DOCSLIB.ORG

Miway – 2021 Budget

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

MiWay 2021–2024 Business Plan & 2021 Budget Foreword Our Vision for the Future Mississauga will inspire the world as a dynamic and beautiful global city for creativity and innovation, with vibrant, safe and connected communities; where we celebrate the rich diversity of our cultures, historic villages, Lake Ontario and the Credit River Valley. A place where people choose to be. Mississauga City Council approved Our Future Mississauga; a Strategic Plan to achieve this vision over a 40-year timeframe. The City engaged over 100,000 people to develop this Vision Statement. To achieve this vision the City has identified five Strategic Pillars for Change: move, belong, connect, prosper, and green. Each year the City proposes various initiatives that are aligned with the Strategic Pillars and are intended to bring us closer to fulfilling our vision for the future. The City delivers over 300 services which are consolidated into 16 Service Areas (including the Stormwater Program) that are outlined in this Plan. The 2021-2024 Business Plan and 2021 Budget document details how and where the City plans to allocate resources to deliver programs and services. The City is committed to providing programs and services cost effectively. In this Plan we have outlined measures that will help assess the quality, efficiency and customer satisfaction that our services achieve. The results help inform decisions on resource allocations and direct program offerings, and improve service delivery to ensure our vision is efficiently realized. Table of Contents Executive Summary of MiWay ....................................................................................................................................................................... 3 Core Services .................................................................................................................................................................................................. 4 Vision, Mission, Goals of Service and Service Delivery Model ..................................................................................................................... 4 Response to COVID-19 ................................................................................................................................................................................ 5 Service Levels and Trends ............................................................................................................................................................................ 7 Performance Measures and Results ........................................................................................................................................................... 11 Balanced Scorecard .................................................................................................................................................................................... 13 Awards and Achievements .......................................................................................................................................................................... 14 The 2021-2024 Business Plan Outlook ....................................................................................................................................................... 15 Planning for the Future ................................................................................................................................................................................ 15 Finding Efficiencies ..................................................................................................................................................................................... 20 Advancing the City’s Strategic Plan ............................................................................................................................................................ 22 Transforming our Business with Technology .............................................................................................................................................. 23 Maintaining our Infrastructure ..................................................................................................................................................................... 24 Managing our Human Resources ............................................................................................................................................................... 29 Proposed Operating Budget ........................................................................................................................................................................ 32 Operating Budget Details ............................................................................................................................................................................ 33 Proposed Budget by Program ................................................................................................................................................................. 33 Summary of Proposed Budget ................................................................................................................................................................. 34 Proposed Cost Increase Required to Current Service Levels ................................................................................................................. 35 Proposed New Initiatives and New Revenues ......................................................................................................................................... 36 Proposed Capital Budget ............................................................................................................................................................................. 37 Proposed 2021-2030 Capital Budget by Program ...................................................................................................................................... 37 Proposed 2021-2030 Capital Budget by Funding Source .......................................................................................................................... 38 Proposed 2021 Capital Budget Detail ......................................................................................................................................................... 39 Proposed 2021-2030 Capital Budget by Sub-Program............................................................................................................................... 41 Executive Summary of MiWay Mission: MiWay provides Mississauga with a shared travel choice that is friendly, reliable and respects the environment. We help to connect people to their destinations with ease. We are people who care about people. Our dedicated team is passionate about providing a customer experience that makes our customers feel valued. Helping make life in our city better. We strive to listen to customers as we continuously evolve to meet the changing needs of the community. Services we provide: • In 2020, MiWay is celebrating its 10th anniversary since • MiWay is Ontario’s third-largest municipal transit service rebranding in 2010 provider, operating conventional, fixed-route transit service Highlights of the Business Plan include: • Within the Greater Toronto and Hamilton Area (GTHA), MiWay routes create economical and efficient transportation • Continuing to operate as an essential City service during all connections between popular destinations throughout stages of COVID-19, responding quickly to the impact of the Mississauga and our services connect with neighbouring pandemic and emergency orders on operations and on- transit systems including GO Transit, Toronto Transit street service Commission, Brampton Transit and Oakville Transit • Adjusting service along the Hurontario corridor to minimize • MiWay provides two types of service: MiExpress, providing impacts to travel and deliver reliable service during frequent service on limited-stop routes; and MiLocal, Hurontario Light Rail Transit (HuLRT) construction providing service on regular and school routes • Accessing the Investing in Canada Infrastructure Program (ICIP) to upgrade MiWay vehicles, improve infrastructure, Interesting facts about this service: and enhance technology • The City of Mississauga purchased the local transit service • Achieving savings through transitioning service from in 1974. At that time only eight routes operated with 54 Islington Bus Terminal to Kipling Bus Terminal and buses that were boarded four million times that year. Today cancellation of two express routes MiWay operates a total of 79 routes with 511 buses (September 2020), and customers board a MiWay bus over 57.8 million times per year (Canadian Urban Transit Net Investment ($000s) 2021 2022 2023 2024 Association 2019) Operating 84,752 88,134 93,873 99,278 • In 1982 MiWay was the first transit system in Ontario to Capital 23,288 84,602 76,502 45,716 utilize 60-foot articulated buses. Today there are 68 in our Full Time Equivalents 1,434.7 1,434.7 1,461.7 1,484.7 fleet. In 1987 MiWay was among the first Ontario transit systems to begin using an electronic farebox and in 1989, the first to introduce air conditioning 2021-2024 Business Plan & 2021 Budget D-3 Core Services Vision, Mission, Goals of Service and Goals of Service Service Delivery Model • Recover ridership and restore customer confidence • Continue to focus on the customer through the Customer Mississauga’s transit system is changing to
Recommended publications
  • Social Sustainability of Transit: an Overview of the Literature and Findings from Expert Interviews

