Grand River Transit Business Plan 2017 - 2021
C2015-16 September 22 2015
March 2018
Dear Friends,
Since Grand River Transit (GRT) was established in January 2000, multi-year business plans have guided Council in making significant operating and capital investments in public transit, taking us from a ridership of 9.4 million in 2000 to 19.7 million in 2017.
The GRT Business Plan (2017-2021) will guide the planned improvements to the Regional transit network and service levels over the next five years to achieve the Regional Transportation Master Plan ridership target of 28 million annual riders by 2021. Increasing the share of travel by transit supports the Regional goals of managing growth sustainably, improving air quality, and contributing to a thriving and liveable community.
Over the next five years, GRT will experience a quantum leap as a competitive travel option for many residents of Waterloo Region. This is the result of significant improvements to the service including the start of LRT service, completion of the iXpress network, continued improvement to service levels with a focus on more frequent service, the introduction of new and enhanced passenger facilities, and the implementation of the EasyGO fare card system.
The proposed transit network and annual service improvement plans will be refined annually based on public feedback and changing land use and travel patterns. The implementation of annual service improvements would then be subject to annual budget deliberations and Regional Council approvals.
The new GRT Business Plan (2017-2021) builds on the successes of the previous business plans and on GRT’s solid organizational and infrastructure foundation. The new plan provides direction and outlines initiatives to enhance the Region’s transit ridership growth strategy and ensure the continued improvement to effective and efficient service delivery.
Please take a few moments to read through the Plan. We are always happy to hear your feedback.
Sincerely,
Ken Seiling Regional Chair
2644226
PRODUCTION TE AM
Client Director of Transit Services Eric Gillespie Manager of Transit John Cicuttin Development Supervisor of Transit Blair Allen Development
WSP Project Manager Eric Peissel Deputy Project Manager Shannon Cole Service Planning & Integration Tim Rosenberger Lead Financial Adrian Lightstone Financial Alec Knowles Service Planning Caroline Nardi Service Analyst Gera Taubkin Station Profile Lead Kenneth Liwag Technology Mara Bullock
Subconsultants Customer Satisfaction/Fare John Gobis Policy Marketing Normal Agency
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1 EXECUTIVE SUMMARY ...... 1 1.1 Service Improvement Plan & Ridership Growth Strategy ...... 1 1.2 Alternative Service Delivery...... 3 1.3 Transportation Demand Management ...... 4 1.4 Transit Priority Measures ...... 4 1.5 Service Performance Management Plan ...... 4 1.6 LRT/GRT Integration...... 5 1.7 Customer Service Plan ...... 6 1.8 Marketing Plan ...... 7 1.9 Technology Plan ...... 7 1.10 Financial Plan ...... 8
2 INTRODUCTION ...... 11 2.1 Achieving Waterloo Region’s Transportation Master Plan Ridership Targets ...... 12 2.2 Support Waterloo Region’s Reurbanization Efforts ...... 12 2.3 Integration of LRT and the Bus Network ...... 13 2.4 Improving Productivity, Service Quality and Financial Performance ...... 13 2.5 Methodology and Focus Areas ...... 14 2.6 Milestones and Achievements ...... 16 2.7 Ridership and Service Growth since 2000 ...... 16 2.8 U-Pass Agreements ...... 18 2.9 Development of iXpress Network ...... 18 2.10 Ridership Projections ...... 20
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2.11 Service Growth ...... 22
3 SERVICE IMPROVEMENT PLAN AND RIDERSHIP GROWTH STRATEGY ...... 23 3.1 2021 Transit Network...... 23 3.2 Proposed Annual Service Improvements (2017- 2021) ...... 31 3.3 Recommended Service Improvements ...... 40 3.4 Applications for Alternative Service Models ... 41 3.5 Potential Service Concepts ...... 46 3.6 Application to Challenging Urban Areas ...... 49 3.7 Application to Townships ...... 51 3.8 Recommended Alternative Service Delivery ... 53
4 TRANSPORTATION DEMAND MANAGEMENT ...... 54 4.1 Strategic Direction ...... 54 4.2 Recommended TDM Program Initiatives ...... 56 4.3 TDM Plan Recommendation ...... 60
5 TRANSIT PRIORITY MEASURES ...... 61 5.1 Existing Transit Priority Measures ...... 63 5.2 Application of Transit Priority Measures ...... 64 5.3 Recommendations for Transit Priority Measures ...... 65
6 SERVICE PERFORMANCE MANAGEMENT PLAN ...... 66 6.1 Service Performance Management System ..... 66 6.2 Director’s Report to Council ...... 67
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6.3 Dashboards of Significant Measures ...... 69 6.4 Service Standards ...... 70 6.5 Recommendations for Service Management ... 73
7 ION LIGHT RAIL INTEGRATION ...... 77 7.1 Seamless Customer Experience ...... 78 7.2 Charles Street Terminal Transition ...... 85 7.3 EasyGO Smart Card ...... 87 7.4 Operational Procedures ...... 88 7.5 Recommendations for ION LRT Integation ...... 88
8 CUSTOMER SERVICE PLAN ...... 89 8.1 GRT Customer Satisfaction Survey ...... 89 8.2 Culture of Customer Service ...... 95 8.3 Passenger Charter ...... 95 8.4 Role of Frontline Employees ...... 96 8.5 Other Customer Service Initiatives ...... 98 8.6 Recommendations for Customer service ...... 100
9 MARKETING STRATEGY ...... 101 9.1 Marketing & Communication (Existing Program) ...... 101 9.2 Proposed Marketing Program ...... 102 9.3 Brand Position Modeling ...... 102 9.4 GRT Marketing Strategy ...... 105 9.5 GRT Marketing Plan ...... 107 9.6 GRT Brand Platform and Architecture ...... 119 9.7 Summary ...... 131
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9.8 Recommendation ...... 131
10 TECHNOLOGY PLAN ...... 132 10.1 Existing ITS ...... 133 10.2 Proposed ITS Projects/Programs ...... 140 10.3 Recommendations for Technology ...... 153
11 FINANCIAL PLAN ...... 154 11.1 Seven Year Plan Implementation Scenario .... 155 11.2 Capital Requirements for the Business Plan . 156 11.3 Financial Implications ...... 157
12 CONCLUSION ...... 158
TABLES TABLE 1-1: PROPOSED ANNUAL SERVICE IMPROVEMENTS, 2017-2021 . 2 TABLE 1-2: PROJECTED RIDERSHIP AND FINANCIAL PERFORMANCE OF 7 YEAR PLAN ...... 9 TABLE 1-3: FINANCIAL IMPLICATIONS OF 7 YEAR PLAN ($’S 000) ...... 10 TABLE 2-1: GRT SYSTEM RIDERSHIP FORECAST (MILLIONS) ...... 21 TABLE 3-1: PROPOSED ANNUAL SERVICE IMPROVEMENTS 2017-2021 32 TABLE 3-2: SERVICE TO NEW GROWTH AREAS BY 2021 ...... 44 TABLE 4-1: TRAVELWISE STATISTICS ...... 56 TABLE 5-1: TRANSIT PRIORITY MEASUREMENTS BY CATEGORY, AND LISTED BY LEVEL OF IMPACT...... 62 TABLE 6-1: MEASURES IN DIRECTOR'S REPORT TO COUNCIL ...... 68
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TABLE 6-2: GRT KEY PERFORMANCE INDICATORS ...... 74 TABLE 9-1: FIVE-YEAR PROPOSED MARKETING PROGRAM - NEW ACTIVITIES ...... 109 TABLE 10-1: TECHNOLOGY PLAN PROJECT DESCRIPTIONS & TIMELINE ...... 147 TABLE 11-1: PROJECTED RIDERSHIP AND FINANCIAL PERFORMANCE OF 5 YEAR PLAN ...... 154 TABLE 11-2: PROJECTED RIDERSHIP AND FINANCIAL PERFORMANCE OF 7 YEAR PLAN ...... 155 TABLE 11-3: CAPITAL REQUIREMENTS ($’S MILLION) ...... 156 TABLE 11-4: FINANCIAL IMPLICATIONS OF 7 YEAR PLAN ($’S 000) ...... 157 TABLE 12-1: DESCRIPTION, BENEFITS, EVALUATION AND RELATIVE COSTS OF TRANSIT PRIORITY MEASURES ...... 163 TABLE 12-2: 2016 ROUTE PERFORMANCE SUMMARY ...... 180
FIGURES FIGURE 2-1: GRT SERVICE IMPROVEMENT PLAN & RIDERSHIP GROWTH STRATEGY DIAGRAM ...... 15 FIGURE 2-2: RIDERSHIP AND SERVICE GROWTH SINCE 2000 ...... 17 FIGURE 2-3: IXPRESS NETWORK ...... 20 FIGURE 3-1: DRAFT 2021 TRANSIT NETWORK – KITCHENER- WATERLOO ...... 24 FIGURE 3-2: DRAFT 2021 TRANSIT NETWORK – CAMBRIDGE ... 25
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FIGURE 3-3: 2018 IXPRESS AND ION SERVICE COVERAGE ...... 27 FIGURE 3-4: ION, ION BUS AND IXPRESS NETWORK ...... 29 FIGURE 3-5: GRT 10-MINUTE PEAK SERVICE ...... 30 FIGURE 3-6: KITCHENER-WATERLOO 2017 SERVICE PLAN ...... 34 FIGURE 3-7: CAMBRIDGE 2017 SERVICE PLAN ...... 35 FIGURE 3-8: PROPOSED NETWORK CHANGES IN 2018 ...... 38 FIGURE 3-9: 2015 NETWORK COVERAGE WITHIN 450M AND UNSERVED AREAS ...... 42 FIGURE 3-10: CHALLENGING SUBDIVISION AND STREET DESIGN FOR TRANSIT ...... 43 FIGURE 3-11: SENIORS’ HOUSING AND TRANSIT SERVICE IN THE URBAN MUNICIPALITIES ..... 45 FIGURE 3-12: CHALLENGING AREAS TO SERVE BY 2021 ...... 46 FIGURE 3-13: FOUR PRIORITY AREAS FOR AN ALTERNATIVE SERVICE DELIVERY PILOT PROGRAM IN EARLY 2018 ...... 50 FIGURE 3-14: MAP OF ROUTE 77 WILMOT WITH FLEX ROUTING AREAS ...... 52 FIGURE 3-15: VEHICLE USED FOR ROUTE 77 WILMOT ...... 53 FIGURE 5-1: EXISTING TRANSIT PRIORITY MEASURES ...... 63 FIGURE 5-2: INTERSECTIONS WITH HIGHEST DELAY...... 64 FIGURE 6-1: PERFORMANCE DASHBOARD EXAMPLE ...... 69
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FIGURE 6-2: REGIONS 2016 POPULATION AND EMPLOYMENT DENSITY ...... 72 FIGURE 7-1: CHARLES STREET TRANSIT TERMINAL SPACE ALLOCATION ...... 86 FIGURE 7-2: DOWNTOWN KITCHENER ION STATIONS & TRANSFER LOCATIONS ...... 87 FIGURE 8-1: FREQUENCY OF TRAVEL ..... 90 FIGURE 8-2: LIKELIHOOD OF INCREASED USE ...... 91 FIGURE 8-3: LIKELIHOOD OF TRAVELING TO AN UNFAMILIAR TRAVEL ...... 91 FIGURE 8-4: LIKELIHOOD OF ENCOURAGING BUS USE ... 91 FIGURE 8-5: RIDER SATISFACTION WITH THEIR LAST BUS TRIP ...... 91 FIGURE 8-6: RIDER SATISFACTION METRICS #1 ...... 93 FIGURE 8-7: RIDER SATISFACTION METRICS #2 ...... 93 FIGURE 8-8: RIDER SATISFACTION METRICS #3 ...... 93 FIGURE 8-9: RIDER SATISFACTION METRICS #4 ...... 93 FIGURE 8-10: USE OF FARE PRODUCTS . 94 FIGURE 8-11: EXAMPLE OF A PASSENGER CHARTER FOR GRAND RIVER TRANSIT ...... 97 FIGURE 9-1: DESCRIPTION OF KEY MARKET SEGMENTS ...... 103 FIGURE 9-2: GRT'S BRAND ECOSYSTEM ...... 104 FIGURE 9-3: VISION & OBJECTIVES ALIGNMENT ...... 104 FIGURE 9-4: BRANDED HOUSE EXAMPLE - FEDERAL EXPRESS ...... 106
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FIGURE 9-5: RECOMMENDED CONTRIBUTION, INVOLVEMENT, AND/OR RESULT ...... 118 FIGURE 9-6: MEDIA TYPES ...... 118 FIGURE 9-7: ACHIEVEMENTS ...... 118 FIGURE 10-1: GRT HIGH-LEVEL ARCHITECTURE ...... 134 FIGURE 10-2: GRT ITS CURRENT SERVICE DELIVERY / PROCUREMENT ...... 135 FIGURE 10-3: DISTRIBUTION OF TRAVELLER INFORMATION (2016) ...... 139 FIGURE 10-4: INIT’S MOBILEEFFICIENCY DASHBOARD ...... 142 FIGURE 12-1: INTERSECTIONS WITH HIGHEST DELAY IN WATERLOO REGION ...... 178 FIGURE 12-2: GANTT CHART – ION INTEGRATION TASK LIST .. 184 FIGURE 12-3: GANTT CHART – ION INTEGRATION TASK LIST .. 185 FIGURE 12-4: SUMMARY OF GRT PLANNING, OPERATIONS AND FLEET APPLICATIONS ...... 190 FIGURE 12-5: SUMMARY OF GRT EQUIPMENT ...... 191
APPENDICES A EVALUATION OF TRANSIT PRIORITY MEASURES B ROUTE PERFORMANCE SUMMARY C LRT INTEGRATION TASK LIST D GRT EXISTING TECHNOLOGY CHECKLIST E SUMMARY OF GRT’S EXISTING TECHNOLOGY
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COMPANION DOCUMENTS
Available on GRT.ca
Proposed Transportation Demand Management Program Plan: 2017-2021 (Report TES-TRS- 17-17 approved by Regional Planning and Works Committee, August 22,2017)
Grand River Transit Business Plan: Station Profiles
Grand River Transit Business Plan: Passenger Facility Summaries
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1 EXECUTIVE SUMMARY
The GRT Business Plan 2017-2021 identifies the transit network changes and service level improvements required to attain the 2010 Regional Transportation Master Plan (RTMP) transit ridership target of 28.1 million annual passenger trips for 2021, to support the Regional Official Plan growth and urban intensification goals, and to achieve seamless integration of ION LRT and BRT, and conventional bus services. To attain the 2021 RTMP target of 28.1 million rides, the business plan estimates that the volume of service that GRT provides will need to increase by 50,000 hours annually, or 250,000 total annual service hours, to be delivered by an additional 48 buses, by 2021.The business plan addresses seven key focus areas:
1 Service Improvement Plan & Ridership Growth Strategy 2 Service Performance Management Plan 3 GRT/LRT Integration Plan 4 Customer Service Plan 5 Marketing Plan 6 Technology Plan 7 Financial Plan
1.1 SERVICE IMPROVEMENT PLAN & RIDERSHIP GROWTH STRATEGY The planned service improvements between 2017 and 2021 are designed to increase ridership based on three key principles: 1 Completing the iXpress network of limited-stop bus routes; 2 Realigning routes to more of a grid network, focused on ION stations; and 3 Providing frequent service on high ridership routes. The proposed annual service improvements between 2017 and 2021 that are required to complete the 2021 Transit Network are summarized in Table 1-1 and detailed in the Service Improvement Plan and Ridership Growth Strategy section.
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Table 1-1: Proposed Annual Service Improvements, 2017-2021 TIME EXISTING ROUTES PERIOD IMPROVEMENTS AFFECTED* 2017 — Frequency and reliability improvements 10, 27, 51, 52, 56,57, — Opening of new Cambridge Centre Station 61, 75, 110, iXpress routes 200, 201, 202, — New midday and evening service 203 Late Spring — Central Transit Corridor route restructuring 1, 2, 3, 4, 6, 7, 8, 9, 11, 2018 — Southwest Kitchener Phase 1A improvements 12, 13, 14, 16, 20, 22, 23, 27, 29, 33, 73, 78, — North Waterloo Phase 1 improvements 92, iXpress routes 200, — Ottawa Street Corridor – 205 iXpress 201, 204, 205 introduced — Alternative Service Delivery Pilot Fall 2018 — Southwest Kitchener Phase 1B (201 iXpress 2, 3, 4, 8, 10, 12, 16, Extension to Conestoga College) 22, 27, 28, 29, 31, 33, — Frequency and reliability improvements 110, 116, 200 ION Bus, iXpress routes 201, 202 — Increased span of service — Opening of new UW Transit Station — Opening of new Fairway Station Fall 2019 — Completion of iXpress network 51, 52, 54, 55, 57, 58, 59, 61, 62, 63, 76, 111, — 200 ION Bus extended in Cambridge 200 ION Bus, 206 — 206 Coronation iXpress introduced iXpress — Cambridge Phase 1 improvements — Galt, Preston 2020 - 2021 — Southwest Kitchener Phase 2 improvements TBD — Cambridge Phase 2 improvements — Preston, L.G. Lovell Industrial Park, Cambridge Business Park — North Waterloo Phase 2 improvements — Complete transition of routes from Charles Street Terminal to Downtown Kitchener ION stations — Frequency improvements — Additional services to new growth areas and the Townships * Route numbers may change as route revisions are made
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1.1.1 KEY RECOMMENDATIONS: A. “That the transit service improvements detailed in Table 1-1 be further developed through the annual service plan process and presented to Regional Council for consideration during the annual budget process prior to implementation.” B. “Continue development of a Frequent Service Network (routes with 15 minute or better service frequency).” C. “Develop a new route classification system based on the high frequency network concept.”
1.2 ALTERNATIVE SERVICE DELIVERY Low demand areas and isolated locations that do not warrant conventional fixed-route transit service, require alternative service delivery approaches if they are to be served cost-effectively. Some isolated locations can be made more accessible to transit if pedestrian links and sidewalks are added. These are to be examined on a case-by-case basis.
1.2.1 KEY RECOMMENDATIONS:
A. “That an alternative service delivery pilot program be implemented in 2018 to serve one or more identified seniors’ facility that is currently beyond the walk distance standard.” B. “That opportunities to retrofit sidewalks, pedestrian and roadway links that improve access to transit be evaluated, and funds be requested in future capital budgets.” C. “That staff continue to work with Regional and municipal planners to ensure future development is designed to be in close proximity to, and oriented towards existing and planned transit routes.” D. “That staff continue to have discussions with Township staff and elected officials on potential service delivery options that would connect Township communities to the conventional regional transit network.”
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1.3 TRANSPORTATION DEMAND MANAGEMENT To support continued growth in transit ridership and active transportation modes while reducing the share of auto and drive-alone trips, an expanded Transportation Demand Management (TDM) program will be required. The Region of Waterloo has been a leader in TDM through the implementation of the TravelWise Transportation Management Association’s (TMA) employee commuter program, in addition to collaborating with Area Municipalities, workplaces, and community partners on other TDM initiatives.
1.3.1 KEY RECOMMENDATION:
A. “That the TDM Program support GRT’s ridership growth strategy through the proposed projects and initiatives in the 2017-2021 TDM Plan.” (TES-TRS-17-17, August 22, 2017)
1.4 TRANSIT PRIORITY MEASURES Transit Priority Measures (TPMs) includes any physical, operational, regulatory or technological improvement that has the effect of prioritizing transit movements (either bus or rail) over general traffic movements. TPMs improve transit travel times and schedule reliability, thereby making transit service more attractive, which results in increased ridership. Moving larger capacity transit buses and trains with TPMs means more people are moved efficiently, thereby increasing the throughput of the regional transportation system.
1.4.1 KEY RECOMMENDATIONS: A. “Transit Services staff produce an annual priority list that identifies the locations where transit vehicles experience the greatest traffic delays.” B. “An inter-divisional working group be established to review and evaluate the delay priority list, design, budget and program the appropriate transit priority measure in the Transportation Capital Program”
1.5 SERVICE PERFORMANCE MANAGEMENT PLAN The business plan outlines a comprehensive service performance management system that will regularly monitor the utilization of GRT resources, funding, capital plant and equipment, and staff--and reallocate these resources to improve productivity and effectiveness. The goal is for each business unit to have available the necessary data and analysis tools to more effectively manage the system.
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1.5.1 KEY RECOMMENDATIONS: A. “Implement a comprehensive performance management system based on key performance indicators for each business unit.” B. “Continue the development of automated tools that facilitate analysis of key performance indicators and display results in a dashboard system.” C. “Expand the number of key performance indicators that are made available on the GRT website including overcrowded routes and percent of scheduled service that is delivered.” D. “Develop organizational capacity within GRT that would be dedicated to the continued development of the comprehensive performance management system.”
1.6 LRT/GRT INTEGRATION The successful launch of ION service depends on a seamless customer experience during the transition from the existing all-bus system to the future bus-and-rail system. Many of these tasks will require coordination with Grandlinq, the private consortium that will operate the LRT system. Delivering this seamless transition will require GRT and the Region to complete numerous tasks in a broad range of areas of activity in the months leading up to and during the grand opening of ION and on an ongoing basis afterwards. Integration initiatives include new bus stops and major passenger facilities adjacent to LRT stations to make passenger transfers convenient. The EasyGO smart card system will make it convenient to pay one fare to access all GRT modes. Other on-going integration initiatives include promoting the launch of LRT and the integrated GRT network, passenger wayfinding, and a range of coordinated operational and security procedures.
1.6.1 KEY RECOMMENDATIONS A. “Staff continue to work on the range of efforts to ensure an integrated bus and rail regional transit network as detailed in the GRT/LRT Integration section.” B. “That the companion document ‘station profiles’1 be used collaboratively with the area municipalities station area planning efforts to identify active transportation network improvements that support access to ION stations and GRT bus stops.”
1 Available on GRT.ca - Grand River Transit Business Plan: Station Profiles
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1.7 CUSTOMER SERVICE PLAN Continuous improvement to customer service is fundamental to the success of any service industry, public transit included. Today GRT encounters more than 65,000 passengers on an average weekday. The level of customer satisfaction depends on how well GRT delivers reliable and convenient services, including the methods by which it communicates and evaluates those services.
1.7.1 KEY RECOMMENDATIONS:
A. “Develop a GRT Customer Service Plan which includes a Passenger Charter and related Key Performance Indicators (KPIs)” B. “Contract a firm to conduct satisfaction surveys every other year for the life of the plan” C. “Introduce a Customer Satisfaction Index to monitor and measure progress between surveys” D. “Continue and expand upon the existing performance measures that are shared with the public on the GRT website” E. “Develop a program whereby management meets and engages with the public to hear their concerns and suggestions on a regular basis and promote these sessions to the public” F. “Provide to the public a list of committed projects, programs and initiatives that GRT will undertake each year over the life of the plan” G. “Develop a plan to open a store front customer service operation near the Frederick LRT station to increase GRT’s visibility and exposure in the community. Staff would sell GRT fare products, and provide customer service and information” H. “Expand public Wi-Fi access to GRT passenger facilities, LRT stations, buses and trains.” I. “Develop a Community Relations Plan to create partnerships with agencies and neighbourhood associations to develop stronger two-way communications with community stakeholders” J. “Expand the use of social media, including the use of Instagram and Snap Chap as well as additional platforms that emerge over the life of the plan, to expand the channels through which GRT engages its riders and the region’s citizens”
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1.8 MARKETING PLAN To leverage the significant transit investments that the region has made and will make in the future, a more extensive marketing program is proposed to keep existing customers aware of the many changes and opportunities that can improve their travel experience. More importantly, an expanded marketing program is required to make non- transit riders aware of the travel options provided by GRT and to encourage them to try the transit system and, ideally, to become regular transit users. GRT’s proposed new five-year marketing program would: — Create greater awareness and public support of the GRT master brand and its service brands, particularly ION and iXpress — Shape stakeholder perceptions of GRT as an organization — Establish a rider-centric focus based on the GRT target personas — Ensure rider loyalty and position GRT as a competitive travel option to attract new customers
1.8.1 KEY RECOMMENDATIONS: A. “Implement the proposed marketing program initiatives as detailed in the Marketing Plan section, subject to annual budget approvals” B. “Establish KPIs to measure comments, awareness, customer engagement, and ridership levels” C. “Conduct a baseline review in Year 1”
1.9 TECHNOLOGY PLAN The Region has invested almost $20 million in Intelligent Transportation System capital infrastructure, software and on-going maintenance over the past decade. Leveraging this investment, integrating other transit initiatives and embracing trends such as open data, will ensure the continuation of a vibrant, efficient and effective transit system. To leverage more value from the Region’s robust technology investment, organizational capacity is required to support four important functional activities: — Implement quality assurance and preventative maintenance programs for hardware and technical equipment on buses and in the field — Implement and maintain software applications, system interfaces and integration, upgrades and enhancements — Research and develop new and emerging technology to address customer needs and to support the evolution of improving effective transit service delivery — Implement, maintain, develop, analyze many, large volume data sets for internal management and planning uses and to provide public information
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1.9.1 KEY RECOMMENDATIONS: A. “Update the technology capital budget annually to reflect the proposed initiatives in the Technology Plan based on new information and cost estimates” B. “Request necessary staff resources though annual budget process and review organizational structure to best support existing and implement new or enhanced ITS applications as identified in this Technology Plan”
1.10 FINANCIAL PLAN After reviewing the financial implications of implementing the proposed 5 year business plan, the Steering Committee supported implementing the service improvements over a seven (7) year period rather than the five (5) year period initially recommended by the Plan. Under a seven year implementation, the volume of transit service hours operated by GRT would expand by 35,000 annual service hours each year (an average increase of 4.2 percent annually), rather than 50,000 hours (5.7 percent). One of the implications of stretching out the implementation of the plan over seven years is that some service improvements would be deferred. As a result, annual ridership estimated to be achieved in 2021 would be 27.3 million, short of the goal of 28.1 million annual trips established by the RMTP. GRT projects that the 2021 RMTP goal of 28.1 million annual rides would be achieved in 2023. The projected ridership and financial performance of a seven-year implementation plan is illustrated in Table 1-2. Staff will continually monitor route performance and changes in travel patterns and land use, to establish new service improvement priorities to both reallocate existing service hours and vehicles, and to apply the annual service expansion of 35,000 hours to maximize transit ridership. Staff will compare actual budget approvals to the business plan recommendations for service growth each year to determine the degree to which the budget approvals deviate from the plan, and adjust the forecast for when GRT will achieve the 2021 RTMP 28.1 million ridership target.
