CITY OF RECEIVED IN ENGINEERING TRADITIONS R

A Strategic Plan for Transit in March 2013 about RouteAhead

--\ In 2011 , Calgary's City Council directed that a new long-term plan for be created in ~ jiii) accordance with the principles and objectives ~ WALKIBIKE ~TRANSIT AUTO of the Calgary Transportation Plan . Early in 2012, a 2011 (24-hour, team was established to develop this plan, all purpose, 14% 9% 77% now called RouteAhead. city wide)

Targets 20-25% 15-20% 55-65% RouteAhead follows other forward-looking initiatives at The City of Calgary (The City), including RouteAhead identifies the investment in transit imagineCALGARY, Plan It Calgary (the backbone service required to meet these targets. behind both the Calgary Transportation Plan (CTP) and the Municipal Development Plan (MOP)), and The RouteAhead provides strategic direction for transit in City's 2020 Sustainability Direction. Calgary for the next 30 years. The plan was approved by Council in March 2013, and will guide the To support the goals and targets for land use and development of future business plans and budgets. mobility in the MOP and CTp, Council reaffirmed its support for the following targets for travel mode share as part of its 2011 Fiscal Plan for Calgary. Public engagement RouteAhead engaged many stakeholder groups, Every bit of the feedback received was considered in citizens, customers and employees. The team developing the core principles that would ultimately met face-to-face with more than 4 ,000 Calgarians, inform the visions, directions and strategies in the asking questions and gathering thousands of RouteAhead plan. comments. In addition to this traditional means of City Council approved the following guiding elements outreach, a RouteAhead online blog and Twitter for the RouteAhead plan in September 2012: account made it possible to engage through

social media. » Core principles for public transit in Calgary.

More than 1,000 submissions to the online budget » Evaluation criteria for projects. allocation tool, "It's Your Transit. You Decide." provided additional data for analysis. Comments from public engagement Comments from online budget tool % of respondents identifying % of respondents seeking additions Category each category Category to service in each category Frequency 9.7% Communication (accidents and other delays) 52% Network design 7.4% Real-time arrival signs for 45% 7.1% CTram repairs 45% Other 6.1% Peace officers at night 41% Vehicles 5.9% Cleanliness 39% Reliability 5.5% Late night service 33% Driver behavIour 5.0% enforcement 32% Coverage - LRT 4.8% Standby buses 31% AmenitIes 4.6% stop schedules 30% Communication 4.5% Bus shelters 30% Hours 3.7% Lower fares 29% 3.0% More parking spots 26% Safety 3.1% Bike racks 26% Transit prionty 2.8% Scheduled service for people with disabilities 25% Connections 2.2% Capacity 2.1% Schedulers (bus reliability) 25% Coverage - bus __ 2.0% Another garage (bus reliability) 25% Funding .....-- ; .7% Free fare zone extension 24%

Real·time 1.7% Wifi 23%

Web 1.7% Suburban buses 21% Speed 1.6% Air conditioning 19% Crowding 1.5% Bathrooms 19%

Cleanliness 1.5% Inner city buses 19%

Environment Low income discounts 17%

Regional issues Accessible buses 16%

Facilities Free fares for seniors 15% Land use Cross·town service 15%

Wayfinding Crowding Bikes Lower parking fees Parking Walking distance hal ved (200 m) LRT - surface vs. underground Note: respondents may have sected more than aile category. Bathrooms Maintenance

2 A Strategic Plan for Transit in Calgary Core principles for public transit in • Make it easy to use. Calgary • Safe, accessible, clean, convenient, comfortable and reliable. • Address barriers to use for non-users.

• Match transit to land use. • Focus investment on increasing ridership. • Evolve from a radial network to a connective grid.

• Meet near-term revenue/cost ratio (50/50 to 55/45). • Meet capital funding objectives of Investing in Mobility. • Take care of and optimize use of what we own.

To guide the long-term plan for Calgary Transit, the core principles were created using feedback received from Council, Administration and the public.