    Social Sustainability of Transit: an Overview of the Literature and Findings from Expert Interviews

    Social Sustainability of Transit: An Overview of the Literature and Findings from Expert Interviews Kelly Bennett1 and Manish Shirgaokar2 Planning Program, Department of Earth and Atmospheric Sciences, 1-26 Earth Sciences Building, University of Alberta, Edmonton, AB Canada T6G 2E3 1 Research Assistant/Student: [email protected] 2 Principal Investigator/Assistant Professor: [email protected] Phone: (780) 492-2802 Date of publication: 29th February, 2016 Bennett and Shirgaokar Intentionally left blank Page 2 of 45 Bennett and Shirgaokar TABLE OF CONTENTS Funding Statement and Declaration of Conflicting Interests p. 5 ABSTRACT p. 6 EXECUTIVE SUMMARY p. 7 1. Introduction p. 12 2. Methodology p. 12 3. Measuring Equity p. 13 3.1 Basic Analysis 3.2 Surveys 3.3 Models 3.4 Lorenz Curve and Gini Coefficient 3.5 Evaluating Fare Structure 4. Literature Review p. 16 4.1 Age 4.1.1 Seniors’ Travel Behaviors 4.1.2 Universal Design 4.1.3 Fare Structures 4.1.4 Spatial Distribution and Demand Responsive Service 4.2 Race and Ethnicity 4.2.1 Immigrants 4.2.2 Transit Fares 4.2.3 Non-work Accessibility 4.2.4 Bus versus Light Rail 4.3 Income 4.3.1 Fare Structure 4.3.2 Spatial Distribution 4.3.3 Access to Employment 4.3.4 Non-work Accessibility 4.3.5 Bus versus Light Rail 4.4 Ability 4.4.1 Comfort and Safety 4.4.2 Demand Responsive Service 4.4.3 Universal Design 4.5 Gender 4.5.1 Differences Between Men and Women’s Travel Needs 4.5.2 Safety Page 3 of 45 Bennett and Shirgaokar 5.
  • City of Mississauga Bylaw Jobs