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Table 1-2: Projected Ridership and Financial Performance of 7 Year Plan 2016 ACTUAL 2017 2018 2019 2020 2021 Service TOTAL 762,000 778,000 854,000 911,000 944,000 980,000 Hours LRT 0 0 37,000 55,000 55,000 57,000
BUS 762,000 778,000 817,000 856,000 889,000 923,000
Ridership (millions) 19.7 20.0 21.8 24.1 26.0 27.3
Operating Cost $82.2 $88.9 $106.3 $119.3 $127.9 $135.7 (millions)
Passenger $31.4 $32.4 $35.7 $40.1 $44.4 $48.0 Revenue (millions)
System Revenue $32.2 $33.2 $36.5 $40.9 $45.2 $48.8
Net Operating Cost $50.0 $55.7 $69.8 $78.4 $82.7 $86.9
Net Operating Cost $2.58 $2.82 $3.25 $3.29 $3.21 $3.21 per Rider
Revenue/ Cost 39.2% 37.3% 34.3% 34.3% 35.3% 36.0% Ratio Note: Operating costs in this table exclude debt servicing, reserve contributions and the financing and life cycle components of the projected monthly service payments to GrandLinq.
The financial implications of delivering the proposed increase of 250,000 annual service hours over seven years (190,000 service hours in five years) are detailed in Table 1-3. The incremental tax levy to fund the seven-year implementation plan to 2021 is estimated at $6.8 million over the plan duration. In comparison, the tax levy impact of providing an additional 250,000 service hours in five years is estimated at $10.17 million by 2021, $3.37 million more than the seven year plan.
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Table 1-3: Financial Implications of 7 Year Plan ($’s 000)
2017 2018 2019 2020 2021 TOTAL Additional Service 32,000 35,000 35,000 35,000 35,000 190,000 Hours* 18,000
New Service $1,360 $2,030 $990 $1,020 $1,040 $6,440 Variable Operating Costs
Annualized $1,390 $2,540 $2,050 $2,090 $8,070 Variable Operating Costs
New Ridership ($150) ($710) ($1,360) ($1,690) ($1,620) ($5,530) Revenue
Incremental Net $1,210 $2,710 $2,170 $1,380 $1,510 $8,980 Operating Costs
Incremental Debt $330 $240 $480 $1,050 Service
Incremental Bus $720 $240 $480 $1,440 Replacement Contributions
Fare Change ($550) ($900) ($970) ($1,080) ($1,180) ($4,680) Revenue**
Incremental Levy $660 $2,860 $1,200 $780 $1,290 $6,790 Impact *2017 budget approved 32,000 of 50,000 in additional service hours (bundles 1 & 2 from issue paper). An additional 18,000 service hours (bundle 3) for Ottawa iXpress were approved to be added to the 2018 GRT base budget with service commencing in the spring 2018 ** Includes 2% annual average fare increase July 1 and 4.99% annual U-Pass increase
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2 INTRODUCTION GRT’s Business Plan outlines the policies, plans and strategies that will guide the continuing development of the regional transit system for the period 2017-2021. The business plan includes a detailed evaluation of the existing system, a five-year service improvement plan, recommended improvements to existing practices across the range of business units, updated service standards, and enhancements to GRT’s performance monitoring system. The 2017-2021 GRT Business Plan identifies the transit network changes and service level improvements required over the next five years to attain the 2010 Regional Transportation Master Plan transit ridership targets, support the Regional Official Plan (ROP) growth and urban intensification goals, and to achieve seamless integration of ION LRT, BRT and conventional bus services. The 2017 through 2021 time period will see large-scale changes in the Region of Waterloo and GRT. Continued population growth and new development will make the region busier and more urbanized. Traffic volumes and transit ridership are likely to grow, requiring the transit system to grow to support new and expanded transit demand. A younger generation that relies on a range of travel options including public transit, active transportation and on-line ride hailing services, provides significant opportunities and challenges within the 2017-2021 period. The most significant change GRT will experience in the 2017-2021 period will be the opening of the ION light rail transit (LRT) line in 2018. The opening of ION will represent the most significant advance in transit service in Waterloo Region since the Kitchener and Cambridge transit systems merged to form GRT in January 2000. To make effective use of the high-capacity LRT, GRT’s fixed-route bus system will continue to migrate to a more grid-like network, anchored by high-frequency iXpress lines and realigned local routes that are integrated with LRT stations. An integrated regional transit network anchored by ION LRT will produce synergies that dramatically improve the competitiveness of transit and position it for significantly higher ridership. This will be the focus of planning and management activities over the next five years. GRT’s business plan has four major goals: — Achieve Transportation Masterplan ridership target for 2021 and set foundation to achieve 2031 target — Support regional growth and urban intensification goals of the Regional Official Plan (ROP) — Support implementation of LRT through seamless integration of LRT and bus service — Improve productivity, service quality and financial performance
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The 2017-2021 Business Plan leverages the opportunities provided by urban growth, increased interest in transit and active transportation, ION LRT, and land use changes that will make transit a more convenient travel option for residents.
2.1 ACHIEVING WATERLOO REGION’S TRANSPORTATION MASTER PLAN RIDERSHIP TARGETS The 2010 Regional Transportation Master Plan (RTMP) has set several ambitious targets for public transit growth over the 20 years through 2031. These include: — Increasing the transit mode share for work trips from 4.8% in 2006 to 6% in 2016, 13% in 2021, and 17.3% in 2031. — Increasing system-wide transit ridership from 16.4 million annual passenger trips in 2009 to 20.2 million in 2016, 28.1 million in 2021 and 53.6 million in 2031. Increasing transit ridership has numerous system and community benefits. It supports Waterloo Region’s efforts to manage population and employment growth through urban intensification and mixed-used development. A more compact urban form in turn encourages greater use of public transit and active transportation, and supports higher- order transit. In addition to supporting growth management, the RTMP recommends investment in LRT and continued expansion of the bus network to minimize the costs of road expansion and negative neighbourhood effects of road widenings. More ridership generates more revenue, which is critical for GRT to achieve productivity and financial performance goals. More ridership also means that GRT is playing a greater role in moving people which improves the public image of the system and the positive self-image of employees. This business plan maps out the required expansion and service level improvements to the bus network, and other ridership growth strategies, required to achieve the 2021 RTMP ridership target of 28.1 million annual passengers.
2.2 SUPPORT WATERLOO REGION’S REURBANIZATION EFFORTS The Regional Official Plan (ROP) sets specific targets for reurbanization and channeling of growth into urban areas. These include achieving an urban area density target of 55 persons-plus-jobs per hectare and promoting the principles of transit oriented development (TOD). The key strategy to managing urban growth is the implementation of LRT. ION will provide high-capacity, environmentally-friendly, space efficient and visible transportation that supports urban intensification and encourages active transportation. In addition to the LRT, the iXpress network will provide high frequency service with enhanced passenger amenities and real-time information at station stops.
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These improvements will attract more intensive development levels and more mixing of development types along major travel corridors. Intensified, mixed-use urban development provides the high number of potential transit customers within a short walk of transit stations, and generates the vibrant, walkable environment that is necessary to support high-frequency, high-capacity transit service and justify the investment in rail service and transit priority measures like signal priority and bus queue jump lanes.
2.3 INTEGRATION OF LRT AND THE BUS NETWORK In preparation for the LRT, a comprehensive redesign of the transit network was initiated in 2010. A series of iXpress routes providing high frequency service and enhanced passenger amenities at bus stops, along with realignment of supporting local bus routes, have been designed to provide a high degree of service integration with the LRT. Many of the planned iXpress routes and changes or additions to local bus routes have been implemented. GRT plans to implement the remaining changes during the horizon of this business plan. In addition to service integration with ION, the LRT Integration section of this business plan describes integration initiatives in other important functional areas. These include the construction of on-street bus stop infrastructure and amenities and new passenger facilities where bus and rail intersect, to facilitate convenient transfers between bus and rail. Targeted passenger information and marketing will highlight the integration of bus and rail, and the convenience of the enhanced regional transit network. With the tap of a smart card, the new electronic fare management system will enable convenient boarding of bus and rail with one fare. The integration of active transportation at LRT stations and GRT will be improved by the provision of bike parking, shelters, benches, sidewalks, walkways and cycling links.
2.4 IMPROVING PRODUCTIVITY, SERVICE QUALITY AND FINANCIAL PERFORMANCE The Region of Waterloo continues to invest, in improving the public transit system as a key strategy to managing urban growth. As good stewards of investment and assets, it is important to continue to implement initiatives that improve operational efficiency, service effectiveness and financial performance. The business plan identifies such initiatives in the areas of service improvement and integration, performance monitoring, customer service, marketing, technology and financial planning. The five-year financial plan will outline the required operating and capital resources to deliver the planned 2021 transit network, and will guide GRT in achieving the appropriate balance of fare, ridership and cost increases.
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2.5 METHODOLOGY AND FOCUS AREAS The approach to develop the GRT Business Plan started with a review of the goals and recommendations of the 2010 RTMP. The RTMP goals were then translated into implementable strategies with clear operating plans for transit services staff. Actions and initiatives are identified for each year of the plan, coordinated through a robust financial plan and guided by a new, data-driven system for monitoring and adjusting service to continually advance GRT’s service efficiency and progress in achieving regional transportation and land use goals. The development of the business plan involved an iterative process of goal setting, performance analysis and stakeholder outreach: Goal Setting: Goals and measurable objectives form the basis of the ways in which the Ridership Growth Strategy, Service Performance Management Plan and other elements of the Business Plan initiatives are designed and how their success will be measured. Performance Analysis: A review of the previous Business Plan was undertaken to identify initiatives that were partially or entirely not implemented. Having a clear understanding of the challenges that hindered the implementation of some programs was important for designing the new Business Plan. Stakeholder Outreach: a successful transit plan is one that meets the needs and expectations of its riders and employees. To gather this input, the planning processes included a series of workshops that engaged GRT staff, the project steering committee, councillors, and the targeted members of the public to collaboratively review progress and build consensus. The following seven focus areas were identified to lay the strategic foundation of the new Business Plan: — Service Improvement Plan and Ridership Growth Strategy — Service Performance Management Plan — GRT/LRT Integration Plan — Customer Service Plan — Marketing Strategy and Implementation Plan — Transit Technology Plan — Financial Plan
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Conceptually, the plan was built around the Service Improvement Plan and Ridership Growth Strategy, with other elements of the plan focused on the overarching goal of improving the quality of service to attract additional ridership to the system. For each element of the plan, an initial analysis identified the issues related to GRT’s performance in terms of that element, and how each element contributed to service improvement and ridership growth. Then, for each element, outputs provided specific strategies and tactics for developing that element of GRT’s operations over the next five years. Figure 2-1 graphically describes this process.
Figure 2-1: GRT Service Improvement Plan & Ridership Growth Strategy Diagram
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The service performance management system outlined in the plan is the key to the plan’s ultimate success and to the ongoing development of GRT’s service. This system creates a framework for monitoring performance, updating performance metrics, and providing managers throughout the organization with the feedback required to continuously improve GRT’s performance across all transit division functions and to achieve the region’s transportation goals.
2.6 MILESTONES AND ACHIEVEMENTS Since its formation in 2000, GRT has an impressive track record of achievements in integrating and expanding Waterloo Region’s transit system, making public transit an increasingly important travel option and setting the stage for the ION light rail system. These achievements include significantly increasing transit ridership by implementing U- Pass programs at University of Waterloo (UW) and Wilfrid Laurier University (WLU), developing the iXpress bus network (which prepared the region’s central corridor for the ION light rail system), implementing enhanced passenger facilities, installing additional bus shelters and other amenities at bus stops , modernizing the bus fleet, and generally improving the quality and reliability of the regional transit network. Each of these major achievements is described in the next section. Building on these past achievements is the path to increase the competitiveness of GRT and to progress towards achieving the Region’s transportation and land use goals.
2.7 RIDERSHIP AND SERVICE GROWTH SINCE 2000 GRT achieved a significant milestone in 2012 when for the first time the transit system carried more than 20 million annual trips. Figure 2-2, below, compares GRT ridership growth to the level of service hours and estimated regional population for each year from 1991 to 2016. The 21.3 million trips carried in 2012 constituted a 116 percent ridership increase since GRT was formed in 2000. This increase was extraordinary given that regional population increased by only 26 percent, and GRT service hours increased by only 81 percent over the same period.
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Figure 2-2: Ridership and Service Growth since 2000
Much of GRT’s success can be attributed to the continual improvement of service since 2000. More direct, frequent routes operating seven days a week and schedules that have been continually refined to better match travel demand. New technologies like automatic vehicle location enable more effective management and development of the system and provide customers with real-time bus arrival information. Enhanced passenger facilities and the placement of shelters, benches and other passenger amenities have made the riding experience more comfortable and convenient for customers. The U-Pass programs at UW and WLU and the iXpress network of limited- stop lines have generated significant ridership gains and contributed to a growing transit culture in Waterloo Region. The first iXpress line built ridership levels along the central transit corridor that paved the way for the ION light rail system. Other iXpress corridors are now building ridership levels that could support future rapid transit service. Increasing infill and transit-oriented development have placed more potential customers within easy walking distance of transit service. However, these ridership gains could not have been achieved without the steady investment in increasing the volume of service that GRT provides, and the steady improvement of the quality of service and passenger amenities, that has occurred since 2000. GRT’s ridership has fallen by more than 8 percent from its peak of 22 million annual trips in 2013. Both a national trend of lower ridership and local issues in the region have contributed to these ridership declines, as will be discussed in the ridership projection
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section below. Despite these recent ridership declines, the market for transit services and the prospect for future ridership gains remains strong in Waterloo Region. Construction detour impacts on bus routes have reduced as ION reaches construction completion. The region’s population continues to grow, infill and transit-oriented development continues to occur along key transit corridors, and the opening of ION in 2018 will give transit an important profile and service quality boost that should result in renewed growth in transit ridership. However, the RTMP ridership targets cannot be realized without continued steady growth in bus service improvements that have attracted so many new transit users since the formation of GRT in 2000.
2.8 U-PASS AGREEMENTS In 2005, a Universal Bus Pass program (U-Pass) was implemented at WLU. This program provides all students with unlimited use of the GRT system at a heavily discounted semester fee paid by each student. In 2007, a similar U-Pass program was implemented at the UW. A Conestoga College student referendum on the U-Pass in 2016 was not successful; however, GRT continues to collaborate with staff and student representatives at Conestoga College with a view to implementing the U-Pass program in September 2019. In the short-term, U-Pass programs have proven to generate large increases in ridership and provide an infusion of stable fare revenue. The increase in revenue helps offset operating cost increases associated with the additional service improvements required to accommodate increased student travel demand. In the longer term, U-Pass programs help to attract life-long transit riders by habituating students to transit use during their formative years. U-Pass programs also help promote transit-oriented development and reduce auto traffic levels and parking demand in and around college and university campuses.
2.9 DEVELOPMENT OF IXPRESS NETWORK The first iXpress Route 200 was implemented in 2005, and travels along the central transit corridor, primarily along King Street between the Ainslie Street Terminal in Cambridge and Conestoga Mall in Waterloo. Since then, four more iXpress routes have been implemented: 201 Fischer-Hallman iXpress, 202 University iXpress, 203 Maple Grove iXpress and 204 Highland/Victoria iXpress. The iXpress 200 between Conestoga Mall and Fairview Park Mall will be replaced by the ION light rail when it begins operation in 2018. The iXpress 200 between Fairview Park Mall and the Ainslie Terminal in Cambridge will continue to operate as a bus rapid transit extension of the ION light rail line. The alignments of the five existing iXpress routes are shown in Figure 2-3, below. Additional iXpress routes are planned for implementation in between 2017 and 2021, as will be discussed in subsequent sections of this plan.
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The iXpress network provides a higher quality service along the Region’s major travel corridors. Fewer stops and the application of transit signal priority (TSP) technology at 15 key intersections, results in faster operating speeds, shorter travel times and improved service reliability for customers. Each iXpress stop is marketed as a station, and is equipped with a large, contemporary-styled shelter with benches and real-time bus arrival time displays. Some of the iXpress stations also have bike racks available, to encourage customers to use their bikes to complete their trips and to provide a place for customers to park their bikes when bus bike racks are occupied. The 200 iXpress uses buses that have a unique iXpress branding and design scheme, which is carried through to shelters, signage, schedules and other marketing materials for the iXpress network. The remaining iXpress routes 201, 202, 203 and 204 have similar unique branding, except that they operate with buses that have the regular GRT paint scheme. Customers have responded to this innovative system, with increased ridership on the corridors served by the iXpress routes. More recently, construction detours have negatively affected ridership on iXpress routes 200 and 203 since key destinations along the original route continue not to be served. However, the iXpress system offers customers an enhanced service quality along key corridors throughout the region to complement the ION light rail system, as well as an increasingly familiar service brand that attracts new riders.
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Figure 2-3: iXpress Network The iXpress network, together with ION light rail and bus rapid transit, provide the foundation of an integrated and competitive regional transit system that can meet the Region’s growing transit needs and expanded role of transit in Waterloo Region. Refining and developing transit services and infrastructure in these corridors will be the focus of GRT’s system development efforts in coming years.
2.10 RIDERSHIP PROJECTIONS New 2021 ridership projections were developed to estimate the positive impact that the LRT will have on the development of a competitive and integrated regional transit network. The combined ION LRT and BRT ridership projected in the new ground-up forecast is comparable to the results of the travel forecasting model-based projections used to support the Rapid Transit Business Case, and also takes into account the experiences of other Canadian and US cities in the years immediately following implementation of new LRT systems. System-wide upper range and mid-range ridership forecast scenarios were developed in the new analysis. In both cases, the scenarios
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proposed bus service expansion of 50,000 service hours annually, or operation of an additional 250,000 service hours at the end of the five-year plan. As illustrated in Table 2-1 below, the upper range 2021 system ridership forecast of 29.7 million exceeds the 28.1 million 2021 RTMP ridership target. The mid-range 2021 ridership forecast of 28.3 million achieves the 28.1 million 2021 RTMP ridership target. Without annual bus service expansion, both upper range (25.4 million) and mid-range (24.1 million) ridership forecasts fall considerably short of the 28 million 2021 RTMP ridership target. Staff are supporting the mid-range system ridership forecast (including annual bus service expansion of 50,000 service hours). The rate of ridership growth of the mid- range scenario also reflects the experience of other cities with the successful implementation of their first LRT line. Table 2-1: GRT System Ridership Forecast (millions) SCENARIO 2017 2018 2019 2020 2021
Upper Range 20.0 22.3 25.4 27.9 29.7
Mid-Range 20.0 21.8 24.3 26.6 28.3
No bus expansion (upper 21.8 23.8 25.0 25.4 range)
No bus expansion 21.3 22.8 23.7 24.1 (mid-range) The five year ridership forecast will be recalibrated each year based on actual results of the previous year. In addition to service expansion, other policy directions that will have major impact on short and long-term ridership growth include continued efforts to encourage transit- supportive land use in areas surrounding LRT stations and along BRT and iXpress lines, and parking strategies and pricing that support this land use intensification and encourage the use of sustainable modes of travel.
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2.11 SERVICE GROWTH To achieve the mid-range annual ridership forecast of 28.3 million by 2021 requires continued service improvements to the bus network to support the LRT line and to develop an integrated regional transit network. Between 2017 and 2021 it is estimated that annual bus service hours need to increase on average by 5.7% (50,000 hours) along with the implementation of ION LRT to achieve the 2021 RTMP ridership target of 28.1 million. This represents a cumulative increase of approximately 250,000 annual service hours over the five year period, from 760,000 service hours in 2016 to just over a 1,000,000 by 2021. Also, an additional 40 peak buses would be required over the five-year period plus an additional 8 maintenance spare buses, for a total conventional fleet expansion of 48 buses. The proposed service growth of 250,000 service hours and addition of 48 conventional buses by 2021 will be subject to annual budget deliberations. The recommended service growth for any given year may be deferred or reduced. GRT will adjust the ridership growth estimate of 28.3 million annual riders by 2021 based on the amount by which annual actual budget approvals deviate from the business plan recommendation for service growth.
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3 SERVICE IMPROVEMENT PLAN AND RIDERSHIP GROWTH STRATEGY
3.1 2021 TRANSIT NETWORK GRT is planning annual service improvements between 2017 and 2021 to increase ridership based on three key principles: 1 Completing the iXpress network of limited-stop bus routes; 2 Realigning routes to more of a grid network, focused on ION stations; and 3 Providing frequent service on high ridership routes. These principles reflect three of the six key initiatives in GRT’s New Directions Ridership Growth Strategy, shown in the image below. They also support the initiatives to provide seamless connections to ION and to provide more comfortable stops and stations.
Expansion is also being planned to serve new growth areas and the rural townships. The proposed 2021 Transit Network is shown in Figure 3-1 and Figure 3-2:
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Figure 3-1: Draft 2021 Transit Network – Kitchener-Waterloo
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Figure 3-2: Draft 2021 Transit Network – Cambridge
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3.1.1 MORE IXPRESS ROUTES The iXpress network was developed to provide frequent, limited-stop service along major travel corridors, connecting with ION stations. These routes provide faster, more direct service between key destinations in the Region. Large shelters, bicycle racks, and real-time passenger information displays are provided at as many stops as possible to enhance the rider experience. Together with ION LRT and ION Bus, these routes would provide frequent, express transit along many of the crosstown corridors in the Region, serving over 132,000 current residents by 2018 or about 30% of the service area population, as shown in Figure 3-3:
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Figure 3-3: 2018 iXpress and ION Service Coverage
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New and extended iXpress routes proposed to be implemented by 2021 include: — 205 Ottawa iXpress, serving the Ottawa Street corridor between Sunrise Centre and Lackner Boulevard, connecting to Mill and Borden stations (2018), with a possible extension to Trussler Road (2021); — An extension of the 201 Fischer-Hallman iXpress to Block Line Station and Conestoga College, via Block Line Road, Manitou Drive and Homer Watson Boulevard (2018); — An extension of the 200 iXpress with branded buses (ION Bus) to the South Cambridge Shopping Centre (2019); and — 206 Coronation iXpress, serving the King-Coronation corridor between Fairview Park Mall and West Galt, connecting to Fairway Station (2019). A diagram of the complete iXpress/ION network is shown in Figure 3-4:
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Figure 3-4: ION, ION bus and iXpress Network
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3.1.2 MORE DIRECT ROUTES AND MIGRATION TO GRID NETWORK The implementation of ION and the corresponding completion of the iXpress network will enable the continued realignment of local routes to create a more grid-like pattern connecting with ION and iXpress. With ION providing frequent service in the Central Transit Corridor (CTC), and iXpress routes providing frequent service in complementary crosstown corridors, local bus routes can be restructured to minimize duplication of service and provide more direct service, thereby improving efficiency and reducing travel time for most riders.
3.1.3 MORE FREQUENT SERVICE
Frequent service is a key ridership growth initiative that can also address overcrowding conditions on busy routes. Today, only three GRT routes operate at a peak period headway of 10 minutes or better (7 Mainline, 9 Lakeshore, and 200 iXpress). It is proposed by 2021 that seven GRT routes, in addition to ION LRT, operate with 10- minute-or-better peak service, as shown in Figure 3-5:
Figure 3-5: GRT 10-minute Peak Service
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To foster increased ridership growth and support ION, it is recommended that during the life of this Business Plan, GRT study the implementation of a comprehensive Frequent Service Network. A frequent route is commonly defined as having headways of 15 minutes or better, at least six days a week, for twelve hours a day. Expanding the geographic reach of frequent service across the Region, including more frequent service at off-peak times, would be integrated with new marketing and customer navigation initiatives. Other mid-sized municipalities with rapid transit, including York Region, Ottawa, Portland, Salt Lake City, and Minneapolis, have implemented or are in the process of implementing frequent service networks to complement their rapid transit line(s).
3.2 PROPOSED ANNUAL SERVICE IMPROVEMENTS (2017- 2021) The following section outlines the proposed annual service improvements between 2017 and 2021 that are required to complete the 2021 Transit Network. The staging of annual service improvements is based on ION LRT beginning revenue service in May 2018. Route alignments will be finalized through the annual service plan process, based on public feedback and detailed technical analysis, then presented to Regional Council for consideration during the annual budget process. The table below summarizes the proposed annual service improvements between 2017 and 2021. A more detailed description of proposed service improvements for each year follows the summary table.