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Make rt easy ~o .me Safe, accessible, clean. convenient, comfortable and reliable

Addre$s barriers tc US" forlorHISC'-'.

Match transit to land use. Focus investment on Increasing ridership. Evotve from radial network to connective grid.

terTI revenue/cost ratio f!:,- '[, t l , l;t:. '~~

• Take care of ;1"0 optimize use Jf wha1 WE vWI the RouteAhead for Calgary Transit's network

Calgary Transit has an extensive network of routes 30 years, Calgary Transit's network will need to and services, but with current operating budgets, expand geographically, and transit service will need balancing the growing demand for transit service to be enhanced to serve its customers. Fleet, facilities in new suburban communities while addressing and staff must be scaled to support the growing capacity issues on established corridors can be network and improved service. a real challenge. As the city grows over the next

5 I -

Future network In co-ordination with the Investing in Mobility In prioritizing the projects, RouteAhead based project team, RouteAhead outlines a rapid its evaluation criteria on land use, customer transit plan that includes a number of customer experience and project characteristics. Each service-oriented capital projects. The projects category contains a number of sub-categories were identified through outstanding items from that were given a value based on the relative previous capital plans, Council direction and merits of the project. This project rating system public engagement. RouteAhead supports the with corresponding criteria will help Council goals of the Calgary Transportation Plan and the and Administration determine which projects to Municipal Development Plan, and identifies the construct, and when. capital projects needed to move Calgary towards the transportation goals outlined in the Calgary Transportation Plan .

Project evaluation /" LAND USE criteria Supports activity centres and corridors Primary transit network connectivity and alignment Population and jobs intenSity

-r -r '\ CUSTOMER EXPERIENCE PROJECT CHARACTERISTICS Increases travel time advantage Serves high ridership corridor Overcomes issues of reliability and delay H Contributes to life cycle maintenance and asset management Increases passenger capacity . Capital cost Improves overall mobility of the transportation network ../

6 A StrategiC Plan for Transit in Calgary 30-Year Rapid NortMlat LRT Extension Transit Network Legend ..... o Teminus.'Connection •• Ex.tinglRT

_ PropoMd Treneitway

_ Propoeed LRT

_ Pro~BRT North Central LRT _ Pro~dR.pidTl1Inlit ( HOVorother ) . (allgnmont 18D)

~ 52SIE BRT

• • i ~ BrldlewSomerset-ood iSouth LRT Seton Extenllon

210Ave S 7 In addition to the components of Calgary's transit The type, mode and intensity of transit service on system, the network includes: a corridor are determined by a number of factors including ridership, land use characteristics, » (BRT) - limited-stop bus and expectation of customers and residents. On service, provided on existing streets, generally many corridors, there is typically a progression of mixed with private automobiles. service type and mode of operation as land use

» transit (LRT) - electric-powered and ridership changes. For example, BRT is often vehicles operating in separate rights-of-way. used to develop ridership and travel patterns in high-ridership corridors prior to implementing » Transitways - can include transit-only lanes LRT, which is much more costly. separated from regular roadways, separate lanes on existing roadways, shoulders on an existing roadway, or any combination of these. In each case, the transitway lanes are for the exclusive use of transit and emergency services vehicles, and provide transit customers with a number of benefits such as ~]~ improved reliability and faster travel times.

Transitway (median bus lanes)

8 A Strategic Plan for Transit in Calgary Primary transit network ~

Vehicles Passengers Access Calgary <10 Community Shuttle 25 12-metre bus 65-75 18-metre bus 125 CTrain 600

Primary Transit Network __ Primary Transit Network (mode to be determined basedon corridor development) - Skeletal Ught Rail Transit

9 Mode progression in present (population: 1.1 M) short-term (population: 1.3M) medium-term (population: 1.5M) long-term (population: 1.6M) rapid transit corridors 1 j 1 Green Une _ to Keystone North Central Corridor I Mixed traffic ••ilfi%!I!"'H¥9iii!· ,$''''.§Iii!iNl II;I""!N£+. SETWAY :~ iJlltr.'m"ill. :t: I Southwest Transilway -iol-j1.'tr. I I North Crosstown BRT ! ! ! West Campus _L .1 Southwest Crosstown BRT :1:11Ir.'I:~':1".!. r- I I 17 Avenue SE Transilway 1 L 52 Street E BRT I ! Route 305 BAT (West) _"1 ..

