting agency in the country. Mayor of Fort Saskatchewan We are proud to say that we are the only company in our Alberta industry that can provide transit advisory consulting across the full-lifecycle of transit from inception through to operational and maintenance diagnostics. Our firm has a longstanding record of working on assignments with similar deliverables being sought by the Town of Grimsby. We are currently working in City of Fort Saskatchewan, Alberta – a community similar in size and demographics to Grimsby – where we were first retained by the City to identify whether the community should invest in permanent fixed route transit services. Based on the confidence of our recommendations, Fort Saskatchewan city council made the decision to invest in permanent transit in November 2015. Subsequent to our initial study, the City has further retained us to help implement transit services in the community. Among the many services we’ve provided, some include helping the City purchase vehicles, procuring an Operations and Maintenance Contractor to run service, developing schedules and system routing, and even training their newly hired transit coordinator. Our key differentiator is that we stand shoulder-to-shoulder with our clients as they implement our recommendations - not on the sidelines. The WSP | Parsons Brinckerhoff Project Team proposed for this assignment has helped towns of similar size evaluate their transit and transportation options. Sasha Pejcic, our proposed project manager, is a local resident of Winona (Stoney Creek) and possesses an intimate familiarity of Grimsby. Given Sasha’s close proximity to the Town, he will be readily available for in-person meetings and stakeholder engagements and will work out of our Hamilton office for this assignment. John Gobis, our lead consultant, has helped countless transit agencies across North America with similar challenges and will bring his amassed experience to the forefront. Gabriela Sauter, our proposed strategy consultant, was one of the “chief architects” that created the Metrolinx business case for all-day GO Train service to the City of Page 126 of 214 Agenda Item i) Niagara. She will ensure the outcomes of our work for this project align with Metrolinx’s desires for first- mile/last-mile connectivity to advance the case for all-day GO Transit service in Niagara Region. WSP | Parsons Brinckerhoff strongly believes that engaging the public in the creation of the vision is critical to its success so our proposal includes a level and method of engagement that utilizes technology but also brings us face-to-face with the citizens of Grimsby where they live and work. Our recent work in developing visions for transit service in cities like Oakland, Los Angeles and Boston have proven that a sincere commitment to public engagement results in a vision that is not only shared but that is held high by the community as its own. On behalf of my colleagues on the Grimsby Transit Investigation Study Project Team, please accept our proposal as well as our strong commitment to raise awareness, understanding and support for transit in the Town. We are eager to demonstrate why 70% of our work is repeat business. Please feel free to contact me at any of the means below should you have any queries. Sincerely, WSP Canada Inc. Sasha Pejcic, PMP Principal Consultant – Transit Advisory Lead T: +1 (905) 529-4414 / M: +1 (416) 276-7057 E: [email protected] Page 127 of 214 Agenda Item i) Town of Grimsby – Transit Investigation Study 1.0 WSP | Parsons Brinckerhoff WSP | Parsons Brinckerhoff is one of the world's leading engineering professional services consulting firms. We provide services to transform the built WSP | Parsons Brinckerhoff environment and restore the natural environment, and our expertise ranges from environmental Years in Business remediation to urban planning, from engineering 131 iconic buildings to designing sustainable transport networks, and from developing the energy sources of Scope of Services Provided the future to enabling new ways of extracting Strategic consulting, transit advisory, essential resources. With WSP’s recent acquisitions planning, engineering, program of both Parsons Brinckerhoff and MMM Group, we management, construction management, now have approximately 34,500 employees, fleet and facilities and operations and including engineers, technicians, scientists, maintenance. architects, planners, surveyors, program and construction management professionals, and various environmental experts. We are based in more than 500 offices across 40 countries worldwide; however, we are also a local company with 45 offices in Ontario and one in Hamilton where much of the work on this assignment will be completed. We assist transportation authorities to plan, develop, design, construct, operate and maintain thousands of critical infrastructure projects that range from the mega-projects that define an entire region to smaller, more local projects that promote sustainable communities. More than 70 percent of our business is repeat business. WSP | Parsons Brinckerhoff recognizes that clients are increasingly seeking more than planning and engineering services—they’re seeking strategic and integrated solutions that provide them with a better way to operate. Meaningful facilitation and effective consultation are the cornerstones of our success. Our job is to help our clients achieve their visions. Our solutions are scalable to both big and small transit agencies alike. Our Transit Advisory team specializes in the full lifecycle of transit from inception through to operations and vehicle maintenance. Our diverse group is comprised of seasoned transit professionals who have lived through the challenges of improving the quality of transit services while respecting the realities of the bottom line. While our assignments are unique our goal remains unchanged on each - unmatched customer satisfaction. 1 TRANSPORTATIONPage IS OUR 128 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study WSP | PARSONS BRINCKERHOFF : SERVING PEER TRANSIT AGENCIES 2 TRANSPORTATIONPage IS OUR 129 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 2.0 Proposed Work Plan 2.1 Project Understanding Founded in 1790, the Town of Grimsby, Ontario, is a small but well-established community located half- way between St. Catharines and Hamilton. The population of Grimsby has traditionally relied almost exclusively on private transportation, with regional transit services provided by GO Transit and limited services for disabled and senior populations through the Red Cross. The Town wishes to investigate the feasibility of exploring the potential of providing local transportation options to improve mobility for its residents. With its population expected to grow to roughly 33,000 by 2031, Grimsby is looking to expand mobility options for current and future residents, however, the solutions must not only be cost-effective but must also embrace new technologies that are revolutionizing the delivery of transportation services. Grimsby is commissioning a study to determine if the provision of a local transportation service is needed and if it can be sustained economically. WSP | Parsons Brinckerhoff (WSP|PB) understands that Grimsby requires an analysis of its need for transportation services, its service options, and its opportunities to partner with nearby municipalities, industries, services, and residences. This study will include all the necessary information by the Development Charges Act (1997), as amended, Ontario Regulation 82/98 (January 1, 2016). Following all the analyses of new public services must include developing a solid financial model with realistic assessments of the cost of delivering the most appropriate types and levels of service. Naturally, all of our analysis must be grounded by firsthand information collected through public outreach and engagement within the community. As demand for transportation services increases and technologies allow the public to personalize their transportation options, Grimsby must be prudent and deliberate in assessing its short and long term choices. WSP | PB understands the decisions that Grimsby must make for we have been helping similar sized communities make similar decisions for decades. The range of our work includes small towns in the Mississippi Delta in the United States to the City of Toronto. We provide objective advice that meets the unique needs of cities and towns. We pride ourselves on developing a thorough understanding of our clients’ needs and developing solutions that meet those needs effectively, with the right types and levels of service, and efficiently, meaning we try to meet those needs at the lowest price to the users of the services and the taxpayers who may not use these services but subsidize them with their tax dollars. 2.2 Scope of Work 2.2.1 Peer Review WSP|PB will conduct a peer review of up to 10 agencies across Canada offering conventional transit, paratransit services and other low cost transportation options such as ride hailing services, share ride taxis, volunteer transportation networks and similar forms of transportation. Agencies will be selected on the basis of annual transit ridership, transit service offerings, success and maturity of transit operation, and similarity of the local municipality to Grimsby population, area, etc.). Candidate comparator agencies include the following: 3 TRANSPORTATIONPage IS OUR 130 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study Brockville Transit (ON) Cobourg Transit (ON) Colltrans (Collingwood, ON) Elliot Lake Transit (ON) Huntsville Transit (ON) Muskoka’s transit service (ON) Orangeville Transit (ON) Woodstock Transit (ON) Fort Saskatchewan Transit (AB) Leduc Transit (AB) Yorkton Community Dial-a-Bus (SK) Whitehorse Transit (YT) Peer agencies will be compared using some or all of the following metrics, among others: Municipal population Number of households with two or fewer cars Number of conventional bus routes Number of transit vehicles (conventional and paratransit) Annual transit ridership (conventional and paratransit) Whether the system is operated directly by the municipality, or by a private service contractor Cost-Recovery ratio Operating cost Productivity-Ridership, revenue and impact on mobility Years of operation Benchmarking existing transit agencies in municipalities similar to Grimsby will help WSP|PB and the Town of Grimsby set practical, achievable targets and establish parameters for a likely phase-in / pilot transit operation program. As part of our peer review, we will contact select peer municipalities / agencies to determine best practices and lessons learned for transit service planning in small-to-mid-size municipalities. Deliverables: Peer Analysis and Best Practices report. 2.2.2 Transit Focus Groups Central to the success of the transit investigation study is accurately determining the transit demand in Grimsby. This requires a thorough understanding of the specific needs, desires, and capabilities of the town’s residents, businesses and other stakeholders. Access to transportation will vary by individual and by location. Our proposed transit focus groups allow us to rapidly gather useful data from stakeholders and synthesize the information into workable solutions with them rather than for them. In this process 4 TRANSPORTATIONPage IS OUR 131 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study we encourage stakeholders to develop a sense of ownership of the project, which in our experience leads to swift and to successful implementation. Our groups will be recruited based on demographics to be represented of the Town of Grimsby and geography so that all parts of the town are represented. We will stage three groups: 1. General Public 2. Major Employers. Colleges, Schools and Healthcare 3. Social Service and Not-for-Profit Organizations John Gobis, our stakeholder engagement expert, has extensive experience leading transit focus groups, of which include workshops at York Region Transit, Oakville Transit, Grand River Transit, Peel Region, and the Ontario Public Transit Association (OPTA). Through this experience, John understands the expectations of the study and will tactfully lead discussions to gauge transit demand and clearly understand the transit service priorities of all stakeholders. “The intelligence and the methods of this process seem excellent. I was so very, very impressed with the vast and extensive knowledge easily observed of these Consultants!! They are Top Drawer! …I found it absolutely great! I am quite impressed with this Consultant Team. They seem focused on the particulars of Oakville, even as they have work done in the US and beyond Ontario in our Sector.” - Union Chairperson for Oakville Transit Bus Operators, on WSP | PB’s staff focus group for the Oakville Transit Services Review WSP | Parsons Brinckerhoff will work with the Transit Investigation Committee to jointly establish specific outcome expectations of the focus groups and stakeholder engagement. The transit focus groups will include representatives from various stakeholders including: Community Stakeholders: . Residents . Local youth from local secondary schools . Local college and university students . Local seniors and mobility challenged residents . Local retirement home providers . High and medium density condominium communities Business/Institutional . West Lincoln Memorial Hospital staff . Grimsby Downtown Business Improvement Area . Grimsby hotels . Local developers 5 TRANSPORTATIONPage IS OUR 132 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study Community groups/ Government . Active transportation and sports groups . Niagara Region . Local and regional transit service providers in the Niagara Peninsula (Hamilton HSR, St. Catherine’s Transit Commission, Niagara Region Transit, Niagara Falls Transit, Welland Transit) . Metrolinx/GO Transit . Transit Investigation Committee . Representatives of social service agencies The focus groups will be designed to obtain input to identify issues, opportunities and priorities. Focus group participants will be provided a description of the study background and objectives. This engagement setting will allow for more candid conversations. Open-ended questions will be asked that do not seek specific answers. Rather participants can relate their own perspectives about issues and opportunities. This process allows the project team the opportunity to identify stakeholder issues and set realistic project outcome expectations. Stakeholders will be given the opportunity to discuss their ideas, draw issues onto the maps, or write them down. John Gobis engaging focus group participants The information gleaned from the transit focus groups will be summarized and used to guide the transportation demand analysis, overall transit feasibility assessment, and high-level conceptual design. Comments will be grouped into common themes to be addressed further in the study. Deliverables: Downstream Analysis and Recommendations Report based on information collected through stakeholder focus groups. Summary of comments will be incorporated in an appendix in the final report. 6 TRANSPORTATIONPage IS OUR 133 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 2.2.3 Transportation Demand Analysis Presently, transit service in Grimsby consists of infrequent connections by GO Transit Bus, Canada Coach, AMTRAK and weekend, summer-only rail service by GO Transit to Niagara Falls. Grimsby, at a population of approximately 27,000, and located approximately 20 kilometres from the cities of Hamilton and St. Catharines, is in a position where it needs to consider whether it is appropriate to introduce local transit service within the Town. Results from the focus groups will be analyzed to determine whether there is a sufficient need for transit, along with the sense of urgency of said need. WSP | Parsons Brinckerhoff will deploy a short survey via SurveyMonkey to assess current travel patterns within Grimsby and its surrounding areas, and to further gauge appetite for local transit service. These findings will be supplemented by a literature review of results from other studies, including but not limited to Statistics Canada data as well as the 2011 Transportation Tomorrow Survey. Upon compiling all findings from the focus groups, survey, and literature review, we will determine the ideal timing of service launch, and an approximate number of revenue-hours to be deployed (to be later refined in the Conceptual Design phase). In doing so, WSP | Parsons Brinckerhoff will also draw on its past experience working on transit implementation assignments with similar clients such as Fort Saskatchewan in Alberta. It is necessary to develop this ballpark estimate of revenue-hours early in the process, as transit demand will depend at least in part on supply. In addition, it will be important to settle on the ideal average fare value, as this too will have an influence on ridership – the higher the fare, the less likely the service is to be attractive to an individual. Once an estimate of revenue-hours has been established, we will estimate the number of weekly trips for the first 52 weeks of operation. It is expected that ridership trends for the first year of operation will follow an S-curve, whereby ridership grows slowly in the beginning and speeds up partway through the year, with growth tapering somewhat towards to end of the year. This trend is characteristic of what has been observed in other North American properties. Results will be presented in the form of a range, including the low, high, and most likely ridership values. Moreover, several methods will be used to forecast demand, to allow for cross-comparison of the results and bring greater confidence to the estimates. These methods include: Focus group and survey results extrapolation. Statements of interest gathered in the public and stakeholder engagement exercises will be extrapolated across Grimsby’s population and adjusted to consider factors such as response bias. Industry benchmarks. Ridership will be estimated using other Canadian jurisdictions that have recently launched transit service as benchmarks. This will be accomplished through understanding typical values for passengers-per-KM for new service, and then adjusting the results based on local characteristics, for instance the relative population density of Grimsby compared to that of the benchmarks. Elasticity modeling. By estimating variables such as change in travel time and change in transportation costs for the people who live and/or work in Grimsby, and assuming an industry- average elasticity of demand, the modal shift to transit and the induced transit trips can be estimated and summed. 7 TRANSPORTATIONPage IS OUR 134 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study Origin-Destination Sketch Tool. A proprietary WSP | PB tool that that combines travel habits of where people are going-to/coming-from with other psychographic characteristics as car availability, the percent of household income on transportation, travel needs and trip needs. Once Grimsby has a full year of ridership data, it will be in a good position to evaluate its transit pilot and make adjustments and improvements to the service in advance of Year Two. Deliverables: 52-week ridership forecast; interim report and presentation to Transit Investigation Committee, Administration and Finance, and Council 2.2.4 Conceptual Design Guided by stakeholder input and transportation demand analysis, WSP | PB will design conceptual transit delivery and transportation options. This conceptual design will largely rely on feedback derived from the series of focus groups as to what service delivery options would best fit the community’s transit needs and what is the most feasible to implement. WSP | PB’s proprietary Origin-Destination Sketch Tool will be customized to the Grimsby context that provide detailed analysis to support transit design decisions. This tool analyses various elements of the transit network using population density, land use, and demand. This tool will be used to propose preliminary route designs with accompanying transit schedules. The conceptual route designs will be accompanied by WSP | PB’s recommendation for levels of service, an estimate for ridership, and an appropriate fleet recommendation. This analysis will also explore the potential for lower cost services such as UBER, Lyft and contracts with the two local taxi providers: Grimsby Taxi and 50 Taxi. This analysis will also review the potential for services like car sharing, volunteer transportation services and transportation demand management services. Additionally, our study will look at concepts such as TransCab currently being used by Hamilton Street Railway (HSR) in the Fruitland Road area of Stoney Creek to provide transit services to those residents living north of the QEW. Levels of service (service frequency, travel time and travel speed data) along with the transportation demand analysis can be used to estimate ridership. Connectivity to major destination, cross-town travel time and speeds will ultimately determine how well the transit network services the population and its impact on ridership. Travel time in particular is a key component in the level of service analysis. Potential 8 TRANSPORTATIONPage IS OUR 135 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study riders will look at travel times when making decisions on taking transit and typically dictates the demand and usage of the system. WSP| Parsons Brinckerhoff will perform a market scan of public transit vehicles, which will meet the current and future needs for Grimsby. The analysis will look at the total asset lifecycle cost from procurement, operating and maintenance, rehabilitation and disposal. WSP | Parsons Brinckerhoff has an experienced team of fleet experts who will assist in the identifying the right vehicle, which will meet Grimsby’s need. Moreover, should the need arise, WSP| Parsons Brinckerhoff can help develop technical specifications for tender documents and SOPs for operation of the new service. In addition to fixed-route service, there are various alternative service delivery options that present more flexible opportunities to introduce transit into a community. Flexible on-demand transit service can be used to build awareness and ridership as a transition towards fixed-route service (Figure 1). WSP | PB will evaluate the feasibility of these alternative service delivery options for the town. Figure 1: Examples of Alternative Service Delivery The conceptual designs will be developed with public input collected at stakeholder workshops and during other public engagement sessions. Deliverables: Conceptual design with service delivery options, preliminary route map and service plan, ridership estimate, recommended levels of service, vehicle recommendations. 