3.2.1 2017 SERVICE PLAN
Service improvements in 2017 are described below and illustrated by Figure 3-6 and Figure 3-7: 1 Frequency improvements on high-ridership routes to address overcrowding and encourage ridership growth: Routes 10 and 110 (which travel between Fairview Park Mall and Conestoga College), and the 201/202 iXpress. 2 Increased running time on routes serving the new Cambridge Centre Station to improve service reliability (Routes 56, 75 and 203 iXpress). 3 Midday service reintroduced to Routes 27 Chicopee and 57 Blair Road on weekdays, reversing service reductions made in 2014. This improves transit access to Freeport Hospital in the summer months and to West Galt year-round. 4 Evening service introduced on Route 61 Fountain, and improved on Routes 52 and 200 iXpress through additional trips. During the 2017 Regional Budget process, the implementation of the 205 Ottawa iXpress was deferred from September 2017 to April 2018.
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Table 3-1: Proposed Annual Service Improvements 2017-2021 TIME EXISTING ROUTES PERIOD IMPROVEMENTS AFFECTED*
2017 Frequency and reliability improvements 10, 27, 51, 52, 56, Cambridge Centre Station 57, 61, 75, 110, 200, 201, 202, 203 iXpress New midday and evening service
Late Spring Central Transit Corridor route restructuring 1, 2, 3, 4, 6, 7, 8, 9, 11, 2018 Southwest Kitchener Phase 1A 12, 13, 14, 16, 20, 22, 23, 27, 29, 33, 73, 78, North Waterloo Phase 1 92, 200, 201, 204, 205 Ottawa Street Corridor – 205 iXpress introduced iXpress Alternative Service Delivery Pilot
Fall 2018 Southwest Kitchener Phase 1B (201 iXpress 2, 3, 4, 8, 10, 12, 16, Extension to Conestoga College) 22, 27, 28, 29, 31, 33, Frequency and reliability improvements 110, 116, 200 ION Bus, 201, 202 iXpress Increased Span of Service UW Transit Station Fairway Station
Fall 2019 Completion of iXpress network 51, 52, 54, 55, 57, 58, 200 ION Bus extended in Cambridge 59, 61, 62, 63, 76, 111, 200 ION Bus, 206 206 Coronation iXpress introduced iXpress Cambridge Phase 1 Galt, Preston
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2020 - 2021 Southwest Kitchener Phase 2 TBD Cambridge Phase 2 Preston, L.G. Lovell Industrial Park, Cambridge Business Park North Waterloo Phase 2 Complete transition of routes from Charles Street Terminal to Downtown Kitchener ION stations Frequency improvements Additional services to new growth areas and the Townships * Route numbers may change as route revisions are made
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Figure 3-6: Kitchener-Waterloo 2017 Service Plan
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Figure 3-7: Cambridge 2017 Service Plan
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3.2.2 PROPOSED SPRING 2018 (LAUNCH OF ION LRT) SERVICE PLAN The proposed 2018 Transit Network would be implemented to correspond with the launch of ION LRT, and involves the restructuring of routes to more directly connect with ION stations and minimize duplication of service. Most routes in the Central Transit Corridor (CTC) and Southwest Kitchener would be modified, along with many routes in North Waterloo. The specific changes to each route are shown in Figure 3-8. Major changes in the CTC (and adjacent areas) include: — 200 iXpress – revised to operate from Fairway Station to Ainslie Street Terminal only, and re-branded as “ION Bus” with new, distinct, branded vehicles. — Service between Conestoga Mall and Fairway would be replaced by ION LRT. — Route 7 Mainline – streamlined from Fairway Station to Conestoga Station via King Street and Connaught Street. — Branches to the University of Waterloo (7D, 7E) would be replaced by ION LRT and increased service on the 201 and 202 iXpress. — A 15-minute headway would be provided all-day on weekdays between Conestoga Mall and Fairway Station. The King Street corridor between Uptown Waterloo and Conestoga Mall continues to intensify through redevelopment, and will require additional trips to supplement the 15 minute service frequency. A frequent Route 7 and ION are envisioned as complementary, core services that would provide an attractive and competitive alternative to auto travel in the CTC. — Route 7 would continue to provide access to bus stops in the CTC beyond the catchment of ION stations, which currently produce approximately 1,100 daily boardings. — Route 9 Lakeshore – split into two routes, to provide more direct service. One route would serve the David Johnston Research & Technology Park and McCormick area; the other route would serve the Hazel Street corridor. The McCormick and Hazel areas are high ridership neighbourhoods that will no longer be served by the 200 iXpress and are beyond the catchment area of an LRT station. As a result, a high frequency of service on both local routes would be provided. Route 9 would also serve the West Ring Road. — New direct route on Weber Street from University Avenue to Fairway Road, connecting with Fairway Station and additional ION stations in Downtown Kitchener. This would replace portions of routes 4, 7 and 8, streamlining service in this major corridor parallel to ION. Most downtown routes (e.g., Route 1 and 204 iXpress) would bypass Charles Street Terminal and facilitate transfers at the Central, Queen, or Frederick ION stations. Charles Street Terminal will continue to be used by intercity bus operators, including GO, Greyhound and Coach Canada, and may continue to be used by some GRT routes until the new multi-modal hub at King and Victoria Streets is operational.
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In Southwest Kitchener, routes would be realigned to connect to several ION stations. With a focus on connections at these locations, the Forest Glen Terminal will become redundant. Highlights include: — Expanded local service to the Huron Village/Rosenberg communities. — More direct service between the Huron Business Park and ION LRT. — Extension of the 201 iXpress along Block Line Road to Courtland Avenue. — Implementation of the 205 Ottawa iXpress, which would provide a missing link connecting southeast and southwest Kitchener, integrating with ION LRT at Borden and Mill stations. Combined, the restructuring of CTC routes, North Waterloo, and Southwest Kitchener routes would be completed in late spring 2018 without the addition of service hours or peak buses, through the reallocation of existing service. The reallocation of existing service would also fund the implementation of 10-minute peak frequency on the 201 and 202 iXpress lines. The streamlining of Route 7 and cancellation of the 200 iXpress between Conestoga and Fairway would make 22 peak buses and approximately 60,000 service hours available, which would be redeployed to provide the resources necessary to support the service changes described above. Service changes in 2018 would also include implementation of an alternative transit service delivery pilot program for a lower-demand area (see the Applications for Alternative Service Models section for detail).
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*Fall 2018 implementation Figure 3-8: Proposed Network Changes in 2018
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3.2.3 PROPOSED FALL 2018 SERVICE PLAN The proposed service changes for September 2018 focus on improving service to Conestoga College, and better integrating local routes with ION LRT level of service. Highlights include: — Route 10 Pioneer – more direct service between Fairway Station and Conestoga College, with more frequent midday service — 201 iXpress – extend from Block Line Station to Conestoga College, replacing the current Route 116 Conestoga College express with frequent, all-day service. — Extend hours of operation and frequency of service on selected routes to coordinate with ION LRT level of service. — Contingency hours to respond to service gaps, operational issues and increased ridership demands due to impact of ION LRT. — Realigning routes (9, 13, 31, and 201 iXpress) to serve the new multi-modal Transit Station at the University of Waterloo adjacent to the ION LRT station. Taken together with the improvements timed to correspond with the ION launch, , these route changes would represent the completion of ‘Phase 1’ of transit improvements in Southwest Kitchener. Further route extensions (and possible frequency improvements) for this area are proposed in subsequent phases of the transit improvements, to serve new development/growth areas such as Rosenberg and Doon South. The September 2018 improvements are shown alongside the Spring 2018 improvements in Figure 3-8.
3.2.4 PROPOSED FALL 2019 SERVICE PLAN Service changes in 2019 would focus on completing the iXpress network, by implementing the 206 Coronation iXpress along with extending ION Bus service in Cambridge. The Coronation iXpress would provide a frequent, direct link between West Galt, Preston, Sportsworld and Fairway Station, providing a one-seat ride to ION LRT for some of the most densely-developed, transit-supportive areas of Cambridge. An extension of ION Bus to the South Cambridge Shopping Centre would connect East Galt directly to Hespeler Road, also providing a one-seat ride to ION LRT at Fairway Station. This would reduce transfers at Ainslie Street Terminal, and provide frequent service to additional areas of Cambridge. Many of the local routes in Cambridge would also be restructured at this time to connect with ION Bus stations, provide more of a grid network, reduce duplication with the Coronation iXpress, and improve hours of operation (Cambridge Phase 1). For example, with the introduction of the 206 Coronation iXpress, Route 52 would no longer have to travel between Galt and Kitchener. Route 52 would be transformed into a local route connecting Galt, the Cambridge Memorial Hospital and the new Cambridge
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Centre Station, where numerous routes serving Hespeler, Preston and East Galt converge. The Route 24 GO Bus to Milton also stops at the Cambridge Centre. Similarly, with the extension of the ION Bus along Concession Street/Main Street in southeast Galt, most of the local routes in that area would be restructured to complement the extension.
3.2.5 PROPOSED FALL 2020 AND 2021 SERVICE PLANS Any changes proposed for 2017-2019 that were not fully implemented during that period would be programmed for implementation in 2020 and 2021. In addition, the following improvements are contemplated on a conceptual level and are subject to further refinement: — Route extensions to serve further development of the Rosenberg and Doon South communities (Southwest Kitchener Phase 2). — Streamlined, two-way service through Preston, the L.G. Lovell Industrial Park, and Cambridge Business Park (Cambridge Phase 2). — Route 31 Columbia extension to serve the development of the Clair Hills community (Northwest Waterloo Phase 2). — Complete permanent transition of routes from Charles Street Terminal to Downtown Kitchener ION stations, including the new King-Victoria Transit Hub. — Additional frequency improvements on high ridership routes designated as components of the high frequency bus network throughout the Region. Additional services to new growth areas and the Townships – described in more detail in the Alternative Service Models section.
3.3 RECOMMENDED SERVICE IMPROVEMENTS A. That the transit service improvements detailed in Table 3-1 be further developed through the annual service plan process and presented to Regional Council for consideration during the annual budget process prior to implementation. B. Continue development of a Frequent Service Network (routes with 15-minute or better service frequency). C. Develop a new route classification system based on the high frequency network concept.
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3.4 APPLICATIONS FOR ALTERNATIVE SERVICE MODELS Historically, the Region has endeavoured to provide conventional, fixed-route transit service within 450 metres to 95% of residents, places of work, and public facilities in the urban municipalities. This ‘service coverage’ standard has not been met, with the current network providing coverage for 87.5% of residents in the urban area. There are several reasons why achieving this coverage standard has been challenging, and might not necessarily be desirable. Areas that are challenging to serve with conventional transit service include those areas that: — Lack sufficient population and/or employment density to support fixed-route transit service due to low development density, or incomplete or low-occupancy development in new growth areas; — Lack a fine-grained, connective road network, have circuitous streets or cul-de-sacs — Lack sidewalks or pedestrian paths connecting development to adjacent major roads — Have barriers that prevent pedestrians from accessing the adjacent major roads, such as: — Large building setbacks or parking lots, physical barriers such as rivers, highways, extreme grades — Back-lotted arterials, where development along the arterial is oriented with its back against the roadway. These result in fences or berms separating the roadway from the development. — Areas where buses must deviate from the main road to access a transit- dependent facility (such as a high school or an apartment complex dedicated to seniors). GRT staff will continue to work with Regional and municipal planners to ensure that future development is designed in such a way as to place higher-density development, employment and shopping areas, and transit dependent facilities like schools, senior facilities and social service and medical facilities are located to provide easy access to existing and planned transit routes. GRT also will take advantage of roadway reconstruction projects and other opportunities to retrofit sidewalks, roadway and walkway links that improve pedestrian access to transit service. Alternative transit service delivery models also will be explored to cost-effectively provide service to lower- density neighborhoods and isolated destinations, particularly transit-dependent facilities. Taking the above into account, GRT will continue to use the 450 metres walk distance as a guideline for conventional service, but not as a service standard. This does not preclude GRT from serving areas of lower population/employment density; however, fixed-route services will be focused in areas with densities sufficient to generate significant transit ridership, while considering alternative service models for other areas, as described below.
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3.4.1 NETWORK REDESIGN During the last six years, implementation of additional iXpress routes along major corridors and the streamlining of local routes to travel more directly and frequently on arterial and collector roads has proven to be a more effective ridership growth strategy than trying to increase service coverage by deviating routes on local neighbourhood roads. Past experiences in other jurisdictions has shown that focusing service on existing high-ridership corridors and areas with high transit propensity (based on density, development pattern and demographics) results in higher ridership. This strategy has resulted in pockets of development lying beyond a 450-metre walk to transit, as shown in Figure 3-9.
*Remainder areas include: non-built-up areas, rural land within the urban municipalities, surplus land around expressways, the roadway network, and sparsely populated areas. Figure 3-9: 2015 Network Coverage within 450m and Unserved Areas
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3.4.2 STREET NETWORK AND COMMUNITY DESIGN While route design plays a role, longer walks to service can be caused by the design of the street network and orientation of development. Subdivisions where street patterns are circuitous, cul-de-sacs proliferate, and there are a limited number of connections to back-lotted arterials make access to and provision of efficient transit challenging. This style of roadway layout hinders or prevents transit vehicles from accessing developments. Many subdivisions within the urban area lack a complete and connective pedestrian network. Pedestrian access from the interior of these neighborhoods to transit stops is limited, and walk distances are lengthy, even though a transit stop may geographically be located nearby. Figure 3-10 illustrates one such subdivision in West Kitchener.
Figure 3-10: Challenging Subdivision and Street Design for Transit
3.4.3 LOW-DENSITY AND NEW GROWTH AREAS There also are existing built-up areas where low residential or employment densities do not support a fixed-route service, and new growth areas where development (and the street network) is not built-out enough, or has not achieved sufficient occupancy, to cost-effectively support transit service. These areas typically have a density of less than 5,000 people and jobs per square kilometre.
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Several new growth areas where additional urban development is slated to occur have been identified in this Business Plan. Some are planned for new or expanded bus service between 2017 and 2021, while others would be served beyond 2021. Table 3-2: Service to New Growth Areas by 2021 NEW GROWTH AREA DESCRIPTION OF NEW SERVICE PROPOSED BY 2021
Beaver Creek TBD - contingency hours included in 2021 Network costing Meadows (Waterloo)
Branchton Park Revised conventional route with service on Dundas between (Cambridge) Franklin and Champlain
Chicopee/Sims Estate Route 27 turn-around at Chicopee Ski Hill rather than (Kitchener) Quinte/Morrison
Clair Hills (Waterloo) Route 31 extension via Sundew, Autumn Willow
Creekside (Cambridge) New or revised busPLUS service
Doon South Conventional route extension via Strasburg Road, Robert (Kitchener) Ferrie, Doon South, Thomas Slee, New Dundee
Erb West (Waterloo) TBD - contingency hours included in 2021 Network costing
Hunt Club (Cambridge) New iXpress stops on Maple Grove at Speedsville and Compass Trail. New local service (TBD) would be beyond 2021
Kiwanis Park TBD - contingency hours included in 2021 Network costing (Waterloo)
Rosenberg (Kitchener) Local route extension via Seabrook, Ludolph, Huron, and potentially Amand New express service on Fischer-Hallman south of Westmount to Huron
Tartan/Rockcliffe Conventional route extensions on Strasburg, Huron (Kitchener)
UW Northwest TBD - contingency hours included in 2021 Network costing Campus (Waterloo)
Westview (Cambridge) Beyond 2021
West Laurentian West 205 iXpress extension to Trussler (Kitchener)
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3.4.4 LOCATION OF TRANSIT-DEPENDENT FACILITIES Transit-dependent facilities such as medical facilities, high schools, large employers or apartments, (particularly seniors’ complexes) should be located on, or within a short distance of major transit nodes and corridors for them to be served effectively and efficiently. When such facilities are in low-density areas or require route deviations, as described above, GRT’s ability to provide cost-effective fixed-route transit service is limited. Figure 3-11 indicates the locations of seniors’ facilities throughout the urban municipalities of the Region.
Figure 3-11: Seniors’ Housing and Transit Service in the Urban Municipalities Most of these seniors’ facilities are directly adjacent to or near transit routes, and residents, employees and visitors benefit from the proximity to transit. There are a few of these facilities, however, that in locations beyond a 450-metre walk to existing transit routes. To serve these challenging areas and facilities that are outside walking distance to or challenging to serve with conventional transit in a more cost-effective, efficient manner than fixed-route service, alternative service delivery options need to be considered. Figure 3-12 illustrates these challenging areas relative to higher-density parts of the urban area.
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Figure 3-12: Challenging Areas to Serve by 2021
3.5 POTENTIAL SERVICE CONCEPTS Providing closer transit access to the areas described above while avoiding the inefficient deployment of fixed-route transit services will require a ‘toolbox’ of transportation alternatives that GRT can employ beyond reasonable walking distance of existing or planned conventional routes. Five possible alternative transportation service delivery models that could be introduced in these areas include:
3.5.1 COMMUNITY BUS ROUTE
GRT currently operates one route that could be classified as a ‘community bus’ – Route 77 Wilmot, which operates between New Hamburg and the Boardwalk. There are several important characteristics of a community bus model that could serve as a template for other lower-density areas within the urban municipalities. First, the route is a pilot service funded through a dedicated grant. This allows GRT to test out the route with limited impact on other services. Second, it is customized to a specific time of day and travel pattern, based on the demands of the area. Third, a ‘flex-route’ option is offered, in which the bus may deviate within a set area to drop-off and pick-up customers who are not directly on the route alignment. Finally, it is operated with a smaller vehicle instead of a conventional bus to more cost-effectively carry lower ridership volumes. These operational characteristics could be implemented as necessary in other lower- demand, low-density areas to connect riders to the core GRT network. The flexibility of the community bus model means services can be customized to the individualized needs of a community, which minimizes operating costs. For example, in a community where the primary need is transportation for seniors and disabled people to attend
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daytime activities, to go shopping or to medical appointments, routes that operate only in the midday period (from approximately 10:00 am to 3:00 pm) may be appropriate. Further to this concept, the same bus could serve two, three or more communities on different days during the week. Assuming a cost of $72 per hour for GRT busPLUS service, a community bus option could potentially be operated for as little as $1,800 per week, or $93,600 per year for the operation of a route five hours a day, Monday through Friday.
3.5.2 HOME-TO-HUB This model offers door-to-door pick-up of customers in a specified area with a 24-hour or subscription reservation, similar to MobilityPLUS. The service transports customers from their origin point to the nearest conventional transit hub or terminal, where they can transfer to other bus routes to complete their trip. Trips are provided by specialized transit buses and operators, and are scheduled and dispatched along with specialized trips over the course of the day. Home-to-hub is potentially more convenient than a community bus route, as it can be scheduled to arrive at a pre-arranged time (as opposed to operating on a fixed schedule) and comes directly to the customer’s door. Oakville Transit currently operates services in some newer communities with this model. The cost of service would depend on the number of trips operated from each area. However, at an average cost for paratransit trips of about $30 per trip, service could be offered in an area that generates 20 trips per weekday for about $150,000 per year.
3.5.3 SUBSIDIZED TAXI
Many transit agencies in North America have co-operative agreements with taxi operators to offer subsidized services to potential transit customers that need service in lower-demand areas or times of the day. Certain types of trips (such as work or school trips) or trips originating or ending within a certain defined geographic area (such as a lower-density area beyond 450 metres of fixed route service) or at certain times of day (such as evening and overnight hours when fixed route service is not in operation) can be designated as eligible for the subsidy, while trips not meeting these requirements would be ineligible. This concept has three elements: definition of the service to be provided, negotiation with the taxi provider to achieve favourable rates for transit users, and setting subsidy rates to the taxi company. Because the transit agency is providing the taxi company with the opportunity to carry additional trips each year and guarantees payment on a lump sum basis, the agency may be able to negotiate lower rates or other concessions on trips which will allow them to provide more service. Customers can be required to pay a part of the cost of the taxi trip in much the same way as they pay the transit fare. GRT has experience with this model through the Taxi Scrip program for MobilityPLUS clients. Costs would be dependent on the number of trips provided, the regulation of trip lengths and times, and the prices arranged with the taxi providers. However, average subsidy amounts are unlikely to exceed $20 - $30 per trip, potentially making such a service
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cost effective in applications where 20-30 trips are generated daily. Given these ranges of cost and demand, costs would be between $150,000 and $330,000 per year.
3.5.4 RIDESHARING Services like Uber and RideCo are a relatively new transportation option similar to taxis, but provided by Transportation Network Companies (TNCs). These services are summoned (and paid for) using a mobile phone app. Those who drive are generally not professional drivers, and perform the service on an ad-hoc basis. Prices of ridesharing services are generally lower than comparable trips using taxis. However, they use a demand-based pricing system, in which customers pay higher prices for trips during periods of peak demand. There may be opportunities to integrate these services with public transit, such as supplementing transit service in locations and during periods when it cannot be provided efficiently. Most of the issues concerning the regulation, negotiation and subsidies applicable to taxi service also apply to ridesharing, with some additional caveats. Users normally must have smartphones and credit cards to use these services, and many GRT customers, particularly elderly and lower-income users, may lack one or both of these amenities. Transit agencies in other areas are exploring ways to overcome these issues. For example, transit agency dispatchers could potentially book trips on behalf of customers that have access to standard telephones but not smartphones. Customers without credit cards could potentially set up pre-paid accounts with the transit agency or be billed by the agency as part of a larger integrated fare payment scheme to avoid the impediment of credit card payment.
3.5.5 PARTNERSHIP WITH VOLUNTEER TRANSPORTATION SERVICES
Volunteer-run, community organizations such as Community Support Connections (CSC) currently offer escorted transportation for seniors or adults with a disability to attend medical or daily living appointments in the Region. The cost for the user is about 50% greater than a transit fare. Benefits of this model are that door-to-door service can be provided, passenger assistance is offered, and these service providers are well established in the community. There would also be no cost to the Region to implement this service. However, these services do not allow for on-demand, spontaneous trip making, which is possible with a fixed-route transit service. The capacity of these services may be limited by a number of factors including available funding, operators and vehicles, and the services may not be capable of growing to meet increasing future demand. Staff recognizes that there are additional alternative models beyond the five described above, including hybrids of two or more of these models, and that none of these models necessarily precludes implementation of the others. To address this and develop internal buy-in and support for new service models, staff held workshops over two business days in 2017 to consider innovative ways to meet community and user needs within lower-density, challenging areas. The workshops consisted of a diverse cross section of staff from various departments and divisions to avoid a ‘siloed’ approach,
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encourage innovative thinking, and ensure different viewpoints on service provision were considered. Public consultation is also planned for Fall 2017, to hear directly from residents about this new, more flexible approach to providing transit service.
3.6 APPLICATION TO CHALLENGING URBAN AREAS As described above, challenging areas to serve within the urban municipalities include the following: — Areas outside the redesigned grid network by 2021 — Low-density areas that could not support regular bus service and new growth areas — Areas with a transit-prohibitive street network/community design or other barriers to fixed route access — Senior’s buildings or other transit-dependent facilities located outside major corridors
3.6.1 PRIORITIZATION OF AREAS
Because there are multiple areas in all three urban municipalities of the Region that are outside walking distance to transit, and limited resources to serve them all, staff has developed a ‘prioritization matrix’ to catalogue and prioritize areas for alternative service model implementation as part of the 2017-2021 Business Plan. Unserved areas that currently exist and areas that would lose service with the implementation of the draft 2021 Transit Network are considered in this prioritization exercise. These areas include established urban neighbourhoods that are beyond the walk distance standard due to realignment of routes, areas that never had GRT service, and new growth areas that are currently developing. Areas can be prioritized for service based on various service, density and demand criteria, including: residential and employment density, presence of a seniors’ facility, customer requests for service, and whether a future conventional route is planned in the draft 2021 Transit Network. Primary or ‘A’ priorities would become candidates for higher-order alternative service models, such as a community bus route. Secondary or ‘B’ priorities would become candidates for a more ‘on-demand’ alternative service model such as subsidized taxi or ridesharing, as discussed above. Areas that do not meet the prioritization criteria would not be considered for transit service, including alternative service models.
3.6.2 RECOMMENDED PILOT SERVICE AREAS The approved 2017 Regional Budget includes funding for an alternative service delivery pilot program. Staff have engaged a consultant to assist in the development of the pilot which (subject to Council approval) would be implemented in 2018. The following four priority areas (shown in Figure 3-13) will be evaluated to determine the feasibility of implementing an alternative service delivery pilot program.
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1 Northwest Waterloo (roughly bounded by Wideman Road, Laurelwood Drive, Fischer-Hallman Road, Keats Way, and Forested Hills/Westside Trails, centred on the Columbia Forest Long Term Care Facility) 2 Highland West (roughly bounded by Bankside Drive, Westforest Trail, Westheights Drive, and Eastforest Trail, centred on the Lanark Place/Lanark Heights Facility) 3 Central Hespeler (roughly bounded by Rife Avenue, Cooper Street, Gunn Avenue, and Franklin Boulevard, centered on Jacob Hespeler Lodge) 4 Trinity Village and Grand River Hospital Freeport Campus (near Fairview Park Mall in Kitchener)
Figure 3-13: Four Priority Areas for an Alternative Service Delivery Pilot Program in Early 2018 All of the proposed pilot areas have no fixed-route conventional service planned before 2021, a seniors' facility present, an indirect/circuitous street network that makes transit access challenging, and rank in the top 50% of areas by number of customer requests for new service. Additional locations may be included during the study process. Implementation will be subject to the funding amount approved in the 2017 budget and any additional implementation of alternative service delivery options would be subject to future budget approvals.