South LRT Extension I Northeast LRT Extension

Airport Transit :"'1."

8 Avenue Subway

Shaganappi HOV :t:

. .. Existing/enhanced service _ Proposed BRT _ Proposed Rapid Transit (HOV or new technology)

_ ProposedTransitway _ Proposed LRT

1 0 A StrategiC Plan for Transit in Calgary Mode progression in rapid transit corridors present short·term medium-term long-term longer-term in the longer term

(beyond RouteAhead) G_Lne ~'m!itl!! Mi'''I ... ~ North Central Comdor

SElWAY __ T~n_., = ZM1h!@\t::::::z::::j::::: "·"M·" )

North Crosstown BAT

west Campus

Southwest en:.stown BRT

~ 17 Avenue SE Transrtwlly i 52 Street E BRT Route 305 BRT ('Nest) Milled traftc: J BAT ~ta

SouthLRTExtenslon 80ItJngservlCe • J' )r ,\<" LRle;:dcnd<"!Sa(I' HI ..:-:: e:=i I·d··, . Frequent Transit Ofl the Primary Transit Network

1 North Regional Context Study BAT i!1 162 AvenueS Transitway

~ West LRT extension

Regional Transtt Pro;ects I (led by regional o mlricipalities.-ld ~ Calgary Regional partneJ· ship)

Edononton-c.lga

_ ProposedTranSltway _ Proposed LRl _ Proposed Heavy Rail (Commuter/High Speed)

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RouteAhead/lnvesting in Mobility 10-year Rapid Transit Corridors

Investing in Mobility, produced in conjunction unfunded on the Investing in Mobility list with the RouteAhead plan, identifies $4.5 until new sources of funding can be secured. billion in required transportation infrastructure Currently unfunded projects include many of investment over the next decade. It was the rapid transit corridor projects identified approved by City Council in December 2012. in RouteAhead. Only partial construction of The projected grant funding from the provincial selected transit corridors was recommended for and federal governments means that some funding in the Investing in Mobility report due to transportation capital projects will remain financial constraints.

13 The following (funded and unfunded) rapid transit RouteAheadl Legend _ PropoMd Tl'llneitwliy Investing in T.nnin~nnection corridors were approved as part of the 10-year o (bus-only t.ne"roIIds) Mobility 1O-year _ ExiRng Red Une LRT _ PropoMdBRT Investing in Mobility plan (1O-year extents are (bu8l'11p1dnn.it) Rapid Transit _ Existing BIL» Un. LRT _ TlIChnology Under Review shown in parentheses): Corridors 78Av. N » North Crosstown BRT (Brentwood to Saddletowne)

» Transitway (Downtown to 78 Avenue N)

» 17 Avenue SE Transitway (26 Street SE to Hubalta Road)

» Southeast Transitway (Downtown to Douglas Glen)

» Southwest Transitway (Downtown to Woodbine)

» South Crosstown BRT (Westbrook to Quarry Park)

» West Campus Mobility Project (Brentwood/ /Foothills Medical Centre/Alberta Children's Hospital/Banff Trail)

14 A Strategic Plan for Transit in Calgary Service and In terms of frequency of service, Calgary's transit of service and not by the mode or vehicle networks network includes: that provides the service. It is comprised of a permanent network of high-frequency » Base transit service - feeder routes, mainline transit services (LRT, bus rapid transit, regular and cross-town transit services with a buses, streetcars/) that operate every 10 minimum frequency of 30 minutes. minutes or better over an extended operating

» Primary transit network that has a target period, seven days a week. of 1a-minute frequency. The primary transit network is defined by the level, or frequency