2.2.5 Business Model and Governance Structure Transit agencies across Canada and internationally employ a wide range of different business models and governance structures. There is not one “right answer” as each jurisdiction uses a structure that is appropriate to their local context. Grimsby is in a unique situation in that Hamilton Street Railway transit services extend as far east as Jones Rd. in Stoney Creek, which is only approximately 5 kilometres from Grimsby’s western border, and also in that Grimsby is a candidate to receive all-day GO Train service. Both of these realities suggest that Grimsby’s governance structure should allow for some variability in terms of service offering, as transit needs and priorities might take a whole new meaning if HSR continues 9 TRANSPORTATIONPage IS OUR 136 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study expanding its coverage eastward as rumoured to Fifty Road to service a new commercial development, and if all-day GO Train service materializes. WSP | Parsons Brinckerhoff will prepare a brief description of the most effective business models and governance structures in the transit industry. These descriptions will include an assessment of the advantages and disadvantages of each structure, and the narrative will culminate with an analysis of which structure(s) are best suited to Grimsby. Of particular interest and focus will be the discussion of in-house operations versus contracted operations to a third-party provider. In this analysis, we will consider the role that Red Cross is currently playing in delivering specialized transit services, and the extent to which its management and operations should be amalgamated into the management and operations of local fixed-route transit service. We will also consider the structure of the Town of Grimsby to ensure that the proposed governance structure will be accepted by key stakeholders, be efficient and effective in service delivery, and be successful as a component of the Town’s portfolio of services. Governance models to be reviewed include, but are not limited to: Private Municipal Transit Delegate Private Management and Operations/Maintenance Fund extension of service into Grimsby by other systems (Hamilton, Niagara) Public Management and Private Operations/Maintenance Public Municipal Transit Mobility Manager - Overseeing the provision of all types of private sector services We will also consider funding options for the transit service, including the role that each of gas tax funding, federal funding, other provincial funding, and development charges might play. As part of this exercise, recognizing that transit service in Canada is often ideally funded in part through its users in the form of fare revenues, and in part through the public in the form of taxes, we will identify a realistic target fare box recovery ratio appropriate to the local Grimsby context. We will also identify other non-fare revenue sources, such as bus stop advertisements, and the role that each might play in helping alleviate the financial burden on riders and taxpayers and make costs more digestible to Grimsby staff. Finally, we will consider the urgency of new transit service, as identified in Phase 4 – Transportation Demand Analysis, and translate this more specifically into the timing of implementation, accounting for communications and negotiations with higher tier governing bodies as well as interim milestones including the Coordinated Provincial Plan Review. The implementation plan will be extended post-launch with a description of what items should be implemented in the pilot and what items can be delayed until the service is more established. The plan will also consider future events with a reasonable probability of proceeding, such as the opening of a Grimsby GO Train station, and what implications these will have on local Grimsby transit service. Deliverables: A narrative on business model / governance structure for inclusion in the final report; presentation to Transit Investigation Committee 10 TRANSPORTATIONPage IS OUR 137 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 2.2.6 Financial Plan Based on the transit demand forecasts and conceptual route alignments and schedules developed in previous phases, WSP | PB will prepare a 2016 to 2025 and 2026 to 2035 service and financial plans. In doing so, it will first be necessary to convert the 52-week ridership forecast into a 5-year ridership forecast as a proxy. This will be completed based on what we have observed at other similar properties, and across the industry as a whole, combined with any population, economic, and demographic projections that may be provided to us by the Town of Grimsby. The 10-year ridership forecast will inform the service plan. It is expected that the first year of service operation will be a pilot which will be used to inform how service might be updated in the years following. While it is difficult to provide specifics for these future service updates, WSP | Parsons Brinckerhoff will provide recommendations with respect to how the quantity of service may be expected to increase. In doing so, we will make assumptions that service standards will be maintained, for instance that passengers-per-revenue-hour will stay relatively constant to avoid the operation of vehicles that are overcrowded or excessively empty. We will also provide a discussion on the point at which it becomes appropriate for Grimsby to consider increasing the frequency of service, adding another fixed route, revising its service contract(s), and adding new administrative staff. Our analysis will review the financial potential of providing new forms of transportation such as ride hailing, share ride taxis and the like. Our experience with these forms includes using minimal public subsidies to stimulate the use of these service while relying on the actual user of the the service to pay the greatest portion of the cost. Upon completion of the service plan, WSP | Parsons Brinckerhoff will develop the 2016 to 2025 and 2026 to 2035 financial plans in Microsoft Excel, considering both capital and operating budget items. The financial plan, once built, will be intended to be used as a reference point for annual budgeting exercises. The plan will also consider the expected costs of pre-launch expenses such as marketing efforts and it will be broken down into major cost and revenue categories. The exact method of developing the cost estimates is contingent on the governance structure used. For example, if operations are contracted to a third party, costs will be computed on a dollar-per-kilometre basis, whereas if operations are delivered in-house, costs will be a summation of items such as annual salary multiplied by full-time equivalents, annual fuel consumption multiplied by cost of fuel, etc. As a value-add, we will draw on the depth of our experience working with transit properties across Canada and internationally to provide a summary of service standards (such as the number of passengers-per- revenue-hour) which Grimsby should achieve and/or maintain throughout the first five years of operations and utilize going forward through 2026 to 2035. Once the 2016 to 2025 and 2026 to 2035 service and financial plan are both complete, we will participate in a presentation to the Transit Investigation Committee. Deliverables: Ten year ridership forecast; ten year service plan; ten year financial plan; presentation to Transit Investigation Committee 11 TRANSPORTATIONPage IS OUR 138 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 3.0 Schedule WSP | Parsons Brinckerhoff has outlined a schedule it believes is realistic to achieve this assignment on time. This schedule is based on contract award by July 14, 2016. We intend to deliver this project as a series of overlapping tasks for greatest efficiency as follows: Meeting Deliverables Figure 2: Proposed Project Schedule 12 TRANSPORTATIONPage IS OUR 139 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 4.0 Coordination WSP|PB is fully committed to meeting the expectations of the Town of Grimsby. We understand that having the key individuals proposed herein be available to complete the assignment for the full contract term is vital. Accordingly, WSP|PB will ensure that all proposed key resources and support staff shall be available when needed for the full duration of the assignment. WSP|PB will be in contact with the Town of Grimsby frequently throughout this study, including phone calls, emails, monthly meetings, and progress reports. All employees identified within this proposal have capacity to complete the requirements stated in the scope of work in a timely and efficient manner. Additional resources and support staff are available to ensure that the project remains on schedule and is completed to the full satisfaction of the Town. 5.0 Past Performance WSP|PB has extensive experience in the field of transit service planning across Canada and around the world. Our ongoing projects across the GTHA include reviews of transit expansion plans, paratransit operation and expansion, community bus route planning, business plan reviews, fare policy reviews, benefit-cost studies, asset management, idling policy, vehicle propulsion and on-board technology studies, and scheduling studies. We are actively engaged in projects with Metrolinx, the TTC, York Region Transit, Grand River Transit, Halton Region, and others. Examples of our recent and ongoing work are described below. Small Municipalities: Transit Implementation Pilot Review, Fort Saskatchewan, AB (Ongoing) Belleville Transit Operational Review, Belleville, ON (2014) Transit Feasibility Study, Beaumont, AB (2012) East Hants Corridor Transit Feasibility Study, East Hants, NS (2012) Niagara Region Inter-Municipal Transit, Niagara Region, ON (2009) County of Essex Inter-Regional Transit Assessment, Essex, ON (2009) PEI Island-wide Transit Feasibility Study, Various Locations, PEI (2008) GO Transit Service to Niagara-Feasibility Study, Niagara Region, ON (2006) Refer to the attached project sheets in Appendix B for further information. Large Municipalities: Toronto Transit Commission Wheel-Trans Program Review, Toronto, ON (Ongoing) Grand River Transit Regional Transit Master Plan, Waterloo Region, ON (Ongoing) Oakville Transit Services Review, Oakville, ON (2015) York Region Transit Paratransit Best Practice Review, York Region, ON (2013) 13 TRANSPORTATIONPage IS OUR 140 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 5.1 References Client references for select abovementioned studies are provided in the table below. Project Name Title Agency Phone Email Transit Manager of Chadwick Fort Implementation Infrastructure and 780-992-6157 [email protected] Paddick Saskatchewan Pilot Review Equipment Services Business Plan John Grand River Project Manager 519-585-7597 [email protected] Review Ciccutin Transit Transit Services Barry Cole Director of Transit Oakville Transit 905-845-6601 [email protected] Review Transit Manager/ Matt 613-962-4344 Operational Planner, Transit Belleville [email protected] Coffey x3552 Review Services Table 1: Project References 6.0 Your Team WSP | Parsons Brinckerhoff recognizes that this assignment is far more than an academic exercise. It calls for a team of professionals who have applied experience developing and implementing transit strategies, innovative fare policies, service standards, service planning, and technology that have resulted in ridership and cost recovery increases. We are proposing such a team. Our approach to projects is always hands-on and results-oriented. Figure 3: Proposed Team Structure 14 TRANSPORTATIONPage IS OUR 141 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study 6.1 Key Resources Name Proposed Role Sasha Pejcic PMP Project Manager John Gobis Lead Public Engagement, Business Model, and Best Practices Tim Rosenberger Lead Operations and Design Gabriela Sauter Lead Strategy Table 2: Key Team Members Support Personnel Our Key Personnel will be supported by the following individuals who bring directly relevant experience to this assignment: Alec Knowles Brian Putre Shannon Cole Sara Dibe Summary biographies for key team members are provided below to provide an overview of each individual’s background and skills. Please see Appendix A for full CVs of all proposed staff. SASHA PEJCIC, PMP, PROJECT MANAGER Sasha Pejcic is a Principal Consultant in the Strategic Advisory Services Group. As lead of Transit Advisory and acting lead of Asset Management, Sasha and his team help transit agencies rationalize their services in order to grow ridership, improve customer satisfaction, and maximize cost efficiencies. To date, Sasha has led assignments that include operations and maintenance (O&M) contracting, service optimization, service planning, transit services review, on time performance, specialized transit, hazard/risk analysis, asset management, economic analysis, standard operating procedures and strategic planning. Prior to joining WSP | Parsons Brinckerhoff, Sasha was employed at Infrastructure Ontario where he was instrumental in transitioning a $20 billion portfolio of projects from inception to delivery using Alternative Financing and Procurement (AFP/P3). Sasha was recently elected to the Board of Directors for the Ontario Public Transit Association (OPTA) and sits on the Executive Committee of the Institute of Asset Management. Sasha is currently the Project Manager on our transit start-up project in the City of Fort Saskatchewan, Alberta. We are proposing not only a transit expert; we are also proposing an expert in project management. Sasha is an accredited project management professional (PMP) as sanctioned by the Project Management Institute. As such, Sasha will manage this project according to the best practice principles established by the Project Management Institute to the fullest satisfaction of the Town of Grimsby. Last, Sasha is a local resident of Winona (Stoney Creek) and has an intimate firsthand understanding of Grimsby. Sasha lives only 10-minutes away from the Town’s office. As such, Sasha will be readily available for any in-person meetings and stakeholder engagement outreach with minimal notice. 15 TRANSPORTATIONPage IS OUR 142 COREof 214 BUSINESS Agenda Item i) Town of Grimsby – Transit Investigation Study JOHN GOBIS, LEAD PUBLIC ENGAGEMENT, BUSINESS MODEL, AND BEST PRACTICES WSP | PB’s John N. Gobis advises clients in both the public and private sectors on issues of strategy, marketing, organization and operations. He has more than 30 years’ experience in developing public/private partnerships for projects dealing with transportation and infrastructure for such clients as The City of Los Angeles, The City of New York, Bay Area Rapid Transit, Orlando LYNX, The Metropolitan Transit Commission of Minneapolis/St. Paul, The States of Delaware, New Jersey and Georgia, San Diego’s Metropolitan Transit Commission and others. Gobis’ experience in service design and delivery includes long and short-range transit plans, comprehensive operational analyses, competitive contracting and the development of innovative service concepts. He has been involved in commuter rail projects for the Virginia Railway Express, TRI RAIL, Oceanside Commuter Rail, METROLINK and RAILTRANS. His light rail/fixed guide way work includes work for Dallas Area Rapid Transit, Santa Clara County, DART First State and the City of Los Angeles. Gobis authored Strategic Plans for the transportation agencies in Dallas, Orlando and Houston. Private sector clients include The Dallas Cowboys Football Club, Georgia Power, ACS, Advanced Transportation Solutions and AHL Services. TIM ROSENBERGER, LEAD OPERATIONS AND DESIGN Tim Rosenberger is a senior transit operations planner and project manager, specializing in mass transit operations and systems planning. He has managed and served as technical lead on a wide variety of transit and transportation planning projects, including strategic and detailed system-wide planning for mass transit organizations and metropolitan planning organizations; transit route and system design including transit development plans and comprehensive operational analyses; corridor planning studies and operating cost estimating for alternatives analysis and environmental studies of potential rail and bus rapid transit projects; planning and conceptual design of transit passenger facilities and facility area land use and development plans integrating transit and land use based on the application of transit oriented development (TOD) and new urbanist design principles; survey design and implementation; rail and bus operations modeling; and bicycle and pedestrian facilities planning. Tim leads a multi-disciplinary team of planners, engineers and designers that help transportation agencies improve their services through better integration of transit operations, transit and non-motorized transportation facilities, traffic operations, and land use and development. He has developed innovative approaches both project decision making and public engagement that makes building consensus on project decisions faster, more efficient and more secure. Prior to joining Parsons Brinckerhoff, Tim was a planner with the Greater Cleveland Regional Transit Authority. GABRIELA SAUTER, LEAD STRATEGY Gabriela Sauter is the Strategy and International Development Lead for Global Advisory at WSP, with ten years of development planning and research experience in over ten countries. She has a background in economics and management, and sustainable development, and holds a PhD in Planning. Gabriela has expertise in development planning and policy, economic development strategy, and socio-economic impact assessment on large-scale infrastructure projects. She has international research and project management experience; speaks six languages, to varying degrees of proficiency; and has worked with a wide range of stakeholders, including government officials, the private sector, non-governmental organizations, local communities, and academic institutions. Gabriela was one of the lead authors in the creation of the business plan for Metrolinx for all-day rail service to Niagara Falls. As such, Gabriela brings a strong understanding of the local context of transit in Niagara Region and the desires of Metrolinx for Grimsby to have a local fixed-route transit service. 16 TRANSPORTATIONPage IS OUR 143 COREof 214 BUSINESS Town of Grimsby – Transit Investigation Study 7.0 Proposed Budget WSP | Parsons Brinckerhoff has outlined financial and resource plans that it believes is realistic and derives greatest value for money for the Town of Grimsby. Our plan is consistent in approach with other similar successful projects we have undertaken within the last two years. The budget stated below includes a stakeholder consultation near the beginning of the project, a public open house to present background findings, and a public open house to present the Summary Report and draft Transit Investigation Study. Meetings in addition to the three previously stated, would be at a rate of $214 an hour (Project Manager’s hourly rate) plus any additional staff as required, per meeting. We have outlined hours for key and support personnel based on our assumptions of what will be required to complete this assignment from reviewing the RFP. Naturally, we will be in a better position to determine actual resourcing requirements once we start the project. For example, if we determine that the quality of information in one area is stronger when compared to another and therefore requires less resourcing than we anticipated, we will seek the Town of Grimsby’s support to reallocate hours where the greatest resourcing needs arise while keeping within the overall upset fee for labour of $49,910 excluding HST. Overall, we are committed to a high-quality product that will serve the Town of Grimsby well into the future. Shannon Tim Gabriela Sasha Pejcic John Gobis Brian Putre Sara Dibe Alec Knowles Total Cole Rosenberger Sauter Rate: $ 214 $ 200 $ 77 $ 113 $ 97 $ 104 $ 260 $ 165 Task 1: Project Initiation 12 12 24 Task 2: Peer Review 2 4 25 12 2 45 Task 3: Transit Focus Groups 12 12 12 12 48 Task 4: Transportation Demand Analysis 8 2 27 8 3 48 Task 5: Business Model and Governance Structure 6 2 13 13 5 39 Task 6: Conceptual Design 6 2 27 8 6 3 52 Page 144 of 214 Task 7: Financial Plan 4 2 22 6 34 Task 8: Project Completion 24 24 8 56 Total 74 24 86 84 45 20 6 7 346 Labour 45,910 Expenses $ 4,000 Subtotal $ 49,910 HST $ 6,488 Agenda Item i) TOTAL INCL. HST (CAD) $ 56,398 17 TRANSPORTATION IS OUR CORE BUSINESS Agenda Item i) PROFESSIONAL SERVICE AGREEMENT (SHORT FORM) © WSP Canada Inc., 2014 Rev.: 2014/03 Page 145 of 214 Agenda Item i) PROFESSIONAL SERVICE AGREEMENT entered into in ______, Province of ______, on ______, 201__ (the “Agreement”). BETWEEN: WSP CANADA INC., a company existing under the laws of Canada, having its head office at 1600 boul. René- Lévesque West, Montréal (Québec) H3H 1P9; (hereinafter referred to as “WSP”) AND: [INSERT FULL LEGAL NAME OF THE CLIENT], a company validly existing under the laws of ●, having an office at ●; (hereinafter referred to as the “Client”) WHEREAS the Client intends to retain WSP to provide the Services in connection with the Project, and WSP accepts to provide the Services to the Client, the whole in accordance with the terms and conditions hereinafter set forth. NOW THEREFORE, in consideration of the mutual covenants and agreements hereinafter set forth, the parties agree as follows: 1. DEFINITIONS 1.1 Unless the context requires otherwise, the following capitalized terms mean: “Affiliate” shall have the meaning given to that term in the Canada Business Corporations Act or any replacement or supplemental Law in effect from time to time, which meaning shall, mutatis mutandis, apply to partnerships, general partnerships and limited partnerships. “Agreement” means this professional service agreement and all schedules attached hereto. “Claim” or “Claims” mean, as the case may be, any one or more of: loss, damage, cost, expense, disbursement, penalty, fine, claim, demand, action, proceeding, legal hypothec, encumbrance, statutory obligation, liability, suit, judgment, award, determination, adjudication, unpaid tax of any kind, cost of investigation and any type of fee (including reasonable legal fees and reasonable attorney costs), together with any interest in relation thereto at the rate of five per cent (5%) per annum. “Completion” means that the Services have been fully completed in accordance with the Agreement. “Confidential Information” means all information of a confidential nature, in any form or medium, which the Client or WSP, directly or indirectly, acquires from the other party to the Agreement, including any information concerning or relating to the Client or WSP, including such party’s business, affairs, financial position, assets, operations, activities, prospects or trade secrets, together with all analyses, evaluations, compilations, notes, studies or other documents prepared by the Client or WSP, as the case may be, or their respective Personnel, containing or based upon such information. “Contract Price” means the amount payable to WSP set forth in Schedule 2. “Deliverables” means drawings, plans models, designs, specifications, reports, photographs, surveys, calculations and other data, including computer print outs, which are used in connection with the Agreement and which are prepared by or on behalf of WSP. “Event of Force Majeure” means an event or circumstance, not reasonably within the control of a party to the Agreement, which restrains or delays the performance by a party of its obligations under the Agreement and, which by the exercise of due diligence and planning, the party was, or is, unable to prevent or overcome. “Hazardous Substance” means any substance, mixture of substances, product, waste, organism, pollutant, material, chemical, contaminant, dangerous good, constituent or other material which is or becomes listed, regulated or addressed under any Law or applicable regulation respecting the use, manufacture, importation, handling, transportation, storage, disposal and treatment of the substance, mixture of substances, product, waste, organism, pollutant, material, chemical, contaminant, dangerous good, constituent or other material. “Law” or “Laws” means collectively all valid applicable common law, federal, provincial and municipal and other local laws, orders, rules, regulations and decisions of regulatory bodies, including, occupational health and safety, fire, employment insurance, workers’ compensation, environmental protection legislation, building codes, anti-bribery law or international convention, as may apply now or in the future and any other governmental requirements, work practices and procedures prescribed by law and related to the Project or the Services. © WSP Canada Inc., 2014 Rev.: 2014/03 Page 146 of 214 1 Agenda Item i) “Person” means any natural person, corporation, company, joint venture, unincorporated association, union, partnership (general or limited), limited liability company, trust, trustee, executor, administrator or other legal representative or any other entity or association. “Personnel” means a party’s directors, officers, employees, contract personnel, representatives, advisors and agents, which meaning shall, mutatis mutandis, apply to Affiliates of a party. “Project” means the project identified in Schedule 1. “Reimbursable Expenses” means those expenses that are identified in Schedule 2 of this Agreement and which are payable by the Client to WSP. “Services” means the services identified in Schedule 1. “Site” means the site(s) where the Project is located. 2. SCOPE OF SERVICES 2.1 Services. WSP shall provide the Services, in accordance with the Agreement. 2.2 Time. WSP shall provide the Services and shall submit each deliverable in accordance with the agreed upon work schedule attached to the Agreement as Schedule 2. 3. OBLIGATIONS OF WSP 3.1 Standard of Care. WSP shall provide the Services in accordance with the degree of care, skill and diligence normally provided by professional engineers or consultants in the performance of comparable services at the time and place that the Services are being provided. 3.2 Obligations. WSP shall: 3.2.1 be entitled to rely upon the accuracy and completeness of all information and data furnished by or on behalf of the Client, as well as all information provided by governmental authorities and public utilities; 3.2.2 not be responsible for the acts or omissions or performance by the consultants of the Client, contractors, subcontractors or suppliers of the Project, nor shall it control, direct or supervise the construction methods, means, techniques, sequences or procedures of the contractors, subcontractors or suppliers of services for the Project; 3.2.3 not be responsible for the advice of any independent expert engaged by the Client, whether or not recommended by WSP; 3.2.4 not be responsible for manufacturing defects in equipment, material or supplies specified or recommended by WSP; and 3.2.5 not be responsible for safety precautions and programs required in connection with the Project or for the general safety at the Site under applicable health and safety legislation. 4. OBLIGATIONS OF THE CLIENT 4.1 General Obligations. The Client shall promptly fulfill all of the Client’s responsibilities and shall promptly consider requests by WSP for information, directions or decisions and diligently provide the requested information or inform WSP of the Client’s direction or decision within a reasonable time so as not to delay the Services. 4.2 Information and Data. The Client shall make available to WSP any information and data pertaining to the Project which is required by WSP to perform the Services and shall, when notified by WSP, perform any ancillary services that are necessary to enable WSP to provide the Services. 4.3 Access to Site. The Client shall arrange where necessary for WSP’s access to the Site or other required locations to enable WSP to provide the Services. 4.4 Permits. The Client shall obtain all required approvals, licenses and permits or any other authorizations or rights from all governmental authorities or other Persons required for the performance of the Project. © WSP Canada Inc., 2014 Rev.: 2014/03 Page 147 of 214 2 Agenda Item i) 5. CHANGES 5.1 Change. The Client or WSP may, at any time, propose to the other party changes to the Services including, without limitation, additions, deletions, rescheduling and acceleration or deceleration to all or any part of the Services. 5.2 Compensation for Change. In the event a proposed change directly or indirectly causes an increase or decrease in the time or cost to perform the Services, the Client and WSP shall without delay negotiate in good faith an equitable adjustment to the schedule or compensation or both, and the Agreement shall be modified accordingly, in writing, by both parties. 