    City of Mississauga Bylaw Jobs

    City Of Mississauga Bylaw Jobs Which Petr handsels so provably that Cooper cricket her exchequers? Georges dogmatize nimbly as Rowlandsozzled Worthington trouping her evens contractedness? her sonorant jeers ill-naturedly. Which Jerry unclenches so regally that A qualified individual with a disability or question other characteristic protected by law. Some 500 jobs out between a workforce of roughly 4500 people party headquarters city Seattle. A woman checks out a jobs advertisement sign together the COVID-19. Job Description Using knowledge of the music industry in City bylaws policies and processes finds a balance between supporting the needs of coverage local. Hoping you city of jobs largely unwilling to safety in? Top 12 Municipal By particular Officer Jobs in Mississauga Ontario. Says but who a countryside of guidance is everything said Toronto employment lawyer Nadia Zaman. We reserve the successful candidate profile with various types of all stages of territory targets and weekend. Ratings reflect our jobs. City of Markham. With a 20-pound load the beltess pack did kidnap 'me sick but after 10 or 15 miles. Compliance and enforcement of municipal by-laws field other. Important Notice The misery of Toronto recently launched a new girl board are on different button themselves to view and fetch for surf City of Toronto job opportunities. Organized alphabetically by city of jobs for passing a url without! Ken Leendertse director of licensing and bylaw services with true city. Peel Regional Police provide policing within century city of Mississauga and airport. Jobs at GE GE Building my World That Works. Only what makes the rumours were among other responsibilities include teaching and city mississauga bylaw enforcement officers we have.
  • Miway - Update on Presto Device Refresh

    Miway - Update on Presto Device Refresh

    9.3 Date: January 25, 2021 Originator’s files: To: Mayor and Members of Council From: Geoff Wright, P.Eng, MBA, Commissioner of Meeting date: Transportation and Works February 10, 2021 Subject MiWay - Update on Presto Device Refresh Recommendation That the report titled “MiWay - Update on Presto Device Refresh“ dated January 25, 2021 from the Commissioner of Transportation and Works, providing an update on Presto Device Refresh along with capital costs incurred, be received for information. Report Highlights On December 6, 2017, Council approved the new Presto Operating Agreement (valid till 2027). The Director of Transit was authorized to procure directly from Metrolinx, and directly from PRESTO subcontractors, for PRESTO related services, technology, equipment, and infrastructure as defined in the Operating Agreement, subject to budget approval. The Presto Device Refresh Project was initiated (led by Metrolinx/PRESTO in collaboration with MiWay and other GTHA transit partners) in 2017/2018 to replace aging bus and station equipment. New devices have been installed on all MiWay Transit buses and in fixed locations (Bus Terminals, Community Centers) as of December 2020. These devices are built on a modern high performance, high security platform. This new platform provides PRESTO and MiWay with a futureproof solution that will enable new, flexible fare collection options such as time of day pricing, capping, e- Ticketing and open payments. The necessary capital budget required to support this critical business system initiative has been requested through the City’s business planning process. 9.3 General Committee 2021/01/25 2 Background The existing Presto fare collection equipment was developed prior to 2010 and deployed in late 2010 on MiWay buses.
  • Cross-Boundary Transit Service Integration Pilot Project