Scaling our To support the future network, and to meet the Ideally, to ensure the reliability of its operations, operations customer experience requirements identified in Calgary Transit should retire its vehicles at a RouteAhead, Calgary Transit will need to expand certain age. However, to meet existing demand, its fleet, facilities and support services. New Calgary Transit is running buses and CTrains technology (e.g. real-time customer information, well past their retirement age. Approximately electronic fare collection, vehicle and fleet 23 per cent of the Calgary fleet systems, etc.) will also need to be implemented and 13 per cent of its LRVs are older than and maintained. what's ideal. Others are nearing retirement age. As well as requiring additional vehicles to keep pace with a growing network and increasing ridership levels, current vehicles will need to be replaced and/or refurbished.

15 In conjunction with the network of transit Also integrated with Calgary Transit's fixed route service, Calgary Transit provides a park and ride services is Access Calgary, a service of Calgary service for its customers, with about 16,000 Transit. Access Calgary provides transportation parking spaces at 33 locations. These facilities services for Calgarians who are unable to use complement public transportation by providing Calgary Transit buses and CTrains due to limited an option for those people wishing to travel by mobility. Access Calgary offers a shared-ride, transit but needing a car for some portion of their door-to-door service within Calgary city limits. trip. Demand is very high for these services. Future transit vehicle fleet requirements to achieve 3D-year transit service objectives

Annual Service Hours Community service hours per Capita 12-metre bus 18-metre bus shuttle bus Total buses LRVs

Current 2,673,000 2.4 791 63 116 970 192

2020 3,439,000 2.6 925 100 190 1,215 240

2030 4,689,000 3.2 1,300 145 245 1,690 335

2040 5,939,000 3.7 1,650 170 310 2,130 390

Total growth 3,266,000 1.3 859 107 194 1,160 198

17 For customers to feel safe and welcomed, Current and proposed Calgary Transit maintenance facilities and for service to be reliable, facilities such as maintenance garages, CTrain stations, ... substations that provide power to the CTrain, tunnels and elevated structures (e.g. bridges) need to be properly maintained. p ' '" I . i ' t All of Calgary Transit's maintenance facilities r (with the exception of the new Oliver Bowen Maintenance Facility) are in need of upgrades, refurbishment and/or replacement. And it's not only upgrades to existing garages that are required. New facilities are also needed to address growing storage and maintenance demands.

Legend ... -.. ':..... : Fvtllf'e Stor. and Maintenance Location

" lRV StOta .. and M.lntenance

o IuIStcnpandMMnteMnce

18 A Strategic Plan for Transit in Calgary There have been significant upgrades to increase reliability. And that's not all. Calgary Calgary's LRT infrastructure (e.g. four-car Transit has identified switch, track and signalling platform extensions and traction power improvements to increase operational flexibility improvements) and regular maintenance is and minimize service disruptions caused by ongoing. However, much of the system's original passenger emergencies, mechanical failures and buildings, track, signal and power systems are other incidents. over 30 years old. These should be upgraded to Vision/Directions In 2040, Calgary Transit's network addresses the Plan. The rapid transit network has expanded city's growth through four categories of service: to connect more major trip generators, activity introductory, base, primary transit network and centres and corridors outside of the Centre City. rapid transit service. The primary transit network There are strong connections to the Calgary accommodates added population, employment International Airport and to the Calgary Regional and retail growth in activity centres and corridors Partnership's regional transit services. as envisioned in the Municipal Development Directions N1 : Complete capital projects that are critical to N6: Ensure supporting facilities and resources the existing network. are scaled to match future projects and service investments in introductory, base and primary N2: Initiate design and construction of the transit network plans. highest-priority capital projects on the rapid transit network. N7: Support the introduction of regional transit service to/from Calgary. N3: Establish service standards for the evolution of introductory, base and primary transit network N8: Review long-range planning to ensure service. alignment with city and regional land use plans.

N4: Implement "Yield to the bus" legislation and ensure HOV/transit-only lanes are enforced.