5.3 Performance. WSP shall not proceed with any proposed change unless the Agreement has been modified in writing by both parties with respect to the adjustments to the schedule or compensation, or both. 6. OWNERSHIP OF DELIVERABLES AND INTELLECTUAL PROPERTY RIGHTS 6.1 Deliverables. The Deliverables are the exclusive property of WSP, whether any work with respect to the Project is executed or not. WSP reserves the copyright therein and in any work which may be executed therefrom. The Client may keep a copy of the Deliverables for its records. 6.2 Intellectual Property Rights. WSP retains ownership of any and all patents, trademarks, copyrights, industrial or other intellectual property rights or from concepts, products or processes which are developed by WSP in performing the Services. The Client shall not use, infringe or appropriate such proprietary rights without the prior consent of and compensation to WSP. 6.3 Withholding of Deliverables. Notwithstanding anything to the contrary contained in the Agreement, in the event the Client is in default under the terms of the Agreement, including failure to make any payment when due, WSP may withhold all Deliverables until the Client has cured such default. 6.4 Documents of the Client. WSP may keep, for its records, a copy of any document provided by the Client in connection with the Services. 7. INSURANCE 7.1 Insurance Coverage. WSP shall maintain throughout the term of the Agreement professional liability insurance with per claim and annual aggregate limits which it deems to be reasonable, insuring WSP’s professional liability resulting from the performance of the Services. Upon request of the Client, WSP shall provide within a reasonable delay certificates of insurance. 7.2 Notice. WSP and the Client shall immediately notify in writing each other of any occurrence or incident likely to give rise to a claim under WSP’s professional liability insurance referred to in this Article, or of any other matter or thing in respect of which notice should be given by WSP to its insurer. In addition, the Client shall provide WSP with all such information, reports, documentation and assistance as may be reasonably necessary to achieve prompt settlement of any insurance claim. 8. LIABILITY AND INDEMNIFICATION 8.1 Liability of the Parties. Subject to the limitations of liability set forth in Article 9, each party shall indemnify the other party and their respective Affiliates, agents and Personnel, for Claims resulting from: 8.1.1 third parties; or 8.1.2 a breach of contractual obligations under the Agreement by the indemnifying party or anyone for whom such party is responsible; or 8.1.3 negligent or faulty acts or omissions of the indemnifying party or anyone for whom such party is responsible. 9. LIMITATION OF LIABILITY 9.1 Limitation of Liability. Each party’s liability for Claims which the other party may have against it or its Affiliates, agents and Personnel, under this Agreement or in any way related to the Services, whether these Claims arise in contract, tort, negligence or under any other theory of liability, shall be limited, notwithstanding any other provision of the Agreement, to the Contract Price. 9.2 Hazardous Substances. WSP shall not be responsible for the identification, reporting, analysis, evaluation, presence, handling, removal or disposal of Hazardous Substances at or adjacent to the Site, unless otherwise © WSP Canada Inc., 2014 Rev.: 2014/03 Page 148 of 214 3 Agenda Item i) specified in the Agreement, or for the exposure of Persons, property or the environment to Hazardous Substances at or adjacent to the Site. 9.3 Indirect and Consequential Damages. In no event shall either party be liable for indirect, consequential or punitive damages or damages for losses of profits, revenue, business, reputation or financing and lost opportunity. 9.4 Limitation Period. No Claim may be brought against WSP or against its Affiliates and agents, including insurers and their respective Personnel, more than one year (or beyond the limitation period prescribed by Law in the jurisdiction in which the Project is located) after the Completion of the Services. 10. FORCE MAJEURE 10.1 Event of Force Majeure. If, due to an Event of Force Majeure, either party cannot fulfill its obligations under the Agreement, then that party’s obligations shall be suspended during the period of time and to the extent that the Event of Force Majeure continues to prevent the performance of its obligations. 11. INDEPENDENT CONTRACTOR 11.1 Independent Contractor. WSP is an independent contractor and not an agent of the Client unless otherwise provided in the Agreement. 12. PAYMENT 12.1 Payment. Payment of the Contract Price and Reimbursable Expenses shall be made in accordance with Schedule 2. WSP shall invoice the Client monthly and the Client shall, pay each invoice within 30 days. The Client shall, within 10 days after receipt of WSP’s invoice, notify WSP of any amounts therein which the Client reasonably considers not properly due to WSP. If the Client fails to notify WSP within such 10 day period, the Client shall be deemed to have accepted the amount. 12.2 No Holdback. Notwithstanding any other provision of the Agreement, the payment Contract Price and Reimbursable Expenses shall not be subject to any holdback. 12.3 Interest. Amounts not paid by either party to the other when due under any provision of the Agreement, shall bear interest from the date payment was originally due to and including the actual date of payment at the rate of five per cent (5%) per annum. 13. SUSPENSION OR TERMINATION 13.1 Termination. The Agreement shall terminate at the earliest of: 13.1.1 the date of Completion; or 13.1.2 the date of termination if termination occurs in accordance with this Article. 13.2 Termination by the Client. If WSP is in material default in the performance of any of WSP’s obligations under the Agreement, the Client shall notify WSP that the default must be corrected. If WSP fails to correct the default within 30 days after receipt of such notice or, where the default is not susceptible of immediate correction, does not take within such time period reasonable steps to correct the default, the Client may terminate the Agreement upon further notice to WSP. Such termination shall not release the Client from its obligations to pay all amounts due to WSP for Services completed up to the date of the termination in addition to all expenses incurred by WSP up to the said date in the manner provided in the Agreement. 13.3 Suspension or Termination by WSP. If the Client is in material default in the performance of any of the Client’s obligations under the Agreement, including but not limited to the failure to make any payments in the manner specified in the Agreement, WSP shall notify the Client that the default must be corrected. If the Client does not correct the default within 7 days after receipt of such notice, WSP may stop performance of the Services until it receives full payment of the amounts owed to it, including any interest accrued thereon, or until the default is cured. If the Client does not correct such default within 15 days of WSP’s notice of default, WSP may terminate the Agreement upon further notice to the Client. In such event, the Client shall promptly pay all amounts due to WSP for Services completed up to the date of termination in addition to all expenses incurred by WSP up to the said date and all reasonable termination expenses, including without limitation, third party cancellation charges, without prejudice to any other rights or recourses of WSP. 13.4 Suspension or termination by the Client. If the Client is unwilling or unable to proceed with the Project, the Client may suspend or terminate the Agreement by notice of 30 days to WSP. Upon receipt of such notice, WSP shall perform no further Services other than those reasonably necessary to suspend or terminate that © WSP Canada Inc., 2014 Rev.: 2014/03 Page 149 of 214 4 Agenda Item i) portion of the Project for which WSP is responsible. In such event, the Client shall promptly pay all amounts due to WSP for Services completed up to the date of suspension or termination, in addition to all expenses incurred by WSP up to the said date and all reasonable suspension or termination expenses, including without limitation, third party cancellation charges, without prejudice to any other rights or recourses of WSP. 13.5 Rights of WSP. If the Client suspends performance of the Services at any time for more than 30 consecutive or non-consecutive days, then WSP may choose, at its sole discretion, to terminate the Agreement upon notice to the Client. In such event, the Client shall promptly pay all compensation due to WSP for Services completed up to the date of termination, all reimbursable expenses incurred by WSP up to the date of termination and all reasonable termination expenses, including without limitation, third party cancellation charges, without prejudice to any other rights or recourses of WSP. 14. CONFIDENTIALITY 14.1 Confidential Information. Any and all Confidential Information received by a party to the Agreement shall be received in the strictest confidence and shall not be: (i) disclosed to any third party or (ii) used in any manner whatsoever directly or indirectly, for any purpose other than for the purposes of carrying out the Services, except with the prior consent of the party who provided the Confidential Information, which consent may be arbitrarily withheld. 15. DISPUTE RESOLUTION 15.1 Negotiations. In the event of a dispute arising between the parties under or in connection with the Agreement the parties will make reasonable efforts to resolve the dispute by amicable negotiations. The parties agree to provide frank, candid and timely disclosure of relevant information and documents, without prejudice to their rights and recourses. 15.2 Unresolved Dispute. Should negotiations not resolve the dispute, a party may refer the unresolved dispute to the courts or, upon mutual agreement, to any other form of dispute resolution, including mediation or binding arbitration. 16. NOTICES 16.1 Notices. Notices shall be given in writing and shall be addressed to a party at the address set forth in the Agreement. Notices may be delivered in person, by courier or transmitted by facsimile or email. 17. SURVIVAL 17.1 Survival. In addition to the provisions of the Agreement which by their nature survive the termination or expiry of the Agreement, the following Articles shall survive termination or expiration of the Agreement: Article 6 Ownership of Deliverables and Intellectual Property Rights, Article 8 Liability and Indemnification, Article 9 Limitation of Liability, Article 14 Confidentiality, Article 15 Dispute Resolution and Article 18 Governing Law. 18. GOVERNING LAW 18.1 Governing Law and Jurisdiction. The Agreement shall be governed by and construed in accordance with the Laws of the province where the Project is located. The parties agree, subject to Article 15 Dispute Resolution, to accept and submit to the exclusive jurisdiction of the courts of the province where the Project is located. 18.2 Forum. The parties waive any objection based on venue or forum non conveniens with respect to any Claim arising under the Agreement or in any way connected to or related to or incidental to the dealings of the Client and WSP in respect of the Agreement or any related transactions, in each case whether now existing or hereafter arising and whether in contract, tort, civil liability, or other legal theories or specific statues. © WSP Canada Inc., 2014 Rev.: 2014/03 Page 150 of 214 5 Agenda Item i) 19. GENERAL MATTERS 19.1 Assignment. Neither party may assign the Agreement without the prior written consent of the other party, which consent may not be unreasonably withheld. Notwithstanding the foregoing, WSP may assign the Agreement, without having to obtain the consent of the Client, to any of its Affiliates or to any third party that amalgamates or merges with WSP or which acquires all or substantially all of the assets of WSP. Subject to the foregoing, the Agreement shall enure to the benefit of and be binding upon the parties and their respective successors and, in the case of WSP, its assigns. 19.2 Precedence. If there is a conflict or inconsistency among or between the terms provided in the body of this Agreement and the Schedules, the terms provided in the body of this Agreement shall govern. 19.3 Severability. If any term, covenant or condition of this Agreement, to any extent, is invalid or unenforceable, the remainder of this Agreement other than those provisions held invalid or unenforceable shall not be affected and each remaining term, covenant or condition of this Agreement shall be separately valid and shall be enforceable to the fullest extent permitted by Law. 19.4 Entire Agreement. The Agreement constitutes the entire agreement between the parties and shall supersede and replace any and all prior agreements between the parties with respect to the Services. 19.5 Amendments. No amendment to the Agreement shall be binding on WSP and the Client, unless made in writing and signed by the authorized representatives of both parties. 19.6 No Waiver. A party’s failure to insist on performance of any term, condition or instruction or failure to exercise any right or privilege, or its waiver of any breach or default shall not thereafter waive any such term, condition, instruction, right or privilege. 19.7 Exclusions. Unless expressly stated otherwise in the Agreement, the Client’s request for proposals, tender documents or other such similar documents shall not form part of the Agreement. 19.8 Language Clause. This Agreement and all documents and notices relating thereto have been drawn up in English at the express request of the parties. La convention ainsi que tous les documents et avis s’y rapportant ont été rédigés en anglais à la demande expresse des parties. IN WITNESS WHEREOF the parties have signed this Agreement at the place and on the date first hereinabove mentioned. [INSERT FULL LEGAL NAME WSP CANADA INC. OF THE CLIENT] Per: [Name] Per: [Name] [Title] [Title] © WSP Canada Inc., 2014 Rev.: 2014/03 Page 151 of 214 6 Agenda Item i) SCHEDULE 1 PROJECT DESCRIPTION AND SCOPE OF SERVICES 1. Description of the Project [To be completed] 2. Scope of Services A. Base Services [To be completed] B. Additional Services [To be completed] C. Excluded Services [To be completed] © WSP Canada Inc., 2014 Rev.: 2014/03 Page 152 of 214 7 Agenda Item i) SCHEDULE 2 SCHEDULE AND CONTRACT PRICE AND REIMBURSABLE EXPENSES 1. Schedule [To be completed] 2. Contract Price and Reimbursable Expenses [To be completed] © WSP Canada Inc., 2014 Rev.: 2014/03 Page 153 of 214 8 Agenda Item i) Appendix A Page 154 of 214 Agenda Item i) SASHA PEJCIC, PMP PRINCIPAL CONSULTANT AREAS OF PRACTICE PROFILE Transit Operations Sasha Pejcic is a Principal Consultant in the Strategic Consulting Group. As lead of Transit Advisory and acting lead of Asset Management, Sasha and his team help transit Operations and agencies rationalize their services in order to grow ridership, improve customer Maintenance Contracting satisfaction, and maximize cost efficiencies. To date, Sasha has led assignments that include operations and maintenance (O&M) contracting, service optimization, service Public-Private- planning, transit services review, on time performance, specialized transit, hazard/risk Partnerships (P3s) analysis, asset management, economic analysis, standard operating procedures and strategic planning. Prior to joining Parsons Brinckerhoff, Sasha was employed at Specialized Transit Infrastructure Ontario where he was instrumental in transitioning a $20 billion portfolio of projects from inception to delivery using Alternative Financing and Procurement Safety and Risk Analysis (AFP/P3). Sasha was recently elected to the Board of Directors for the Ontario Public Transit Association (OPTA) and sits on the Executive Committee of the Institute of Asset Asset Management Management. Strategic Planning EDUCATION LANGUAGES Honours Bachelor of Applied Studies Co-op (Economics Major 2003 with a Finance Specialization), University of Waterloo English Project Management Certificate, Ryerson University 2009 Serbian LEADERSHIP Ontario Public Transit Association, Board of Directors 2015 - Present Institute of Asset Management (Canadian Chapter), Executive 2014 - Present Committee Member – Knowledge Management Lead PROFESSIONAL DESIGNATIONS Project Management Professional (PMP), Project Management 2011 Institute (License # 1306473) CAREER HIGHLIGHTS Principal Consultant, Transit Advisory, WSP, Toronto, Ontario, 2014 – Present Canada Senior Consultant, Strategic Consulting, Parsons Brinckerhoff 2012 – 2014 (now named WSP), Toronto, Ontario, Canada Project Coordinator, Project Development, Infrastructure Ontario, 2008 – 2012 Toronto, Ontario, Canada Commodities Derivatives Trading – P&L Analyst, RBC Capital 2011-2012 Markets, Toronto, Ontario Canada Page 155 of 214 Agenda Item i) SASHA PEJCIC, PMP Commodities Derivatives Trading – Operations Officer, RBC 2009-2011 Capital Markets, Toronto, Ontario, Canada PROFESSIONAL EXPERIENCE Transit Start-Up and Implementation City of Fort Saskatchewan – Transit Implementation Support Services: As Project Manager and Technical Resource, Sasha and his team are assisting the City of Fort Saskatchewan with the implementation of permanent transit services in the growing community. Our scope of work includes developing an Operations and Maintenance Contract for transit services and assisting the City through the procurement phase, developing a technical bus specification and assisting the City through the implementation phase, identifying infrastructure requirements and finally providing mentoring to the City’s newly hired Transit Coordinator. Service Optimization Toronto Transit Commission (TTC) Functional Review of TTC Service Delivery Group: $1M on-call assignment leading review to improve bus operations and service delivery in the City of Toronto. (2015-Ongoing). Task Assignments include: Wheel-Trans Service Delivery Review: Project Manager and technical resource to undertake an exhaustive review of service delivery and eligibility at Wheel- Trans. In addition, developing an implementation plan to assist the TTC to transition Wheel-Trans to a Family of Services delivery model. ($400K) Bus Idling Study and Policy: Project Manager for a study to develop a bus idling and noise policy for the TTC’s conventional services. ($175K) Bus Operator Hours of Work Analysis: Project Manager and technical resource to undertake an analysis of maximum bus operator work hours across transit peers in North America and develop a recommendation for the TTC on maximum hours for its operators. ($8K) Grand River Transit – 2016-2020 Business Plan: Project Manager and technical resource for the development of Grand River Transit’s (GRT) five-year business plan. GRT is an exciting transitionary period with the introduction of Light Rail Transit during the term of the study. Our study seeks to provide a blueprint for the agency that will ensure seamless integration of LRT and Bus services, achievement of ridership goals and cost-recovery goals by 2021. Fort Saskatchewan Transit – Transit Review and Business Plan: Project Manager and technical resource for a review of Fort Saskatchewan’s pilot conventional transit system. The outcome of the project is to determine whether fixed-route conventional transit should continue in the community, and if so, how could the service be delivered more effective and efficiently to the citizens for Fort Saskatchewan. The project includes recommending a new routing strategy, marketing, branding and fleet requirements. Additionally, the project seeks to identify opportunities and a strategy to divert specialized transit trips to conventional transit. Based on the strength of our analysis, Fort Saskatchewan City Council approved making transit a permanent fixture in the community. (Completed October 2015) – Page 2 of 7 Page 156 of 214 Agenda Item i) SASHA PEJCIC, PMP Oakville Transit (Oakville ON), Transit Services Review: Project Manager for a review of Oakville Transit’s conventional transit and para-transit systems along with other related elements of its operations in order to plan for delivery of future services. The overall goal is to continue to meet the Town’s public transit needs in an efficient and innovative manner, to identify and implement industry best practices, to increase overall ridership and maximize cost recovery. In July 2015, Oakville Town Council unanimously approved our plan. (Completed July 2015). York Region Transit – Key Performance Indicators: As Project Manager, led project to identify and deploy key performance indicators for the Road and Traffic departments at York Region that will help management make better decisions about the way they allocate resources and run their lines of business. (Completed March 2014) York Region Transit – Schedule Efficiency Review/On Time Performance: As Project Manager, leading review of YRT and Viva transit systems to determine root cause(s) of third party contractor inability to achieve the Region’s desired baselines for on-time performance. Scope of project included frontline staff interviews, ride-a-longs and manual verification of pull-out and pull-in times across all YRT facilities. (Completed July 2014) Operations and Maintenance Service Contracting York Region Transit – Facilities Management: As Project Manager, developing new facilities management contract that will bundle the operations, maintenance and lifecycle of four YRT operating, maintenance and storage facilities into one package. Developing output specifications, identifying performance criteria, preparing tender documents and supporting YRT fully through the procurement process. (2015-Ongoing) York Region Transit – Viva BRT: As Deputy Project Manager, developing new O&M contract for the Viva BRT service. Conducted global best practice review of other transit providers, identified lessons learned and incorporated them into the revised O&M contract. In addition, developed cost model identifying the expected hourly price York Region would expect to pay at time of RFP. As add-on work to the original contract, Sasha is currently supporting the Region through RFI and RFP processes leading to the selection of a preferred proponent. (Completed December 2014) York Region Transit – Southwest Division: As Project Manager, leading review and update of Region’s Southwest O&M contract for potential release to market as a RFP later in 2014. (Completed August 2014) York Region Transit – Mobility Plus: As Project Manager, leading review of Region’s para-transit contract with intent of the modifying contract to reflect proposed scope changes during the term. (Completed January 2014) Fare Policy York Region Transit (YRT)/Viva Fare Structure and Funding Strategy: Project Manager and technical resource leading the development of a new fare structure and funding strategy to help YRT/Viva achieve their revenue-to-cost recovery ratio. Our work will help prepare the Region’s transit system for growth and – Page 3 of 7 Page 157 of 214 Agenda Item i) SASHA PEJCIC, PMP integration through a review and restructuring of the current fare categories to achieve a 45% cost ratio. (2016-Ongoing). Asset Management TTC – Bus Fleet Asset Management and Lifecycle Review: Principal in Charge for this assignment that will determine the optimal lifecycle for the TTC’s bus fleet. Our scope of work includes an assessment of reducing the bus lifespan from 18-years to 15-years. In addition, we will be undertaking a propulsion study on alternative technologies. (2015-Ongoing) Windsor Transit - Asset Management and Lifecycle Review: Principal in Charge for this assignment to develop a fleet lifecycle plan. In addition, we will assess the agency to determine whether there is a skills deficiency in the workforce to maintain buses with new technology systems. Metrolinx – Enterprise Asset Management Program: Project Manager for this assignment to identify capital assets and asset categories and condition, provide recommendation on when they are to be replaced and an estimate to its cost in order to set a baseline tool to inform decisions on the capital state of good repair program and other corporate initiatives for GO stations and facilities as well as those shared by other transit agencies. Parsons Brinckerhoff will create a strategic tool to develop the order of magnitude for ongoing capital state of good repair works, and provide a priority based replacement plan and cost schedule for rehabilitation of assets reaching the end of their life cycle expectancy based on industry best practice. (2014-Ongoing) York Region Transit – O&M and Lifecycle Costing for Toronto-Yonge Spadina Subway Extension (TYSSE) into York Region: As Project Manager, developing cost estimates for the new TYSSE to determine the payback period by not providing bus service along the corridor of the extension. In addition, cost estimates will assist with YRT’s capital and operating planning. (2014-Ongoing) Confidential Private Sector Client: Principal-in-Charge for an assignment to undertake market scan of potential customers and establish the lifecycle cost benefits for our clients’ purpose-built specialized transit vehicle (2014-Ongoing) Confidential Private Sector Client: Principal-in-Charge for an assignment to establish the lifecycle cost benefits of our clients’ new after-market bus engine part when compared to rebuilding the same part and reinstalling it. (Completed November 2014) Specialized Transit Toronto Transit Commission - Wheel-Trans Service Delivery Review: Project Manager to undertake an exhaustive review of service delivery and eligibility at Wheel-Trans. In addition, developing an implementation plan to assist the TTC to transition Wheel-Trans to a Family of Services delivery model. (2015-Ongoing) Canadian Urban Transit Association (CUTA): As Project Manager, leading Specialized Transit Services Industry Practices Review that will