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3.7 APPLICATION TO TOWNSHIPS In addition to providing transit service to the urbanized portion of Waterloo Region, GRT also has jurisdiction to provide fixed-route service in the townships. The township areas are predominately rural, and have population and employment densities far below the levels to warrant fixed-route service. However, each of the townships contain one or more ‘settlement areas’—former villages and hamlets developed to serve farming communities in the 19th and early 20th centuries, located at rural crossroads, some of which have grown significantly with suburban-style development over the past sixty years. These locations have significant localized densities and in some cases contain nodes of employment, and a portion of their population is transit-dependent or exhibit high transit demand. Unfortunately, they are separated from the contiguous urban area of higher densities by a significant distance over which there is little or no development density. When the low density of this area to be traversed is averaged with the higher density of the proposed area to be served, the average density is usually well below the level that would be required operate transit service efficiently. The potential transit demand between these settlement areas and the urbanized area (and within the settlement areas themselves) does not always support a fixed-route GRT service. Alternative service delivery strategies can more efficiently serve settlement areas, providing a basic level of transportation connectivity to the rest of the region. In addition, social changes including the aging of the population, immigration and increasing economic polarization, means that transit demand in these areas is likely to increase in coming years. The alternative service models described in the section above will be considered for implementation in the townships in addition to the urban areas.
3.7.1 EXISTING SERVICES GRT currently operates two routes that serve portions of the townships: — Route 21 Elmira — Route 77 Wilmot These routes operate differently, as described below. Route 21 Elmira connects Elmira and St. Jacobs in Woolwich Township to the Conestoga Mall transit terminal in Waterloo using a conventional bus. At Conestoga Mall, it meets a number of other GRT routes: 6, 7, 9, 12, 14, 31, and the 200, 201 and 202 iXpress. The route also will meet ION LRT at its northern terminus when ION begins service in 2018. Route 21 provides regular local bus service operating at a half- hour headway during the peak period, and hourly during the midday period on weekdays. The service operates from around 6:00 AM to 7:00 PM. Saturday service is every 30 minutes during the morning and afternoon periods, and every 40 minutes during the midday period, operating from about 7:00 AM to 4:00 PM. There is no service
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on Sundays. On Thursdays during summer months when the St. Jacobs Market is open, the route operates from St. Jacobs to Conestoga Mall every 15 minutes during the midday. Route 77 Wilmot connects new Hamburg, Baden, and Petersburg in Wilmot Township to The Boardwalk transit terminal in Kitchener. At The Boardwalk, it meets a number of other GRT routes: 1, 4, 5, 13, 20, 29, and the 202 and 204 iXpress. The route runs a limited schedule during the peak period, operating three trips in each direction between 7:00 AM and 10:00 AM and four trips between 2:30 and 7:30 PM. Two of the key benefits from this service are allowing students from Waterloo Oxford District Secondary School to travel into Kitchener-Waterloo after school to access activities and part-time jobs, and providing access to and from the city for medical appointments for seniors in the New Hamburg-Baden area. Route 77 uses the ‘busPLUS’ service model (see Section 6.4, page 70) for providing trips to lower-density areas. The route also features some ‘community bus’ components, such as flex routing, which allows it to serve the lower-density areas of the route effectively. Flex routing is offered in designated areas off the main alignment, including the Boardwalk Medical Centre, Forrest and Hincks, Stonecroft, Nithview, Morningside and the Wilmot Recreation Complex. Flex routing allows the bus to travel off the main route to pick up passengers who call ahead to request service; these areas are shown in Figure 3-14 below. Riders can call the same day from 8:00 AM to 5:00 PM for flex routing requests. Flex route stops are clearly marked, indicating that they are serviced upon request only.
Figure 3-14: Map of Route 77 Wilmot with Flex Routing Areas
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Another element of the service is the use of smaller, accessible paratransit vehicles more appropriate for lower passenger loads. The vehicle type used by Route 77 is shown in Figure 3-15. These buses do not have bicycle racks and are not bicycle accessible. The vehicles will be replaced in 2017 with new low-floor models that also will be equipped with bike racks. Route 77 began operation on April 25, 2016 as a one-year Community Transportation Pilot Project, funded by a MTO grant, with non-financial participation of Township of Wilmot, Community Care Concepts, Wilmot Family Resource Centre and Kiwanis Transit. The service is operated by Voyageur Transportation under contract with the Regional Municipality of Waterloo. Regional Council approved the continuation of the route as part of regular GRT operations during the Figure 3-15: Vehicle used for Route 77 2017 Budget process. Additional MTO funding was Wilmot secured to allow a modest expansion of service in 2017-18. Based on preliminary analysis of the service, ridership is estimated at about 80 to 90 customers per day, or about 10 to 11 customers per hour. Along with monitoring the ridership levels, a survey of riders on the service was conducted on board the vehicle to help determine how effective the service is at meeting the needs of the township residents. Working with the collaborating agencies, residents that have not been served by the new service were also consulted to determine what changes would be effective. Staff continue to have discussions with Township staff and elected officials on potential service delivery options that would connect township communities into the conventional regional transit network. Potential implementation of additional future services to Townships is subject to Township and Regional approvals.
3.8 RECOMMENDED ALTERNATIVE SERVICE DELIVERY A. That an alternative service delivery pilot be implemented in 2018 to serve one or more identified seniors’ facility that is currently beyond the walk distance standard. B. That opportunities to retrofit sidewalks, pedestrian and roadway links that improve access to transit be evaluated, and funds be requested in future capital budgets. C. That staff continue to work with Regional and municipal planners to ensure future development is designed to be in close proximity, and oriented towards, existing and planned transit routes. D. That staff continue to have discussions with Township staff and elected officials on potential service delivery options that would connect Township communities into the conventional regional transit network.
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4 TRANSPORTATION DEMAND MANAGEMENT
To support continued growth in transit ridership and active transportation modes while reducing the share of auto and drive-alone trips, an expanded Transportation Demand Management (TDM) program will be required. TDM is best described as the use of behaviour change measures, such as policies, incentives, and supportive infrastructure, to encourage shifts away from driving alone. Provincial and Regional policies recognize the importance of TDM in developing and encouraging the use of a well-connected and sustainable transportation network. These policies have served to guide the development of the Region’s TDM Program. The Region of Waterloo has been a leader in TDM through the implementation of the TravelWise Transportation Management Association’s employee commuter program, in addition to collaborating with Area Municipalities, workplaces, and community partners on other TDM initiatives. An extensive and multi-faceted TDM Program will be required to achieve the 2031 Regional Transportation Master Plan targets for transit ridership and active transportation. In parallel to the development of the 2017-2021 GRT Business Plan, staff have prepared a new five-year plan for the TDM Program (Companion Document2). The new TDM Plan will be submitted for Council approval after the new GRT Business Plan is approved.
4.1 STRATEGIC DIRECTION The following Vision and Focus Areas were developed to reflect both established best practices, as well as the pre-existing TDM framework, and will provide guidance in the implementation and monitoring of the 2017-2021 TDM Program Plan.
2 Available on GRT.ca - Proposed Transportation Demand Management Program Plan: 2017- 2021 (Report TES-TRS-17-17 approved by Regional Planning and Works Committee, Aug 22, 2017)
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TDM PROGRAM VISION THE REGION OF WATERLOO TDM PROGRAM WILL WORK WITH EMPLOYERS, RESIDENTS, AND OTHER STAKEHOLDERS IN THE COMMUNITY TO REDUCE SINGLE OCCUPANCY VEHICLE USE AND MEET 2031 TRIP TARGETS FOR TRANSIT AND ACTIVE TRANSPORTATION MODES. FOCUS AREAS Land use and Transportation Education, Travel Behaviour transportation supply: promotion, and Incentives and integration: Improvements to outreach: Public Disincentives: Leverage the public transportation awareness of tools and Influence individual interactions and active resources that enable travel choices through between land transportation residents to make economic and use and infrastructure more sustainable behavioural signals. transportation resources and transportation choices. planning. services. The Focus Areas were drawn from the 2009 TravelWise Review and the 2010 Regional Transportation Master Plan, and help provide continuity within the program. These pillars shape how the more specific goals will be approached through the implementation of TDM measures. More specifically, the Land Use and Transportation Integration Focus Area recognizes the interplay between transit and land use planning, and how they are mutually supportive. For example, servicing high density mixed-use developments with high frequency transit can help promote greater density by providing a desirable amenity, and greater density in turn supports greater ridership. While Transportation Supply can be exemplified by network improvements, such as providing more frequent service and sidewalk retrofits. Education, Promotion, and Outreach is considered to be more public facing, and can include neighbourhood-specific marketing campaigns that provide residents with detailed travel information. Similarly, residents can be presented Travel Behaviour Incentives and Disincentives which promote desirable changes in travel behaviour. This can include the support of parking pricing strategies that discourage the use of SOVs along the ION and iXpress corridors through higher rates, or offering discounted transit passes to employers. As demonstrated by the TDM Program Strategic Direction, supporting transit ridership is a fundamental component of the Region’s evolving approach to TDM and integrated mobility. TDM projects and activities can be better leveraged to support the Region’s transit investments, such as the GRT network redesign and the launch of the ION. The Program Goals detailed below serve to outline and “bundle” the actions required to realize the TDM Program Vision.
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4.2 RECOMMENDED TDM PROGRAM INITIATIVES For each TDM Program Goal below, a key initiative that will directly support GRT ridership has been described. More detailed descriptions are provided in the 2017-2021 TDM Program Plan (Companion Document3).
4.2.1 EXPAND THE TRAVELWISE TRANSPORTATION MANAGEMENT ASSOCIATION
The TravelWise Transportation Management Association (TMA) is a public-private initiative where participating organizations pay a membership fee to the Region in exchange for access to TDM services and tools (e.g., GRT Corporate Transit Passes, carpool matching software, emergency ride home reimbursement). This workplace- based program currently represents approximately 20,000 employees in the Waterloo Region. Growth in the uptake of GRT’s Corporate Pass program through TravelWise demonstrates the TMA’s potential to support transit ridership goals, as well as increase awareness and use of ION LRT, the EasyGO electronic fare payment card, and employee exposure to other planned transit initiatives. Table 4-1: TravelWise Statistics
DESCRIPTION 2012 2013 2014 2015 2016
TravelWise Member Organizations 13 17 25 26 27 (Excluding Region of Waterloo)
Total Online GRT Corporate Pass 83 131 199 234 285 Sales from TravelWise Members $45,000 $75,000 $120,000 $152,000 $175,000 and Approximate Revenue (Total for 3, 6, 9, 12 Month Passes) The TDM Program will continue to explore opportunities to expand services for existing TravelWise TMA members that provide further incentives and travel options that encourage the use of alternatives to single occupancy vehicle (SOV) travel. The TravelWise TMA will focus membership outreach to organizations in proximity to transit. In anticipation of the launch of ION, TravelWise intends to focus its business development efforts by targeting businesses along the ION corridor in Cambridge, Kitchener, and Waterloo. This will help increase TMA membership, promote the ION/LRT, GRT and active transportation, and promote and distribute the EasyGO fare card.
3 Available on GRT.ca - Proposed Transportation Demand Management Program Plan: 2017- 2021 (Report TES-TRS-17-17 approved by Regional Planning and Works Committee, Aug 22, 2017)
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4.2.2 ENHANCE ROW’S INTERNAL TDM SUPPORT FOR REGIONAL EMPLOYEES Enhancing the Region’s TDM support for staff largely speaks to leveraging the Region’s TravelWise membership and leading by example. Currently, the TMA-wide services (e.g., carpool matching, GRT Corporate Transit Passes, and emergency ride home reimbursement) are available to Regional staff, in addition to Regional-specific services such as Community CarShare memberships and greater discounts on transit passes. Most recently, the Regional endorsement of the non-binding TMA-wide SOV trip reduction target of five per cent below 2015 levels by 2021 demonstrated the Region’s commitment to the TravelWise program and sustainable transportation. Although many of these services are now integrated into corporate policies and practices, the TDM Program staff must regularly promote these benefits to new and current employees to sustain awareness and increase participation in these programs (e.g., Employee newsletter and intranet “advertisements”, TravelWise service orientation lunch and learn events, new employee orientation, Bike Month booths, etc.).
4.2.3 DEVELOP RESIDENTIAL AND SCHOOL-BASED TDM PROGRAM(S) The expansion of the TDM Program into residential and school-based settings was recommended in the 2014-2016 GRT Communications and Marketing Plan to build upon the success of the workplace-based TravelWise TMA and the findings from TDM Program’s previous neighbourhood-based Segmented Individualized Marketing Campaigns, which showed some measured reduction in SOV use. Similar community initiatives have been implemented by a number of TMAs, including Montreal’s Voyagez Futé4 and Boston’s A Better City,5 and are being explored by Vancouver’s TransLink’s TravelSmart program. The TDM Program will explore the feasibility of expanding TravelWise TMA services for residential neighbourhoods and school-based audiences (TravelWise@Home, TravelWise@School). The TravelWise@Home pilot could support transit ridership efforts by expanding TravelWise TMA services to select high-density residential developments near ION stations or iXpress stops. Enabling residential sites to access TravelWise’s suite of TDM services would also help new developments meet TDM- related site requirements outlined in their applications. TravelWise@School could offer standard TravelWise TMA services to staff at schools committed to sustainable school travel planning (e.g., GRT Corporate Transit Passes, trip planning, trip logging, promotions, emergency ride home reimbursement), and select services for students (e.g., promotions). This also presents opportunities to target messaging and promotions to parents of students through school-based communications and access to
4 Voyagez Futé (2016). Products and Services. Retrieved from: http://www.voyagezfute.ca/ 5 A Better City Transportation Management Association. (2016). Mission and Goals. Retrieved from: http://www.abctma.com/commuters/commuter-benefits-programs/express-yourself
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TravelWise’s online services. Additionally, both TravelWise@Home and TravelWise@School can be used to distribute the EasyGO fare card.
4.2.4 INVEST IN STRATEGIC COMMUNITY OUTREACH Mode-specific messaging that informs and educates residents is critical to fostering travel behaviour change and increasing transit ridership. Distinct promotions and messaging for particular modes has allowed for better stakeholder involvement and a more receptive audience. Similarly, scoping these initiatives in collaboration with the municipalities has led to a more coordinated approach with less duplication of resources and promotions, and ultimately less “noise” for the same or similar audience. The TDM Program will continue to work in collaboration with GRT’s Communication and Marketing team to identify and promote GRT’s services to prospective transit riders. In anticipation of public interest in the ION launch, there will be many opportunities to encourage mode shifts through targeted and mode-specific communication. To enhance the integration of active transportation and transit, the TDM Program will target neighbourhoods within walking and cycling distance of major transit stops and stations in the ION and iXpress corridors. Outreach and messaging will be tailored to each neighbourhood (e.g., estimated time to stop/station, cycling infrastructure, paths, etc.). This outreach can occur in tandem with workplace-based initiatives through the TravelWise TMA and/or piloted with a high-density residential development participating in the TravelWise@Home pilot.
4.2.5 SUPPORT THE DELIVERY OF TRANSPORT NETWORK IMPROVEMENTS
By undertaking projects and activities that promote behaviour change related to transportation network improvements, TDM can leverage the Region’s transit investments in the GRT network redesign and ION rapid transit. One of the key proposed initiatives of the TDM Program is to work with Community Access Bikeshare (CAB), the local bikeshare provider, and the Area Municipalities to support the integration of bikeshare and transit. Historically, the Region’s role has been to allow the local bikesharing service to grow organically, with minimal intervention. However, current partners (i.e., CAB and Area Municipalities) have recognized that the current bikeshare model has limited capacity for expansion and recent advances in technology could greatly enhance the value of bikeshare in supporting transit. With the launch of ION in 2018, there is interest among Area Municipalities and CAB to serve the ION and iXpress networks to help resolve issues related to the “last mile” of travel. Greater Regional involvement in the development of the local bikeshare network could complement the goals of the transit network redesign by improving access to transit.
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4.2.6 ENHANCE INTEGRATION OF TDM PRINCIPLES IN DEVELOPMENT APPROVAL PROCESS
The development approval process provides the opportunity to influence subdivision and site design to ensure new developments are transit-supportive and pedestrian and bike friendly. As a result of Transportation Impact Study Guidelines and municipal Station Area Plans, the TDM Program is increasingly being consulted in the provision of TDM- and transit-supportive services and features for residential and mixed-use developments as a result of the Council-approved Transportation Demand Management Checklist for proposed new developments. Recent applicant and departmental inquiries have illustrated that there is a need to clarify the roles and expectations of the applicant in implementing TDM- and transit- supportive measures outlined in the TDM Checklist. A key project will be to create a Regional and municipal guidance documents for developers to help ensure they are committed to implementing appropriate TDM- and transit-supportive measures at their site. The TDM Program will continue to collaborate with municipal partners on integrating the approval process.
4.2.7 ENHANCE PROGRAM INTEGRATION AND COORDINATION Assembling support for TDM measures amongst various stakeholders and integrating TDM-supportive policies into additional professional portfolios has been critical in establish multi-modal solutions throughout the region, and has often been made possible by spearheading partnerships and collaborative opportunities. In recognition of the multi-tier and multi-disciplinary nature of TDM, staff will continue to partner with Area Municipalities and other sustainable transportation stakeholders to coordinate, plan, and promote local TDM initiatives. It will also continue to align TDM programs and services with existing policies. TDM staff can further collaborate with other Regional departments and Area Municipalities in their station area planning processes (including transit, active transportation, and parking) currently underway. In anticipation of the launch of ION and the transit network redesign, there is an opportunity to support the inclusion of TDM principles into these plans to encourage modal shift. Current and anticipated funding through the Public Transit Infrastructure Fund for transit-supportive active transportation improvements has demonstrated the value of TDM Program participation in these planning processes. Additionally, TDM can collaborate with workplaces in station areas to ensure their parking policies and practices (e.g., cost of employee parking) promote the use of transit and active modes, and disincentivize SOV travel.
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4.2.8 DEVELOP COMPREHENSIVE PERFORMANCE MONITORING FOR TDM PROGRAM
Collecting data on program activities and related TDM services provides the TDM Program with an invaluable tool for transit and TDM-supportive planning. There are external TDM services and tools, such as carshare, bikeshare, and rideshare, that are available to the community that do not fall under the purview of the Region’s TDM Program, but make for a TDM-supportive community nonetheless. The growth of these services demonstrates the demand for services that improve travel choice and integrated mobility. When combined with data on transit ridership, these data streams can provide a better understanding of the travel market and enable planning that is supportive of integrated mobility. Additionally, the EasyGO fare card payment system will provide valuable insights on how and where fare cards are used throughout the transit system and could inform Strategic Community Outreach initiatives described above. Similarly, aggregate customer information may help identify prospective transit riders and shape TDM programming (e.g., potential site(s) for TravelWise@Home pilot).
4.3 TDM PLAN RECOMMENDATION A. That the TDM Program support GRT’s ridership growth strategy through the proposed projects and initiatives in the 2017-2021 TDM Plan.
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5 TRANSIT PRIORITY MEASURES
Transit Priority Measures (TPM) includes any physical, operational, regulatory or technological improvement that has the effect of prioritizing transit movements (either bus or rail) over general traffic movements. TPM are important because they give transit movements a relative advantage to other traffic operating in the same corridor or roadway right of way, allowing the transit vehicle to operate at a slightly higher speed and more importantly with greater reliability. These speed and reliability advantages translate into better service for transit users, and make transit more attractive to travelers, increasing transit ridership. The larger capacity of transit buses and trains means transit priority measures move more people efficiently thereby improving the overall transportation system throughput. TPM are supported by the Regional Transportation Master Plan and Regional Official Plan reflecting commitment to achieving a healthy balance among automotive, public transit and active transportation modes. TPM fall into three broad categories: 1 Physical: changes to the physical structure of the roadway cross section or intersection to facilitate transit movements, usually by constructing a new roadway or erecting physical barriers separating facilities for transit use from those used by other traffic. 2 Operational or Regulatory: changes to the way an existing roadway cross section is used to facilitate transit movements, usually by restricting one or more roadway lanes to exclusive bus use during some period of times or at all times. 3 Technological: Changes to traffic signal systems or interaction of transit vehicles with technological systems to facilitate transit movements, usually by placing transponders on buses to allow them to communicate their presence as they approach a traffic signal, or by connecting buses to an integrated traffic control system. Table 5-1 shows the major categories of transit priority measurements including their level of impact. In practice, there is considerable overlap among these three categories. Most often, improvements in two or all three of these categories work together to help buses or rail vehicles avoid auto traffic delays and operate faster and more reliably within a transit corridor. The level of impact of a proposed improvement indicates both the level of potential travel time and reliability improvement for transit vehicles, but also the potential level of impact on non-transit traffic movements. The potential impact of a selected TPM should be assessed on how it affects other road users, adjacent properties, capital and maintenance costs, and enforcement requirements.
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Table 5-1: Transit Priority Measurements by Category, and Listed by Level of Impact
IMPACT PHYSICAL OPERATIONAL/ REGULATORY TECHNOLOGICAL Transit signal priority (TSP) Low •
Stop consolidation • •
Striped queue jump facility at • intersections
Off-board fare vending or fare • • collection
Purpose-built queue jump facility at • intersections
Part-time (peak hour, peak direction) • • • dedicated bus lane
Full-time dedicated bus lane (curb • lane)
Full-time dedicated bus lane (centre • or median lane)
Exclusive (barrier-separated) bus lane with at-grade intersections •
Exclusive (barrier-separated) bus lane with grade separation • High
Each of these transit priority measurements, together with its strengths, weaknesses, relative benefits and costs, is described in Appendix A (Page 162).
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5.1 EXISTING TRANSIT PRIORITY MEASURES Transit priority measures are currently used in some locations in Waterloo Region. Figure 5-1 indicates the locations and corridors where transit signal priority, bus-only turn lanes or queue jump lanes exist. With the implementation of the first 200 iXpress, transit signal priority was installed in 2007 along the University Avenue and Hespeler Road corridors. In 2015, the 200 iXpress was enhanced with large modern-style BRT stations and four queue-jump lanes were implemented along Hespeler Road.
Figure 5-1: Existing Transit Priority Measures Given the size of the GRT network, the number of transit priority measures implemented is limited, suggesting there is considerable opportunity to increase their application to improve transit travel times and service reliability. The GRT fleet is equipped with an automated vehicle location (AVL) system which comprehensively and accurately identifies the location and extent of traffic delays experienced by buses. Based on the delay information collected by the AVL system, the key locations where buses experience the most traffic delay are identified in Figure 5-2. It is evident, that there are numerous locations where the potential application of transit priority measures should be evaluated.
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Figure 5-2: Intersections with Highest Delay
5.2 APPLICATION OF TRANSIT PRIORITY MEASURES Transit priority measures are most effective when several can be applied in combination, along high-frequency, high-demand corridors like iXpress and ION BRT corridors. In these corridors, transit priority measures can achieve synergies that produce travel time; comfort and reliability benefits that are greater than the sum of each improvement applied individually, and do so in corridors where they benefit the greatest number of transit users. Transit priority measures can also be applied at specific intersections or when accessing or egressing transit passenger facilities. The Region’s transportation capital program provides the opportunity to evaluate and implement transit priority measures. Today, concrete pads at bus stops for convenient passenger boarding and alighting and for the installation of bus stops are typically included in a road reconstruction or road expansion project where a road has an existing or planned bus route. Other pedestrian improvements such as sidewalks, multi- use trails, bike lanes and walkways that improve pedestrian and cycling access to bus stops are also typically part of the road reconstruction project. It would be logical and more cost-effective to include transit priority measures, such as queue-jump lanes, as part of an intersection improvement, road reconstruction or expansion project. The planning, design and implementation of transit priority measures usually involves staff from the Transportation, Design and Construction and Transit Services Divisions.
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To date, transit priority measures have been implemented through specific transit projects such as the initial iXpress, aBRT and Highland Hills Mall transit terminal. It is proposed that a formal inter-divisional working group be established that would regularly identify locations where transit delays are evident, evaluate the range of feasible transit priority measures, undertake a preliminary design, budget and program the transit priority measure in the Transportation Capital Program. Implementation of the approved transit priority measure would be either through the road project, intersection improvement or standalone initiative such as a bus lane or traffic signal change. The inter-divisional working group would also monitor the effectiveness of the transit priority measure after its implementation.
5.3 RECOMMENDATIONS FOR TRANSIT PRIORITY MEASURES A. Transit Services staff produce an annual priority list that identifies the locations where transit vehicles experience the greatest traffic delays B. An inter-divisional working group be established to review and evaluate the delay priority list, design, budget and program the appropriate transit priority measure in the Transportation Capital Program
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6 SERVICE PERFORMANCE MANAGEMENT PLAN
On an average weekday, GRT deploys almost 200 buses a day to deliver over 3,600 bus trips that carry 65,000 riders. Transit service performance management encompasses all the business units of a transit system including marketing and communications, finance and administration, transit development and transit operations. The current performance management system provides a solid foundation to develop a more robust and comprehensive service performance management system. The goal is for each business unit to have available the necessary data and analysis tools to more effectively manage the system. A framework for a comprehensive Service Performance Management Plan is described in the following section. It is acknowledged that managing service performance will continually evolve as new automated tools and new key performance indicators are developed. A comprehensive service performance management system will regularly monitor utilization of GRT resources, funding, capital plant and equipment, and staff, and reallocate such resources to improve productivity and effectiveness.