N5: Expand frequent service on the primary transit network.

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Make It easv to use. Safe, accessible, clean, convenient, comfortable and reliable. Address barriers to use for non-users.

-----,

inc:reasing ridership "twork t-

revenue/cost ratio r,lJ!5G tl "J:.!/4

optimize use ....,1 wna: >/VF vvn -.-/

the RouteAhead for the customer experience

Service improvements and expanded transit service the fleet and the frequency of service. RouteAhead - more buses/trains and more frequent service - will addresses each element of the customer experience improve the customer experience. including all steps of the transit journey, from understanding the system to accessing the stop, Of course, Calgary Transit recognizes that providing waiting, paying, riding and connecting to the next bus a great customer experience goes beyond the size of or train.

23 1\ ~ ~ • CONNECTING UNDERSTANDING ACCESSING WAITING PAYING

The following visions and directions reflect the core principles for the customer experience:

24 A Strategic Plan for Transit in Calgary 1\ Understanding d10 Vision In 2040, when travelling by Calgary Transit and Oiii; .~ Access Calgary, you are able to instantly get the - information you need to go where you want to go. It is easy for new, occasional and frequent users, and visitors to understand and use the system, and know about any delays. You understand Calgary Transit's short- and long-term plans.

Directions: C1 : Make it easier for customers to get the information they need.

C2: Make it easier for customers, including new users, occasional users and visitors to understand and use the system.

C3: Make it easier for customers and citizens to contact Calgary Transit, share concerns and find out about all aspects of service, including future plans.

C4: Ensure the eligibility process for Access Calgary is easy and transparent.

25 Accessing

Vision In 2040, you can access stops and stations easily, [ i ~· .~ whether by foot, bike, or in some locations, by car. The system is accessible to all customers. Access Calgary provides you with user-friendly, reliable options if you are unable to access regular Calgary Transit service. The primary transit network is frequent and reliable. You are able to show up at a stop/ station on the primary transit network 15 hours a day, seven days a week and not need a schedule.

Directions: C5: Make it easier to get to the stop/ station.

C6: Integrate Access Calgary and Calgary Transit services.

C7: Strategically manage parking at transit stations.

C8: Advertise, market and expand the primary transit network.

26 A Strategic Plan for Transit in Calgary

~ r I Waiting s; _l Vision In 2040, to the extent possible, the amount of .~ time you have to wait is minimized. The area you wait is safe, comfortable and clean. The station you interact with reflects the community's individuality and identity. You and your community are proud of your stop/station and share a sense of ownership. While waiting, it is easy for you to access clear and accurate information on the status of your trip.

Directions: C9: Ensure Calgary Transit continues to be safe and secure.

C10: Ensure Calgary Transit stops and stations are clean and comfortable.

C11 : Increase access to clear and accurate real­ time information.

C12: Monitor, report and improve on-time performance.

C13: Make stops and stations attractive public spaces.

28 A Strategic Plan for Transit in Calgary 1\ Paying c#0 Vision In 2040, paying is easy and seamless. The ~ .~ payment structure is transparent, affordable and fair, and you believe you receive good value for your money. Payment options are well communicated and diverse, keepir with current technology and offering multiple ways of paying.

Directions: C14: Make it more convenient to pay to ride Calgary Transit.

C15: Ensure the payment structure in Calgary is transparent and fair. 1\ Riding ~- Vision In 2040, riding is safe, reliable, comfortable, • ~ '. =;a _I welcoming, accessible, affordable and ~ *" sustainable. You are part of a social • transit community.

Directions: C16: Improve the experience of riding in Calgary Transit vehicles.

C17: Improve reliability of service through technology.

C18: Create a fully accessible transit fleet to address the mobility needs of persons with disabilities.

C19: Continuously improve customer service.

30 A Strategic Plan for Transit in Calgary Connecting

00 Vision 610* .' ~ I In 2040, connections are simple and convenient. It is easy to find your next bus or train, and planning your next trip is intuitive. Options and destinations are clear.