identify 15 operational topics of study as well as best-practices in specialized transit across – Page 4 of 7 Page 158 of 214 Agenda Item i) SASHA PEJCIC, PMP North America. Present findings at CUTA 2015 Annual Conference in Winnipeg (Completed March 2016) York Region Transit– Mobility Plus: As Project Manager, led best-practice review of Region’s para-transit system to identify efficiencies and opportunities for improvement. (Completed February 2014) Peel Region (TransHelp) – Accessible Transit Master Plan Update: As Project Coordinator, supporting review of the Peel Accessible Transit service that includes an operational review, best practice review, policy recommendations, service optimization and financial modelling. (Completed June 2014) Transit Enforcement Grand River Transit– Preparation of a Fare Enforcement Plan: As Project Manager, leading development of a fare enforcement plan. Scope of services include establishing a fare evasion rate, undertaking a fare policy review, developing a GRT enforcement plan, defining a fare evasion fine structure, reviewing citation processing and collection, analyzing agency data, establishing key performance metrics and developing a public education campaign. (2015 – Ongoing) York Region Transit– Best Practice Review of Transit Enforcement Practices: As Project Manager, leading best-practice review of transit enforcement practices at peer agencies to identify efficiencies and opportunities for improvement. In addition, reviewing enforcement resourcing at YRT to determine optimal mix of uniformed fare enforcement roles (Completed January 2015) Safety and Training York Region Transit – Safety Consulting Services at Viva OMSF: As the Project Manager, Sasha is leading an assessment of Viva’s OMSF to identify and assess pedestrian safety issues, as well as the development of an egress plan and an assessment related to ongoing construction activities. (2016-Ongoing) York Region Transit – Bus Collision Warning Systems: As Project Manager, conducting a market scan of bus collision warning systems to identify systems for a potential pilot. Developing an associated training program and establishing metrics for determining program success. (2014-Ongoing) York Region Transit – Training Review and Procurement Advisor: As Project Manager, conducting review of current training practices and assisting in the procurement of a third-party training vendor to develop customized training materials for YRT. (2014-Ongoing) Fleet and Facilities TTC -Bus In-line Inspection: As Project Manager leading assignment to undertake quality assurance inspections for 55 Nova low-floor 40 foot buses for the TTC. In-charge of managing project costs, inspector daily inspection logs, weekly reports and final testing on all vehicles for the TTC built at Nova plant in St-Eustache. (2015-Ongoing) – Page 5 of 7 Page 159 of 214 Agenda Item i) SASHA PEJCIC, PMP York Region Transit – Project Management Support: As Project Manager supporting YRT through the transition of O&M service contractors, as well as the physical move from a leased maintenance facility to YRT’s new VIVA Operating, Maintenance and Storage Facility (OMSF). The project has an aggressive timeline of achieving all milestones within a three month period. (2015-Ongoing) York Region Transit – Development of Standard Operating Procedures (SOPs) for Viva OMSF: As Project Manager, leading development of SOPs for York Region’s new state of the art operations, maintenance and storage facility (OMSF). The 9-acre, 527,969 square foot facility will be used to maintain and store up to 250 YRT/Viva vehicles starting in June 2015. (2015-Ongoing) Strategic Planning Halton Region – Transit Priorities for Halton Region: As Project Manager, leading strategic effort to identify a strategy for allocating $77M of Metrolinx Quick- Wins designated for Dundas BRT to fund alternate infrastructure projects that will improve intra- and inter-regional transit connectivity in Halton. (2015-Ongoing) Ontario Public Transit Association (OPTA) – Strategic Planning Facilitation Services: As Project Manager, led strategic planning session with OPTA’s newly elected board of members. Purpose of session was to help facilitate discussion that would define the association’s goals and associated key performance metrics to inform development of their five-year business plan. (Completed July 2014) Risk Analysis Metrolinx Electrification Project: As Risk Manager, leading development and implementation of a risk management plan, including risk register and risk workshops, for the electrification of GO Transit and Union Pearson Express rail services into preliminary design. (Completed May 2013) York Region Transit – Hazard Analysis of YRT Transit Facility: As Project Manager, undertaking a hazard assessment of the Region’s 8300 Keele Street bus maintenance facility to health and safety risk exposure to the Region for contracted-out services. (Completed in December 2013) York Region – Hazard Analysis of the Road and Traffic Departments: As Project Manager, undertaking a hazard assessment of the Region’s Road and Traffic Departments to health and safety risk exposure to the Region for contracted-out services. (Ongoing) PPP/Commercial Advisory Confidential Private Sector Client – As Project Manager, providing advisory services to a consortium bidding for the acquisition of an airport. (Completed January 2015) Transportation/Transit Infrastructure York Region - YRT/Viva O&M Key Performance Indicator Review – Led a best practice review of YRRTC and Viva BRT operations and maintenance (O&M) – Page 6 of 7 Page 160 of 214 Agenda Item i) SASHA PEJCIC, PMP service contracts to establish which O&M key performance indicators (KPIs) were captured in the contract, the effectiveness of the contracted penalty regime and recommended additional KPIs for inclusion in the 2010 renewal of the Viva contract with Veolia Transportation. Metrolinx/York Region - Viva Next Bus Rapid Transit; conducted preliminary qualitative and quantitative evaluation, including risk analysis and Value-For- Money calculations, to determine whether a bundle of discreet BRT project segments are suited for AFP/P3 delivery. Metrolinx/GO Transit - East Maintenance Rail Facility; supported development of a P3 business case that secured 33% of project funding from PPP Canada (the first project to be funded by PPP Canada in Ontario). Ottawa Light Rail Transit - conducted preliminary evaluation, including risk analysis and Value-For-Money calculations, to determine whether project is suited for AFP/P3 delivery. Electric Vehicle Charging Infrastructure - worked with Ontario Ministry of Transportation to develop a strategy and identify a business model for deploying electric vehicle charging infrastructure across the Province of Ontario Highway 407 East Extension - supported development of Provincial Treasury Board submission by conducting preliminary evaluation and supporting Value-for- Money calculation that was approved to go-forward. Metrolinx/Toronto Transit Commission – Transit City Projects (Eglinton Light Rail Transit, Sheppard East Light Rail Transit, Finch West Light Rail Transit) and Yonge Subway Extension; conducted qualitative and quantitative analysis to determine whether projects are suited for AFP/P3 delivery. Metrolinx/GO Transit – Lakeshore Corridor Electrification; supported preliminary evaluation, including risk analysis and Value-For-Money calculations, to determine whether project is suited for AFP/P3 delivery. PUBLICATIONS AND PRESENTATIONS Publications ReNew Canada, ReFinance section, Beyond the Money: Municipalities can look beyond monetary benefits to ensure a P3 approach is aligned with business practices, January/February 2014 Edition Economic Forecasting Review (EFR), Municipal P3s: Considerations from Ontario’s P3 Market, December 2012 Presentations CUTA Fall Conference, Montreal Quebec, Topic: Specialized Transit Industry Practices Review – Findings of WSP|PB’s study for CUTA CUTA Annual Conference, Winnipeg Manitoba, Topic: Deep Dive - National Review of Specialized Transit Practices, Upcoming June 2015 Association of Municipalities of Ontario (AMO) Conference, Ottawa Ontario, Topic: Para/Accessible Transit. Session Title: Para-Transit – Much More Than Just an After-Thought. August 2013 – Page 7 of 7 Page 161 of 214 Agenda Item i) JOHN GOBIS FARE, PUBLIC ENGAGEMENT, AND CUSTOMER EXPERIENCE LEAD AREAS OF PRACTICE PROFILE Public and Private WSP’s John N. Gobis advises clients in both the public and private sectors on issues of Sector strategy, marketing, organization and operations. He has more than 30 years’ experience in developing public/private partnerships for projects dealing with Strategy transportation and infrastructure for such clients as The City of Los Angeles, The City Marketing of New York, Bay Area Rapid Transit, Orlando LYNX, The Metropolitan Transit Commission of Minneapolis/St. Paul, The States of Delaware, New Jersey and Georgia, Organization San Diego’s Metropolitan Transit Commission and others. Gobis’ experience in service Operations design and delivery includes long and short-range transit plans, comprehensive operational analyses, competitive contracting and the development of innovative Management Consulting service concepts. He has been involved in commuter rail projects for the Virginia LANGUAGES Railway Express, TRI RAIL, Oceanside Commuter Rail, METROLINK and RAILTRANS. His light rail/fixed guide way work includes work for Dallas Area Rapid Transit, Santa English Clara County, DART First State and the City of Los Angeles. Gobis authored Strategic Plans for the transportation agencies in Dallas, Orlando and Houston. Private sector clients include The Dallas Cowboys Football Club, Georgia Power, ACS, Advanced Transportation Solutions and AHL Services. Service Design and Delivery Gobis served as a Vice President of ATE Management managing that firm’s central staff group in charge of service design and analysis for more than 55 transit agencies in the United States. He has participated in more than three-dozen redesigns of services for more than three-dozen major transit agencies. As Director of Service Development for Dallas Area Rapid Transit, Gobis directed all fixed route bus, flexible van service and feeder bus service design and delivery. He was Co-Manager of the innovative Smart Shuttle demonstration of jitney style services in Los Angeles. Gobis was part of the team that implemented the first rapid bus system in the United States for the Metropolitan Transportation Authority of Los Angeles and he developed a similar plan for BRT service in Detroit. He has provided service design and analysis services for transit services in Washington, New York, Los Angeles and Miami. EDUCATION B.A. Providence College, Humanities 1974 PROFESSIONAL DEVELOPMENT Lincoln Land Institute-Land Use Planning 2000 PROFESSIONAL EXPERIENCE Major Service Design and Delivery Projects Dallas Area Rapid Transit-DART About-Service Substitution Strategies, Dallas, Texas, USA, Project Manager 1986-1989 Developed the transit industry’s first wholesale service substitution program providing flexible van services in place of fixed route bus services over a 11- jurisdiction region in Suburban Dallas. Project Value: $500,000 Page 162 of 214 Agenda Item i) JOHN GOBIS Greensboro Area Transit-Subscription Bus Services, Greensboro, NC, USA (1998-2000) Role: Project Manager Designed a service to meet the transportation needs of major employers at a business park adjacent to the Greensboro Airport under a purchase of service agreement. FEDEX, Delta Airlines, DHL and others shared the cost of providing the service. Project Value: $75,000 City of New York Franchise Bus Operations, New York, New York, USA (1998-2002) Role: Co-project Manager Advised the City on methods to reduce franchise operating costs and to raise revenues. Set the stage for the eventual divestiture of the franchises to the New York Metropolitan Transportation Authority. Project Value: $750,000 City of Los Angeles Cityride Program-Controlling Paratransit Program Costs, Los Angeles, California, USA (2002-2004, 2009-2012) Role: Project Manager Gobis helped implement strategies to reduce the cost of the largest voluntary paratransit service program, the City of Los Angeles’ Cityride Program. In addition to changing program eligibility, Gobis developed educational strategies that were implemented at the grass roots level to educate users on the best choice of transportation service. Project Value: $250,000 / period Washington Metropolitan Area Transit Authority-Suburban Bus Service Design, Washington, D.C., USA (2004-2006) Role: Co-project manager Gobis was part of a team that executed market research that resulted in changes to the way in which WMATA designs the services it provides to its member jurisdictions in Maryland and Virginia. Project Value: $325,000 City of Los Angeles Smart Shuttle Program-Jitney Services, Los Angeles, CA, USA (2004-2006) Role: Co-project Manger Gobis was Co-Project Manager of this innovative program to demonstrate the potential of reinstating jitney-style services into the City of Los Angeles. The project was the idea of then Los Angeles Mayor Richard Riordan to introduce entrepreneurial spirit into the delivery of transportation services in Los Angeles. Project Value: $275,000 Gwinnett County Transit-Express Bus Service Utilizing HOV Lanes, Gwinnett County, Georgia, USA (2002-2008) Role: Project Manager Gobis worked for four years in the development of the highly successful express bus system developed to operate service between Gwinnett County and Downtown Atlanta. The service was developed in collaboration with the State of Georgia Department of Transportation. Project Value: $1.2 million City of Los Angeles-DASH Neighborhood Circulator Services, Los Angeles, CA, USA (2008-2010, 2014-Present) Role: Project Manager Gobis advises the city on fare policy, user information, service design and delivery strategies as well as the marketing of the 28 DASH routes that service neighbors in the City of Los Angeles. Project Value:$450,000 per period New Jersey Transit-Access Link Service, Newark, New Jersey, USA (2010) Role: Project Manager Gobis executed research with peer agencies to determine costs, service design and delivery as well as fare payment strategies for New Jersey Transit’s ADA compliant paratransit services. Project Value: $50,000 – Page 2 of 2 Page 163 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP PROJECT MANAGER PROFESSIONAL ASSOCIATE PRINCIPAL TECHNICAL SPECIALIST PROFILE AREAS OF PRACTICE Tim Rosenberger is a senior transit operations planner and project manager, Mass Transit Operations specializing in mass transit operations and systems planning. He has managed and served as technical lead on a wide variety of transit and transportation planning projects, Systems Planning including strategic and detailed system-wide planning for mass transit organizations and metropolitan planning organizations; transit route and system design including transit LANGUAGES development plans and comprehensive operational analyses; corridor planning studies English and operating cost estimating for alternatives analysis and environmental studies of potential rail and bus rapid transit projects; planning and conceptual design of transit passenger facilities and facility area land use and development plans integrating transit and land use based on the application of transit oriented development (TOD) and new urbanist design principles; survey design and implementation; rail and bus operations modeling; and bicycle and pedestrian facilities planning. Tim leads a multi-disciplinary team of planners, engineers and designers that help transportation agencies improve their services through better integration of transit operations, transit and non-motorized transportation facilities, traffic operations, and land use and development. He has developed innovative approaches both project decision making and public engagement that makes building consensus on project decisions faster, more efficient and more secure. Prior to joining Parsons Brinckerhoff, Tim was a planner with the Greater Cleveland Regional Transit Authority. EDUCATION M.S., Urban Studies, Cleveland State University 1991 B.A., Sociology and Social Work, Youngstown State University 1989 PROFESSIONAL DEVELOPMENT Certified Planner: AICP 1996 PROFESSIONAL ASSOCIATIONS American Institute of Certified Planners AICP CAREER Project Manager/Professional Associate/Principal Technical 1994 – Present Specialist, Transportation, WSP (formerly Parsons Brinckerhoff) Planner, Greater Cleveland Regional Transit Authority 1992 – 1994 Page 164 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP PROFESSIONAL EXPERIENCE Transit Planning Grand River Transit (GRT) Master Plan 2016-2020, Kitchener-Waterloo, Ontario. Technical lead for a multi-faceted project focused on integrating the agency’s fixed-route transit service around GRT’s new ION light rail system, which will open in 2017. Assisted the agency in upgrading its system performance monitoring system for use in future planning and agency management. Guided development of a new bus operating plan to transition fixed-route transit service from a regional hub-based system to a multi-nodal system using future ION stations as regional hubs. Analyzed ION station and station-area design and land use to identify bus-to-rail, bus-to-bus and pedestrian connections and appropriateness of proposed ION station land use and zoning. Halton Region Transit Priorities for Halton, Burlington-Oakville, Ontario. Technical lead for the development of a plan to identify and prioritize more than $50 million in capital investment to maximize performance of transit services in Halton Region, a fast-growing area in suburban Toronto. Developed methodology for prioritizing projects based on the region’s transportation and land use goals, including an ambitious goal to increase transit mode split from 8% in 2014 to 20% in 2031. Worked with Halton Region staff and representatives of local transit agencies to identify dozens of potential intersection, bus rapid transit and transit facility improvements to support inter-and intra-regional transit improvements throughout the region as well as connections to Toronto and to adjacent regions. Developed prioritized investment plan based on for approval by regional and local officials. Chattanooga-Hamilton County Regional Planning Agency, Hamilton Place Connectivity Study, Chattanooga, Tennessee. Technical lead for multi-modal study of transportation and land use improvements in the Hamilton Place area, a growing, low-density suburban regional retail and employment area in Chattanooga. Identified transit, pedestrian, bicycle and roadway/traffic improvements to improve connectivity, improve transit and non-motorized transportation conditions, and relieve the area’s severe and worsening traffic congestion, which threatens to stop the area’s growth. Proposed an integrated program of new pedestrian and bicycle connections, a new transit circulator to provide internal connectivity and to extend the reach of existing transit services, and a number of new intersection improvements to facilitate transit and auto traffic movements. Identified new roadway connections within and between adjacent private developments, and proposed changes to land use and zoning in the area to promote infill development and a more transit- and pedestrian-friendly future for the Hamilton Place area. DDOT 16th Street NW Transit Priority Study, Washington DC. Led analysis of existing bus operations and performance, development and analysis of bus operational alternatives for this alternatives analysis of the 16th Street corridor in Washington DC. Developed optimized pattern for base bus service and services under each of four alternatives, reconfiguring service on five bus routes comprising more than 20 distinct route patterns to provide optimal mix of local and skip-stop service to transition corridor services to BRT service. Developed operating cost estimates and other evaluation measures for services. – Page 2 of 16 Page 165 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP Los Angeles County MTA Westside Subway Extension Project Environmental Impact Study, Los Angeles, California. Developed operating and maintenance cost estimates for rail service alternatives. Converted agency financial data to three factor cost model for rail services. Derived cost drivers from statistical outputs of the regional travel forecasting model for each alternative. Generated operating and maintenance cost estimates in line with Federal Transit Administration guidelines. Metropolitan Atlanta Regional Transit Authority (MARTA) Comprehensive Operational Analysis (COA), Atlanta, Georgia. Senior technical advisor on this comprehensive operational analysis of MARTA, the primary rail and bus transit operator for the Atlanta Metropolitan Area. Assisted in development of project scope and management, conducted “inreach” interviews with staff and operators, participated in analysis and recommendations development workshops, provided quality assurance on project deliverables. Greater Cleveland Regional Transit Authority (RTA) East 34th-East 79th Street Stations Alternatives Analysis, Cleveland, Ohio. Project manager for an analysis of alternatives to the rehabilitation and reconstruction of two under-used stations on RTA’s Red Line Heavy Rail system. Analyzed ridership trends and origin-destination patterns for users of the stations using data to identify travel patterns of station users. Developed with RTA operations staff alternative service scenarios to be implemented in the event of station closure. Conducted extensive stakeholder and public outreach to gather input to the analysis process. Worked with City of Cleveland Planning Commission and local community development corporations to develop changes to land use and zoning to provide higher density and more transit supportive future development in station areas. Oakville Transit Services Review, Oakville, Ontario, Canada: Senior technical advisor and task leader for service modifications for this comprehensive review of transit services in suburban Toronto. Guided development of existing conditions analysis to determine the transportation impacts of new development and environmental changes in this fast growing suburban community. Led interviews of bus operators and other personnel to identify transit service issues, and participated in public involvement activities. Assisted in the development of route models for estimating current and future by-route costs of services. Led internal PB and client workshops in which service modifications were developed, and assisted the agency in presenting recommendations to the public and members of the town council. Jacksonville Transit Authority (JTA) Comprehensive Operational Analysis (COA)/Transit Development Plan (TDP) Update, Jacksonville, Florida: Technical lead on this combined COA and TDP major update for JTA, the transit authority for the Jacksonville region. Lead technical analyst for analysis and reconfiguration of local and express bus routes, integration of bus and people- mover services, and identification of new priority transit corridors. Conducted workshops to develop bus route change recommendations and implementation plan, developed operating and maintenance cost models and fleet and facilities plan for short- and medium-term development of transit system. Lextran Comprehensive Operational Analysis, Lexington, Kentucky: Senior technical advisor in this comprehensive operational analysis (COA) for Lextran, the public transit agency serving the Lexington, Kentucky area. Led the analysis of – Page 3 of 16 Page 166 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP existing transit and socio-economic conditions in the region to project how future population and demographic changes would impact demand for transit services. Led development of materials for internal and client workshops for development of recommendations. Assisted in development of recommendations for modifications to downtown circulator services and integration of Lextran and University of Kentucky (UK) transit services. Gainesville Regional Transit System (RTS) Comprehensive Operational Analysis (COA), Gainesville, Florida: As subcontractor to Connetics, led development and analysis of latent demand model for the Gainesville region, identifying areas of the region under- and over-served by existing transit service based on model using both demographic (employment, population density, income and poverty levels) and existing transit performance data. Made recommendations regarding re-deployment of transit service based on results of latent demand analysis. Northeast Ohio Areawide Coordinating Agency (NOACA) Regional Strategic Plan, Cleveland, Ohio. Project manager for a plan for identifying regional transportation, governance and development, vision and for determining NOACA’s potential role in helping the northeastern Ohio region achieve this vision. Oversaw analysis of past regional visioning exercises and analysis of regional transportation and development data. Analyzed future changes in development patterns, demographic and economic change in northeast Ohio and their implications for the future development of transportation infrastructure in the region. Led visioning and strategy development sessions with NOACA staff and NOACA’s 50 member regional board. Developed regional plan for board adoption and implementation. Miami-Dade MPO Flagler Boulevard Corridor Analysis, Miami, Florida: Transit operations task manager for development of potential enhanced bus improvements in Flagler Boulevard corridor in Miami, Florida. Oversaw development of market analysis and bus rapid transit (BRT) feasibility analysis, developed potential options for packages of enhanced bus improvements in corridor. Metrolinx Fare Integration and System Coordination (FISC) Study, Toronto, Ontario, Canada. Technical