6.1 SERVICE PERFORMANCE MANAGEMENT SYSTEM The performance management system allows GRT to: — Use the available data and analysis tools to more effectively respond to service delivery, operational and customer service issues — Maximize the productivity of deployed resources — Analyze the right data at the appropriate times (daily, weekly, monthly, quarterly, annually) — Keep management and the public informed about the agency’s progress and issues Each business unit will need processes to collect this data on a weekly, monthly, quarterly and annual basis. On a daily basis, the monitoring system should automatically flag when buses are overcrowded and when buses are running extremely late or early. GRT uses various means and data sources to monitor system performance. Some of this data, such as ridership data generated by the automatic passenger counter (APC) system and on-time performance data generated by the automatic vehicle location (AVL) system, is available at the route and stop level and can be disaggregated by day of the week and hourly. Other types of data analysis are more appropriate on a less frequent basis. For example: measuring the financial performance trends of each route using the cost-recovery ratio is typically done on a monthly basis and for the system overall on an annual basis when comparing to other benchmark transit systems or for financial planning.
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The current reporting of performance management information typically occurs daily, monthly, by service period or annually as described below. Table 6-2 (page 74) lists all the measures by each of the reporting periods.
6.1.1 DAILY AVL and APC monitoring of ridership and on-time performance data are possible at the route level on a daily or hourly basis. Daily and weekly spot checking of this data for anomalies (differences of more than 15% from the monthly median) is desirable to identify potential serious problems and trends that could be ameliorated through short- term actions. Such data can be used in the day-to-day management of operations. The sooner critical customer service issues such as overcrowding, missed service or extremely late buses can be identified the sooner GRT can respond with solutions.
6.1.2 MONTHLY
Certain performance data is included in monthly reports and for comparing year-on-year performance of key performance indicators (KPI’s). Monitoring the monthly data on a regular basis provides the ability to spot trends over time and can be used to make regular adjustments to the transit system.
6.1.3 SERVICE PERIOD (QUARTERLY) GRT has five annual service periods (Fall, Christmas, Winter, Spring, and Summer), with varying service levels to reflect seasonal ridership demand fluctuation. Year to year comparison for the same time period is the most direct comparison since it takes into account a similar network, volume of service, school and university attendance, operational conditions, weather and other time-period based conditions. This information can be used by planners and schedulers when making changes to the system during the same service period the following year.
6.1.4 ANNUALLY
Some system-wide measures, particularly those related to finances and cost recovery, are best analyzed on an annual basis. Annual reviews aggregate data to eliminate or downplay the effects of periodic or short-term disturbances, and such data is best used in annual planning and budgeting exercises.
6.2 DIRECTOR’S REPORT TO COUNCIL While numerous measures should be collected to assist staff with managing the transit system, in order to keep Councillors and senior Regional staff informed of the performance of the transit system, a select number of measures should be included in a Director’s report to Council. This report would be most effective if completed and
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presented to Council on an annual basis. The following measures should be included in such a report: Table 6-1: Measures in Director's Report to Council DEPARTMENT KPI
Marketing and Communications Customer complaints/compliments (any source) total and per 100,000 trips Number of unresolved customer issues received Total GRT calls received at the Call Centre
Security Fare evasion rate (fixed route, ION LRT)
Transit Operations Schedule adherence/On-Time Performance (peak periods, all periods) Preventable collisions per 100,000 km Non-preventable collisions per 100,000 km Lost time injuries Number of in-service breakdowns/100,000 kms of revenue service (fixed route, MobilityPLUS, LRT) Operating budget/actual expenditures (GRT, fixed route, MobilityPLUS, ION LRT) Actual taxi rides/planned taxi rides
Transit Development Boardings/ridership (fixed route, MobilityPLUS, MobilityPLUS customers on low floor, ION LRT) Passenger comfort (load profile)
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6.3 DASHBOARDS OF SIGNIFICANT MEASURES The use of graphs and tables to display analysis of data makes it easier to visualize trends and issues. Examples of dashboard reports are shown in Figure 6-1 below. GRT is pursuing the development of a dashboard system. One of the challenges is to transform the large volumes of data generated daily by the automatic vehicle location system, automatic passenger counters and, in the near future, the EasyGO smart card system into meaningful information that can be dispalyed in a dashboard system. GRT continues to pursue the development of automated tools that facilitate the necessary analysis of performance and trends in relation to key performance indicators and targets for each business unit and system wide. It is also proposed to develop organizational capacity within GRT that would be dedicated to the continued development of the comprehensive performance management system.
Figure 6-1: Performance Dashboard Example
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6.4 SERVICE STANDARDS GRT currently uses service standards to monitor and evaluate system and route performance. On a monthly basis, service utilization by route is measured using boarding passengers per hour. Financial performance is measured using the cost- recovery ratio. The 2016 route performance summary is detailed in Appendix B (page 179). Routes are classified in three categories. Base routes, are typically full-service, higher frequency routes, which carry more riders and travel along major corridors. Local routes typically provide more limited, less frequent service, carry fewer riders, and operate in neighbourhoods or industrial parks. BusPlus routes serve low demand areas using a smaller vehicle (19 passenger capacity) and are operated by a contractor to GRT. As illustrated, there is a wide range of route performance among the three route classifications. This is typical of a transit network. Similar to a river with many tributaries, higher ridership routes are fed by lower ridership routes. Lower ridership routes typically serve lower density neighbourhoods, newer subdivisions, industrial park or rural areas. In addition to the land use it serves, route performance is dependent on route design. Circuitous paths that lengthen travel times, routes in close proximity to one another that compete for limited ridership, and routes that are difficult to understand because of multiple branches or change of paths by time of day, all contribute to lower performance. Since 2010, when LRT was approved by Regional Council, GRT has been implementing a comprehensively redesigned transit network that is based on a series of limited-stop high frequency routes branded ‘iXpress’. Real-time information displays and shelters are provided at each stop where space is available. The iXpress network is designed to serve major travel corridors and to integrate with LRT. It serves as the foundation for a more grid-like network and associated local routes are redesigned to be more direct. The implementation of the iXpress network and LRT, require a reclassification of GRT routes. Staff will be evaluating a new route classification system based on a high frequency network which would include the iXpress routes and other full service high frequency routes. The remaining local routes could be categorized in terms of their function such as “industrial routes” or “neighbourhood routes” Minimum performance standards would be updated to reflect the new route classifications. During the review of system and route performance, there are three service standards that warranted closer review: — Service Coverage — Schedule Adherence — Passenger Loading
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6.4.1 SERVICE COVERAGE Historically, the Region has endeavoured to provide fixed-route transit service within 450 metres to 95% of residents and jobs in the urban municipalities. The current network provides service coverage for 87.5% of residents in the urban area. There are several reasons why achieving 95% service coverage with fixed-routes is challenging and not necessarily desirable. These include indirect, circuitous route patterns and less efficient, lower performing service. Walk distance is calculated using an analysis tool in ArcGIS based on a pre-made pedestrian network dataset that the Region has created. The dataset is made up of roads and trails that are accessible by pedestrians (i.e. Highways are excluded). The tool draws a 450m line along roads starting from a bus stop. This process is repeated for all bus stops. This will ultimately create a set of lines representing all roads and trails that are within 450m of a bus stop. Properties with access to these lines are then selected to create a set of properties that are within 450m of a bus stop. This selection of properties is considered to be the service area within 450m of a bus stop. Taking the above coverage information into account, it is proposed to modify the commitment to this standard and use it as a planning guide. Greater effort would be provided to attain the 450 metres walk distance standard in urbanized areas with a transit-supportive population and employment density. It is acknowledged that 95% service coverage would not be desirable if a bus route would have to deviate from the main path of travel and therefore negatively affect the majority of through-riders. The proposed modified service coverage standard does not preclude GRT from serving areas of lower population/employment density; however, it focuses direct fixed-route services in areas with densities that can generate sufficient ridership to support them. Areas with large numbers of people living and/or working within a short walk of transit tend to generate higher number of transit users than areas with lower densities. This is not only because there are more potential users, but also because higher population densities tend to reflect an urban form that is more favorable to transit (a complete and connective network of sidewalks and pedestrian passages, for example). The areas of higher population and employment density in the Region as illustrated below will be served by ION LRT, ION BRT or the iXpress network.
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Figure 6-2: Regions 2016 Population and Employment Density
6.4.2 SCHEDULE ADHERENCE Schedule adherence has long been a standard measure of transit performance. Service reliability is found to be one of the key factors in transit customers’ satisfaction with service. If the route is not reliable, people will be dissatisfied and less likely to use transit. GRT’s goal is to improve schedule reliability and travel times to ensure customer satisfaction and ridership retention. At GRT, on-time means that a bus has departed from a timepoint at the scheduled time or no less than 3 minutes late. Any bus departing more than 3 minutes after the scheduled time is considered late while anything departing any time before the scheduled time is considered early. To assist the drivers, on board the bus a display shows them how many minutes they are behind or early to the scheduled time. To measure schedule adherence in the past, this information had to be obtained via manual random samples with surveyors on board buses. As a result, most bus routes were sampled only once or twice every year. Current technology on all the buses allows the measurement of schedule adherence for every trip. Factors affecting schedule adherence include changes in ridership, traffic and road conditions, detours and weather. One current example is the decrease in adherence in 2015 and 2016 – a direct result of the significant number of road closures and detours. Due to these factors, schedule adherence went down from 78.8% on-time service in 2014 to 76.9% in 2015 to
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75.2% in 2016. With road closures and detours ending, the adherence is anticipated to start increasing again. GRT will continue to monitor schedule adherence on a regular basis, publishing statistics each month while watching trends on a more frequent basis. Whenever problem areas are observed, steps will be taken to correct issues that lead to adherence problems. This could include schedule adjustments as well as implementing transit priority measures (see Section 5 Transit Priority Measures).
6.4.3 PASSENGER CROWDING The number of passengers on a bus affects passenger comfort. If buses are consistently over-crowded this negatively impacts the comfort and safety of passengers which affects their satisfaction with the service and thus their willingness to use transit. If a particular trip or route is consistently over-crowded then there is no capacity to increase ridership on the service. To set reasonable comfort levels and provide room for expansion, the average peak load should be 125% of a seated load. With each bus typically having 36 seats, a bus load of 45 passengers on average will be flagged for review. Today, a 150% of seated capacity is used as the peak loading standard. This standard provides less passenger comfort and minimal capacity to accommodate increased ridership. The 100% seating capacity standard for off-peak periods will continue to be used.
6.5 RECOMMENDATIONS FOR SERVICE MANAGEMENT A. Implement a comprehensive performance management system based on key performance indicators for each business unit B. Continue the development of automated tools that facilitate analysis of key performance indicators and display results in a dashboard system. C. Expand the number of key performance indicators that are made available on the GRT website including overcrowded routes and percent of scheduled service that is delivered D. Develop organizational capacity within GRT that would be dedicated to the continued development of the comprehensive performance management system.
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Table 6-2: GRT Key Performance Indicators BUSINESS UNIT DAILY MONTHLY QUARTERLY (SERVICE PERIOD) ANNUAL
Customer – Customer complaints/compliments (any Service source) total and per 100,000 trips * – Number of unresolved customer issues received * – Total GRT calls received at the Call Centre * – Average wait time for Call Centre * – Average wait time for CST & AST * – Answer delay for MobilityPLUS <5 minutes * – Number of calls abandoned after 60 seconds * – EasyGO trip information provided (IVR, SMS text messages, trip plans) *
Marketing – Total GRT calls received at the Call – Social network reach (number of – Social network reach (number of – Awareness of service through marketing Centre followers/fans by social network) followers/fans by social network) activities (survey measures) – Customer complaints – Social network interactions (retweets, – Social network interactions (retweets, – New rider conversion through marketing likes) likes) tactics (survey measures) – Post by theme (company news, thoughts, – Posts by theme (company news, – Brand sentiment through earned and social service changes, service alerts, etc.) thoughts, service changes, service alerts, media efforts (survey measures) – Website hits and clicks (unique visitors) etc.) – Audience satisfaction through surveys (survey – Website hits and clicks (unique visitors) measures) – Existing rider value through loyalty and referral marketing (survey measures)
Finance and – Daily Cash position – Operating budget/actual expenditures – Capital budget/actual expenditures (GRT, – Fuel prices (budget/Southern Ontario Administration – Fare revenue (more than +/- 5% (GRT, fixed route, MobilityPLUS, ION fixed route, MobilityPLUS, ION LRT) average) * variance) LRT) * – Contractors costs budget vs. actual – Fuel purchased budget vs. actual *
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Transit Services – Schedule adherence (ten latest and ten – Schedule adherence (peak periods, all – Overtime ratio (total overtime/total payroll – Annual total fuel consumption vs. budget * - Transit earliest routes by time period) periods) excluding benefits) – Annual hours and km of service vs. budget * Operations – – Preventable collisions Preventable collisions per 100,000km * – Average cost per claim – – Non-preventable collisions Non-preventable collisions per 100,000km – Total value of claims – In-service breakdowns * – – Missed trips, pullouts Lost time injuries – – Passenger comfort (ten most crowded Missed trips due to unavailability of routes) operators – – Boardings by route (more than +/- 5% Fixed-Route Transit - Passbys variance) – ION LRT - Revenue hours for bus bridging service – ION LRT - Other reporting required by the ION project agreement
Transit Services – Fare evasion rate (fixed route, ION LRT) – Bans issued - Security – Fares inspected (fixed route, ION LRT) – Fare evasions detected (fixed route, ION LRT) – Police requests to attend an incident *
Transit Services – Number of in-service breakdowns per – Missed trips due to equipment breakdown – Actual PMs vs. planned PMs (fixed route, - Transit 100,000km of revenue service (fixed (fixed route, MobilityPLUS, ION LRT) MobilityPLUS, ION LRT) * Maintenance route, MobilityPLUS, ION LRT) * – Missed pull-outs (fixed route, – MTO safety inspections * – Vehicles cleaned/planned * MobilityPLUS, ION LRT) – Mean distance between failure (fixed route, MobilityPLUS, ION LRT) – Number of change-offs per 100,000km
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Transit – Boardings/ridership (fixed route, – Trips per hour (fixed route, MobilityPLUS, – Percent of bus routes achieving service Development MobilityPLUS, MobilityPLUS customers ION LRT) frequency standard on low-floor, ION LRT) (totals plus by – Cost per revenue hour (fixed route, – Percent of bus routes achieving service span timeperiod & day type) (more than +/- 5% MobilityPLUS, ION LRT) standard * variance from previous month) * – Cost per trip (fixed route, MobilityPLUS, – Percent of areas with target density receiving – Boardings per hour * ION LRT) bus service * – Ten most crowded routes – Net cost per trip (MobilityPLUS dedicated – Percent of qualified stops with shelters and – Passenger comfort (load profile) van, MobilityPLUS taxi, taxi scrip) benches – Passenger Revenue by Route * – Fare revenue per trip (fixed route, – Percent of stops with pads * – R/C ratio * MobilityPLUS, ION LRT) – – Ten latest/earliest routes R/C ratio (system, fixed route, by route- annual, MobilityPLUS, ION LRT) * KPI’s currently used
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7 ION LIGHT RAIL INTEGRATION
The implementation of ION LRT, planned for Spring 2018, is an opportunity to make transit the backbone of the region’s transportation system. ION LRT will provide the Central Transit Corridor (CTC), the region’s primary transit corridor, with a higher capacity service along a dedicated at-grade right of way, offering a more comfortable ride, enhanced amenities at stations, and shorter travel times between key destinations in Kitchener and Waterloo. The successful launch of ION service depends on a seamless customer experience during the transition from the existing all-bus system to the future bus-and-rail system. Many of these tasks will require coordination with Grandlinq, the private consortium that will operate the LRT system. Delivering this seamless transition will require GRT and the Region to complete numerous tasks in a broad range of areas of activity in the months leading up to and during the grand opening of ION and on an ongoing basis afterwards: — confirm that the LRT system is being delivered and operated as specified — implement annual bus route realignments and service level improvements to complement the LRT system — construct new and upgrade existing passenger facilities and bus stops to facilitate convenient passenger transfers between bus and rail — implement the EasyGO electronic fare management system to facilitate convenient payment and transfers between bus and rail, and to support the proof of payment system for LRT — ensure that the general public and particularly existing customers, are aware of, and can take full advantage of, the changes to the system — collaborate with municipal and Regional staff to provide transit-oriented land use and good quality pedestrian connections to ION stations and other transit facilities — monitor the ongoing performance of the ION system The impact and integration of ION on GRT’s operations has been an overarching focus in this Business Plan. This section explores some of the steps that GRT is taking to ensure that: — ION is integrated with GRT bus operations and other aspects of the transportation system; — that land use and pedestrian connectivity is successfully connecting ION to both GRT services and surrounding development; — that the Region is fulfilling its other responsibilities relative to the management and operation of the ION system; and, — seamless integration of ION and GRT services through the implementation period and on an ongoing basis.
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The tasks required to successfully integrate ION with GRT will involve the efforts of many stakeholders including GRT and other Regional staff, Grandlinq, local municipalities, sponsors, community leaders and volunteers. Two working groups (Operations and Infrastructure Integration) have been formed to work through all of the tasks. These tasks are outlined in Appendix C (page 183). These tasks will continue to be refined as work progresses and is completed. The impact of the ION launch and corresponding GRT changes will be of greater significance and magnitude than that of any prior change to the GRT system.
7.1 SEAMLESS CUSTOMER EXPERIENCE
7.1.1 GRT NETWORK REDESIGN
In anticipation of LRT, the bus network is being comprehensively redesigned as a modified grid-network, based on a series of iXpress lines and associated local routes that connect to ION. Some of the iXpress lines have already been implemented (201 Fischer-Hallman, 202 University Avenue, 203 Maple Grove, 204 Highland/Victoria) and the remainder will be implemented during the next few years (205 Ottawa, 206 Coronation). ION LRT will replace the 200 iXpress between Fairview Park Mall and Conestoga Mall and the Route 7D and 7E branches to the University of Waterloo. The buses and service hours associated with the elimination of 200, 7D and 7E will be redeployed to enable the restructuring of other routes that serve the central transit corridor so that they are connected to LRT stations. The proposed changes to the GRT bus network are described in detail in the Service Improvement Plan and Ridership Growth Strategy section of this plan. The service improvement plan highlights changes to be implemented in 2017 through 2021, to develop an integrated transit network anchored on ION LRT. Proposed annual service changes and improvements will be refined annually based on ridership and other route and system performance results.
7.1.2 STATION INTEGRATION PROFILES A primary objective of Waterloo Region’s and area municipal traffic, active transportation, roadway construction and land use planning functions in the coming years will be to gradually improve transit and pedestrian connectivity to the ION stations and to promote the development and growth of station areas. To support these efforts, GRT has created “Station Profiles” (Companion Document6) to document existing and planned bus connections, active transportation opportunities and surrounding development and land use patterns at each of the 19 ION LRT stations. The profiles include an inventory of existing conditions and of planned future improvements, as well
6 Available on GRT.ca - Grand River Transit Business Plan: Station Profiles
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as recommended improvements to pedestrian and land use features in the station areas. The profiles, a sample of which is included below (page 80 to 84), are available in a separate document by request. The profiles are divided into four sections: — Transit Connections (page 80), which inventories the alignments, stop locations and service characteristics of the current and proposed bus routes and stop locations adjacent to the station and within 500 metres of the stations. — Passenger Environment (page 82), which inventories the amenities provided at the ION LRT station and adjacent bus stops. — Active Transportation (page 83), which inventories and evaluates the active transportation (pedestrian and bicycle) network within a 500 and 1,000 metre buffer around the stations and offers recommendations on how it might be improved. — Station Area Characteristics (page 84), which inventories the land use and development and the destinations located within a 500 and 1,000 metre buffer around the station, and proposes changes to improve the transit-supportive character of the station areas. Given the importance of the ION LRT system to Waterloo Region’s transit system and overall transportation network, it is vital that its stations are well-integrated into the pedestrian network and surrounding development. Bus-rail connections at ION stations must provide a seamless and convenient transfer experience, with short walk distances separating LRT platforms and bus stops, high quality way-finding and attractive, comfortable facilities for those transferring between bus and rail services. The active transportation network in the station area should provide optimal convenience for transit customers. Walk distances to adjacent development should be short based on a fully- developed sidewalk network and direct pedestrian paths. The pedestrian network should be safe, well-lit and supplemented with a way-finding system. Crosswalks should be well-marked, and obstacles that would separate development from the transit stations should be minimized or eliminated. Finally, the surrounding development itself should be oriented to the station and have a sufficient density and mix of uses to complement a high capacity transit facility. An example of the profile for the Mill Street Station, shown on the next four pages, shows the information included in the profile. Station profiles will be an important reference tool for regional and area municipal staff, developers, business owners, institutions and general public. The document is also intended to encourage and guide improvements and integration of the roadway, transit and active transportation networks, and development of adjacent properties and the areas within walking distance of the ION stations, all with the overall objective of developing the most transit supportive environment possible. The station profiles will support City of Kitchener and City of Waterloo station area planning efforts.
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7.1.2.1. TRANSIT CONNECTIONS
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The transit connections sections shows the alignments and stops of bus routes that serve the ION station area. The service span and the frequency of service by time of day and day of week is also provided. Information for existing and planned services is provided for comparison.
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7.1.2.2. PASSENGER ENVIRONMENT
The passenger environment section provides a description of the ION station and adjacent bus passenger accommodations as well as a diagram of the station and its passenger amenities in plan and profile view. The document also provides recommendations for improvements to improve the rail-bus interface and passenger amenities in and around the ION Station.
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7.1.2.3. ACTIVE TRANSPORTATION
The active transportation section provides a map and description of the active transportation network within 500 and 1,000 metres of the station, and provides recommendations for improvements to the active transportation network to better connect the station to the surrounding development.
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7.1.2.4. STATION AREA CHARACTERISTICS
The station area characteristics section of the profile document provides information on the population and employment characteristics, land use, roadway and development density of the area and provides a map showing the land use of the area within 500 and 1,000 metres of the station as indicated in the Waterloo Region plan. The section also provides recommendations on how land use might be modified to better support the ION station.
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7.1.3 NEW BUS STOPS AND PASSENGER FACILITIES Many of the ION station areas will see the construction of new bus stops, shelters and even passenger transfer facilities. These improvements will support new bus route patterns which will allow convenient connections to ION LRT. Grandlinq has reconstructed or added approximately 65 bus stops, will reinstate approximately 20 bus shelters displaced by construction, and add approximately 30 new bus shelters. These new shelters will feature an architectural style that mimics the ION LRT platforms in order to emphasize those bus stops are served by routes that connect to ION and are part of an integrated ‘station’ area. The companion document ‘station profiles’7 describes new bus transfer facilities being constructed at the University of Waterloo and Fairway ION LRT stations. Real time passenger information displays will be located at all LRT stations and adjacent bus stops informing waiting passengers of next vehicle arrival times. Integrated wayfinding will provide customers the information they need to navigate their journey between buses and rail.
7.2 CHARLES STREET TERMINAL TRANSITION The Charles Street Terminal (CST), constructed in 1988, is located on the block bounded by Charles, Ontario, Joseph, and Gaukel Streets in downtown Kitchener. Its main pedestrian entrance is on Charles Street. The terminal provides 20 bays for GRT buses and five more for inter-city carriers, thereby facilitating connections to inter-city bus services, GO Transit buses, excursion bus companies, and taxis. The facility offers amenities for bus passengers including a comfortable and climate controlled waiting area, restrooms, and a small restaurant. The Charles Street Terminal also offers facilities to support operator layovers including an operator lunch room and restroom, and parking spaces for operators reporting for work at the facility. Figure 7-1 shows the current space allocation at the terminal, based on changes made to accommodate the LRT tracks on Charles Street.
7 Available on GRT.ca - Grand River Transit Business Plan: Station Profiles
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Figure 7-1: Charles Street Transit Terminal Space Allocation
Currently, twelve bus routes (some with multiple branches) either terminate or pass through the facility. Regional or inter-city bus services that operate from the terminal include Coach Canada, Greyhound, GO Transit and Megabus. Counting trips inbound and outbound from the terminal, there are 89 trips on weekdays, 76 on Saturdays and 79 on Sundays. With the implementation of ION LRT, there will be a reduction in bus routes that pass through the Charles Street Terminal or terminate in downtown Kitchener. Passenger transfers that now occur at the Charles Street Terminal will be distributed among the downtown Kitchener LRT stations as shown in Figure 7-2. Scheduled bus layovers to facilitate passenger transfers and operator personal breaks would be relocated from the Charles Street Terminal to the end of route facilities. New facilities for operator lunchbreaks are being constructed at Conestoga Mall and Fairway stations. Other locations that are being considered for operator facilities include the Blockline station, Conestoga College, Stanley Park Mall and Sunrise Centre. As the network redesign is finalized the need for additional operator facilities may be identified. Some of the existing services and amenities located at the Charles Street Terminal are planned to be located at the Central Station multi-modal hub. GO buses and intercity carriers will have interior on-site bus bays that are weather protected. Walk distance for transferring passengers between the on-site bus bays and on-street GRT/LRT stops will be minimal, and the new GO Train station at the multi-modal hub will also be in close
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proximity. Other services and amenities at the hub would include customer pick up/drop-off, taxi, ride-sharing, community car share, bike parking, fare product purchases, customer information, restaurant, public washroom and security staff. Once the Central Station multi-modal hub is functioning, the Charles Street Terminal can be completely phased out.