    Cross-Boundary Transit Service Integration Pilot Project

    9.8 Date: May 25, 2021 Originator’s files: To: Chair and Members of General Committee From: Geoff Wright, P.Eng, MBA, Commissioner of Meeting date: Transportation and Works June 9, 2021 Subject Cross-Boundary Transit Service Integration Pilot Project Recommendation 1. That the report to General Committee entitled “Cross-Boundary Transit Service Integration Pilot Project” dated May 25, 2021 from the Commissioner of Transportation and Works be received for information. 2. That Phase 1 of the Service Integration Pilot Project recommendations for enhanced cross-boundary travel be received for information. Executive Summary The Ministry of Transportation has convened a Fare and Service Integration (FSI) Provincial-Municipal Table that includes representatives of all transit agencies and aims to improve connections and the customer experience for inter-municipal transit travel. The Toronto Transit Commission (TTC) has engaged a consultant team to develop an agency-driven FSI model to present to the Provincial-Municipal Table in partnership with surrounding transit agencies including MiWay. Currently MiWay, along with several other 905 agencies, are prohibited from providing local service within City of Toronto, resulting in TTC providing duplicate service for their residents. In addition, transit fares are not integrated between the TTC and MiWay. In partnership with the TTC, the Burnhamthorpe Road corridor has been selected for a transit service integration pilot project in the near-term (targeting fall 2021). 9.8 General Committee 2021/05/25 2 Background For decades, transit service integration has been discussed and studied in the Greater Toronto Hamilton Area (GTHA). The Ministry of Transportation’s newly convened Fare and Service Integration (FSI) Provincial-Municipal Table consists of senior representatives from transit systems within the Greater Toronto Hamilton Area (GTHA) and the broader GO Transit service area.
  • Publications (Annual Reports, Brochures)

    Publications (Annual Reports, Brochures)

    Local Planning Appeal Tribunal Tribunal d’appel de l’aménagement local ISSUE DATE: January 29, 2020 CASE NO(S).: MM180055 The Ontario Municipal Board (the “OMB”) is continued under the name Local Planning Appeal Tribunal (the “Tribunal”), and any reference to the Ontario Municipal Board or Board in any publication of the Tribunal is deemed to be a reference to the Tribunal. PROCEEDING COMMENCED UNDER subsection 41(4) of the Ontario Heritage Act, R.S.O. 1990, c. O.18, as amended Appellant Sunder Group of Companies Ltd. Subject: By-law 0109-2018– Old Port Credit Village Conservation District Municipality: City of Mississauga LPAT Case No.: MM180055 LPAT File No.: MM180055 LAPT Case name Sunder Group of Companies Ltd v. Mississauga (City) Heard: December 5, 2019 in Mississauga, Ontario APPEARANCES: Parties Counsel Sunder Group of Companies Ltd. M. Winch City of Mississauga M. Minkowski MEMORANDUM OF ORAL DECISION DELIVERED BY HUGH S. WILKINS AND D. CHIPMAN ON DECEMBER 5, 2019 AND ORDER OF THE TRIBUNAL [1] On June 6, 2018, the City of Mississauga (“City”) Council passed By-law No. 0109-2018 (“Heritage Conservation District Plan”) under s. 41(1) and 41.1 of the Ontario Heritage Act (“Heritage Act”). It amends the 2004 Old Port Credit Village Heritage 2 MM180055 Conservation District Plan (“2004 Plan”). [2] The Sunder Group of Companies Ltd. (“Appellant”) owns property at 35 Front Street South (“Appellant’s property”). It lies within the boundaries of the Heritage Conservation District (“District”) which is subject to the Heritage Conservation District Plan. [3] On July 16, 2018, the Appellant appealed the passage of the Heritage Conservation District Plan to the Tribunal under s.
  • Results of the City of Mississauga's 2020 Workforce