advisor on this international study of fare policies in 10 cities worldwide to provide peer input to the efforts of Metrolinx to improve fare integration and service coordination among the Toronto region’s transit operators. Assisted in developing peer agency list and developed peer agency data analysis, assisted in developing phone interview questionnaire and in conducting phone interviews. Wrote recommendations and lessons learned documentation. Oakland-Alameda County Transit (AC Transit) Quality Assurance Program, Oakland, California: Developed quality assurance manual for transit operations element of agency quality assurance program. Identified quality measures for all aspects of transit operations and performance, and mechanisms for updating standards to ensure ongoing quality improvement. Transit operations section was incorporated into larger agency quality assurance manual. Metrolinx Project Prioritization Methodology, Toronto, Ontario, Canada: Technical advisor on this analysis of capital prioritization methodology for Metrolinx, the regional transportation provider in Toronto. Reviewed existing prioritization goals and methodology compared to methodologies employed by US – Page 4 of 16 Page 167 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP transit agencies and project review guidance provided by the US Federal Transit Administration, and recommended changes to prioritization methodology to provide more robust and more transparent measures that are better connected to the agency’s goals, require less data analysis and are more comprehensible to decision makers and members of the public. Durham Area Transit Authority (DATA) Comprehensive Operations Analysis, Durham, North Carolina: project manager for this comprehensive analysis of DATA’s bus routes supporting DATA’s new managers, Triangle Transit Authority (TTA). Team performed comprehensive evaluation of DATA’s system and route performance as well as existing and future socio-economic, demographic and environmental analysis to infer the future growth and patterns of transit need in the community. Conducted workshops with DATA and TTA staff to develop route modifications. Assisted DATA in public involvement effort including the input of “Sounding Boards,” standing committees of transit users and other interested citizens. Developed three-phase implementation plan for capital and operational changes to DATA system, including capital and operating-maintenance cost estimates. Coordinated DATA and Duke University Transit and Parking services and developed alternative plans for Duke’s on- and off-campus transit routes. Cleveland Heights-University Circle Missing Links Study, Cleveland and Cleveland Heights, Ohio: Transit task manager for multi-modal study funded under NOACA’s Transportation for Livable Communities Initiative (TLCI) program analyzing connections between University Circle, the Cleveland region’s medical, cultural and educational hub, and the nearby suburb of Cleveland Heights. PB analyzed potential transit markets and connections between Cleveland Heights and University Circle, identified packages of transit amenity improvements and developed an operating plan for a proposed circulator service providing transit connectivity within and between the two areas. Akron METRO Regional Transit Authority (RTA) General Planning Consultant, Akron, Ohio: project manager for multi-task general planning consultant (GPC) contract with Akron METRO RTA, the transit agency serving Akron, Ohio. Oversaw management of on-board rider count and origin-destination survey, processing of data and presentation of route summaries. Conducted transit master plan updating METRO’s most recent transit development plan, integrating land use and transit recommendations for short, medium and long-term phases. Central Ohio Transit Authority (COTA) Northeast Corridor Alternatives Analysis, Columbus, Ohio: project manager overseeing combined PB and Transystems team developing a Federal Transit Administration (FTA) Very Small Starts (VSS)-oriented alternatives analysis of the Cleveland Avenue corridor on Columbus’ northeastern side. Oversaw development of capital cost cost estimates and develop operating and maintenance cost estimates, ridership and financial plans under VSS guidance, identified and screened alternatives, developed operating plans and integrated service into COTA operations, developed hierarchy of station-stop types and integration of traffic signal priority (TSP) systems. Laketran Comprehensive Operational Planning Analysis (COPA) and 10- Year Plan, Painesville (suburban Cleveland) Ohio: project manager of a comprehensive operational analysis and developed detailed plan for this suburban – Page 5 of 16 Page 168 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP transit agency dominated by local paratransit service and commuter express services oriented to serving the downtown Cleveland job market. Analyzed potential for future transit growth based on demographic and economic change in this growing but aging county. Included analyses of Laketran’s role as emergency responder for recent natural disasters (2010 Painesville flood) as well as potential future threats (potential evacuations in response to emergencies at the Perry nuclear facility). Developed capital (primarily rolling stock) and operating- maintenance cost estimates for existing and modified services. Conducted on- board surveys and counts of local, paratransit and suburban commuter express routes, developed recommendations and conducted public involvement activities to support the analysis. Corridor Cities Transitway, Maryland: developed operating plans and operating-maintenance cost estimates for this study of proposed BRT system expansion in Montgomery County. Developed operating cost model and refined operating plan for propose BRT service. Worked with MTA and consultant transportation forecasting team to refine operating plans and equilibrate transit operations. Robert Street Transitway Alternatives Analysis, St. Paul, Minnesota: As subcontractor to Kimley-Horn, developed operating plans and operating- maintenance cost estimates for Baseline and Build Alternatives for this potential BRT and light rail corridor in Ramsay County (St. Paul) Minnesota. Oversaw development of operating plans and development of multi-factor operating- maintenance cost model using financial inputs from Metropolitan Council, developed operating statistics to drive O&M cost model and estimated daily and annual operating cost for inclusion in FTA New Starts user benefit calculations. Toronto Transit Commission (TTC) Cross-town Service Operating and Maintenance Cost Estimates, Toronto, Ontario, Canada: key operating and maintenance cost estimating expert for TTC to provide operations and maintenance (O&M) and life-cycle cost estimates for this unique underground cross-town (non-downtown) light rail transit (LRT) system serving northern Toronto. Provided structure and input for built-up cost model isolating labor and non-labor operating and maintenance cost elements and for parametric models of TTC and peer city operations provided for comparison to the built-up model. Compared relative benefits and costs of public and private operation of various elements of the proposed light rail line. I-94 Gateway Corridor Alternatives Analysis, Minneapolis-St. Paul, Minnesota: managed development of operations plans for this alternatives analysis of potential light rail, commuter rail, bus rapid transit (BRT) and managed lanes alternatives serving Minneapolis-St. Paul from the eastern corridor, the study area for which extends more than 60 miles (96.5 kilometers) east to Eau Clair, Wisconsin. Developed service frequencies, station locations, integration of existing commuter bus services and other service plan elements for main line and feeder services. Atlanta-Chattanooga High Speed Rail Project Operating and Maintenance Cost Estimates: as a subconsultant Parsons Brinckerhoff developed operating and maintenance cost estimates for steel-wheel and magnetic levitation (MAGLEV) bus technologies under consideration for the Atlanta-Chattanooga corridor. He coordinated development of a built-up operating and maintenance – Page 6 of 16 Page 169 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP cost estimate for these modes, which have no precedent in the south or, in the case of MAGLEV, in the United States. Stark Area Regional Transit Authority (SARTA) Transit Development Plan, Canton, Ohio: project manager of transit system plan for SARTA, the transit system serving Canton and Massillon, Ohio. Organized and managed on-board rider count and survey to develop stop-by-stop boarding and alighting data that served to guide the plan’s development. Oversaw existing conditions analysis of transit services and socio-economic and demographic trends in the county that will drive the volume and location of future transit demand. Developed three alternative sets of service changes that altered the agency’s service concept and reduced costs. Developed applications for FTA Bus Livability and Ohio Transportation Review Advisory Council (TRAC) resulting in more than $17 million in grants for corridor improvements. Abu Dhabi Metro Study, Operating and Maintenance Cost Methodology, Abu Dhabi, United Arab Emirates: developed methodology for estimating operating and maintenance costs for commuter rail service in Abu Dhabi, a developing urbanized area in the United Arab Emirates (UAE). Commuter rail is a mode with no precedent in the UAE or in the Persian Gulf region and the methodology recommended a built-up cost estimate based on development of sample rosters and parts/equipment lists for the proposed railroad. West Shore Corridor Transportation Project, Cleveland-Lorain, Ohio: project manager for FTA-compliant alternatives analysis study of potential commuter rail and commuter bus options extending west from Cleveland through Lorain County to Sandusky, Ohio, a corridor of approximately 60 miles (96.5 kilometers). The study is a follow-on to the Northeastern Ohio Commuter Rail Feasibility Study (NEORail), which Parsons Brinckerhoff conducted for the Northeastern Ohio Areawide Coordinating Agency (NOACA) in the late 1990s and early 2000s. Developed project purpose and need, identified alternatives and identified short- listed alternatives for transportation improvements in the corridor, including potential FTA small-starts projects. Blue Line Extension Study, Cleveland, Ohio: project manager for this alternatives analysis/environmental study of a potential extension of the Blue Line light rail line extending south and east from Shaker Heights for the Greater Cleveland Regional Transit Authority. Study purpose is to address connectivity to downtown Cleveland and the University Circle/Cleveland Clinic area from southeastern Cuyahoga County and to generate development and redevelopment at the existing end station area and in the study area. Managed development of purpose and need statement, alternatives development and alternatives testing. Developed application for project to enter into Project Development under FTA’s Small Starts program. Comprehensive Operations Analysis (COA), Columbia, South Carolina: developed park-and-ride study for this COA for the transit system in Columbia, South Carolina for the Columbia Metropolitan Regional Transit Authority. Analyzed transportation patterns to help develop potential expansions of existing park-and-ride services, identified potential park-and-ride routes and parking sites, provided operating-maintenance and capital cost estimates for services, fleet and park-and-ride facilities. – Page 7 of 16 Page 170 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP Cleveland Urbanized Area Transit System (CUATS) Transit Development Plan, Cleveland, Tennessee: Technical lead for transit development plan for CUATS, the small urban transit system serving Cleveland, Tennessee. Oversaw analysis and evaluation of existing fixed-route transit system and coordination of changes to route alignment and schedule changes. Worked with marketing consultant to develop new branding scheme for transit system. Shaker Heights Warrensville-Van Aken Intermodal Transit Center Study, Shaker Heights, Ohio: Project manager for a NOACA TLCI-funded project analyzing a short rail extension and new terminal station for Greater Cleveland RTA’s Blue Line light rail rapid transit line. Examined issues including connecting bus, bicycle and pedestrian access and the potential for on-site and joint development of the new station site, as well as the potential for further extension of the rail or BRT service beyond the new station terminal site. Oversaw development of conceptual designs and conceptual cost estimates for three station and public-private development combinations. Strategic Plan, Cleveland, Ohio: project manager for a 10-year strategic plan for Greater Cleveland Regional Transit Authority overseeing development of project elements including public involvement plan, marketing analysis and implementation plan. Performed extensive analysis of social, economic, demographic and environmental trends and transit propensity analysis to identify future trends that will impact the future demand for transit service in the region. Project deliverables include strategic development plan prioritizing capital and operating initiatives and financial plan for development of RTA services and operations over the next 10 years. Ann Arbor Transportation Plan, Ann Arbor, Michigan: principal transit technical expert for this multi-modal plan for transit improvements in Ann Arbor, the location of the University of Michigan. Developed transit-propensity analysis to identify under-served areas of the city, worked with local transportation agencies to identify potential transit improvements and transit-supportive traffic improvements to serve growing transit needs throughout the city. Helped identify potential high-capacity transit corridors, new transit services and locations for new facilities such as park-and-ride lots. Go Metro Strategic Plan, Cincinnati, Ohio: deputy project manager leading the evaluation of Southwest Ohio Regional Transit Authority’s (SORTA) service area identifying new park and ride and hub locations and recommending new vehicle mix, including capital and operating cost estimates and coordinating with facilities assessment group to recommend facility upgrades necessary to accommodate expanded fleet of new vehicle types. Comprehensive Operations Analysis, Toledo, Ohio: managed this detailed restructuring of Toledo’s transit system for the Toledo Area Regional Transit Authority. Conducted extensive public involvement program, conducted market analysis and developed service standards for transit system. Developed multiple detailed service options including single hub and multi-hub options under various financial scenarios and geographic coverage areas. Developed implementation plan, fleet and financial plan. Washington Metropolitan Area Transit Authority (WMATA) Service Evaluation Studies, Washington, DC: Served as technical lead for two evaluations of groups of WMATA bus routes operating in the District of Columbia, – Page 8 of 16 Page 171 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP Maryland, and Virginia. Performed detailed technical analysis of route performance and productivity, coverage and connectivity to regional trip generators and activity centers. Recommended modifications to route alignments, schedules, and infrastructure, and conducted public and stakeholder involvement to refine recommendations and to inform the public of proposed service changes. Washington Metropolitan Area Transit Authority (WMATA)/District of Columbia Circulator Project, Washington, DC: developed potential new circulator routes for Washington, DC neighborhoods based on existing travel patterns, barriers and roadway discontinuities, existing transit ridership, travel time, location of existing and new employment and shopping areas and other transportation and development factors for the Washington Metropolitan Area Transit Authority. Developed transit propensity analysis which identified under- served areas and transit patterns for potential coverage using new circulator routes. Worked with WMATA and District Department of Transportation (DDOT) staff to identify route alignments in five areas covering dozens of district neighborhoods. Developed case study recommending implementation of a new circulator route in the Adams Morgan neighborhood. Purple Line Environmental Impact Statement (EIS), Washington, DC: developed light rail and BRT cost estimates for this study of proposed LRT or BRT options for EIS of the Purple Line, a proposed cross-town light rail or BRT system connecting Prince Georges and Montgomery Counties in Maryland’s Washington suburbs. Developed operating cost model for bus and rail operations, running way and stations, and prepared and documented cost estimates for various combinations of bus, BRT and light rail services. Baltimore Red Line Alternatives Analysis, Baltimore, Maryland: developed light rail and BRT cost estimates for this study of proposed LRT or BRT system expansion in Baltimore. Developed operating cost model for bus and rail operations, running way and stations and prepared and documented cost estimates for various combinations of bus, BRT and light rail services. Knoxville Transit Development Plan, Knoxville, Tennessee: oversaw fare analysis and corridor analysis as part of a consulting team conducting the transit development plan for Knoxville’s Metropolitan Planning Organization. Developed and analyzed various fare policy scenarios and developed new fare policy to increase revenue and address equity concerns. Identified potential fixed- guideway (BRT and LRT) corridors, analyzed potential and recommended phasing plan for development of fixed guideway and transit-oriented development (TOD) improvements in various transit corridors. North-South Corridor Study, Albany, New York: performed corridor planning and bus rapid transit alternatives development and analysis for this corridor study of connections between Albany and Saratoga Springs, New York for the Capital District Transit Authority (CDTA). Developed corridor bus service plans and system-wide bus operating cost estimates. District 4 Commuter Services, Ft. Lauderdale, Florida: performed short turn- around analyses of proposed operating plans for commuter bus services in Broward and Palm Beach counties for the Florida Department of Transportation (FDOT). Developed detailed operating plans, estimated operating, maintenance and fleet sizing and capital costs and illustrative graphics for commuter bus services operating on extensions of the I-95 high occupancy vehicle (HOV) – Page 9 of 16 Page 172 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP network in Broward and Palm Beach counties. Generally, these tasks are completed, from notice to proceed to documentation, in less than one week. Central Palm Beach Corridor Study, West Palm Beach, Florida: oversaw alternatives development and analysis on this study of potential east-west BRT or light rail projects in Palm Beach County. Identified issues related to station spacing and assisted local officials in developing a phased approach to developing enhanced bus and BRT alternatives in the corridor. Developed operating cost estimates and other evaluation items for BRT alternatives and assisted in public involvement activities. Nashville Southeast Corridor Alternatives Analysis, Nashville, Tennessee: project manager on this major investment study (MIS) of transit strategies (bus rapid transit), commuter rail and light rail transit) to serve the transportation needs of the Nashville-Smyrna area. This study, managed by the local metropolitan planning organization (MPO), includes coordination with local and regional stakeholders and integration with other ongoing and recently completed corridor studies in the region. Minneapolis Southwest Corridor Alternatives Analysis, Minneapolis, Minnesota: developed enhanced bus alternative and feeder bus services for BRT and light rail alternatives for this analysis of the southwestern transportation corridor of Minneapolis and St. Paul. Developed conceptual operating plan and operating and capital cost estimates for proposed services. Minneapolis Intermodal Center Study, Minneapolis, Minnesota: tested the performance of various combinations of rail service and station track and yard track scenarios using rail traffic control (RTC) model of the proposed intermodal center. Confirmed the operational feasibility of various storage, station and connecting track concepts. Miami-Dade Transit (MDT) Transit Development Plan (TDP) Update (2008), Miami, Florida: lead technical resource on a major update of MDT’s TDP. Recommended future changes to bus route structure and coverage for MDT’s bus routes based on transit propensity analysis and demographic analysis of the Miami-Dade County service area. Develop an evaluation methodology and structure to evaluate all aspects of the system as required in FDOT guidance on creation of transit development plans. Made other technical recommendations based on analysis of transit system. Transit Development Plan Major Update, Ft. Lauderdale, Florida: led system planning, peer review and transit propensity analysis efforts for this system plan for the South Florida Regional Transit Authority (SFRTA), which includes the Tri- Rail commuter rail serving Miami, Ft. Lauderdale and West Palm Beach. Served as senior advisor to planning efforts and development of recommendations. Jacksonville East Corridor Busway Task Order, Jacksonville, Florida: recommended routing and station locations and sizing for busway, parallel and cross-town services based on extensive data analysis and stakeholder input. Participated in station planning and area planning activities. District 4 Commuter Services, Ft. Lauderdale, Florida: performed short turn- around analyses of proposed operating plans for commuter bus services in Broward and Palm Beach counties for FDOT. Developed detailed operating plans, estimated operating, maintenance and fleet sizing and capital costs and – Page 10 of 16 Page 173 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP illustrative graphics for commuter bus services operating on extensions of the I-95 HOV network in Broward and Palm Beach counties. Generally, these tasks are completed, from notice to proceed to documentation, in less than one week. Washington Union Station RTC Modeling Task, Washington, DC: testing of travel times on various alternative RTC networks for Amtrak and Marc services connecting to Washington Union Station from Baltimore and other locations in Maryland. Programming of trains, modifications to RTC network and production of train performance calculations, string diagrams and station occupancy charts. Rocky River Lake Road Corridor Project, Rocky River, Ohio: assisted in development of roadway, streetscape, pedestrian and transit improvements in this arterial corridor study in Rocky River, Ohio, a suburb of Cleveland. Developed existing conditions and purpose and need documentation and assisted in stakeholder and public involvement activities. Painesville Transit Hub Study, Painesville, Ohio: assisted in site identification, evaluation and selection and conceptual design for this transit center serving Laketran bus services in downtown Painesville, Ohio, a suburb of Cleveland. Wrote existing conditions and purpose and need reports. Developed bus re- routing options, assisted in selecting transit center amenities and elements and provided information and evaluation of pedestrian, bus and auto interfaces for the proposed transit center. Miami North Corridor RTC Simulation, Miami, Florida: tested various operating concepts for the Miami Metrorail (heavy rail) system using RTC simulation model. Modified RTC simulation model structure and operation and tested various train turnback configurations combining existing operations with new operations originating on the proposed North Corridor and the Miami Intermodal Center (MIC)/Earlington Heights extensions of the Metrorail system. Confirmed successful operation of turnback and storage track options. Broward County Transit Master Plan, Fort Lauderdale, Florida: project manager for development plan for this fast-growing urban-suburban transit system in South Florida. Tasks include analysis of transit system performance and development phased service recommendations for the development and expansion of this transit system over the next 25 years. Produced detailed cost estimates based on detailed hypothetical transit network. Recommended up to 10 future high-capacity (rail or bus) lines for future study. Intermodal Transit Center Concept Plan, Akron, Ohio: part of study team that developed conceptual plans for a transit center to provide off-street staging and an indoor passenger waiting area to allow for relocation of Akron METRO’s transfer hub from its current on-street location and integration of Greyhound and Amtrak service in the transit center site. Oversaw bus circulation and passenger movement and environmental issues and acted as liaison between project team and Greyhound, Amtrak and CSX Railroad. Northwest Ohio Regional Transit Plan, Toledo, Ohio: project manager on this regional transit needs assessment for the Toledo region for Toledo Metropolitan Area Council of Governments (TMACOG), the Toledo regional MPO. Project includes public outreach and interviews with key regional leaders; assessment of existing transit services, development of estimates of future needs and recommendations for modifications/expansions to the transit network. – Page 11 of 16 Page 174 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP Toledo Regional Core Circulator Study, Toledo, Ohio: deputy project manager for a major investment study (MIS) analyzing options for improving downtown circulation in Toledo. Assisted