Figure 7-2: Downtown Kitchener ION Stations & Transfer Locations
7.3 EASYGO SMART CARD The Region is implementing an Electronic Fare Management System (EFMS) through the introduction of a new EasyGO smart card for fare payment on all regionally provided transit modes. The project is expected to be completed in June 2018 with ticket vending equipment and platform validators being installed at ION stations afterward. The EasyGO smart card will support a “One System - One Fare” fare system where customers pay one fare to ride and transfer between GRT buses, ION, MobilityPLUS or busPLUS.
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7.4 OPERATIONAL PROCEDURES The introduction of light rail requires GRT to develop new and modify some existing operational procedures to ensure integrated service delivery with Keolis (LRT contracted operator). Some of the key operational protocols that are being finalized include: — Proof of payment/fare enforcement — Monitoring delivery of LRT service commitments — Operating schedule coordination — Passenger information — Customer service procedures — Security — Bus Bridging — Rail crossing procedure
7.5 RECOMMENDATIONS FOR ION LRT INTEGATION A. That staff continue to work to address items identified in Appendix C B. That the station profiles be used collaboratively with the area municipalities station area planning efforts to identify active transportation network improvements that support access to ION stations and GRT bus stops.
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8 CUSTOMER SERVICE PLAN
The public expects government services to be transparent, accessible and responsive. Satisfaction or dissatisfaction is determined not only from the government fulfilling its responsibility to deliver essential services, but also the methods by which it delivers, communicates and evaluates those services. The need for transparency, accessibility and responsiveness in Waterloo Region is even more challenging because it is a ‘wired’ community with a significant portion of the population having access to the internet and the majority using mobile devices for communication. As GRT builds its transit network in response to regional growth it must adapt a more customer-centric approach to how services are designed, delivered and how the agency engages the public. GRT already embodies a customer and citizen-centred culture in service delivery. Current initiatives include the customer feedback program, multiple transit customer information systems, public information meetings, ongoing customer engagement, and various AODA initiatives. These initiatives have created a transit system that is accessible and responsive to customer’s varying needs and concerns. This citizen focus is embedded in the organization’s values, and in the service frontline employees deliver every day. Attesting to the integral role of customer and citizen focus, GRT undertakes customer satisfaction surveys, every few years, to help make improvements to the services. The most recent survey was conducted in 2015. This survey provides a baseline to understanding current customer satisfaction and will be used to focus future transit service initiatives to further improve rider satisfaction and ultimately to increase GRT ridership. The conclusion of this section will recommend a customer satisfaction index that will be used as a year-over-year comparison to track trends and targets.
8.1 GRT CUSTOMER SATISFACTION SURVEY Having direct contact with customers is the best way to get an indication of how well the transit system is meeting rider needs. Frontline employees are able to informally gauge customer satisfaction during their daily interactions with riders. Customer Satisfaction Surveys are a way to formally measure and track customer satisfaction across a large organization. As a part of GRT’s “I am Service” initiative, the GRT completed a customer satisfaction survey from December 2010 to January 2011. The survey collected rider information to ensure the transit service being provided to the community is valuable to them. A three-tiered approach was used to capture rider feedback: online, at terminals, and on buses. This approach was able to capture responses from 3,497 riders.
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GRT completed a second customer satisfaction survey from December 2014 to January 2015. Approximately 644 responses were received, from survey collections at the major terminals and transfer points, riding on buses, and from an online survey. Although fewer responses were collected, the 2015 survey was successful in getting responses from a broader demographic, whereas the 2011 survey had a larger focus on collecting responses from students. Survey results in Figure 8-1, identify most GRT riders are frequent riders, taking public transit everyday (67%) or every week (17%). Of those respondents who are frequent riders, 57% have been using GRT services for 5 or more years and 32% have used the bus for 1-4 years. This indicates the long term commitment to the service by frequent users.
Figure 8-1: Frequency of Travel
When asked if respondents would take the bus more often if they had the chance, 28% said they were very likely and 27% said they were likely to do so. Analogous to this, 65% of respondents would encourage their friends and colleagues to take the bus and 66% would take the bus to an unfamiliar place, further suggesting the loyalty most riders have towards the service.
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Figure 8-2: Likelihood of Increased Use Figure 8-3: Likelihood of Traveling to an Unfamiliar Travel
Figure 8-4: Likelihood of Encouraging Bus Use Figure 8-5: Rider Satisfaction with Their Last Bus Trip
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8.1.1 FUTURE FOCUS AREAS Although on the whole riders are satisfied with GRT services, the levels of dissatisfaction are noteworthy and suggest further improvements are required to enhance customer satisfaction. The survey points to key areas where service improvements can be made to align with GRT’s service and ridership growth objectives. This section pulls together data in trying to understand the reasons for dissatisfaction. Twenty five percent of respondents indicated that their most frequently used route is regularly late or does not show up. Although most respondents are satisfied with the frequency of service on their route (66%), 24% are not satisfied. Additionally 27% of respondents noted their route is regularly full. Pulling all this together, 44% of respondents thought the cost to ride the bus is too high, suggesting the service received isn’t meeting rider expectations. Service attributes where customers expressed some dissatisfaction are listed below: — Service Frequencies — Coverage and scheduling — Schedule adherence — Weekend/holiday service — Passenger loads — Travel time — Extended start times and late night service — Connections on lower frequency routes — Route structure of route 7 (too confusing) — Lack of peak service to neighbourhoods — Extended peak-only service (route 33 and 57) — Driver error
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Figure 8-6: Rider Satisfaction Metrics #1 Figure 8-7: Rider Satisfaction Metrics #2
Figure 8-8: Rider Satisfaction Metrics #3 Figure 8-9: Rider Satisfaction Metrics #4
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Figure 8-10: Use of Fare Products Type of fare products respondents wanted to have. The majority of the ‘other’ category (69%) comprised the desire for more reduced fares from the cash fare.
8.1.2 SATISFACTION INDEX Customer satisfaction in transit begins with providing consistent high quality service. The standards most commonly measured to gauge rider satisfaction are: — On time performance/service reliability — Safety and security — Vehicle and facility cleanliness — Employee performance-safe operation of the vehicle, ability to provide information and friendliness to riders — Travel time — Fares Rider Satisfaction Indices will determine and track rider satisfaction with the service attributes noted above. Regular onboard surveys are the best way to longitudinally track customer satisfaction levels. More continuous and frequent surveys will determine how the loyalty of existing riders can be maintained and how to attract new riders to transit. It is recommended that GRT establish a more formal customer survey process and hire a professional research firms to conduct customer surveys every two years. Survey results would be developed into a Rider Satisfaction Index that would be part of a dashboard system available to all GRT staff as well as the public in the spirit of
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transparency. The dashboard also helps staff formulate an action plan if service quality or cost recovery is significantly impacted during a time period. The use of interactive, online dashboards supports the Customer Satisfaction Plan because it supports the transparency, accessibility and responsiveness necessary from a customer-centric service strategy. The dashboard would enable GRT to respond in real time to service quality issues while identifying long term trends that may require capital intensive solutions. Customer satisfaction initiatives extend further than carrying out a customer service survey. The survey provides a starting point for identifying areas of concern. Identifying the issues is in many respects, the easy part. Creating lasting transformations in GRT culture and delivery of high quality service will take considerable investments.
8.2 CULTURE OF CUSTOMER SERVICE GRT is committed to providing quality transit service. This includes the commitment to safety and security, clean transit vehicles and facilities, and courteous customer service. No customer satisfaction plan would be successful without the committed participation of those who deliver the services. Establishing a culture of customer service is not always easy, but increasing customer satisfaction can not only result in higher ridership and revenues, but also in a much happier and satisfied workforce. Providing motivation for the employees who have direct contact with the customers is essential for quality service and customer satisfaction.
8.3 PASSENGER CHARTER A good place to start with improving the attitudes of front line employees is to adopt and publicize a Passenger Charter or Bill of Rights and Responsibilities. Such a document articulates GRT’s responsibilities to its riders, as well as the responsibilities of the riders to GRT. The Passenger Charter will reflect GRT’s vision, mission and strategic goals. The Charter will also lay the groundwork for customer satisfaction initiatives and ultimately for rider satisfaction across the system. The responsibility to ensure that service operates to a high standard is as much a responsibility of those who ride the service as it is of GRT’s bus drivers, transit supervisors and customer service agents. Involving riders in the process is important, as peer to peer influence on rider behaviour has much more impact on reducing anti- social behavior on buses and trains than does any punitive actions that GRT may take to enforce rules.
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8.3.1 CASE STUDY EXAMPLES CUTA Passenger Charter: The Canadian Urban Transit Association (CUTA) recognizes the importance customer service has on increasing ridership, saving money from processing complaints, boosting employee morale, and receiving government funding. To assist transit agencies in achieving success in customer service practices, the organization developed a Passenger Charter template and training materials for public transit agencies across Canada. The recommended Customer Charter developed for GRT will be in line with the example CUTA has set for Canadian agencies. Further supporting the implementation of the Passenger Charter, CUTA provides an implementation guide for agencies. This guide highlights key practices to help the success of the charter. These are: — Building employee engagement — Building customer engagement — Training — Overcoming resistance — Developing key performance indicators (KPI’s) — Launch with a bang and keep the momentum going Translink Customer Service Charter: Vancouver’s Translink Customer Service Charter is the agency’s promise to its customers to provide quality service that is efficient, safe, reliable, and comfortable. The Charter identifies specific targets to ensure customer’s service needs are being met. The Charter sets out a mission statement and guiding principles. Greater accountability is built into the Charter, where every commitment includes specific goals and contact details to receive further information or report issues. The Charter includes commitments for agency staff to abide, but also includes guidelines for riders to follow to ensure the best service is delivered. Further supporting Translink’s commitment to customer service, the agency monitors and releases quarterly Customer Service Performance Reports. These studies track performance on overall service and service attributes. Surveys are conducted with customers by a third-party research firm.
8.4 ROLE OF FRONTLINE EMPLOYEES Engagement of employees is an important step in the process to implementing a Customer Service Plan and Passenger Charter. The engagement should start early, for example having frontline employee provide their insights on what commitments the agency should be making to its customers. Frontline employees have extensive interactions with the system riders and can best identify customer’s service needs. Developing a Customer Service Plan and Passenger Charter will have tremendous benefits to employees, particularly frontline employees, and this should be shared with the members of the UNIFOR bargaining unit and others. Employee commitment is
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crucial to the long term success of this Customer Service Plan. It is the front-line employees who are ultimately delivering the service and their commitment to customer service is what will make the greater difference for passengers. Early engagement will provide employees with a sense of ownership over the Plan and increase the likelihood of success. Training is important for educating employees on the mandate of the Customer Service Plan and the Passenger Charter. This training also conveys to employees how important the initiative is for the agency. As part of this education process frontline employees should be empowered to have responsibility for customer satisfaction. Involving frontline employees in improvement programs helps to build the employees’ own self-esteem. Recognizing employees is often overlooked in many government- provided services. However, transit service has increasingly become a more important part of the transportation and social infrastructure. Rewarding employees those who satisfy customer needs will resonate throughout the workforce.
Figure 8-11: Example of a Passenger Charter for Grand River Transit
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GRT’s proposed Customer Service Plan includes recommendations for developing a Passenger Charter. The Customer Service Plan will be supported with the development of KPI’s that are connected to the promises from the Passenger Charter. Measuring customer satisfaction with KPIs, in addition to the Satisfaction Index results from the Customer Surveys will help identify problem areas for improvements and supports data- driven decision making.
8.5 OTHER CUSTOMER SERVICE INITIATIVES Providing safe and reliable service is at the core of good customer service. Service quality is also crucial to retaining the loyalty of existing riders and attracting new ones to transit, since word of mouth is the most effective form of marketing. As Grand River Transit (GRT) enters a new era, highlighted by its launch of ION Light Rail service, it is crucial to continue to focus on overall customer service quality. The Customer Service Plan would focus GRT’s communications, training and outreach activities on delivering a level of customer service that is aligned with GRT’s expanding role in managing mobility in the Region of Waterloo. The steps to enhance customer service as part of the corporate culture of GRT the following steps are recommended.
1 Adopt a Customer Service Vision - Confirm customer service is a priority by adopting a vision statement that GRT’s sole focus is serving the rider. 2 Stay in Touch with Riders - Through onboard surveys, the use of social media and encouraging the interaction between frontline employees and riders, GRT will stay ahead of the needs of its riders. 3 Allow Riders to Personalize Their Trips on GRT - GRT riders should be able to use wireless technologies to personalize every aspect of their travel on GRT services. The EasyGo mobile application should be the portal for all things GRT from real time information, to mobile payment, to account management to Rider Diaries that provide GRT with real time customer satisfaction information. 4 Hire, Train and Retrain - GRT should hire those employees with the best attitudes and abilities to learn. Proper Customer Service training enables employees to stay focused on the needs of riders. When service quality drops; employees should be retrained. Additionally, when GRT introduces new technologies, bus operators, street supervisors and customer service representatives should know every detail of the technology so they can encourage riders to adopt these advances. 5 Foster Partnerships - Development relationships with the private sector, especially local technology providers and third-party application developers. 6 Consistent Communication - GRT needs to keep customer service on the top of the minds of its employees through social media, web posting, newsletters, annual reports, and employee meetings. 7 Recognize and Reward - Exemplary customer service should be recognized and rewarded at all levels of GRT.
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8.5.1 ENHANCED END-TO-END TRAVEL EXPERIENCE Tapping into discretionary markets requires a more aggressive marketing effort than GRT has committed to in the past. It also means delivering a positive and seamless customer experience throughout every touch point that the customer has with GRT service. Wireless technology will transform transportation into a connected, dynamic system. Perhaps more importantly, all vehicles, including transit, will be able to move with greater ease creating a positive impact on quality of life and transportation for people and goods throughout the Region. For this purpose, it is recommended that GRT make a commitment to provide Wi-Fi access at all its major transit facilities including all ION stations, bus terminals and major transfer points. Additionally, GRT should continue to expand the number of real-time information displays at bus stops throughout the transit network. The addition of Wi-Fi and expanded access to real-time information will enhance the end to end travel experience and make public transit service in Waterloo more inviting for those who do not ride today but may be attracted to the service by the convenience that advanced technologies provide.
8.5.2 COMMUNITY RELATIONS Not only does GRT provide public transit service in Waterloo Region, it also employs residents, buys goods and services from local business as well as contributing to the economic vitality and the quality of life in the Waterloo Region. Community relations is an important function for GRT. By engaging with different stakeholders, a two-way communication process can create a climate of trust. Two-way feedback assists in the development of customer service strategies and keeps the public informed and engaged. It is proposed to develop a Community Relations Plan that would create partnerships with agencies and neighbourhood associations and develop stronger two-way communications with community stakeholders.
8.5.3 SOCIAL MEDIA Social media must continue to be a central part of GRT’s Customer Services in the future. Facebook, Twitter and YouTube are all being used by GRT to communicate with customers and the community. Social media will allow GRT to protect its brand by correcting misinformation. In a tech-savvy region like Waterloo, it’s important for GRT to continue to communicate with riders by their favored means of communication, which are primarily through social media. Currently GRT uses the following social media: — Facebook - Present real time information, GRT information, notices of public hearings or outreach efforts, promotions, contests and new service alerts.
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— YouTube - To present videos regarding new services such as ‘How to Use ION’; new products such as the EFMS; safety and security and human-interest stories. — Twitter - Primarily for service alerts and to respond to customer inquiries Other Social Media tools available include: — Instagram - For general self-promotion of agency services and special events; cooperative promotions with agency partners. — Snap Chat - For general promotion and to target different categories of users. The importance of social media cannot be overstated. The credibility of GRT will rest with its ability to receive consistent information and respond in real time.
8.6 RECOMMENDATIONS FOR CUSTOMER SERVICE A. Develop a GRT Customer Service Plan which includes a Passenger Charter and related KPI’s B. Contract a firm to conduct satisfaction surveys every other year for the life of the plan C. Introduce a Customer Satisfaction Index to monitor and measure progress between surveys D. Continue with the existing, and expand upon, the performance measures that are shared with the public on the GRT website E. Develop a program whereby management meets and engages with the public to hear their concerns and suggestions on a regular basis and promote these sessions to the public F. Provide to the public a commitments list of projects, programs and initiatives that GRT will undertake each year over the life of the plan G. Develop a plan to open a store front customer service operation near the Frederick LRT station to increase GRT’s visibility and exposure in the community. Staff would sell GRT fare products, and provide front line customer service and information. H. Expand public Wi-Fi access to GRT passenger facilities, LRT stations, buses and trains. I. Develop a Community Relations Plan to create partnerships with agencies and neighbourhood associations to develop stronger two-way communications with community stakeholders. J. Expand the use of Social Media to introduce Instagram and Snap Chap to further engage riders.
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9 MARKETING STRATEGY
Since the establishment of Grand River Transit (GRT) in January 2000, there has been considerable growth and change to the transit network. The introduction of the iXpress network, improved service levels and realignment of most local routes, U-Pass programs, and the extensive EasyGO suite of traveller information systems, have generated significant ridership increases and a more positive overall customer experience. During this period, the primary focus of marketing initiatives was to inform existing customers of the many changes that were occurring to routes, service levels, fares, and new product launches. There was minimal focus on reaching out to potential new customers, given the available marketing resources. GRT improvements over the next five years will accelerate growth and change to the transit system, and customer experience. As a result, GRT will experience a quantum leap as a competitive travel option for many residents of Waterloo Region. These improvements include: the start of LRT revenue service, completion of the iXpress network and continued improvement to service levels with a focus on more frequent service, the introduction of new and enhanced passenger facilities and the implementation of the EasyGO fare card system. In order to leverage these significant investments, it is imperative that in addition to targeting existing customers, the marketing program be expanded to reach residents who currently do not use GRT. A key focus of the proposed new marketing program is to develop and implement initiatives that encourage changes in travel behaviour. This marketing program goal will be supported by ongoing and planned Transportation Demand Management (TDM) activities (see TDM section), since a focus of the TDM program is to promote mode shift through behaviour change. The marketing strategy for the GRT Business Plan is centered on three core objectives: 1 Promote ION LRT 2 Promote an integrated transit system 3 Achieve the Regional Transportation Master Plan’s ridership goals of 28.1 million by 2021 & 53.6 million by 2031
9.1 MARKETING & COMMUNICATION (EXISTING PROGRAM) GRT’s current marketing and communications program supports existing customers through the following activities: — Fare and service change notification — Internal communications programs — Ongoing program support — Operational and training manuals — Promote iXpress network — Signage changes — U-Pass programs — Customer newsletter — EasyGO traveler information — On-board customer satisfaction — Public timetables, system map surveys
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9.2 PROPOSED MARKETING PROGRAM The arrival of ION LRT, a redesigned bus network, and the implementation of electronic fare payment will require extensive marketing efforts to keep current customers aware of the many changes and opportunities that can improve their travel experience. More importantly, an expanded marketing program is required to create awareness and entice non-riders to use transit. With the significant investment in the region’s transit system, GRT’s proposed new marketing program will include proposed strategies and activities with respect to branding and marketing that: — Create greater awareness and public support of the GRT master brand and its services brands — particularly ION and iXpress — Shape stakeholder perceptions of GRT as an organization — Establish a rider-centric focus based on the GRT target personas — Ensure rider loyalty and position GRT as a competitive travel option to attract new customers
9.3 BRAND POSITION MODELING The development of brand analysis and strategy, determined the following organizational and service brand positioning for GRT: The Organizational Brand Positioning is focused on four attributes: — Greater Role in Community: GRT is a community-based service that enables residents to meet their travel needs. Transit is integral to sustainable living, high quality of life, and safe and healthy neighbourhoods. — Social Consciousness: GRT supports the environmental, economic and social goals of the community. GRT provides transportation that is cost-effective, accessible and convenient, and better for the environment. In this way, both riders and non-riders benefit from improvements to GRT and its increased use. — Culture and Heritage: Culture and heritage give residents a sense of place, community and personal identity. A defined regional identity helps enhance the community’s quality of life. GRT helps support the cultural heritage of the region by playing an important role in building sustainable communities and connecting residents to historical places and districts. — Forward-Thinking Innovation: GRT is constantly looking to the next innovation and technology to reflect the evolving values and character of today’s users.
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The Service Brand Positioning is focused on 4 attributes: — Reliability: GRT will ensure that service is consistent in quality and performance to provide a trusted mode of transportation for its users. — Efficiency: GRT will be prudent with costs in its organization and operation of service. — Cost-effectiveness: GRT will deliver efficient and high quality service at the lowest possible cost to its users and taxpayers. — Quality: GRT will meet minimum service standards and provide a level of service to align with the Customer Charter and expectations of its customers. Actions and messaging about GRT service brands will be amplify these attributes.
9.3.1 KEY AUDIENCES A comprehensive Audience Analysis process was undertaken that identified key audiences for GRT based on individual demographic and psychographic decision- making factors. With the use of stakeholder interviews and regional data, four personas that represent key market segments were developed. The proposed GRT marketing and communications program will effectively target the four identified market segments during the five-year period of the Business Plan.
“Sean” “Beth” “Shelley” “Richard” UWO Student Teacher Librarian GRT Bus Driver Wants intuitive & Wants to A loyal rider of GRT, Cares about GRT, easy to use understand the role she wants to better transit service and his technology to of the GRT in the understand where riders. Wants to know improve his transit community and service is headed, how he can better act experience. how recent service what’s changing, and as an ambassador of enhancements will will it impact her the organization. help her and others current experience. in the region.
Figure 9-1: Description of Key Market Segments
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9.3.2 ALIGNMENT OF ACHIEVEMENT WITH BRAND ECOSYSTEM
Figure 9-2: GRT's Brand Ecosystem To successfully market to GRT’s key audiences and optimize brand and service positioning, an omnichannel approach is proposed, which will leverage a range of media opportunities in various mediums. GRT’s brand ecosystem will connect with “purpose & achievement” guiding principles. In this way, the appropriate information and tools will be identified and delivered to each of the four audience segments.
Figure 9-3: Vision & Objectives Alignment OWNED → Awareness, Education, Credibility, Travel Mode Shift, Loyalty EARNED → Awareness, Education, Credibility, Travel Mode Shift SOCIAL → Awareness, Education, Credibility, Travel Mode Shift PAID → Awareness, Education, Travel Mode Shift SEARCH → Awareness
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As listed above, the variety of media medium achieves many of the same purposes. The proposed new marketing program will have an increased emphasis on travel mode shift. The ION LRT, a more frequent and integrated transit network and the convenience of electronic fare payment position GRT to experience considerable ridership growth during the next five years. The proposed new marketing program will play an important role in attracting new customers to GRT and to maintain the loyalty of existing customers.
9.4 GRT MARKETING STRATEGY
9.4.1 SUCCESS CRITERIA AND OBJECTIVES GRT’s marketing approach would evolve to be more strategic and creative. The strategy would focus on enhancing the image of GRT, creating greater awareness of the GRT brand and services, ensuring loyalty, and improving customer service throughout the organization. For GRT’s marketing program to be successful in encouraging ridership growth, it must: — Build a strong GRT organizational brand — Know what riders want — be “rider- — Control the GRT narrative centric” — Systematize the information — Promote GRT’s organizational and — Be responsive to riders service values — Offer new and innovative ways to — Engage community stakeholders access information
9.4.2 EVOLUTION OF THE GRT BRAND ARCHITECTURE Multiple brands including the GRT master brand and service brands (ION, iXpress, MobilityPLUS and EasyGo), are operationally costly to manage. There is also confusion within the community whether some of these services are part of GRT. For example, the is a perception that using the ION LRT will require payment of an additional fare while there will be one fare only and seamless transfers for all GRT services, including ION LRT. It is recommended that the GRT brand evolve to a branded house where all of the services are represented, however endorsed by the GRT master brand and its greater organizational purpose. A visual and verbal branding update for GRT is required to better reflect its innovation and forward-thinking values. An example of a branded house approach is shown below.
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Figure 9-4: Branded House Example - Federal Express Today’s GRT Brand Architecture Future GRT Branded House
— Each brand needs to have its own — Leverages the master brand values brand promise and positioning, there is by putting the GRT brand front and no direct correlation of the GRT brand centre while allowing for additional and its values service positioning — Does not build greater brand equity for — Builds brand equity for GRT GRT — Simplifies the offering for the rider — — Can confuse customers — makes makes it easier for them to navigate more difficult for them to navigate offerings without confusion offerings — Meets the needs of multiple — Primarily meets the needs of service stakeholders positioning, however does not best represent the role of GRT and its greater purpose & values in an integrated fashion
9.4.3 BRAND ECOSYSTEM + OMNICHANNEL APPROACH
In order to increase the reputation and credibility of GRT, it is recommended that the GRT organizational brand, or an associated service brand, is presented across all media channels. Today’s riders want to have multiple media options and connect with GRT in the way that’s convenient to them. The more places the GRT brand appears,
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the more it will become easily recognizable to the public and improves the transit experience. By viewing GRT’s marketing strategy through the eyes of riders, the customer experience can effectively be orchestrated across all channels so that the touch points are seamless, integrated, and consistent. Based on the personas that were identified, it is anticipated that potential users would start in one media channel and easily move to another as they progress.
However, as illustrated in the above model, the objective is to steer the customer experience towards GRT owned media as much as possible. Owned media will allow a bigger story to be told. This will help to control the narrative, better sell the value proposition, support riders, and ultimately better support travel mode shift.
9.5 GRT MARKETING PLAN
9.5.1 OVERVIEW Utilizing an omnichannel approach within GRT’s brand ecosystem, recommended tactics are identified for marketing & communications activities which would ensure awareness, education, credibility, travel mode shift and loyalty for your target audience types.