    Results of the City of Mississauga's 2020 Workforce

    REVISED General Committee Date: May 12, 2021 Time: 9:30 AM Location: Online Video Conference Members Mayor Bonnie Crombie Councillor Stephen Dasko Ward 1 Councillor Karen Ras Ward 2 Councillor Chris Fonseca Ward 3 Councillor John Kovac Ward 4 Councillor Carolyn Parrish Ward 5 (CHAIR) Councillor Ron Starr Ward 6 Councillor Dipika Damerla Ward 7 Councillor Matt Mahoney Ward 8 Councillor Pat Saito Ward 9 Councillor Sue McFadden Ward 10 Councillor George Carlson Ward 11 Participate Virtually and/or via Telephone Advance registration is required to participate and/or make a comment in the virtual meeting. Questions for Public Question Period are required to be provided to Clerk’s staff at least 24 hours in an advance of the meeting. Any materials you wish to show the Committee during your presentation must be provided as an attachment to the email. Links to cloud services will not be accepted. Comments submitted will be considered as public information and entered into public record. To register, please email [email protected] and for Residents without access to the internet via computer, smartphone or tablet, can register by calling Dayna Obaseki at 905-615-3200 ext. 5425 no later than Monday, May 10, 2021 before 4:00PM. You will be provided with directions on how to participate from Clerks' staff. Contact Dayna Obaseki, Legislative Coordinator, Legislative Services 905-615-3200 ext. 5425 Email: [email protected] Find it Online http://www.mississauga.ca/portal/cityhall/generalcommittee Meetings of Council streamed live and archived at Mississauga.ca/videos General Committee - 2021 05 12 1.
  • The Deloitte City Mobility Index Gauging Global Readiness for the Future of Mobility

    The Deloitte City Mobility Index Gauging Global Readiness for the Future of Mobility

    The Deloitte City Mobility Index Gauging global readiness for the future of mobility By: Simon Dixon, Haris Irshad, Derek M. Pankratz, and Justine Bornstein Where should cities the Internet of Things, artificial intelligence, and go tomorrow? other digital technologies to develop and inform intelligent decisions about people, places, and prod- ucts. A smart city is a data-driven city, one in which Unfortunately, when it comes to designing and municipal leaders have an increasingly sophisti- implementing a long-term vision for future mobil- cated understanding of conditions in the areas they ity, it is all too easy to ignore, misinterpret, or skew oversee, including the urban transportation system. this data to fit a preexisting narrative.1 We have seen In the past, regulators used questionnaires and sur- this play out in dozens of conversations with trans- veys to map user needs. Today, platform operators portation leaders all over the world. To build that can rely on databases to provide a more accurate vision, leaders need to gather the right data, ask the picture in a much shorter time frame at a lower cost. right questions, and focus on where cities should Now, leaders can leverage a vast array of data from go tomorrow. The Deloitte City Mobility Index Given the essential enabling role transportation theme analyses how deliberate and forward- plays in a city’s sustained economic prosperity,2 we thinking a city’s leaders are regarding its future set out to create a new and better way for city of- mobility needs. ficials to gauge the health of their mobility network 3.
  • Mississauga Office Strategy Study Has Been Prepared for the City of Mississauga

    Mississauga Office Strategy Study Has Been Prepared for the City of Mississauga

    The Vision for Clarkson Village Submitted to: City of Mississauga FPeerINAL REPORT Revi ew April 24, 2008 Prepared by: Canadian Urban Institute 555 Richmond St. W., Suite 402 PO Box 612 Toronto ON M5V 3B1 Canada 416‐365‐0816 416‐365‐0650 [email protected] www.canurb.com CM–OSSITY OF ISSISSAUGA FFICE TRATEGY TUDY i Mississauga Office Strategy Research Team Canadian Urban Institute Glenn R. Miller, Director (Education & Research), FCIP, RPP Brent Gilmour, M.Sc.Pl. Ita Waghray, M.U.P. Iain D. C. Myrans, B.A.(Hons.), B.U.R.Pl. Daryl J. W. Keleher, B.A. (Hons.), B.U.R.Pl. Real Estate Search Corporation Iain Dobson, Principal Harris Consulting Inc. Gordon Harris, MCIP, Principal Jonathan Tinney, M.A. Ian A. R. Graham Planning Consultant Ltd. Ian A. R. Graham, MCIP, RPP, AICP Beate Bowron Etcetera Beate Bowron, FCIP, RPP Hammersmith Communications Philippa Campsie, Principal David P. Amborski, MCIP, RPP The Mississauga Office Strategy Study has been prepared for the City of Mississauga ii CANADIAN URBAN INSTITUTE TABLE OF CONTENTS EXECUTIVE SUMMARY | The Mississauga Office Strategy Study ................................................................................................................ iv INTRODUCTION | THE MISSISSAUGA OFFICE STRATEGY STUDY: MISSISSAUGA HAS A WINDOW OF OPPORTUNITY TO TRANSFORM THE OFFICE MARKETPLACE ......... 1 CHAPTER ONE | THE MARKET CONTEXT FOR OFFICE DEVELOPMENT IN THE GTA ......................................................................................................... 4 1.1 Mississauga is the dominant
  • The Dundas Bus Rapid Transit