in scope, schedule and budget development, developed purpose and need statement and assisted in developing and analyzing transit alternatives and in development of non-travel-demand based ridership estimation. The project is considering various combinations of fixed guideway transit (streetcar and people-mover technologies) with bus, pedestrian, wayfinding and auto intersection improvements as well as development of two downtown bus transfer centers. Dayton Aviation Corridor MIS, Phase II, Dayton, Ohio: deputy project manager for transit improvements in the corridor connecting Wright State University and Wright-Patterson Air Force Base to downtown Dayton and to historic sites related to the Wright Brothers in the Dayton area. Provided recommendations related to bus services for the 2003 Inventing Flight celebrations, oversaw development of purpose and need and existing conditions reports and assisted in public involvement, alternatives development and evaluation to the Greater Dayton Regional Transit Authority. Oversaw development and cost estimating for BRT alternatives. Options under consideration include extension of Dayton’s trolley bus system or development of a BRT, light rail, historic streetcar or historic interurban rail service on a variety of alignments. Lakewood West End Redevelopment Traffic Engineering Study, Lakewood, Ohio: traffic impact and management study for the First Suburbs Development Council analyzing the traffic impacts of the controversial proposed redevelopment project located at the western edge of Lakewood, an inner suburb of Cleveland. Managed traffic impacts study including development of trip generation and distribution, counts and development of future traffic and created strategies for managing future traffic impacts, strategies for controlling traffic impacts and maintaining pedestrian safety and access. Briefed city staff, city council and residents on traffic impacts and management techniques. Eagle Avenue Viaduct Study, City of Cleveland, Ohio: deputy project manager and planning supervisor for this study of the issues surrounding the possible restoration or replacement of the Eagle Avenue Viaduct, which encompasses the transportation issues of the Flats industrial and entertainment area near downtown Cleveland. Currently engaged in writing the purpose and need document and identifying preliminary alternatives for directing freight traffic generated in the Whiskey Island area to the interstate highway system. Lee Road Traffic Study, City of Shaker Heights, Ohio: project manager on this traffic and pedestrianization planning study of Lee Road, from north of City Hall south across Van Aken and Chagrin Boulevards. Directed traffic analysis and examination of various roadway and intersection reconfigurations. Issues included maintaining access to City Hall, integration with GCRTA's Van Aken Rapid Station and bus stops along Lee Road, and accommodation of the Shaker Towne Centre redevelopment. Developed a rebuild scenario for the roadway that reduced pavement width, improved traffic flow and allows for streetscape and pedestrian improvements. Project was awarded NOACA Enhancement funding for design and construction. I-40 High Occupancy Vehicle/Congestion Management System (HOV/CMS) Study, Raleigh-Durham-Chapel Hill, North Carolina: identified potential park- – Page 12 of 16 Page 175 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP and-ride sites, analyzed land use and operational issues and designed bus operations to take advantage of proposed HOV lanes at 19 interchanges on I-40, a major interstate connecting Raleigh, Durham, Chapel Hill and the Research Triangle Park. Laketran Park-and-Ride Studies, Painesville, Ohio: managed an analysis of a proposed bus park-and-ride integrated into a proposed minor league baseball stadium and a comprehensive park-and-ride plan for this transit system serving a suburban county of Cleveland. Produced estimates of park-and-ride demand, analyzed proposed sites, provided construction warrants and design standards and developed bus operating plans to serve park-and-ride sites. City of Madison Alternatives Analysis, Madison, Wisconsin: assisted in writing purpose and need statement and developing initial alternatives and geographic information systems (GIS) development for this multimodal alternatives analysis in the Wisconsin state capital and site of the University of Wisconsin. Produced capital and operating cost estimates for bus and rail alternatives, including park-and-ride facilities. Northeastern Ohio Commuter Rail Study, Phase II (NEORail II), Cleveland, Ohio: assisted in operations analysis for proposed commuter rail network in Northeastern Ohio, estimating revenues, costs and passenger miles and assisted in writing transportation impacts study and financial and governance plans. Provided local coordination and data gathering support. Canton-Akron-Cleveland MIS, Ohio: oversaw data gathering, mapping, GIS and AutoCAD efforts for this large-scale 62-mile (99-kilometer) corridor MIS. Assisted in development of project purpose and need statement and goals and objectives. Developed and analyzed express bus and reverse-commute bus alternatives and light rail alternatives. Provided data input to environmental, land use and travel demand forecasting efforts. Oversaw development of final report, New Starts report and project recommendations. Woodrow Wilson Bridge Reconstruction Project, Washington, DC: developed demand management and public transit strategies to achieve trip reductions over the 6-year reconstruction period on this important link on the Capital Beltway. The proposed strategies, which include new bus routes, increased frequencies on existing bus routes, public and employer outreach programs and other strategies to reduce auto trips, will address traffic volumes on trips crossing the bridge as well as traffic on four interchanges adjacent to the bridge. Tri-County Commuter Rail (Tri-Rail) Palm Beach County Feeder Bus Plan, Palm Beach County, Florida: planned modifications to feeder bus system serving Tri-Rail’s commuter rail stations in Palm Beach County. Analyzed existing feeder system and recommended an integrated system of feeder services incorporating changes to existing PalmTran public mass transit service as well as privately operated feeder bus and van pool services. Estimated future year costs, patronage and fleet requirements. Delaware Transit Corporation 5-Year Business Plan and Long-Range Plan, Wilmington, Delaware: developed short- and long-term service change recommendations for fixed-route bus service in this analysis and plan for Delaware’s statewide public transport system, which includes urban, rural and – Page 13 of 16 Page 176 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP intercity transit services. Analyzed existing service and identified opportunities for modifications, which recommended migrating local area service to hub-and-spoke feeder systems. Tri-Rail Commuter Rail Feeder Bus System Analysis, Florida: analyzed feeder bus network serving this 71-mile (114-kilometer) commuter multimodal commuter rail system, which serves one of the fastest growing metropolitan areas in the U.S. Analyzed connections to adjacent activity centers and residential areas in terms of routing and scheduling, recommended changes to route alignments, schedules, stations, bus and pedestrian facilities to improve bus-to- rail interface. Jubail Industrial City Master Plan Update, Madinat Al-Jubail Al-Sinaiyah, Saudi Arabia: assisted project manager in performing an update of the community and transportation elements of this planned industrial city of 65,000 people located on the Persian Gulf. The city, initially planned in 1978, and for which a comprehensive planning update was prepared in 1984, is projected to experience substantial growth requiring a further update of the plan. Tasks include implementation of a transportation model, preparation of demographic, employment and transportation forecasts and studies and plan preparation for all related sectors. Ankara Traffic and Transportation Improvement Study (ATTIS), Ankara, Turkey: analyzed deficiencies and formulated strategies to improve Ankara’s pedestrian transport and bus interface systems for this World Bank-funded study of Ankara’s transportation system. Trained local traffic engineers and transport officials in Ankara on the fundamentals of pedestrian and bus infrastructure development and assisted in writing and translating reports and documents. Istanbul E-5 Corridor Study, Istanbul, Turkey: conducted site assessments and reviewed and critiqued proposed designs for bus stop facilities, intermodal transfer centers and pedestrian connections along this major highway corridor in Istanbul. Assisted the local project team in developing local pedestrian and bus facilities standards and creating a methodology for applying standards to local conditions. Maryland Capital Beltway MIS, Washington, DC: assisted in demand analysis for sections of the Capital Beltway and analyzed park-and-ride capacity on WMATA and MARC Commuter Rail network as inputs to this analysis of alternatives for relieving congestion on the Maryland section of the Capital Beltway. Georgia Avenue Corridor Study, Montgomery County, Maryland: assessed existing and recommended new park-and-ride lot locations and analyzed corridor alignment in terms of potential for busway and light rail alignment; and recommended the implementation of a shuttle bus system and planned and designed feeder and shuttle bus networks to serve residential and commercial areas in the corridor. Spine Line Corridor MIS/Draft Environmental Impact Statement (DEIS), Pittsburgh, Pennsylvania: performed an initial screening of light rail and busway/BRT alternatives to provide transit service to the Oakland and North Side areas of Pittsburgh. He identified operational flaws in rail and bus alignments, evaluated relative merits of alternatives and proposed new alternatives based on – Page 14 of 16 Page 177 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP field observations and a system analysis. He also evaluated and planned elements of the transportation system management (TSM) alternatives. Churchman’s Crossing Transportation Project, Christiana (Wilmington), Delaware: analyzed public transportation markets, evaluated transit and transportation demand management (TDM) measures and designed a new shuttle and transit system (complete with such innovations as point deviation and pulsed van-pool services) for the Delaware Department of Transportation. This system was developed to serve Churchman’s Crossing, a growing "edge city" commercial and retail area near Wilmington. He estimated the operating costs as well as the performance of new and modified public transit services and assisted in modeling changes in transit and TDM networks. He also performed a site analysis for a transit center, park-and-ride sites and pedestrian facilities. In addition, he created and designed presentation materials for public and team meetings. Statewide Transportation Policy Plan, Pennsylvania: wrote and edited preliminary technical reports on a variety of intermodal transportation issues, including public transportation, paratransit, TDM, freight rail and interstate trucking. He also created presentation and schedule graphics. I-66 Corridor Park-and-Ride Location Study, Fairfax County, Virginia: planned express bus service to proposed park-and-ride sites for the proposed Stringfellow Road/I-66 HOV interchange for the Virginia Department of Transportation (VDOT). He also modified existing bus routes; created schedules and routes for express bus service; evaluated service strategies; estimated cost and running time impacts of modifications; and integrated park-and-ride lots into the existing network of WMATA and local and private transit services. Platinum Triangle Community Improvement District Circulation Study, Cobb County, Georgia: estimated running times, fleet size, manpower requirements and capital and O&M costs for people mover and circulator bus routes to serve the Platinum Triangle, one of the nation's largest suburban employment centers. He wrote and edited technical memoranda recommending TDM strategies, including van pool service, transit pass subsidies and the development of a transportation management organization (TMO) to coordinate TDM efforts in the corridor. He also recommended modifications to development patterns in the area to reduce congestion resulting from future development. Multimodal Strategic Transportation Plan, Cobb County, Georgia: wrote and edited an implementation plan, preliminary technical reports and presentation graphics and materials for a multimodal strategic plan for this rapidly developing suburban county near Atlanta. The project included estimation of capital and operating costs for planned bus and rail improvements to the Cobb Community Transit system and determination of phasing for multiple capital and operating improvements in three major transportation corridors in the context of a 15-year strategic implementation plan. PUBLICATIONS AND PRESENTATIONS Presentations Rosenberger, Timothy J., “What Works, What Doesn’t: Improving Return on Investment for Smaller and Mid-Sized Transit Agencies,” Ohio Public Transit Association Annual Conference, April 20, 2016 – Page 15 of 16 Page 178 of 214 Agenda Item i) TIMOTHY ROSENBERGER, AICP Feke, Maribeth, and Timothy J. Rosenberger, “Greater Cleveland Regional Transit Authority – Transit System Developments,” Ohio Transportation Engineering Conference, Columbus, Ohio, October 28, 2015 Rosenberger, Timothy J., “What is Generating Transit Ridership Growth in US and Canadian Cities?” European Transport Conference, Frankfurt, Germany, September 27, 2015. Gallucci, Grace, Mike Shafarenko and Timothy J. Rosenberger, “The NOACA Strategic Plan: Building Consensus in the 21st Cenury”, Ohio Transportation Engineering Conference, October 29, 2014 – Page 16 of 16 Page 179 of 214 Agenda Item i) ALEC KNOWLES, MASc, BSc, BA, LEED AP CONSULTANT, ADVISORY SERVICES AREAS OF PRACTICE PROFILE Transportation and Alec Knowles is a Consultant in the Advisory Services group at WSP|PB. Alec has Water Economics over six years of experience in civil engineering consulting, and an MASc in Transportation Engineering. Since 2013, Alec has studied and worked in the field of Transit Planning and operational and economic/financial data modeling and large-scale data management Operations for public transit, transportation policy review, and connected and autonomous LANGUAGES vehicles policy research. His ongoing work includes economics modeling for public transit, road tolling, and water infrastructure, and transit operations reviews. Recent English work has included detailed modeling of large-scale AVL and APC data for transit performance improvement, and policy review for transit signal priority. EDUCATION Master of Applied Science, Transportation Engineering, 2015 University of Toronto Bachelor of Science in Engineering (Civil), Queen’s University 2009 Bachelor of Arts (History), Queen’s University 2009 PROFESSIONAL ASSOCIATIONS Intelligent Transportation Systems (ITS) Canada Advanced ITS Canada Public Transit Systems Technical Committee APTS Group Institute of Transportation Engineers ITE CAREER Consultant, Advisory Services, WSP, Toronto, Canada 2015 – Present Researcher and MASc Candidate, University of Toronto 2013 – 2015 Restoration and Capital Planning Project Associate, Halsall 2009 – 2012 Associates, Vancouver, Canada PROFESSIONAL EXPERIENCE Transportation Economics 400-Series Highways HOT Lane Economic and Financial Study Ministry of Transportation of Ontario, Greater Toronto & Hamilton Area, ON, Canada (May 2016 – Present): Benefit-cost analysis and financial modeling for conversion of High-Occupancy Vehicle (HOV) lanes to High- Occupancy Toll (HOT) lanes on 400-series highways in the GTHA. A multi- criteria assessment is being constructed to assess economic, financial, and transportation objectives of various managed lane options. Page 180 of 214 Agenda Item i) ALEC KNOWLES, MASc, BSc, BA, LEED AP TIGER Grant Benefit-Cost Application for Wilcox Tunnel Expansion City of Chattanooga, Tennessee, United States (April 2016): Benefit-cost analysis for expansion of a tunnel and roadway to enable freight and transit vehicles to travel through the Missionary Ridge in Chattanooga, TN. The analysis was conducted as part of a grant application by the City of Chattanooga for funding from the US Department of Transportation (DOT) Transportation Investment Generating Economic Recovery (TIGER) competitive grant program. Eglinton Crosstown Western Extension Benefit-Cost Analysis Metrolinx, Greater Toronto & Hamilton Area, ON, Canada (Nov 2015 – March 2016): Benefit-cost analysis, and O&M cost estimation, for various development options to extend the Eglinton Crosstown (a light-rail rapid transit (LRRT) project currently under construction in Toronto) to Pearson International airport. Analysis options include various station configurations, grade separation strategies, and possible inclusion of bus rapid transit (BRT) services. SmartTrack Benefit-Cost Analysis Metrolinx, Greater Toronto & Hamilton Area, ON, Canada (Nov 2015 – Jan 2016): Benefit-cost analysis for various development options for SmartTrack. SmartTrack is a proposed surface rail line in Toronto intended to function between a subway and commuter rail in terms of stop spacing, frequency, and neighbourhoods served. Development options include various station configurations and service frequencies. Development of a Standard Benefit-Cost Analysis Model Metrolinx, Greater Toronto & Hamilton Area, ON, Canada (Nov 2015 – Jan 2016): Development of a standardized template to facilitate efficient production of benefit-cost analysis models for future transit improvement projects. Transportation Policy and Planning Fare Structure and Funding Strategy Study York Region Transit, York Region, ON, Canada (May 2016 – Present): Review of fare structure and funding strategy to help YRT maximize revenue and increase the agency’s cost-recovery ratio. Review includes assessment of park-and-ride facilities, fare structure with respect to the Toronto-York Spadina Subway Extension, and a number of other initiatives currently underway at YRT. Wheel Trans Business Plan Financial Model Toronto Transit Commission, Toronto, ON, Canada (Feb 2016 – Present): Update to the Wheel Trans business plan, including financial modelling of recommendations related to staffing changes, fleet changes, conversion to family of services (using conventional transit for a portion of each Wheel Trans trip), etc. The intention of the project is to help Wheel Trans meet AODA requirements while increasing Wheel Trans’s revenue-cost ratio and maintaining or improving service quality. – Page 2 of 5 Page 181 of 214 Agenda Item i) ALEC KNOWLES, MASc, BSc, BA, LEED AP Regional Transit Master Plan ITS Technology Review Grand River Transit (GRT), Kitchener-Waterloo & Cambridge, ON, Canada (Nov 2015 – present): Conducting a review of and update to GRT’s current five-year financial plan. Financial modeling will incorporate upcoming transit service expansions, including phases 1 and 2 of ION, the region’s light-rail transit (LRT). Regional Transit Master Plan Financial Plan Grand River Transit (GRT), Kitchener-Waterloo & Cambridge, ON, Canada (Nov 2015 – present): Conducting a review of and update to GRT’s current five-year financial plan. Financial modeling will incorporate upcoming transit service expansions, including phases 1 and 2 of ION, the region’s light-rail transit (LRT). Autonomous Vehicles Policy Implications Research City of Toronto, ON, Canada (Jun – Oct 2015): Examined practical and regulatory implications of the introduction of autonomous vehicles. Specifically, policy relevant to the City (Transportation, Planning, Fleet Services, Economic Development, and IT) and other levels of government, the public, and local industry was reviewed. Transit Signal Priority Policy Review City of Toronto and Toronto Transit Commission (TTC), Toronto, ON, Canada (Jun – Aug 2015): Conducted a state-of-practice review of Transit Signal Priority (TSP) implementation, policy, methodology, algorithms, and success in cities around the world. Research was completed as part of a larger TSP policy review undertaken by the City of Toronto and the TTC. Transportation Operations Bus Fleet Idling Study Toronto Transit Commission, Toronto, ON, Canada (Jan 2016 – Feb 2016): Modelling and reporting estimated financial costs and emissions associated with in-storage and revenue service idling for the TTC’s bus fleet, including examination of potential savings associated with alternative idling policies. Integrated Modelling and Analytics Platform for Service Planning of Bus Stops Using Archived AVL, APC, and Schedule Data MASc (Transportation Engineering) Thesis, University of Toronto, ON, Canada (Sept 2013 – Jun 2015): A set of models was defined to estimate changes in bus performance and passenger travel times, given user-specified stop layout changes to an existing trip pattern in the London (Ontario) Transit Commission’s bus network. A data analytics platform was built to present ten predictive key performance indicators which drew upon the models. Transit Operations Business Intelligence Pilot Project London Transit Commission (LTC), London, ON, Canada (Oct 2013 – Oct 2014): Conducted analysis of large-scale AVL & APC databases for the London Transit Commission in cooperation with IBI Group. Cleaned, analyzed, – Page 3 of 5 Page 182 of 214 Agenda Item i) ALEC KNOWLES, MASc, BSc, BA, LEED AP and presented data using Structured Query Language (SQL) and Microstrategy (a business intelligence platform) to report descriptive key performance indicators in order to improve short-term decision-making. Transit Bus Incident Data Mining Analysis MASc (Transportation Engineering), University of Toronto, ON, Canada (Sept – Dec 2014): Used data mining techniques to explore relationships between weather data, vehicle age, maintenance budget, driver experience, and frequency of collision occurrence. Water and Wastewater Infrastructure Economics Drinking Water Rate-Setting Evaluation City of Guelph Water, Guelph, ON, Canada (March 2016 – present): Evaluation of the capital and operating costs for supplying drinking water (vertical assets) to the City of Guelph. A cashflow model was built to calculate an appropriate per-m3 consumption rate based on projected capital and operating expenditures over a 25-year period. Wastewater Plant Upgrade Benefit-Cost Analysis Courtice Wastewater Pollution Control Plant, Durham, ON, Canada (Feb 2016 – present): Benefit-cost analysis for potential capital upgrades at the Courtice WPCP. Upgrade options include increasing biogas recovery for power/heat generation, reduction of water use, reduction of sludge hauling, etc. PRESENTATIONS Presentations Knowles, Alec. “An Integrated Modelling and Analytics Platform for Service Planning of Bus Stops Using Archived AVL, APC, and Schedule Data”. Thesis presentation, Toronto, ON. June 2015. Knowles, Alec. “Business Intelligence Analytics for Transit Service Planning: A Case Study of the London Transit Commission”. Presentation to the Canadian Automobile Association (CAA) Board of Directors, Markham, ON. Feb 2015. Knowles, Alec. “Business Intelligence Analytics for Transit Service Planning: A Case Study of the London Transit Commission”. University of Toronto ITS Research Day, Toronto, ON. Dec 2014. Knowles, Alec. ITS Canada Advanced Public Transit Systems student advocacy group presentation. Presentation to U of T transportation engineering students, Toronto, ON. Oct 2014. Knowles, Alec. ITS Canada Advanced Public Transit Systems student advocacy group presentation. Presentation to Queen’s University civil engineering students, Toronto, ON. Sept 2014. Knowles, Alec. “A Business Intelligence Platform to Support Fact-Based Decision- Making for Public Transit”. Thesis presentation, Toronto, ON. June 2015. – Page 4 of 5 Page 183 of 214 Agenda Item i) ALEC KNOWLES, MASc, BSc, BA, LEED AP Knowles, Alec. “An Integrated Modelling and Analytics Platform for Service Planning of Bus Stops Using Archived AVL, APC, and Schedule Data”. ITS Canada Annual Conference and General Meeting, Victoria, BC. June 2014. – Page 5 of 5 Page 184 of 214 Agenda Item i) BRIAN PUTRE, MBA, B.E.SC. CONSULTANT, ADVISORY SERVICES GROUP AREAS OF PRACTICE PROFILE Transit operations Brian Putre is a Consultant with WSP Parsons Brinckerhoff’s Advisory Services group. With diverse exposure to transit and infrastructure projects combined with a strong Transportation background in business and engineering, Brian assists clients primarily with transit economics operations reviews and economics/financial modeling. His versatility allows him to Asset management contribute in many different capacities and to always consider the big picture implications of his work. Most notably, Brian has been the lead modeler on several Goods movement transit operations forecasts and cost-benefit analyses, and the primary researcher on Transportation policy transit policy, transit operations, goods movement, infrastructure economics, and tolling studies. His experience also includes a stint in Zambia working for a social enterprise Buildings in the international development sector, past responsibilities assisting the National Vice International President with the financial management of WSP Parsons Brinckerhoff’s Transit & Rail development team, and previous roles in marketing and finance, and as a student consultant while attending university. LANGUAGES English EDUCATION Master of Business Administration (with co-op) 2012 Wilfrid Laurier University Bachelor of Engineering Science in Integrated Engineering 2010 The University of Western Ontario PROFESSIONAL DEVELOPMENT Introduction to Transit Operations Planning 2015 Walter Cherwony and Brian McCollom CAREER Consultant, Advisory