9.5.2 GRT PLANNED RECOMMENDATIONS
Below is a list of recommended marketing and communication activities. — GRT Brand Platform & Architecture — Employee Engagement — GRT Organization Brand Launch — Guerilla & Event Marketing & Programs — Loyalty Marketing — ION Awareness Program — Community Outreach — GRT Service Brand Programs — Cooperative Marketing — Digital Marketing including Brand Utilities
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The remainder of this section elaborates on the activities with examples of how this program can be implemented and how it has been used elsewhere. These programs will not only promote GRT initiatives, but will assist in the continued development of the customer service culture. A summary of the proposed marketing tactics to be included in the 5-Year Marketing and Communications Plans is summarized in Table 9-1.
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Table 9-1: Five-Year Proposed Marketing Program - New Activities ACTIVITY DESCRIPTION 2017 2018 2019 2020 2021
1. Build a strong Establish and evolve GRT’s organizational master GRT brand and service brand house. organizational Placement of GRT logo on ION Bus and ION LRV brand Collect inventory of brand placement on signage, bus stops Update GRT style guide Refresh identity Roll out new service brand placement
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2. GRT Amplify role of GRT in the community with campaign to Organization express GRT staff’s role in the daily lives of Brand Launch commuters and community. & Programs Introduce “Today” “Yesterday” “Last Week” campaign for unnoticed acts of service and kindness from GRT employees that have helped commuters in some way.
Implement a Public Engagement Program – “You Ask, We’ll Answer” that encourages and allows the public to ask a question to GRT. Develop mini road shows that educate public on key GRT initiatives. Provide incentives to attend (eg. Free monthly passes) and local business prize sponsorship. Establish centralized method to address frequently asked questions through a series of live chats on the website. Promote across all media Publish questions and answers on website
Develop Campaign for “We have the Best Riders” to show prospective riders that the GRT experience is reliable, clean and respectful. Communicate “rider’s code” at ION stations, passenger stations, interior bus/train, website to create positive perception of how good and respectful GRT riders are. Use social media to promote
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3. ION new Develop a multi-phase strategy to create ION service awareness, promote ION safety and benefits, and awareness launch ION service. Develop campaign in collaboration with TDM staff.
ION Safety Develop safety awareness campaign, educate public on electrification of test track and vehicle testing Familiarize public with how to stay safe when driving, cycling, walking and playing in close proximity to ION trains.
ION– first train arrival Promotion of first train arrival and VIP preview ION is coming - ” Benefits Awareness Program” Develop video and permanent displays on benefits of transit that aligns with target rider personas. Personal time and money savings, and more comfortable ride on ION Enhanced travel opportunities Positive environmental and local economic impact Technological innovations with ION
ION is coming – prelaunch All stations featured on different days leading up to opening day Activities with local business promotion Street team – how to pay education and EasyGO fare card distribution
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School student safety days Neighbourhood station awareness Seniors tea on transit day
ION - Ride today Sponsored/free rides Information booths, EasyGO fare card distribution Station themes (kids play, live music, local business theme, food and beverage offerings).
Post ION launch “The Future of Transit” Program University and Highs School student contest program to encourage sharing of views on the future of public transit and of their riding experiences. Social media program to allow the public to tag their experiences on ION with a predefined #hashtag which can be used in future marketing activities.
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4. GRT Service “Why GRT?” Travel Mode Shift Program Brand Target personas have diverse reasons to use public Programs transit. Develop campaign in collaboration with TDM staff and established workplace TDM program, TravelWise.
Implement outdoor billboard campaign targeting auto users to: Reduce auto use – try transit once per week, Let’s make transit cool”
Video campaign to evoke pride in existing riders and attract new generation of riders. “GRT Elevated Experience” Program Partnering with retailers, as well as food and beverage companies to refine the rider experience. Create social media trivia contests Engage retailers to provide incentives or coupons to promote their locations exclusive for riders
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5. Electronic Fare Explain and promote the benefits of the new electronic System and fare system and EasyGO fare Card EasyGO fare Increase customer and employee awareness of card one system, one card Promote and educate on the use of the new electronic fareboxes Promote and encourage the use of the EasyGO fare card Create street team to distribute fare cards Provide training to the public and employees on how the system works Educate public and employees about the service/fare card
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6. Renew Digital Evolve GRT Web and Digital Platforms that reflect Marketing GRT master brand and its service brands including Integrate ION brand into GRT Website Brand Utilities Integrate social media, consolidate information tools, and be more mobile friendly Provide online digital application forms with work flows for customer convenience and improvement to response time Launch new website Develop digital marketing strategy to attract new riders to transit through Facebook paid ads Online native ad units Google display and video ads Search engine marketing (SEM) & search engine optimization (SEO) Other social media platforms: Twitter, Snapchat, Instagram
Update GRT app to be multi-platform mobile application Provides one-stop experience Intuitive wayfinding, trip planning, scheduling, ticket purchase, loyalty, community activities and more
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7. Employee “It’s Our GRT” Employee Engagement Programs Engagement Communicate to employees the positive impact of GRT initiatives Enhance feedback mechanisms for employees to share their experiences and suggestions Regularly seek input from key staff on current and planned services, and on how training and communication can be improved Produce a series of instructional videos to inform and train staff on how/what to communicate to customers 8. Guerilla & “Engaging at Street Level” Event Hire and train street team of staff for public outreach Marketing and presence at local community events
Brand vehicle with EasyGO fare card to provide visual recognition. Focus on introducing riders to new electronic fare card 9. Loyalty “Leveraging the Smart Card for Loyalty” Marketing Launch loyalty program that will be the primary tool to retain the loyalty of existing riders. Reward riders for their use of the card and promote this as an attraction: E.g. some free rides after set amount of rides taken E.g. local business discounts with presentation of EasyGO fare card
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10. Community “Involving the Community — A New Way Forward Outreach for Waterloo Region”
Encourage the use of transit through travel training programs
Develop new and innovative outreach methods 11. Cooperative Create partnerships with local businesses and Marketing organizations for cross-promotional opportunities.
Reach out to established TravelWise businesses for co-promotional opportunities and/or incentivize businesses in exchange for TravelWise membership.
Promote services on digital screens kiosks in major shopping malls, inserts in company organization newsletters.
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The remainder of this section provides descriptions of the proposed marketing programs. Each activity identifies different programs, their media types, achievements, audience types, and examples from peer transit agencies across North America. The following tactical recommendations have been colour-coded to represent contribution, involvement and/or result level of each criterion. Intended personas have been also referenced.
Figure 9-5: Recommended Contribution, Involvement, and/or Result
Figure 9-6: Media Types
Figure 9-7: Achievements
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9.6 GRT BRAND PLATFORM AND ARCHITECTURE
GRT must establish and evolve its GRT organizational master brand and service brands house, like FedEx. To successfully accomplish this, an updated identity system for the master brand is required with a modern visual and verbal language. The master brand will reflect GRT’s greater role in the community, its position on social responsibility, its culture and heritage, and the forward- thinking & innovative nature of the agency. The GRT master brand and service brands including ION, iXpress, MobilityPLUS and EasyGo, will continue to be rolled out and receive stakeholder traction.
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9.6.1.1. ORGANIZATIONAL BRAND ROLL-OUT AND PROGRAMS “Role in the Community Awareness”
A program that demonstrates the role of GRT in the community would further support the master brand. This should include all media. Here is an example of the London Underground’s clever “UnNotice” program, cleverly expressing its staff’s role in the daily lives of commuters and therefore the community.
Public Engagement Program – “You Ask, We’ll Answer”
A public engagement program which allows the public to ask a question to GRT is recommended. A centralized method would be established to address frequently asked questions, provide updates, and tackle myths about the GRT’s service. Rewards for participation could include free monthly passes and local business sponsored prizes to generate interest. This approach would work effectively across all media including radio, digital, print and out-home-advertising (i.e. video screens in Tim Horton’s) for awareness. The collection of public questions can all be processed on GRT’s website. McDonalds Canada’s “Our Food, Your Questions “program is a good example.
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Social Awareness Program – “We have the Best Riders”
It would be beneficial to show prospective riders what to expect from GRT and fellow passengers. People want to know that the experience is reliable, clean and respectful. A potential program that communicates a “rider’s code” at passenger facilities and vehicles can create a positive perception of riders.
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9.6.1.2. ION AWARENESS PROGRAMS “ION is Coming” Benefits Awareness Program
ION represents an exciting and new service from GRT. A long-term awareness and transit mode shift program must be established in partnership with TDM Program staff and the existing workplace-based program, TravelWise. An omnichannel approach should amplify the benefits of that best address our target rider personas. Topics can include: — Personal time and money savings — More comfortable ride on ION — Enhanced travel opportunities — Positive environmental and local economic impact of if you use ION — Technological innovations with ION — Safety campaigns — Introductory videos available online (i.e. instructions on how to ride and pay)
“ION is Here” Roll Out
When ION rolls out, it must be showcased to the community. Organized events should be held by the Region and GRT, engaging all stakeholders in the celebration.
Events could include sponsored rides, GRT social media and press coverage, information booths & street teams, samples from food and beverage businesses, governmental involvement and live local music. This would also be a great way for GRT employees to be involved to celebrate and better engage them in ION.
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#MyION19 Program
A social media program encouraging the public to tag their experiences on ION with a predefined #hashtag is proposed. This could be used in future advertising, marketing and communication activities. An example of a hashtag is #myION19 which reflects that 19 kilometers is the total length of the full build-out of the LRT alignment.
9.6.1.3. SERVICE BRAND PROGRAMS “Why GRT?” Travel Mode Shift Program
As demonstrated in our Audience Analysis and Brand Strategy, our target personas have diverse reasons for using public transit. Therefore, we need to leverage these reasons with marketing activities in order to make it a real travel option and to encourage ridership. Develop campaign in collaboration with TDM staff and the workplace-based TravelWise program.
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Recommended topics include: — Reducing household spending on transportation by riding GRT at least once per week — Transit’s economic impact on improving access to jobs and reducing regional congestion — Role of transit for those that benefit from GRT in their daily lives
“Why GRT?” Travel Mode Shift Program (cont’d)
Here are examples of LA Metro’s “Make Transit Cool” program, which includes environmental impact and traffic congestion adverts and modernized red vehicle colour schemes to evoke pride in existing riders and likewise attract a new generation of riders.
“GRT Elevated Experience” Program
Invest in the transit experience itself in cooperation with local businesses and attending community events. Partnering with retailers, content providers, and food and beverage companies, could provide opportunities to refine the rider experience. For instance, content providers can run engagement activities such as entertainment for riders.
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Retailers can provide incentives or coupons during trips that are exclusive to riders, promoting footfall to their businesses. Local food and beverage companies can provide samples and/or quick meals along routes. These can be branded as part of the GRT experience. Porter Airlines “Flying Refined” is a good example of how a low-cost airline elevated the passenger experience.
9.6.1.4. DIGITAL MARKETING INCLUDING BRAND UTILITIES Evolved GRT Web and Digital Platform
GRT requires a new web platform that properly reflects the evolved GRT master brand and its service brands — especially with the arrival of ION. The new web platform requires a rider-centric approach by implementing a comprehensive user experience strategy, modern creative direction and design reflecting GRT’s master values, an operational content strategy, future-proofed technology strategy, social media integration and intuitive customer service mechanisms. The new web platform must also have an eye towards consolidation of the various tools that are offered to the public so that it’s an intuitive and seamless experience. It must also pave the way for multi- platform mobile applications that provide consistent information and experiences. See Société de transport de Montréal digital properties as a strong Canadian example.
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GRT iPhone, Android and Blackberry Applications
GRT should update their app to be a multi- platform mobile application that provides customers with a one-stop experience for all of their needs including, but not limited to: intuitive wayfinding, trip planning, scheduling, ticket purchase, local business incentives, loyalty, community activities and more. A rider-centric application for iPhone, Android and Blackberry will help in the experience and really proactively address the cost-of-entry requirements of the next generation of riders.
See Société de transport de Montréal digital properties as a strong Canadian example. 9.6.1.5. EMPLOYEE ENGAGEMENT “It’s Our GRT” Employee Engagement Programs
GRT’s frontline staff are proud supporters of the organization. In order to leverage the “ambassador” role, a more rigorous approach to communicating to employees the positive impact of GRT initiatives should be pursued. Also, identifying feedback mechanisms for employees to share their experiences and suggestions would help GRT improve the quality of service. An employee engagement program is recommended where GRT gathers opinions on current services, how training can be improved, and ideas for rolling out new service through interviews with key staff. The objective of an employee engagement program is to increase internal communication avenues and promote all programs and initiatives.
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Once this process has been completed, the insights will inform GRT of how to consistently inform and train staff on communicating with the public. For ease of education and information distribution, this can be produced as a series of actionable online guides that both staff and riders can use.
See BC Transit’s Employee Engagement Action Plan as an example of this.
9.6.1.6. ADVERTISING Awareness and Catalyzing Owned Media Programs
To activate and catalyze the marketing program endeavors, paid media will be required for public awareness. This will require developing awareness campaigns that will not only take advantage of GRT’s existing advertising assets such as shelters and bus stops, but also develop a comprehensive traditional and digital paid media advertising plan. The tactics we recommend: Traditional media targeting the region, including: — Existing assets including shelters, stops, terminals, & buses — Local papers & free papers — Direct Mail — door hangars — Radio spots
Digital media tactics including: — Hyperlocal mobile display marketing — Facebook paid ads — Online native ad units — Programmatic display — Video ad units — Search engine marketing (SEM) & search engine optimization (SEO) — Other social media platforms: Twitter, Snapchat, Instagram
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9.6.1.7. GUERILLA & STREET MARKETING “Engaging at Street Level”
Establishing a presence where the public is and therefore generating omnipresence — will be a key strategy and tactic for GRT. We highly recommend the establishment of a GRT street team for public outreach.
Street teams with GRT branded vehicles will provide visual recognition, bring the GRT message directly to the public, and effectively support transit mode shift. This will also build confidence for all stakeholders. Early engagment should focus on introducing riders to the new EasyGO electronic fare card. Marketing program activities should coincide with important community events such as Oktoberfest, university frosh weeks, summer festivals, Night\Shift, Christkindl and more.
9.6.1.8. LOYALTY MARKETING “Leveraging the Smart Card for Loyalty”
The new GRT EasyGo card affords the opportunity to launch a loyalty program that will be the primary tool to retain the loyalty of existing riders.
‘Early adopters’ of the EasyGo card would be targeted for the Loyalty Program, which rewards riders for their use of the card.
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For example, a similar loyalty program for Houston Metro’s Smart Card, offers rides 5 free rides after a rider took 50 rides using that agency’s branded Q Card. In terms of success factor, Houston has the highest daily use of a smart card with more than 72% of daily rides taken using the smart card.
9.6.1.9. COMMUNITY OUTREACH “Involving the Community — A New Way Forward for Waterloo”
A GRT community outreach program would achieve the following objectives: — Continue current outreach activities, including involving the public in the service planning process — Raise public awareness of GRT, it’s service brands and their value to the Waterloo Region — Encourage the use of accessible transit through travel training programs — Develop new and innovative ways to reach out to the community
9.6.1.10. COOPERATIVE MARKETING “Work with Local Business”
GRT will create partnerships with local businesses and organizations for cross- promotional opportunities. GRT services can be promoted within media opportunities such as shelf talkers in grocery stores, digital screens in retailers such as Tim Horton's, kiosks in major shopping malls and inserts in company/organization communications. Reach out to established TravelWise businesses for co-promotional opportunities and/or incentivize businesses to host GRT promotions in exchange for TravelWise membership.
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Suggested messaging opportunities for local business partners include, but not limited to: — Sponsorship and/or advocacy of the GRT and public transit — Promotional discounts for those that use GRT While the messaging is focused on service, the underlying intent for GRT is that the agency has wide support in the community. Here is an example of a cooperative marketing relationship between Famima and LADOT.
9.6.1.11. EASYGO FARE CARD
GRT’s new EasyGO fare card will provide multiple benefits to all customers by not only making it easier for customers to pay transit fares, but making it easier to use transit all together. Customers are able to reload it online, which makes it easier to use and more convenient to choose transit. Customer will no longer have to worry about getting tickets, or choosing the best fare for their trip. The EasyGo fare card eliminates the hassle of getting tickets or passes. TVMs on the ION platforms will make it easy for people to purchase fares without planning ahead. A major benefit for tourists and casual riders.
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9.7 SUMMARY The proposed 5-Year Marketing Program contains new initiatives that will build stronger GRT master and service brands, support the implementation of ION LRT, the EasyGO fare card system and an expanding and integrated regional transit network. The sustained and robust marketing efforts that are proposed will achieve greater rider loyalty and attract new riders, thereby enabling GRT to achieve the ambitious transportation master plan ridership targets.
9.8 RECOMMENDATION A. The proposed new initiatives summarized in Table 9-1 be incorporated into GRT’s regular marketing program and be implemented subject to annual budget approvals. B. Establish KPI’s to measure comments, awareness, customer engagement, and ridership levels C. Conduct a baseline review in Year 1
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10 TECHNOLOGY PLAN
The public transportation sector is rapidly increasing the use of information technology. Information technology has enhanced the ridership experience by making public transportation more effective and efficient. Information technology is also a valuable operations tool for transit agencies, providing real-time performance data and supporting operational changes that address planned and unplanned events. This section will focus on Intelligent Transportation Systems (ITS). For the purposes of this discussion, ITS includes ‘advanced’ management and information technologies that disseminate information, improve services, and increase the operational efficiency of transportation systems. With respect to the public transit industry, ITS includes software and hardware technologies in the field, on buses and at the central Transit Operations Centre (TOC) and includes: — Vehicle Tracking: — Computer Aided Dispatch/ Automatic Vehicle Location (CAD/AVL) software — Smart Bus technologies (Mobile Data Terminals, Automatic Passenger Counters (APC), Transit Signal Pre-emption (TSP) Emitters, GPS etc.) — Transit Traveller Information Systems (TTIS) : — Bus stop announcements (Automatic Vehicle Announcements (AVA)) — Real-Time Passenger Information — Trip Planner System — Fare Management: — Advanced Fare Collection (AFC) System — Automatic fare payment systems (smart card technology) — Security On-board cameras Wireless technology has been especially influential in shaping the traveler experience. Riders now have the ability to locate the nearest transit stop, determine when the next vehicle will arrive, and pay fares using a mobile device. ITS has also introduced more travel options. For instance, ridesharing and carsharing are now viable alternatives to transit. GRT will continue to adopt many innovative technologies. It is important that GRT build enough organizational capacity to leverage existing technological investments to improve operational efficiency and effectiveness, enhance customer service, and develop a more robust service performance monitoring system. There are four primary areas that ITS impacts GRT service: Rider Environment: Improves the delivery of static and real-time bus arrival information, provides automated trip planning and on-board next stop announcements, and supports efficient boarding and alighting. It also improves the use of facilities and fleet by riders.
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Frontline Employee Performance: Provides Vehicle Operators, Street Supervisors, and Customer Service Representatives with the tools to increase their efficiency and performance. Service Delivery: Improves the reliability of service, minimizes service disruptions, improves safety, and reduces the cost of providing service. Value and Sustainability: Improves the efficiency and effectiveness of service and enhances the environment on light rail vehicles and buses and in facilities.
10.1 EXISTING ITS GRT plans to continue to develop and deploy innovative and interactive technologies that attract more riders to transit while reducing the delivery cost and improving the quality of the agency’s services. The Canadian ITS Architecture provides a framework for showing the relationship between the locations of the subsystems and the communications infrastructure that enables the connection. Figure 10-1 below shows red boxes around the ITS subsystems that GRT currently supports. For the sake of completeness, the traffic management subsystem has been included as the traffic signal management system is typically considered part of traffic management. Fare payment is included within the Transit Management subsystem.
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Figure 10-1: GRT High-Level Architecture
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GRT has delivered its existing ITS through a combination of procurement means including: — Commercial Off the Shelf (COTS) products with GRT customizations solutions — GRT developed software/hardware solutions — Open source data solutions (GRT scheduling data is published in a General Transit Feed Specification (GTFS) file format) The following diagram (Figure 10-2) provides a summary of the functions delivered through procurement and the sections below describe the functions in more detail. The diagram also shows how GRT’s data asset, both static and real-time data, is used by all systems.
Figure 10-2: GRT ITS Current Service Delivery / Procurement
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10.1.1 COMMERCIAL OFF THE SHELF WITH CONFIGURATION GRT has made a sizable investment in ITS infrastructure over the past 5-10 years using tailored Commercial Off the Shelf (COTS) products, which is a common approach for transit ITS deployments. The Region has spent up to $20M related to ITS capital infrastructure, software and on-going maintenance costs over the past decade. Leveraging this investment, integrating other transit initiatives and embracing trends, such as open source data, will ensure the continuation of a vibrant, efficient transit system. For the external users (riders, general public, etc.), the focus of ITS is to provide static and real-time traveller information to support trip planning and en-route information. Notifying users of service disruptions, next bus departures and other relevant information, such as service and system changes, allows users to plan their trips efficiently. For internal audiences (Bus Operators, Street Supervisors, Customer Service Representatives, etc.), the focus is to provide GRT employees with the tools and programs needed to deliver value to riders, as well as maintain the state of good repair of assets. GRT’s existing ITS infrastructure includes an extensive array of hardware and software. Major ITS hardware components currently in use or actively under development include the following: — Smart Bus - On-Board Hardware — Global Positioning System (GPS) — Transit Signal Priority (TSP) emitters — Automatic Passenger Counters (APCs) — Stop Announcement (Visible and Audible) — Mobile Data Terminals (MDT) — Closed Circuit Television Camera (CCTV) for passenger and driver security — On-Street / In-Station Hardware — Transit Signal Priority (TSP) readers and Traffic Operations Signals — Variable Message Signs — Dynamic displays — On-Board and On-Street / In-Station Hardware — Electronic Fare Management System (EFMS) including Fare Payment Validators (On-Board, Hand-Held, and at Stations/Stops) ticket vending machines, retail point of sale devices and a back office or Central Management System — CCTV Equipment (On-Board and at Stations/Stops) — Emergency Contact Buttons (On-Board and at Stations/Stops) GRT also has a number of software packages to assist with traveller information, scheduling, maintenance, planning, and data management including:
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— Transit Management Systems: Systems in place for fixed-route and demand- responsive public transit operations. — Scheduling (independent systems for conventional fixed-route rail and bus services and Mobility Plus) — Computer Assisted Dispatch / Automatic Vehicle Location (CAD/AVL) — Transit Service Planning (Including MOBILEstatistics, Transit Data Reporting System) — Customer Feedback — CCTV security system (passengers, drivers, terminals) — Traveller Information Services (EasyGo): Traveller Information Services in place for all customers. — Website with Trip Planner, Real-time bus location, service alerts — Mobile App with Trip Planner, Real-time bus location, service alerts — Interactive Voice Response (IVR) — Wi-Fi at select stations — Rider alert messages (text and email) — Electronic Payment System: System in place related to electronic payment services for transit fares. — Electronic Fare Management System (EFMS) — Information Management Systems: Systems in place related to efficient and effective storage and processing of ITS-related data. — Bus Stop Database — Workplace Safety and Insurance Board incidents and tracking — Business Intelligence (BI) software for organizing, displaying, and reporting data trends — Advanced Vehicle Safety Systems: Systems in place related to improving vehicle safety through collision avoidance objectives. — Driver Management and Safety System — Collision Review — Maintenance and Construction Management Systems: Systems in place related to the maintenance and management activities surrounding the physical condition of public transit vehicles. — Equipment Maintenance — Daily Operations Appendix D (page 186) includes more details of the specific makes/models/software versions used by GRT. Appendix E (page 189), summarizes the technology that is available for each transit service delivered by GRT, as outlined in Figure 12-4 on page 190.
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10.1.2 GRT DEVELOPED SYSTEMS 10.1.2.1. EXISTING DATA ANALYTICS INITIATIVE GRT collaborated with the University of Waterloo and a software developer, to develop a Transit Data Reporting System (TDRS). The goals of the initial project were to develop a system framework, develop scripts for cleaning data, and generate an initial set of performance measures. The system provides passenger boarding and alighting counts by stop, route and time period, more accurate monitoring of running times and running time variability, and better understanding of vehicle utilization. The TDRS is used to provide route and system-level intelligence, and is used in conjunction with MOBILEstatistics, the built-in application provided by the AVL/APC vendor (INIT). The system is used daily, and provides roughly two-dozen reports related to ridership and scheduling performance. Goals for further development include additional data cleaning (correcting errors and improved filtering of outliers), an improved user interface and dashboard, and additional reports as requested by planning and scheduling staff. GRT is currently reviewing an upgrade proposal that will move the system to a “Software as a Service” model, opening up the ability to more readily update the system and keep it current. Along with improving the analysis and reporting on the existing AVL/APC data, other data sources will be incorporated. This will allow Key Performance Indicators (KPI) and benchmarks to be consolidated in the one location to better monitor GRT performance. INIT’s MOBILEstatistics application is also key to GRT’s performance monitoring. A new web version of this tool will be introduced in 2018 and perform detailed analysis of route and stop performance. 10.1.2.2. TRAVELLER INFORMATION SYSTEMS GRT uses multiple traveller information systems to assist customers in obtaining information to improve their transit journey. These include: — PIDstations – LED real-time variable message signs — Flat Panel LCD schedule displays — Phone-based real-time next bus departure information — SMS text messaging – real-time next bus departure information — GRT website, including — Various static schedule information details — Web-based trip planner — Web-based real-time bus map — Mobile app for real-time next bus information
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In addition, there are various apps and systems that use GRT’s Google Transit Feed Specifications (GTFS) to provide information. These include: — Google Maps — Bing Maps — Transit App — Moovit — Several locally-based apps A number of these systems began by providing scheduled information and updated over time to allow real-time information. While some of the systems cannot readily have their usage tracked (such as LED displays), other TIS components can be tracked. Figure 10-3 shows the distribution of customer usage of these systems in 2016. This illustrates that the majority of customer inquiries come via automated systems rather than live agents.