    The Dundas Bus Rapid Transit

    Dundas Bus Rapid Transit (BRT) Welcome to the Dundas Bus Rapid Transit Virtual Open House Dundas Bus Rapid Transit (BRT) Indigenous Relations at Metrolinx In 2018, Metrolinx made a commitment to building positive and meaningful relationships with Indigenous Peoples, communities and customers, in alignment with its strategic objectives. Metrolinx’s operating area transverses three traditional territories and 19 treaties. Did you know? Metrolinx regularly engages with 13 Indigenous Nations: • Williams Treaties First Nations • Six Nations of the Grand River • Huron-Wendat Nation • Kawartha Nishnawbe First Nation • Mississaugas of the Credit First Nation • Métis Nation of Ontario • Haudenosaunee Confederacy Chiefs Council !! D STEELES AVE R N E NEYAGAW STEELES AVE W K M O KENNEDY RD 9TH LINE T TORBRAM RD Dundas RT nfrastructure Alignment as Proposed by the IBCMISSISSAUGA R STEELES AVE E !! D STEELES AVE R N E NEYAGAW STEELES AVE W K !! HALTON HILLS M O BRAMALEAKENNEDY RD 9TH LINE T TORBRAM RD Dundas RT nfrastructure Alignment as Proposed by the IBCMISSISSAUGA R D MAIN ST E BRAMPTON STEELES AVE E R !! LISGAR 410 A !! 407 E MILTON L A M SAFARI RD DOWNTOWN RY RD W ! GOREWAY DR BROCK RD ER !A S HALTON HILLS D D Y RD R ERR DIXIE RD Y CARLISLE RD MILTON DERRY RD EBRAMALEA B Dundas Bus Rapid Transit (BRT) K !! BRAMPTON D MAIN ST E P !! D R MEADOWVALE R W MALTON A !! LISGAR 410 T O D E !! 407 C R N L MILTON R O U O S R MILTON TN A S EY P I PA R M S K DR E R V I SAFARI RD DOWNTOWN RY RD W GOREWAY DR BROCK RD E ER A S D A A R M D Y RD o ERR DIXIE RD
  • Triplinx - an Integrated View of Regional Transit

    Triplinx - an Integrated View of Regional Transit

    Triplinx - An Integrated View of Regional Transit Robert Proctor, Diane Kolin ITS Canada February 13, 2017 Triplinx Overview • Background • Features • Strategy • Partnerships • Challenges and Lessons Learned • Future Growth and Innovation 2 Metrolinx Metrolinx, an agency of the Government of Ontario under the Metrolinx Act, 2006, was created to improve the coordination and integration of all modes of transportation in the Greater Toronto and Hamilton Area. The organization’s mission is to champion, develop and implement an integrated transportation system for our region that enhances prosperity, sustainability and quality of life. The Metrolinx Vision: Working together to transform the way the region moves The Metrolinx Mission: To champion and deliver mobility solutions for the Greater Toronto and Hamilton Area 3 The Need for Triplinx Metrolinx is responsible for planning and coordination of transportation in the Greater Toronto and Hamilton Area Context of the Triplinx initiative: • 11 public transit systems including regional transit (GO Transit) and the UP Express airport service • Each has its own customer information system- of varying maturity Background: • Low public awareness of the amount and quality of transit service • Regional growth is increasing the amount of regional travel involving more than one transit system There was a critical need for: • A one-stop source of transit information • Presentation of all available services as one integrated network 4 The Need for Triplinx • Utilized for the PanAm and Para PanAm games in 2015 – Sporting venues, supplementary services to assist ticket purchasers • A key strategic tool for customer service transit ridership development – Flexible management of multi-agency transit service data – One-stop customer information serving entire travel experience • North American systems, generally: – Blend in-house and third party products.
  • PRESTO Update Metrolinx Board