Services, WSP Parsons Brinckerhoff 2012 – Present PROFESSIONAL EXPERIENCE Transit Operations Grand River Transit (GRT), Master Plan 2016-2020: Currently analyzing GRT’s operating data to understand its current state of operations and to identify trends for consideration in the Transit Master Plan. Developing design guidelines for bus stops and passenger facilities. Developing methodology to expand service into rural areas. Examining need for additional facilities. Developing strategies to leverage new LRT service to increase bus ridership along with related impacts to bus service. (2016-ongoing) York Region Transit (YRT), Fare Structure and Funding Strategy: Currently examining possible impacts of discounted fares during off-peak hours. Reviewing opportunity to implement a low-income transit pass. Evaluating the impact of offering fare-free transit. Reviewing fare categories and the transfer system, and Page 185 of 214 Agenda Item i) BRIAN PUTRE, MBA, B.E.SC. identifying opportunities for improvement. Analyzing fare elasticity and route-by- route cost recovery. Identifying ridership and revenue trends and evaluating YRT’s means of improving fare box recovery. Developing case studies of international fare practices. (2016-ongoing) Toronto Transit Commission (TTC), Functional Review of TTC Service Delivery Group: Met with stakeholders within the TTC Wheel-Trans (specialized transit) department, as well as with the Advisory Committee on Accessible Transit, to understand current operations and identify opportunities for improvement. Prepared a data request and reviewed the data received for relevance in operations and financial forecasts. (2015-ongoing) Grand River Transit (GRT), Preparation of a Fare Enforcement Plan: Participated in a field study to ascertain the current rate of fare evasion. Currently reviewing industry best practices along with GRT’s fare policy to identify strategies and opportunities for improving fare enforcement. (2015) Canadian Urban Transit Association, Review of Specialized Transit Industry Practices: Conducted interviews and surveys with transit service managers across Canada to understand the current state of specialized transit operations in Canada. Analyzed findings and extracted the top 15 operational areas of significance. Supported the analysis in the preparation of data tables, agency case studies, a detailed legislation review, and a glossary of industry terms. Established a process to add operational topics in the future. Assisted with industry engagement and the development of a user guide for improving operations in the 15 operational areas. (2014-2015) Oakville Transit (Oakville ON), Transit Services Review: Reviewed performance of Oakville Transit’s conventional and specialized transit operations in the form of a route-by-route analysis of cost per trip and cost per hour. Participated in public outreach to understand user experience. Identified opportunities to improve network efficiency and effectiveness. Built a 5-year forecast model in Excel to estimate the growth of the operation (revenue hours, trips, FTEs, fleet size) and determine capital and O&M cost impacts. Evaluated alternatives to ensure alignment with Oakville’s internal capabilities. (2014-2015) Peel Region (TransHelp), Accessible Transportation Master Plan: Analyzed Peel Region’s historical specialized transit operations and finance data and identified trends and cost drivers. Reviewed transit demand forecasts for appropriateness and feasibility. Created a user-friendly and customizable Excel forecast model to evaluate the operational and financial impact of three different alternatives. Discussed an action plan for implementing the alternative shown to be most favourable in terms of forecasted gross costs and cost per trip. Led a tutorial session to clarify details of the forecast model before handing the model over to the Region. (2012-2014) York Region Transit, Mobility Plus Best Practice Review: Prepared a survey for eight unique specialized transit agencies across North America. Reviewed findings and identified industry best practices and other important operational considerations. Supplemented the analysis with a literature review. Identified implications for York Region. (2013) – Page 2 of 5 Page 186 of 214 Agenda Item i) BRIAN PUTRE, MBA, B.E.SC. Transportation Economics City of Cleveland, USDOT Transportation Investment Generating Economic Recovery (TIGER) Grant Application: Lead cost-benefit modeler for a proposed program of redeveloping an Amtrak station into an intermodal transit centre that also services Greyhound and bike share users, and connects to the waterfront public transit line (GCRTA). Quantified travel time savings, travel cost savings, accident reduction, land value impacts, and the mobility, recreation, and health benefits associated with increased cycling activity. Evaluated NPV and B/C with supporting sensitivity analyses. Prepared a narrative of findings, including a discussion of qualitative benefits. (2016) Oklahoma DOT, FASTLANE Grant Application: Lead cost-benefit modeler for a proposed program of widening a 5.5 mile section of I-40 near Oklahoma City from 4-lanes to 6-lanes, and reconstructing two of the interchanges along this section. Quantified travel time savings, improved travel reliability, and accident reduction. Evaluated NPV and B/C with supporting sensitivity analyses and prepared a narrative of the findings. (2016) Uintah Transportation Special Service District (UTSSD), Book Cliffs Corridor Study: Developed energy production forecasts for conventional and unconventional energy sources in support of a major roadway corridor serving the Uinta Basin in Utah. These forecasts formed the basis for an economic impact analysis which will assess total GDP, jobs, income, and taxes resulting from the new corridor’s construction, and incremental energy production due to improved access. (2015) Oklahoma DOT, Two USDOT Transportation Investment Generating Economic Recovery (TIGER) Grant Applications: Lead cost-benefit modeler for two proposed programs of roadway-rail grade crossing improvement projects. Quantified accident exposure risk based on the USDOT Accident Prediction Model. Quantified road and rail travel time savings, operating cost savings, and emissions reduction. Evaluated NPV and B/C with supporting sensitivity analyses. Prepared detailed technical memos of the background, assumptions, and results for each program. Prepared narrative, tables, and graphs for inclusion in the grant applications. (2015) San Diego Association of Governments, Mid-Coast Corridor Transit Project Cost Escalation: Researched and prepared a commentary on current economic conditions and the economic outlook as at spring 2015. Provided an economic overview as well as in-depth analysis into the economies of construction commodities, materials, labour, and equipment, with an emphasis on California and San Diego considerations. Updated cost escalation calculations to reflect the most current data. (2015) York Region, Cost-Benefit Analysis for Langstaff Road: Mapped forecasted EMME volume, VKT, and VHT data to benefit categories for new road construction. Applied these categories in the creation of an Excel-based cost- benefit model to evaluate different build alternatives for extending Langstaff Road across the CN MacMillan intermodal yard. Supported resulting NPV, B/C, IRR, and Payback Period calculations with qualitative considerations and a strong business case. (2014-2015) – Page 3 of 5 Page 187 of 214 Agenda Item i) BRIAN PUTRE, MBA, B.E.SC. Metrolinx, Transportation Economics Services in Support of Metrolinx Investment Strategy: Reviewed benefits case analysis methodology for Metrolinx’s proposed Next Wave BRT/LRT projects. Updated cost escalations and performed a general refresh of the analysis to reflect present conditions. (2014) Confidential Private Sector Client, Cost-Benefit Analysis and Market Scan: Conducted a market scan to determine benchmark maintenance practices related to our client’s new after-market bus engine part. Created an Excel-based model to establish the lifecycle costs and benefits of the client’s offering versus rebuilding and reinstalling the same part. (2014) Asset Management Metrolinx, Enterprise Asset Management Plan: Analyzed existing data on the condition, attributes, and expenditures for Metrolinx’s full portfolio of assets including bus terminals, bus garages, commuter rail stations, maintenance facilities, rail corridors, and more. Met with maintenance teams to understand how the datasets are used. (2014-2015) York Region Transit, O&M and Lifecycle Costing for Toronto-Yonge Spadina Subway Extension (TYSSE) into York Region: Estimated annual operating cost attributable to York Region of providing subway service along an 8.6km corridor extension. Manipulated unit maintenance cost estimates to determine annual materials, labour, and equipment costs for each of the three stations in York Region. (2014-ongoing) Region of Waterloo, Waterloo Rapid Transit GEC: Performed a financial analysis on the present and future price of a light rail vehicle, considering contract specifications, inflation measures, and movement of foreign exchange rates. Provided recommendations regarding the timing of vehicle purchase. Participated in price negotiations with Waterloo and the vendor. (2013) Goods Movement Peel Region, Feasibility Study for the Establishment of a Smart Freight Association: Discussed with stakeholders the relevance, need, and applicability of a Smart Freight Association (SFA) in Peel Region. Researched international SFA best practices. Contributed to the development of a formal communications plan and engagement strategy. (2014) Peel Region, Truckers’ Map Consultation: Determined priorities, capabilities, and needs for a Truckers’ Map in Peel Region through stakeholder meetings and user surveys. Interviewed industry experts to assess trucking-specific real-time traffic map feasibility. Drafted a conceptual Truckers’ Map using ArcGIS, detailing the map’s contents. Developed an implementation strategy for the map. (2014) Peel Region, Prioritizing At-Grade Rail Crossings for Grade Separation: Reviewed common evaluation practices for road/rail grade separation candidates. Evaluated Peel Region’s grade separation prioritization methodology as detailed in its At-Grade Rail Crossing Evaluation Report. Revised the report’s calculations, conclusions, and next steps, and suggested enhancements to the evaluation process. (2014) – Page 4 of 5 Page 188 of 214 Agenda Item i) BRIAN PUTRE, MBA, B.E.SC. Transportation Policy Halifax Harbour Bridges, Tolling Methodology Review and Planning: Examined tolling processes across North America to glean best practices for all- electronic tolling. Evaluated toll enforcement considerations referencing Halifax Harbour Bridges policies and local legislation. Identified opportunities and caveats for converting the MacKay Bridge to all-electronic tolling. (2014) York Region Transit, Operations & Maintenance Contract Review: Prepared a service contractor “report card” for evaluation of contractor performance against key metrics. Revised the Region’s operations and maintenance hourly cost model for functionality and usability. (2013) Buildings Cadillac Fairview, Financial Scenario Analysis for Toronto Dominion Centre: Assessed the value of Cadillac Fairview’s chilled water contract using a discounted cash flows analysis. Explored contract buyout alternatives and evaluated them in terms of financial feasibility as well as non-financial impacts to all stakeholders. Discussed findings with Cadillac Fairview, along with implementation and negotiation strategies. (2012) Prior Relevant Experience Professional Fellow, Engineers Without Borders: Created an operations and financial forecast model for Rent to Own, a social enterprise that seeks to catalyze business growth in rural Zambia through providing productive assets to Zambian entrepreneurs. Evaluated business growth strategies in terms of operational viability and anticipated financial performance. Participated in discussions with partners and prospective investors. Created a pricing model which allows the organization to set its prices with more confidence and ease. Contributed to grant proposals. (2015-2016) Confidential Private Sector Client, Transportation Operations and Costing Review: Analyzed the operations of a foodservice distribution company servicing Ontario and southern Québec as a pro bono consultant. Recommended costing model improvements and prepared process maps, stakeholder impact analyses, and user interface mockups. Recommendations helped the client improve costing accuracy and operational efficiency. (2012) – Page 5 of 5 Page 189 of 214 Agenda Item i) SHANNON COLE, BBA ASSOCIATE CONSULTANT AREAS OF PRACTICE PROFILE Transit Operations Shannon Cole is an Associate Consultant with WSP|Parsons Brinckerhoff’s Strategic Standard Operating Consulting group. With recent experience in the transit industry, Shannon is astute at Procedures undertaking thorough research, options-analysis and providing recommendations that are both innovative and realistic. Shannon is a passionate learner who approaches LANGUAGES assignments with an open-mind. Prior to joining WSP|Parsons Brinckerhoff, Shannon was employed in the Operations department at York Region Transit where she was able English to identify areas of improvement that helped the agency become more effective and efficient at delivering transit services. While working at York Region Transit (YRT) for over a year as an Operations Administrative Support Clerk, Shannon completed a variety of assignments and tasks, coinciding with a standard operating procedures project. Shannon was responsible for developing, revising and maintaining YRT policies and standard operating procedures that included working with and having a strong understanding of all operational requirements, and any applicable departments (e.g. Enforcement, Scheduling, Service Planning, Facilities, Fleet and Mobility Plus). The standard operating procedures that Shannon developed consisted of Operational (Control Centre and Operations Dispatch) procedures that will improve communication, standardize the process and provide reliable operation of transit. Providing support within these areas and ensuring compliance with all regulations, Shannon was able to implement effective and efficient guidelines for YRT staff and Contractors. EDUCATION Bachelor of Business Administration, Brock University 2014 Human Resource Management Certificate, Sheridan College 2015 PROFESSIONAL ASSOCIATIONS Human Resources Professional Association HRPA Women's Transportation Seminar WTS CAREER Associate Consultant, Transit Advisory, WSP 2015 – Present Operations Administrative Support Clerk, Operations, York 2014 – 2015 Region Transit PROFESSIONAL EXPERIENCE Canadian Urban Transit Association (CUTA): Specialized Transit Service Industry Practices (October 2015 – March 2016) Shannon is on the project team that is identifying the top 15 operational topics for all transit agencies within Canada for efficient, consistent and sustainable operation of transit. Tasks include analyzing statistics, report modification, and presentation creation. Page 190 of 214 Agenda Item i) SHANNON COLE, BBA Toronto Transit Commission (TTC): Development of a Bus Idling Policy and Study (October 2015 – Present) This project entails measuring and determining TTC vehicle emissions and noise levels for the purpose of establishing a baseline and reduction goals. Shannon’s responsibilities include conducting market research of comparable transit agencies, compiling data and recommendations and report writing. Toronto Transit Commission (TTC) Wheel-Trans: Wheel-Trans Program Review (November 2015 – Present) This project’s purpose is to ensure compliance with the Accessibility for Ontarians with Disabilities Act (AODA) by January 1, 2017. Additionally, the eligibility process, service design and delivery, organization, fare payment and technology will all be reviewed. Shannon’s responsibilities include report writing, assisting in creating a new eligibility application, drafting a packet for healthcare providers, incorporating best practices, and presentation creation. Grand River Transit (GRT): Grand River Transit Business Plan (March 2016 – Present) Assisting with route analysis and BRT/LRT bus integration. Completed analysis on current standards, service, and technology. Creating a technology plan and customer satisfaction plan to be incorporated in the Transit Business Plan. Large Transit Agency: (October 2015 – Present) Assist in the development of an Asset Management Plan for a 1,500+ bus fleet to estimate life cycle and conditions. Conducted field work to complete condition assessments to analyze different series and ages of buses. York Region Transit (YRT)/Viva Fare Structure and Funding Strategy: (2016- Present) Our work will help prepare the Region’s transit system for growth and integration through a review and restructuring of the current fare categories to achieve a 45% cost ratio. Shannon’s responsibilities include conducting market research of comparable transit agencies, compiling and analyzing data and statistics, report writing, presentation creation, and assisting in coordinating focus groups and client meetings. – Page 2 of 2 Page 191 of 214 Agenda Item i) SARA DIBE CONSULTANT, TRANSPORTATION CAREER SUMMARY AREAS OF EXPERTISE Sara is a consultant with interests in transportation, land use, and policy. She has Planning experience in transit planning, transportation economics, performance Transit measurement, and freight analysis. Sara was recently involved on the Region of Peel Goods Movement Economic Impact Analysis Study facilitating stakeholder Goods Movement workshops and developing performance metrics. Educated in the interdisciplinary Transportation Economics field of urban planning Sara has valuable analytical research, engagement, and report writing abilities. LANGUAGES EDUCATION English M.Pl, Urban Development, Ryerson University 2013 B.A. (Honours), Geography, Queen’s University 2010 PROFESSIONAL MEMBERSHIPS Ontario Professional Planners Institute OPPI Canadian Institute of Planners CIP PROFESSIONAL EXPERIENCE Transit Fare Structure and Funding Strategy (2016 – Present): WSP is reviewing fare policy and structure to increase the farebox ratio and boost ridership for York Region. The scope includes an assessment of the agency’s fare policy, structure, products, pricing and fare media. Client: York Region Transit. Transit Implementation, Fort Saskatchewan (2016– Present): Assisting Fort Saskatchewan Transit with the implementation of transit modifications recommended by WSP during the development of the Transit Pilot and Business Plan Study. Client: Fort Saskatchewan Transit. Wheel-Trans Program Review (2015 – Present): WSP is engaged to undertake an exhaustive review of service delivery and eligibility at Wheel- Trans. In addition, developing an implementation plan to assist the TTC to transition Wheel-Trans to a Family of Services delivery model. This task was completed under the Functional Review of TTC Service Delivery Group. Client: Toronto Transit Commission (TTC) Transit Pilot and Business Plan (2015 – 2015): Completed a review of Fort Saskatchewan’s pilot conventional transit system. The outcome of the project is to determine whether fixed-route conventional transit should continue in the community, and if so, how could the service be delivered more effective and efficiently to the citizens for Fort Saskatchewan. The project includes recommending a new routing strategy, marketing, branding and fleet requirements. Client: Fort Saskatchewan Transit Preparation of a Fare Enforcement Plan (2015 – Present): WSP | Parsons Brinckerhoff is developing a fare enforcement plan for Grand River Transit. Scope of services include establishing a fare evasion rate, undertaking a fare policy review, developing a GRT enforcement plan, defining a fare evasion Page 192 of 214 Agenda Item i) SARA DIBE fine structure, reviewing citation processing and collection, analysing agency data, establishing key performance metrics and developing a public education campaign. Client: Grand River Transit (GRT) Specialized Transit Services Industry Practices (2014 – 2015): Sara is on the project team that will identify 15 key operational topics for efficient, effective, and sustainable specialized transit across Canada. Tasks include completing surveying and interviews, completing legislative reviews, and best- practice research for specialized transit across North America. Client: Canadian Urban Transit Association (CUTA) Bus Collision Warning Systems (January 2015 – Present): This project entails conducting a market scan of bus-pedestrian warning systems to identify systems for a potential pilot project. Sara was responsible for market scan research, literature review, and report writing. Client: York Region Transit Development of Standard Operating Procedures (SOPs) for Viva OMSF (2015): Development of SOPs for York Region’s new state of the art operations, maintenance and storage facility (OMSF). The 9-acre, 527,969 square foot facility will be used to maintain and store up to 250 YRT/Viva vehicles starting in June 2015. Sara provided support hosting RFI tours and SOP development. Client: York Region Transit Training Program Development (January 2015 – 2015): This project aims to identify and design module for transit operations training for the development of an RFP. The project requires providing support to YRT during all phases up until the final training program is delivered. Client: York Region Transit Oakville Transit Services Review (July 2014 - 2015): Parsons Brinckerhoff was retained by Oakville Transit to complete an enterprise review of services including conventional services, specialized transit services, new transit planning, and a transit administrative and support review. Sara was responsible for preparing and participating in facilitation workshops, completing KPI analysis for both conventional and specialized transit data, completing GIS mapping and analysis, and designing survey design and analysis for public outreach. Client: Oakville Transit Transit Enforcement Best Practice Review (May 2014 – December 2014): For this project Parsons Brinckerhoff completed a full review of YRT’s transit enforcement activities and a peer best practice survey of proof-of-payment fare collection. Sara was responsible for survey design and analysis, conducting phone interviews, and completing a comprehensive literature review. Client: York Region Transit Facilitation Services (June 2014 - July 2014): This project required facilitation services during a strategic planning session with its current Board of Directors to define its future priorities that will form the basis of the next iteration of OPTA’s business plan. Sara was responsible for summarizing the key issues raised during discussion and writing the final report. Client: Ontario Public Transit Association Transportation Economics Book Cliffs Transportation Corridor Study (2015): For UTSSD, developing tourism forecasts and energy production forecasts for conventional and unconventional energy in support of a major roadway corridor serving the Uinta basin. The tourism and energy forecasts will be the basis of an economic impact analysis model which will assess total GDP, jobs, income – Page 2 of 3 Page 193 of 214 Agenda Item i) SARA DIBE and taxes resulting from the new corridor construction and incremental energy production due to improved access. Client: Uintah Transportation Special Service District (UTSSD) Laldia Bulk Terminal, Chittagong, Bangladesh (2016): WSP | MMM was retained for the provision of PPP Transaction Advisory services for the construction of the Laldia Bulk Terminal at the Chittagong Port, the main seaport in Bangladesh. Sara was responsible for completing the economic impact analysis for the construction of the new terminal. Client: Chittagong Port Authority. Goods Movement Goods Movement 5-Year Strategic Plan and Long Term Strategy, Region of Peel (2016): Development of a new 5-year Strategic Plan for goods movement in the Region with a specific Action Items for implementation. This project also includes the development of Peel Region’s first Long Term Strategy for goods movement comprising of supply chain analysis, fluidity measures, stakeholder interviews, land needs assessment and freight profiles. Sara is responsible for completing an extensive document review, jurisdictional scan, stakeholder engagement, and policy review. Client: Region of Peel. Goods Movement Economic Impact Analysis, Peel Region (2014 - 2015): Sara was an analyst and researcher for this project which quantified the impact the goods movement industry has within the Region of Peel and identified a clear path for prioritizing and delivering infrastructure investments, including the potential for development of a Freight Village in the Region. Sara’s responsibilities included the development of a comprehensive literature review and providing support during stakeholder engagements. Client: Region of Peel. Asset Management Enterprise Asset Management Plan (2014 – Present): This project is ongoing, with the objective to complete an overall assessment of Metrolinx practices, perform data collection and hierarchy criticality development, develop an enterprise asset management plan, and produce an implementation plan. Sara is responsible for data collection and providing assistance to the gap assessment workshops and documenting current policies and procedures. Client: Metrolinx – Page 3 of 3 Page 194 of 214 Agenda Item i) GABRIELA SAUTER, PH.D., M.SC., PMP STRATEGY AND INTERNATIONAL DEVELOPMENT LEAD, GLOBAL ADVISORY AREAS OF PRACTICE PROFILE Socio-Economic & Gabriela Sauter is the Strategy and International Development Lead for Global Financial Analysis Advisory at WSP, with ten years of development planning and research experience