Directions: C20: Make it easier for customers to find the next bus or train they are connecting with.

C21 : Make connections more convenient and ensure transfer locations are hospitable and welcoming. I sa

1w* I .••••.• =I= I LL , L. Ma -40 • the RouteAhead for our finances

To improve the customer experience and provide Mak12 It cas~ an expanded transit service on a more frequent and Safe. acc(':,.!-. bit -lt~all convCnI'- ntomtcnolblf ,.pljabll. Adores!' batrl( r ... reliable basis, additional funding is required. The core principles for public transit guide RouteAhead's l.,nO us-€: funding strategy.

Meet near-term revenue/eost ratio (50/50 to 55/45). Meet capital funding objecttves of Investing in Mobility. lake care of and optimize use of what we own.

33 Calgary Transit's Calgary Transit relies on two types of funding: Current sources of operating funding 2011 current funding operating funds, which are used to run day-to­ day business, and capital funds which finance new infrastructure and life cycle refurbishment of existing infrastructure.

Fare revenue accounts for approximately 50 per cent of Calgary Transit's operating funds. A portion of this revenue (approximately three per cent) comes from advertising on vehicles, shelters and stations. The remaining 50 per Other sources (advertising, fines, parking, etc.) cent comes from municipal property taxes. This split is commonly called the revenue/cost ratio,

and is similar to other Canadian cities (with the Current sources of capital funding 2012 - 2014 exception of the country's two largest urban areas, and ).

The federal and provincial governments contribute the majority (92 per cent) of Calgary Transit's capital funding. The remainder comes

from The City and the development industry. Development Industry 1%

34 A Strategic Plan for Transit in Calgary Transit operating funding by source - 2011

Vancouver (Translink) • Operating Revenue' Transit • Municipal Mississauga Transit :,VR • Provincial Ottawa (OC Transpo) • Other" Hamilton (HSR) Calgary Transit Transit Montreal (STM) Toronto (TTC) 0% 25% 50% 75 % 100%

Numbers In red baf mdlcate the percentage of cost recovered from revenue. Source: CUTA May mclude fuel tax. levieS and toJls

Cost of delivering To deliver the RouteAhead vi sion of improving the vision the customer experi ence, provi ding more frequent, reliable and expanded transit service, and ensuring greater system reliability, a significant increase in both operating and capital funds is required .

By 2040, an additional $460 million in operating funds and an investment of $12 .9 billion in capital funds will be required. To address all aspects of the Plan, Calgary Transit's annual budget must grow by an average of $17.7 million annually (excluding inflationary costs such as negotiated wage increases, rising costs of materials, diesel and power), not including revenues.

35 Vision/Directions In 2040, Calgary Transit receives stable and predictable operating and capital funding. Calgary Transit continues to find efficiencies in service delivery to maximize the return on investment by Calgarians. Organizations and customers that benefit directly from premium services are financial partners in service delivery. Transit-supportive land use results in increasing ridership and revenue, allowing The City to offer affordable public transit with fares in line with other Canadian cities.

36 A Strategic Plan for Transit in Calgary Directions F1 : Protect and maintain existing F5: Pursue flexible, sustained, future funding funding sources. sources considering both operating and capital objectives. F2: Increase the efficiency of service delivery. F6: Establish the right governance F3 : Aggressively market services to and organizational structure to make increase ridership. financial decisions. F4: Achieve flexible financing arrangements for improvements with mutual benefits.

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what's next?

The strategies outlined in the RouteAhead plan Public engagement on Calgary Transit's long-term will be assigned to various teams in The City of plans will continue as part of Calgary Transit 's Calgary Transportation department, including commitment to its customers. Calgary Transit, for short-, medium- and/or long-term Future updates to the Calgary Transportation Plan delivery. A report to City Council in December 2013 and Municipal Development Plan will include a will identify roles, responsibilities and progress on review of the RouteAhead plan to ensure continued short-term strategies. alignment between land use, transportation and the long-term plans for public transit in Calgary.

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