    PRESTO Update Metrolinx Board

    Tap into an easier commute. Tap into PRESTO Update Metrolinx Board September 15, 2011 1 Summary Modules 1. Introduction P. 3 2. Project Scope P. 5 3. Project Status P. 7 4. Future Direction P. 11 5. OC Transpo View P. 14 6. TTC View P. 16 7. Contact P. 18 2 Introduction 3 What is PRESTO? PRESTO is a centralized provincial e-Fare system based on smartcard technology, providing fare collection, settlement services and information management in Southern and Eastern Ontario Mission: “To provide e -Transit fare and information management systems that improve client service while enabling revenue collection and efficient operations for Ontario Transit Agencies” 4 Project Scope 5 Baseline Scope PRESTO scope as of April 1st, 2006 • 8 transit service pp()providers (SP) were in scope for PRESTO ( ‘905” area) ¾ Brampton Transit, Burlington Transit, Durham Region Transit, GO Transit, Hamilton Street Railway (HSR), MiWay (Mississauga Transit), Oakville Transit, York Region Transit • The original contract with Accenture (10 years), let through Provincial public tender in 2006, encompassed the build, design and operation of the PRESTO System through 2016 at an initial value of $250M. • Municipal SP costs were shared by the Province (1/3) and municipalities (2/3). 6 Project Status 7 Implementation Status Municipal Service Provider Rollout (May 2010 - August 2011): • GTHA delivery complete, including additional installations: ¾ GO bus fleet, TTC (12 subway stations), St. Catharines & Niagara VIA Stations, 3 new garages, new stations, 150 new buses • PRESTO
  • Accessible Bus Services November 2016 Miway: Accessible Service the City of Mississauga Is Committed to Improving Transit Accessibility for People with Disabilities

    Accessible Bus Services November 2016 Miway: Accessible Service the City of Mississauga Is Committed to Improving Transit Accessibility for People with Disabilities

    Accessible Bus Services November 2016 MiWay: Accessible Service The City of Mississauga is committed to improving transit accessibility for people with disabilities. MiWay has been making accessibility improvements to its bus fleet, transit stops and facilities for several years. Table of Contents MiWay operates conventional, fixed route transit service within the boundaries of the City of Mississauga, with Accessible Fleet . .2 service integration into neighbouring municipalities, Accessible Routes . .2 like the City of Brampton, the Town of Oakville, and Inaccessible Stops . .3 the City of Toronto. Support Person . .4 Accessible service is provided along all regularly Priority Seating . .5 scheduled routes. MiWay is fully committed to providing Service Animals . .6 a transportation system that ensures its services and Stop Announcements . .6 operations are accessible to everyone. Trained Drivers At Your Service . .7 Accessible Transitway Stations . .8 This guide provides you with what you need to Boarding the Bus . .9 know about MiWay’s accessible transit services. Exiting the Bus . .13 Safety and the Law . .14 Emergency Preparedness . .14 Accessible Bus Capacity . .15 Bus Fares and PRESTO . .16 Contact Information . .17 1 ACCESSIBLE BUS SERVICES Accessible Fleet All MiWay buses are accessible. They are Shelters at accessible stops low floor, kneeling buses equipped with have a large entrance opening ramps that allow passengers to board and and platform area ensuring exit the bus with ease. Each bus also has sufficient room to manoeuvre two wheelchair/scooter securement areas wheelchairs and scooters. located at the front of the bus. Look for the blue international Accessible Routes wheelchair symbol on all All MiWay routes are accessible with: accessible buses and stops.