in over ten countries. She has a background in economics and management, and Business Case & sustainable development, and holds a PhD in Planning. Gabriela has expertise in Feasibility Study development planning and policy, economic development strategy, and socio- Development economic impact assessment on large-scale infrastructure projects. She has Policy Research international research and project management experience; speaks six languages, to varying degrees of proficiency; and has worked with a wide range of stakeholders, PPP & Transaction including government officials, the private sector, non-governmental organizations, Advisory local communities, and academic institutions. Procurement Process Advisory EDUCATION Market Sounding Ph.D. Planning, The University of Toronto, Ontario 2014 Due Diligence Reviews M.Sc. (with Distinction) Development and Planning: Environment 2007 and Sustainable Development, University College London (UCL), UK LANGUAGES B.A. (Honours) Economics and Management, The University of 2006 English Leeds, UK Spanish PROFESSIONAL DEVELOPMENT French German/Swiss Teaching Fundamentals, University of Toronto 2013 Serbo-Croatian AWARDS Italian Social Science and Humanities Research Council: Joseph Armand-Bombardier, Canada Graduate Scholarship International Development Research Council: Doctoral Research Award University of Toronto: C.B. Macpherson Award PROFESSIONAL ASSOCIATIONS Project Management Institute, Project Management Professional PMP Urban Land Institute (ULI), Member CAREER Strategy and International Development Lead, Advisory Services, 2014 – Present WSP, Thornhill, Ontario, Canada Strategic Analyst, Advisory Services, MMM Group Limited 2014 Page 195 of 214 Agenda Item i) GABRIELA SAUTER, PH.D., M.SC., PMP Course Instructor, Recreation and Tourism, University of Toronto 2013 Course Instructor, Environmental Issues in the Developing World, 2012 University of Toronto Teaching Assistant, Various Courses, University of Toronto 2008 – 2013 Consultant, Human Settlements Group, International Institute for 2008 – 2010 Environment and Development Research Assistant, University of Toronto 2009 Assistant Manager, Swiss Hotel 2006 – 2011 Assistant Manager, Barefoot Hostel 2011 Intern, Human Settlements Group, International Institute for 2007 Environment and Development PROFESSIONAL EXPERIENCE Infrastructure Fund: Vendor due diligence across various asset classes in Europe developed as Public Private Partnerships. Public-Private Partnership Office and Roads and Highways Department, Government of Bangladesh: Dhaka By-Pass Road P3 Procurement Advisory. Ottawa Light Rail Transit / Confederation Line: Earned value reporting, coordination and development of internal and external monthly progress reports and risk management registries. City of Edmonton: LRT Prioritization Study – Business Case Development, including economic modeling on benefit/costs. City of Ottawa: Business Case for Stage 2 of Light Rail Transit in Ottawa for three Extensions (Western, Eastern and the O-Train (Trillium Line), including economic benefit/cost modeling and analysis and financial revenue modeling. Private Developer: Residential and employment lands update study for the City of Ottawa. Development of feasibility study for a private light rail transit project, coordination. Region of Niagara: Business Case for GO Train Expansion from Niagara Falls into the GTHA. Public-Private Partnership Office and Roads and Highways Department, Government of Bangladesh: Dhaka By-Pass Road Public-Private Partnership (economic) Feasibility Study, Program Evaluation and Marketing. Chittagong Port Authority and Public-Private Partnership Office, Government of Bangladesh: Laldia Bulk Terminal, Feasibility Study: Social Impact Assessment and Economic Feasibility. City of Vaugh: MacMillan Farm Business Plan and Preferred Operations Model. Metrolinx: Planning and Market Feasibility Studies for redevelopment surrounding transit stations in the GTA. – Page 2 of 3 Page 196 of 214 Agenda Item i) GABRIELA SAUTER, PH.D., M.SC., PMP City of Kingston: Financial Implementation Plan for the Kingston Provincial Campus Secondary Plan. United County of Leeds and Grenville: Strategic analysis for the employment lands study, to be included in the county’s Official Plan. The University of the Balearic Islands, the University of Havana, and the Santo Domingo Institute of Technology (INTEC): Collaborative Project: The New Tourism Cities in the Caribbean. Urban Change and Residential Development Models for Tourism’s Working Population (Varadero, Cuba and Bávaro-Punta Cana, Dominican Republic).* Mumbai Urban Infrastructure Project (MUIP), India: Collaborative Project: Assessing the impacts of the relocation and rehabilitation of MUIP project affected persons.* Urban Development in Dominican Republic: Understanding the governance and planning apparatus and socio-economic impacts of tourism development in Punta Cana, Dominican Republic.* University College London, UK: Mutual Aid Housing: Community Strengthening for Sustainable Development (Fieldwork in Montevideo, Uruguay). *Projects completed prior to employment at WSP – Page 3 of 3 Page 197 of 214 Agenda Item i) Appendix B Page 198 of 214 Agenda Item i) City of Fort Saskatchewan TRANSIT IMPLEMENTATION PILOT REVIEW LOCATION Fort Saskatchewan, AB Canada CLIENT Fort Saskatchewan Transit PROJECT VALUE CAD $72,500 STATUS In progress WSP|PB is currently completing a transit implementation pilot review for the City of Fort Saskatchewan, Alberta. Fort Saskatchewan, a city of roughly 20,000 people, introduced a pilot transit operation in 2014 based on recommendations of a 2011 feasibility investigation. Fort Saskatchewan currently provides fixed- route peak-hour commuter transit service from Fort Saskatchewan to Clareview LRT Station in Edmonton, as well as specialized Handivan and taxi voucher transit services to seniors and persons with mobility restrictions. WSP|PB was retained to complete a Transit Pilot Review to determine whether transit should become a permanent fixture in the community. Our study examined opportunities to enhance the existing transit services in a manner that makes services more efficient and effective. Page 199 of 214 Agenda Item i) City of Fort Saskatchewan TRANSIT IMPLEMENTATION PILOT REVIEW SERVICES Review of fixed-route services in the city Reviewed existing policies and analyzed passenger activity on existing commuter service from Fort Saskatchewan to Edmonton Determined strategy for transit expansion in the south area of the city "Right-sizing” of fleet for the city Completed a peer review and best practices relevant to the system Conducted a market analysis including population and employment projections, travel patterns and development activity Identified needs of and opportunities for the system based on the background analyses Developed and evaluated service options, including the potential for “commuter-only”, “local-only” and “hybrid commuter/local” service scenarios Identified and evaluated service delivery options for the system Developed support components of the plan, including staffing, fleet and facility requirements, technology guidelines, and marketing and fare strategies Forecasted ridership and developed a financial plan based on the plan’s recommendation Developed strategy to divert costly specialized transit trips onto improved conventional transit – Page 2 Page 200 of 214 Agenda Item i) City of Belleville OPERATIONAL REVIEW OF BELLEVILLE TRANSIT SERVICES LOCATION Belleville, ON Canada CLIENT Belleville Transit PROJECT VALUE CAD $ 63,360.00 STATUS Completed November 2014 The City of Belleville Transit System was experiencing difficulty meeting its service schedules due to a combination of increased traffic, ongoing road construction and general expansion of the municipal boundaries. The issue was compounded by the fact that over the past several years, the focus of activity in the City had changed from the downtown core to outlying areas, including major educational institutions and shopping malls. Unfortunately, the Transit System is a “hub and spoke” system that no longer served the transportation needs of its residents, thus council determined that a total review of its service delivery and operation would be required to resolve this issue. WSP was retained by the City of Belleville to undertake a review of both its conventional and paratransit transit operations with the aim to resolve the issue of on-time performance and other service issues and to assess the City’s paratransit operations to determine if the operation was meeting the needs of its clients. The WSP team prepared a report for the City which evaluated its current network, policies and operations by conducting a peer review of Belleville Transit with systems having similar characteristics, analyzing passenger demand, reviewing routes and schedules and summarizing issues and needs. The result of the study identified a number of recommendations including methods to improve on-time performance, continuing to provide services in the same corridors as currently, allow for the expansion of the network north of Highway 401, reduce dependence on one downtown transfer terminal and improve connectivity between major shopping and employment centres. For the specialized service, WSP reviewed upgrading the current dispatch procedures and technology, renew the specialized transit vehicles, develop clear guidelines and procedures, conform to AODA and track statistics to create and monitor trends and identify issues. Page 201 of 214 Agenda Item i) City of Belleville OPERATIONAL REVIEW OF BELLEVILLE TRANSIT SERVICES SERVICES Conduct an Operational Review of Belleville Transit Conventional and Specialized Transit Services ((Mobility Bus) – Page 2 Page 202 of 214 Agenda Item i) Town of Beaumont TRANSIT FEASIBILITY STUDY LOCATION Town of Beaumont, AB, Canada CLIENT Town of Beaumont STATUS Completed DESCRIPTION GENIVAR (now named WSP) was retained in 2012 to conduct a feasibility study that examined the potential to connect the small urban municipality of Beaumont Alberta to the larger neighbouring Edmonton Transit System (ETS) and destinations throughout the City. The study also considered local routing to service Beaumont residents travelling within the Town. The study involved background travel data and document review; market analysis; peer review of similar municipalities; development of service delivery options (including municipality-owned, public-private partnerships and leased service); route options and service design; demand and ridership projections; estimates of required resources including fleet, staffing, technology and facilities; fare policies; a marketing strategy; and development of financial and implementation projections for a five-year period. WSP completed a transportation needs assessment and examined current methods of transportation, assessed existing barriers to travel, identified key potential markets for using the service, measured ridership potential, and examined travel times and locations Based on our results of our background review, peer review, and market analysis, WSP developed route and service delivery options for potential transit services in Beaumont. Each option identified potential routing details, hours of operation, and vehicle requirements, and a preferred service delivery model and routing was identified. Based on our analysis and with input from stakeholders, WSP recommended implementation of a transit service in Beaumont that would initially operate as a commuter service targeting students and work commuters to connect residents ETS services at the Century Park LRT Station, with a recommended to launch in 2014. Page 203 of 214 Agenda Item i) Town of Beaumont TRANSIT FEASIBILITY STUDY SERVICES Transit Planning Needs Assessment – Page 2 Page 204 of 214 Agenda Item i) Municipality of East Hants TRANSIT SERVICE FEASIBILITY REVIEW LOCATION East Hants, NS, Canada CLIENT East Hants Transit PROJECT VALUE $29,000 STATUS April 2012 Completed The Halifax Regional Municipality completed a study of new rural express routes to service the communities located along the corridors of Highway 103, Highway 107 and Highway 118/102. For the Highway 118/102 corridor, service was planned to service Enfield, the Halifax International Airport, and Fall River communities. At the time of the HRM study, consideration was given to extending the route in to East Hants to serve Elmsdale, and different configurations of service to the airport were briefly considered. The WSP (formerly GENIVAR) study was initiated by both the Municipality of East Hants as well as the Halifax International Airport Authority (HIAA), to investigate specific options for service from the HRM urban core to the airport, from East Hants to the airport and to Halifax, and internal to the communities of East Hants. The study examines specifics of the demand and characteristics of potential service options, and makes recommendations on route configurations, service characteristics, and capital and operating costs. SERVICES Transit Planning Page 205 of 214 Agenda Item i) Municipality of East Hants TRANSIT SERVICE FEASIBILITY REVIEW – Page 2 Page 206 of 214 Agenda Item i) Niagara Region Inter-Municipal Transit Work Plan LOCATION Niagara, ON, Canada CLIENT Niagara Region PROJECT VALUE $270,000 STATUS 2010 Completed GENIVAR (now named WSP) conducted an update to a previous study conducted in 2002 related to the feasibility of an inter-municipal transit service for Niagara Region. At the time of the study, the provision of inter-municipal transit services within Niagara Region have been limited and primarily cater to post- secondary students. Niagara Region recognized the need for the continued enhancement of public transit in its recent growth management strategy as an important means of promoting a balanced set of transportation options in the region, promoting the regional economy, and supporting environmental sustainability. Recognizing these needs, the main objectives of the study were to: identify the potential needs of the residents for the inter-municipal transit services define the vision, goals and objectives develop a phased implementation plan for inter-municipal transit service identify the financial implications for implementing the plan recommend a governance model for the short- and long-term Needs Assessment & Visioning Drawing on the findings from public and stakeholder consultation sessions; survey findings; and forecasted inter-municipal travel demand, the team identified existing transportation issues, needs, and future improvement opportunities for the proposed system. Using the vision established in the 2002 study and the needs assessment findings, WSP developed modifications to the existing vision and associated objectives to better suit the changing needs and opportunities for inter-municipal transit service in the region. Page 207 of 214 Agenda Item i) Niagara Region Inter-Municipal Transit Work Plan System Service Plan To ensure a successful system, proposed inter-municipal services need to be tailored to the demand to achieve maximum benefits. Thus, the team conducted a detailed analysis for inter-municipal travel to determine demand estimates between aggregated traffic zones. Based on the demand analysis and review of the existing inter-municipal and regional services, WSP conducted the following tasks: identified service gaps developed service standards for continuous quality improvement developed and evaluated service plan options consulted on the identified options to stakeholders developed a detailed service plan Prioritization and Implementation WSP developed a prioritization and implementation plan based on the identified service gaps, service objectives, ridership potential, the capital and operating requirements and the availability of funding resources. The proposed implementation plan included a phased approach in the introduction of inter-municipal services. The plan also included recommendations related to: governance in the short- and long-term fare structures projected fleet and facility requirements the capital and operating financial outlook for operating the system SERVICES Transit Planning FEATURES Service Plan Needs Assessment – Page 2 Page 208 of 214 Agenda Item i) Essex County Inter-Regional Transit Assessment LOCATION Essex, ON, Canada CLIENT County of Essex PROJECT VALUE $80,000 STATUS 2010 Completed In 2009, GENIVAR (now named WSP) was retained to assess the feasibility of an inter-regional transit system in the County of Essex. Aside from local services available in Leamington and in neighbouring Windsor, there were no conventional services operating in the County. Recognizing the growing needs for transportation alternatives, the County wished undertake an Inter- regional Transit Assessment study to investigate the feasibility of introducing a wider range of transportation options in the community; to examine other similar jurisdictions and their transit services; to define its own unique needs; and to design a system to meet those needs. Understanding these concerns, GENIVAR’s principal objective was to define the County’s needs and provide guidelines and tools for identifying and implementing specific, cost-effective, and innovative public transportation services for the residents of the County of Essex. The Inter-regional Transit Assessment study was carried out based on three major steps: Needs Assessment Transit System Alternatives Analysis Prioritization and Implementation Needs Assessment Planning for an inter-regional transit system requires understanding local transportation and transit issues, challenges and needs within the County. Drawing on the findings from public consultation sessions and survey results, as well as available transportation and demographic data, GENIVAR identified: existing transportation issues, needs, and future improvement opportunities key demographic and geographic markets to be served by the transit system Page 209 of 214 Agenda Item i) Essex County Inter-Regional Transit Assessment best practices of in similar with small transit systems and community transportation programs The findings from this section of the analysis lay out the primary planning framework that will set the stage for later tasks. Service Concept and Performance Standards Development Based on projected transit demand and feedback from the public and an array of stakeholders, WSP developed a system concept that is consistent with the context of the County and its transportation objectives. Based on the County’s unique demographic conditions and travel behaviour, WSP identified four distinct types of service, each supporting different objectives and warranting different degrees of transit service delivery. The team also developed service performance standards for the County of Essex to provide a framework to determine the initial feasibility for the provision of regional transit service to justify the provision of new or revised transit services to examine the effectiveness of services in operations Prioritization and Implementation Based on the service elements identified in the previous sections, WSP prioritized the introduction of services based on established service objectives, ridership potential, the needs of the community they are intended to serve, the capital and operating requirements and the availability of funding resources. The team also included supporting elements to the prioritization and implementation plan including governance options, fare strategies, projected fleet and facility requirements, as well as partnerships and funding opportunities. SERVICES Transit Planning FEATURES Needs Assessment Service Concept Performance Standards – Page 2 Page 210 of 214 Agenda Item i) Prince Edward Island PUBLIC TRANSIT FEASIBILITY STUDY LOCATION Prince Edward Island, Canada CLIENT Prince Edward Island Public Transit Coalition PROJECT VALUE $116,000 STATUS 2008 Completed The purpose of the PEI Public Transit Feasibility Study was to investigate the feasibility of introducing a wider range of transportation options in Prince Edward Island communities. The result of the study is a made-in-Prince Edward Island approach and implementation plan for island-wide public transit service. Phase 1 Needs Assessment ENTRA Consultants’ (now named WSP) Phase 1 Needs Assessment of the Public Transit Feasibility Study explored innovative and alternative ways of providing an island-wide public transit service. Founded on research, analysis and consultation, the Phase 1 report provided a framework for moving forward on a Stage 1 implementation in the short-term and ultimately providing inter-municipal public transit services across Prince Edward Island. WSP‘s final report integrated the results of the Phase 1 study along with details of service design standards and prototypes, fare structure and policy, fleet requirements and management plan and facility requirements. It included an implementation plan and marketing and communication strategy and identifies partnership opportunities. Recommended Stage 1 WSP ‘s recommended Stage 1 plan included commuter connector service from Tignish to Summerside, Summerside to Charlottetown, and Charlottetown to Montague. Initial service levels for this stage will be less than the recommended mature service, but still sufficient to attract the necessary initial ridership. WSP’s ridership estimates were based on a first principles approach. This included determining or estimating the overall travel in the corridors, and establishing a range of estimates based on market share expected to be achieved by transit. These market shares were varied to reflect different attraction rates to the service, as well as to represent the maturing of the service over time. Results of the estimation process were validated against the result of the consultation and fact-finding process. Page 211 of 214 Agenda Item i) Prince Edward Island PUBLIC TRANSIT FEASIBILITY STUDY Recommended Stage 2 The Stage 2 implementation links built on the Stage 1 routes, complementing the commuter services by adding community connector links, and laying the groundwork for the community support network. This stage also included increased service levels on the Stage 1 routes, and a seasonal route linking Charlottetown and Summerside to the Cavendish areas. Funding Options WSP found that there were no provincial programs designed to directly fund public transit in Prince Edward Island. But the success of island-wide transit depends on additional financial support for both capital and operating costs. With the implementation of a province-wide transit system, it was determined that there would appear to be a clear role for the government of PEI in funding both capital and operating costs. In addition to the available federal funding, WSP found that the province is the only level of government with the resources to effectively support this service. WSP recommended a “green levy” fund in Prince Edward Island that could be used to support both a contribution to capital funding as well as operating funding support. Based on recent data, WSP found that a 1-cent green levy drawn from gasoline sales would generate approximately $2 million annually, which could be used to support the initial capital requirements as well as the on-going annual operating costs. This suggested that a dedication of a portion of federal gas tax funding would be sufficient to support capital expenditures and a green levy or carbon levy in the range of $1.5 million to $2.0 million annually would be sufficient to meet the ongoing requirements for the proposed plan. To support the capital requirements of implementing and supporting on-going infrastructure requirements of the island-wide transit system, established in the range of $1.5 million to $2.0 million, WSP recommended that the transit agency work with the government of PEI and the federal government to ensure the allocation of federal funding programs to cover these costs. SERVICES Transit Planning FEATURES Needs Assessment Funding Alternatives – Page 2 Page 212 of 214 Agenda Item i) NIAGARA GO RAIL SERVICE BUSINESS CASE STUDY Client: Regional Municipality of Niagara Location: Niagara, St. Catherine’s, Grimsby, and Hamilton, ON Role: Commuter Rail Service Planning Commuter Rail Facility Planning and Design Cost Estimating The Regional Municipality of Niagara is pursuing a plan to bring weekday, two-way GO train service from the new James North GO station in Hamilton to Niagara Region, with stops in Grimsby, St. Catharines and Niagara Falls. An environmental assessment (EA) was previously completed for the extension of the Lakeshore West GO train service into Niagara Region. The major operational issues identified in the EA study included GO service delays due to train/ship schedule conflicts at the Welland Canal rail bridge crossing, potential service delays that could occur to freight traffic between Hamilton and New York State, and potential interference to the GO Lakeshore West service schedule. MMM Group Limited (MMM) was retained by the Region to revisit the prior recommendations and present an alternative opening day scenario to address the issues raised through the EA. The alternative opening day scenario developed will require smaller capital expenditure while also responding to the significant constraints brought forward in the EA study. The study addressed the following goals and issues: IMAGES: 1. Hamilton Niagara GO Study Area ■■ Rail service and infrastructure capacity 2. Proposed St. Catherines Station requirements to support the increased service to be introduced; ■■ Analysis of ridership forecasts for the proposed service; ■■ Assessment of cost-effective infrastructure design and service schedule options to address previously identified constraints; ■■ Identification of options for rolling stock equipment; and ■■ Assessment of the project costs, schedule, and risks. Page 213 of 214 Agenda Item i) Page 214 of 214