33% Automated Phone Schedule 5% 1% Information Call Centre (Live Agents)
14% Trip Plans (Hastinfo)
Texting (SMS)
Real-Time Mobile App
47%
Figure 10-3: Distribution of Traveller Information (2016) From 2009 (the first full year of operations of the traveller information systems (TIS)) to 2015, GRT ridership grew by 23% and the use of the TIS grew by 250%, yet the calls to customer service agents actually decreased by 19%. This shows a desire for information delivered through automated systems, and can have a profound impact on the number of customer service representatives required. Calls increased in 2016, but this could be attributed to the significant system disruptions due to detours leading to more queries about the service.
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10.1.3 OPEN SOURCE DATA GRT makes their scheduled and real-time schedule and bus location information available through an industry standard format, GTFS. Both Metrolinx’s TripLinx and Google Transit’s trip planner use, GRT’s GTFS data.
10.2 PROPOSED ITS PROJECTS/PROGRAMS Given the rapid pace at which such technologies and services are evolving it is important to establish where GRT staff time and capital and operating budgets should be focused. In addition, it is important that technology is deployed to help address an identified need. The following sections summarize some potential ITS Project/Programs that could be deployed over the next 5 years. Section 11 (page 154) will include further information regarding potential capital costs. The ITS Projects/Programs have been broken down into the following functional areas: A – Ongoing System expansion and maintenance Includes geographic expansions of existing hardware and software, software and hardware upgrades, integration of standalone systems and integration of the various transit platforms. B – Operational enhancements Includes software, hardware, data analysis and review that could be undertaken to optimize the operation of GRT’s transit system. C – Enhanced Functionality and Future Initiatives Includes opportunities to enhance GRT’s transit operation. Includes planning or policy items that would need to be considered and the technology that could be used to support these initiatives. Includes projects/programs that look to future trends and directions in the transit industry. The proposed technology plan for GRT is described below and summarized in Table 10-1.
10.2.1 A – ONGOING SYSTEM EXPANSION AND MAINTENANCE 10.2.1.1. A1 - TRANSIT SIGNAL PRIORITY ON ALL CONVENTIONAL BUSES This work is planned for 2017 and will be funded through the Federal Government Public Transit Infrastructure Fund (PTIF). Currently there are 31 vehicles equipped with TSP. An additional 232 vehicles will be outfitted throughout 2017.
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10.2.1.2. A2 - COMMUNICATIONS UPGRADE VARIABLE MESSAGE SIGNS There are currently 127 VMS installed at iXpress bus stops that communicate to Central via a 2G cellular network. From 2020 to 2021, Rogers will phase out support of their 2G networks. Therefore, all VMS controllers will need to be updated to support 4G/LTE. New VMS that are being procured include 4G/LTE capability with approximately 150 being installed. 10.2.1.3. A3 - COMMUNICATIONS UPGRADE SMART BUS All buses are equipped as ‘Smart Buses.’ INIT’s CoPilot is the computer that integrates all of the devices and communicates to the central CAD/AVL system. Currently all of the 245-vehicle fleet is equipped with CoPilot v1, which only supports a 2G network. The vehicles will need to be updated to CoPilot v2, which will include a hardware swap out, new cabling and a new backplane to support 4G/LTE. 10.2.1.4. A4 - HASTUS UPGRADE TO REAL-TIME INFO HASTUS scheduling software will be updated in 2017 to support real-time information. This will support trip planning similar to the Google trip planner, which will enhance the customer experience. 10.2.1.5. A5 - ADDITIONAL REAL-TIME PASSENGER INFORMATION DISPLAYS. More PIDS will be implemented at iXpress stops, at major bus stops and transit passenger facilities. 10.2.1.6. A6 – INTEGRATION/ENHANCEMENT OF ON-BOARD VIDEO SYSTEM GRT procured the SEON on-board CCTV system to provide security on transit vehicles. Integration of on-board CCTV cameras with the INIT AVL system would allow the viewing of compressed pictures in real-time, and enhance the security of operators and passengers. Sufficient bandwidth is required to ensure there is no compromising of voice or other data. Integration with INIT’s Smart Bus would allow transit operations staff to have ‘eyes’ on the bus when an alarm is triggered. Typically, this interface would support transmission of a .jpeg, as opposed to streaming video, from the bus to the transit Operations Centre. GRT is considering switching to a fully digital camera system to enable remote data collection and system maintenance (SEON). Streaming video could be supported with upgrades to vehicle hardware and IT infrastructure, and there may be increased communication costs. These can be partially offset through reduced staff time from removing hard drives, reduced maintenance due to fewer hard drive problems, and improved preventative maintenance due to the automated equipment performance monitoring system. York Region Transit has already developed an interface between SEON and INIT, which may be a cost effective solution.
10.2.1.7. A7 – INTEGRATION/ENHANCEMENT WITH ION LRT The ION LRT INIT CAD/AVL system is a different version than what GRT is currently operating. Integrating LRT data within the existing GRT systems will be critical for effective operations management and traveller information. While data integration is
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backwards compatible, there are additional functions included in the ION LRT system, such as Bus Bridge. Bus Bridge dispatches buses when LRT segments are out of operation. Upgrading GRT’s MOBILE ITSC software will address any inconsistencies. Connection Protection is an enhanced functionality that holds buses or LRTs at major transfer points if there is a known delay. 10.2.1.8. A8 – INTEGRATION WITH GO TRIPLINX Metrolinx currently operates GO trains to Kitchener and GO bus routes to Kitchener, Waterloo and Cambridge. Metrolinx has developed TripLinx, a regional trip planner that is available as a mobile app and webpage. GRT staff are waiting for final connections from Metrolinx to add GRT to TripLinx.
10.2.2 B – OPERATIONAL ENHANCEMENTS 10.2.2.1. B1 - VEHICLE HEALTH MONITORING SYSTEM Vehicle health monitoring systems integrate data from various vehicle mechanical systems, including tire pressure, oil pressure, engine checks, etc. This information is sent to the central system where it can be tracked, maintenance orders can be developed, and bus maintenance is streamlined. Dashboards, such as the one shown to the right, that are part of INIT’s MOBILEefficiency platform provide a comprehensive at a glance summary. Detailed reports on a per vehicle basis can also be made available. Products continue to be evaluated with the intention to implement within the timeframe of this plan. Figure 10-4: INIT’s MOBILEefficiency Dashboard 10.2.2.2. B2 - BUS CONTROL SYSTEM Based on the Driver Management and Safety System (DMSS) pilot, a complete fleet wide rollout of the DMSS is planned. The DMSS prevents unauthorized operation of the bus. It also enables a single log-in location for all on-board technologies whereas today there are multiple logins. 10.2.2.3. B3 - VEHICLE DEPOT MANAGEMENT SYSTEM Alternative solutions are being investigated, including a Radio Frequency Identification (RFDI) system for tracking bus locations in garages. This could minimize the time an operator or mechanic needs to locate a specific bus.
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10.2.2.4. B4 - ASSET MANAGEMENT SYSTEM This system is being investigated as a Region-wide initiative (which would include a work order system for GRT vehicles and other operational efficiencies). Introduction is expected during2017. 10.2.2.5. B5 - PEDESTRIAN COLLISION AVOIDANCE SYSTEM Cars have been equipped with sensors to assist with right and left turns for many years. Pedestrian Collision Avoidance systems use similar technology and support the bus operators in making safe turns. Before procuring a collision system, the experience of other transit agencies that have implemented collision avoidance systems will be gathered to determine lessons learned and the level of effectiveness of the systems. Pending the findings of the Market Scan, GRT will then determine if a Pedestrian Collision Avoidance System will be procured. 10.2.2.6. B6 - DATA MANAGEMENT TO SUPPORT PERFORMANCE MANAGEMENT There is a vast amount of real-time data generated and mining that data to optimize transit operations and performance management can be challenging. Initial efforts to ensure data quality has come through the development of the TDRS. Automation of data analysis through systems like Transit Data Reporting System (TDRS) and MOBILEstatistiscs will be fundamental inputs to GRT’s service performance management system. Automatic Passenger Counts should be verified periodically with manual counts and a preventive maintenance program should be established for the on-board equipment. Other efforts to ensure data is accurate should continue. The continued development of GRT’ service performance management system will require managing large data sets to provide the significant benefits described below: — Customizable dashboards enabling quick and easy access to historical and ongoing performance using Key Performance Indicators (e.g., schedule adherence, percent seated capacity, overload events, adequacy of trip times and schedules, and operator performance). — Diagnostic data analytics that can identify and alert when unreliable schedule and overcrowded buses occur and identify lower performing routes and underutilized bus stops and buses. — Predictive and prescriptive data analytics that can be used to model scenarios and determine what changes would be required for a given outcome (e.g., what changes would be required to bring routes cycle time down from 33 to 30 minutes). — Data mining software that can be used to uncover trends and relationships, and draw correlations and associations. External data sets (such as outdoor air temperature or precipitation) can be used as explanatory data to improve results. For example, it would be possible to compare vehicle ages vs. breakdowns and maintenance costs, or conduct an analysis of bus collisions vs. weather, operator, and time-of-day data, with results indicating which factors appear to have best correlation or explanatory power.
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All of the above analytic techniques can be constructed to facilitate the filtering of data for particular days, times, routes, vehicles, operators, etc. It is recommended that GRT support the development of its comprehensive performance monitoring system through continued enhancements of data management systems.
10.2.3 C – ENHANCED FUNCTIONALITY AND FUTURE INITIATIVES 10.2.3.1. C1 - CROWDSOURCING / SOCIAL MEDIA Crowdsourcing is the collection of information from system users through telematics and apps, enabling better system management, organization efficiency, and public communications. Drawing upon the knowledge of users, the use of crowdsourcing is increasing across the market place. The use of citizen reporting systems for delays, service interruptions, congestion, collisions, asset condition (e.g. icy, snow covered) is increasing. This is being managed by many agencies through bi-directional social media platforms that support real-time communication. GRT should pilot a project to look at how this information can be gathered and effectively relayed to customers. 10.2.3.2. C2 - OPEN SOURCE DATA The Region supports the provision of open source data through its Open Data Portal and Open Data Catalogue. Static and real-time transit data are available through the Google Transit Feed Specifications (GTFS). In addition, GRT is in the process of releasing a Representational State Transfer Application Program Interface (REST API), to improve the transferability of data (over GTFS and other existing APIs). The new REST API will enhance the ability to provide more timely service interruption and detour information to transit customers. Making transit data available to developers can result in more and improved apps for transit riders. GRT also makes system monthly ridership and on-time performance data available on its website and plans to make further system performance data available, including which routes experience overcrowding and missed scheduled trips. Open source data can leverage third-party expertise. This will result in the development of more apps that promote GRT services, as well as the redistribution of GRT data to digital networks, information kiosk and other public or private sources. GRT is using this approach at the Cambridge Memorial Hospital where the existing TV panel in the lobby display next bus information, which is dynamically received from the real-time GTFS, feed. Additional locations are being evaluated for this cost-effective approach to providing real-time next bus information. 10.2.3.3. C3 - INTERMODAL TRAVELLER INFORMATION Residents use a range of travel modes on a daily basis as alternatives to driving alone. These include traditional travel options such as local and interregional buses and trains, and less traditional travel options such as carsharing, bike sharing and ridesharing (e.g. Uber). In some cases, people use more than one mode to complete a trip.
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The future multi-modal King Victoria Transit Hub provides an opportunity to physically integrate modes, as well as traveler information and ticketing. Determining how to integrate the various traveler information data sets, how to display the information, and how to ensure data quality are some of the challenges that would need to be addressed. 10.2.3.4. C4 - AUTONOMOUS VEHICLE There is considerable hype surrounding automated vehicles (AVs), with estimates for rollout ranging from 2019 to 2035 or beyond. Vehicles with increasing levels of automation, such as automatic emergency braking and lane keeping, are already available for purchase and might be replaced with fully driverless systems within the next decade. Some transit agencies are considering whether to invest in an AV pilot project. While there are some perceived benefits, there are also a number of serious concerns that would need to be addressed before AVs are implemented. There are many steps before fully autonomous vehicles could be implemented without considerable disruption and cost. It is recommended that GRT monitor the results of autonomous vehicle pilots in the public transit industry. 10.2.3.5. C5 - EASY GO ELECTRONIC FARE PAYMENT The new EasyGO Fare Card system is card-based, with the fare products being stored on the card itself. Electronic fare payment technology is evolving rapidly and there are several functionalities that GRT should evaluate and consider for the next generation of EasyGO fare payment: 1 Open payment systems where debit/credit cards can be used for payment 2 Mobile ticketing using dedicated smartphone apps that sell and store fare product in the customer's mobile device 3 Mobile payment using customer smartphones to replicate a compliant fare card or open payment card via Near Field Communications (NFC) 4 Account-based systems that support the EasyGO card with cards issued by partnering agencies and mobile devices. Account-based systems are also suitable for riders of accessible services, including seniors and people with disabilities, who may have challenges using traditional fare products. 5 Pre-loaded fare cards sold by retailers like gift cards. Since there is no requirement for special retail equipment to activate these cards, pre-loaded fare cards can be sold at many more retail locations, increasing system accessibility. Pre-loaded cards would be another fare product for customers who do not have a banking relationship can purchase with cash. The addition of advanced electronic payment features would make it easier for people to choose to ride transit in the Region since anyone carrying a credit/ debit card or compliant mobile device would effectively be carrying a valid fare product. EasyGo fare payment also presents opportunities to leverage ridership and customer satisfaction through pricing strategies. The integration of GRT’s EasyGO fare system with Metrolinx’s PRESTO system should be considered as inter-regional transit ridership increases due to ongoing improvements
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to GO service in the Waterloo Region. The ability for inter-regional transit customers to access GRT services without the requirement to carry an EasyGO Fare Card would also support Integration with GO. 10.2.3.6. C6 – FAMILY OF SERVICES PLANNING Implementation of a Family of Services approach is being implemented and considered by various transit agencies. In a Family of Services model, there is a high level of integration between the fixed route services and the demand responsive services. This approach has many benefits including: — providing a higher level of service to users where a fixed route service isn’t viable by providing a demand responsive ‘first mile’ trip to get them to the main transit network; and — supporting more trips and a higher level of service for demand responsive users by integrating fixed route services where available as part of their trip. Internal discussions would be required to see if the Family of Services approach would add value to users and GRT, and what type of business rules would need to be in place to support this operation. Technical work would include determining if existing software platforms could be upgraded to support this approach, integrating the fixed route and demand responsive solutions and providing tools for users to build the necessary trips or deploying new software.
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Table 10-1: Technology Plan Project Descriptions & Timeline SHORT PRORITY FUNDING TERM MEDIUM TERM FUTURE (LOW/MEDI (YES/NO) [CAPITAL [CAPITAL COST] (2021+) UM/ HIGH) COST]
A - Ongoing System Expansion and Maintenance
A1 - Transit Signal Priority on all conventional Yes High $4,300/bus buses $1,000,00 0 total [232 buses to be upgraded]
A2 - Communications upgrade VMS Yes High $250,000 [133 VMS]
A3 - Communications upgrade Smart Bus Partial Medium $1.6M funding, [250 buses] requires additional
A4 - HASTUS upgrade to include daily module and Yes Medium $1,200,00 real-time info 0
A5 - Additional Real-time Passenger Information Yes High $1,200,00 Displays 0
A6 - Integration / Enhancement of On-board video Yes High $50,000 system
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SHORT PRORITY FUNDING TERM MEDIUM TERM FUTURE (LOW/MEDI (YES/NO) [CAPITAL [CAPITAL COST] (2021+) UM/ HIGH) COST]
A7 - Integration / Enhancement with ION LRT Yes High $150,000 - through $200,000 LRT (for project for Connectio software n upgrade. Protection No for and Bus Connection Bridge) Protection.
A8 - Integration with GO TripLinx Yes High N/A (will be integrated through existing GTFS feed)
B - Operational Enhancements
B1 - Vehicle Health Monitoring System No Low $500,000 [250 buses]
B2 - Bus Control System No Low $1,900,00 0
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SHORT PRORITY FUNDING TERM MEDIUM TERM FUTURE (LOW/MEDI (YES/NO) [CAPITAL [CAPITAL COST] (2021+) UM/ HIGH) COST]
B3 - Vehicle Depot Management System No, High $330,000 additional funding required due to reallocation
B4 - Asset Management System Yes High N/A
B5 - Pedestrian Collision Avoidance System No Low $40,000 (Market Scan) $3M [250 buses - capital roll out]
B6 - Data Management to support Performance Partial Medium $150,000 Management funding
C - Enhanced Functionality and Future Initiatives
C1 - Crowdsourcing and Social Media Staff High N/A position
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SHORT PRORITY FUNDING TERM MEDIUM TERM FUTURE (LOW/MEDI (YES/NO) [CAPITAL [CAPITAL COST] (2021+) UM/ HIGH) COST]
C2 - Open Source Data No Medium $50,000 - $500,000 [dependen t on number of data sources]
C3 - Intermodal Traveller Information No Low
C4 - Autonomous Vehicle No Low Up to a multi- millon dollar investment depending on the scale of the pilot
C5 - Easy GO Electronic Payment Enhancements No Low Multi-millon dollar investment
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SHORT PRORITY FUNDING TERM MEDIUM TERM FUTURE (LOW/MEDI (YES/NO) [CAPITAL [CAPITAL COST] (2021+) UM/ HIGH) COST]
C6 - Family of Services Planning No Low Planning - $100,000 - $200,000 - Internal $200,000 $5,000,000 conversati Technology review ons could and development of begin to approach determine if there is a benefit Timing has been considered as the following: — Short term – 0 to 2 years — Medium term – 3 to 4 years — Future – 5+ years
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10.2.4 STAFF ORGANIZATION GRT has and continues to invest extensively in ITS to improve operational efficiency and enhance the customer experience. While there has been rapid growth in the implementation of technical equipment, IT infrastructure, software applications, communication systems, and data sets, the staff levels to support and leverage the ITS investment has been limited. There are three key functional areas that GRT must consider to ensure sufficient organizational capacity exists to protect and maximize the ITS investment: 1 Implementation, maintenance and replacement of hardware, and technical equipment on buses and in the field, including the implementation of quality assurance and preventative maintenance programs. Adequate staff support in this functional area ensures work is acceptably completed, and that equipment performs to product specifications. This ensures systems such as transit signal priority, real-time information displays, automated vehicle location and passenger counting systems, electronic fareboxes and ticket vending machines operate effectively and provide accurate data and information. Electronic technicians are required to support this area. 2 Implementation and maintenance of software applications, system interfaces and integration, upgrades and enhancements, and the research and development of new technology. Adequate staff support in this functional area ensures important systems that are relied on daily by customers and GRT employees operate effectively and accurately. Many of these systems are interconnected, so it is important that a change to one system is seamlessly integrated with connecting systems. Technology is changing rapidly and many innovative transit applications are being implemented by transit agencies throughout the world. Researching innovative transit applications can provide solutions and enhancements to GRT’s operational efficiency and customer service. Systems application and software development technical support personnel are required in this area. 3 Implementation, maintenance, development, analysis of many, large volume data sets used internally, and public facing. Adequate staff support in this functional area ensures all the traveller information systems provide accurate real-time information to riders and that the automated vehicle location system accurately tracks bus locations in real-time. Large volumes of data provided by the automated vehicle location and passenger counting system, and by the electronic fare management system require the ongoing development of robust data analytic systems to support the service performance management system. Data and business analysts are required to support this area. It is important that GRT provide adequate staffing to ensure the effective functioning of the suite of ITS applications and to enable staff to leverage the most benefits from the technology investment. An additional six ITS support staff in the three functional areas described previously should be incrementally added during the lifecycle of the Business Plan through the annual budget process. Currently there are only two permanent
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dedicated ITS staff within GRT. In the Transit Development group, a project manager oversees the implementation of new systems and maintenance of existing systems. A transit technician implements and repairs real-time information displays and electronic fareboxes. In addition, two transit analysts spend some of their time ensuring data inputs into the traveller information system are accurate and on producing service performance reports. For the Electronic Fare Management System project, a project manager was seconded internally from the Transit Development group and a temporary technician and Fleet technician support EFMS hardware installs and repairs, and assist with passenger information displays install and repairs. A business analyst to support the implementation of the EFMS has been seconded from corporate IT. For the upgrade to the Transit Operations System, a project manager was seconded from the Transit Operations Group. ITS staff support should be reviewed annually to determine if there are opportunities to reorganize available staff resources to improve ITS functions within GRT. Support functions should be evaluated in 2017. The Region’s corporate IT division plays a critical role in supporting GRT’s suite of intelligent transportation systems. Key support functions include network management, disaster planning, IT infrastructure implementation and maintenance, and back-ups and data archiving. It is important that the evolution of GRT’s ITS system and technical support team continues to be developed in partnership with the Region’s corporate support team.
10.3 RECOMMENDATIONS FOR TECHNOLOGY Implementation of the following recommendations will support GRT’s technology plan: A. Update the Technology capital budget to reflect the proposed initiatives in the Technology plan and update annually based on new information and cost estimates. B. Request necessary staff resources though annual budget process and review organizational structure to best support existing and implement new or enhanced ITS applications as identified in this Transit Technology Plan.
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11 FINANCIAL PLAN
The financial operating requirements of the proposed GRT Business Plan 2017-2021 are detailed in Table 11-1. In order to attain the 2021 RTMP target of 28.1 million rides, the service improvement strategy forecasts that the amount of service GRT provides would increase by 250,000 annual service hours over the next five years. As a result of the proposed service growth and new operating costs from LRT, operating costs would increase annually. Some of the operating costs increases would be offset by increases in passenger revenue resulting from ridership growth combined with proposed annual fare increases of 2.0 percent. While the cost-recovery ratio declines during the first several years of the plan, it stabilizes during the last two years. Going forward, the additional capacity provided by LRT, completion of the iXpress network and additional higher frequency routes can accommodate future ridership growth with lower marginal additional costs. It is expected that the financial performance of GRT will continue to improve post 2021 as higher ridership levels using existing service capacity are attained. Table 11-1: Projected Ridership and Financial Performance of 5 Year Plan 2016 ACTUAL 2017 2018 2019 2020 2021 Service TOTAL 762,000 778,000 865,000 933,000 983,000 1,035,000 Hours LRT 0 0 37,000 55,000 55,000 57,000
BUS 762,000 778,000 828,000 878,000 928,000 978,000
Ridership (millions) 19.7 20.0 21.8 24.3 26.6 28.3
Operating Cost $82.2 $88.9 $108.3 $121.3 $130.0 $137.8 (millions)
Passenger $31.4 $32.4 $35.7 $40.5 $45.4 $49.9 Revenue (millions)
System Revenue $32.2 $33.2 $36.6 $41.3 $46.2 $50.7
Net Operating Cost $50.0 $55.7 $71.7 $80.0 $83.8 $87.1
Net Operating Cost $2.58 $2.82 $3.33 $3.32 $3.18 $3.11 per Rider
Revenue/ Cost 39.2% 37.3% 33.8% 34.1% 35.6% 36.8% Ratio
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11.1 SEVEN YEAR PLAN IMPLEMENTATION SCENARIO When reviewing the financial implications of implementing the proposed five (5) year business plan, the Business Plan Steering Committee supported implementing the service improvements over a seven (7) year period. Rather than expanding the transit system by 50,000 annual service hours, or 5.7% on average annually, it would be expanded by an average of 35,000 annual services hours 4.2% on average annually. Staff will submit a Budget Issue Paper to the Region’s budget process annually for the proposed service expansion. One of the implications of stretching out the implementation of the five year business plan to seven years is that some service improvements would be deferred. As a result, ridership achieved in 2021 would be 27.3 million, short of the 28.0 million ridership target (see Table 11-2). It is projected that 28.0 million rides would be achieved in 2023. Some of the service improvements that could be delayed in implementation include completion of the iXpress network in Cambridge, extension of hours and days of operation on selected routes to coordinate with ION LRT and frequency improvements on higher performing routes. Staff will continually monitor route performance, travel pattern and land use changes, to establish new service improvement priorities to be included in the annual service expansion plan of 35,000. Each year staff would compare actual budget approvals to the business plan recommendation for service growth to determine the degree of deviation from achieving the 2021 RTMP 28.1 million ridership target. Table 11-2: Projected Ridership and Financial Performance of 7 Year Plan 2016 ACTUAL 2017 2018 2019 2020 2021 Service TOTAL 762,000 778,000 854,000 911,000 944,000 980,000 Hours LRT 0 0 37,000 55,000 55,000 57,000 BUS 762,000 778,000 817,000 856,000 889,000 923,000 Ridership (millions) 19.7 20.0 21.8 24.1 26.0 27.3 Operating Cost (millions) $82.2 $88.9 $106.3 $119.3 $127.9 $135.7 Passenger Revenue (millions) $31.4 $32.4 $35.7 $40.1 $44.4 $48.0 System Revenue $32.2 $33.2 $36.5 $40.9 $45.2 $48.8 Net Operating Cost $50.0 $55.7 $69.8 $78.4 $82.7 $86.9 Net Operating Cost per Rider $2.58 $2.82 $3.25 $3.29 $3.21 $3.21 Revenue/ Cost Ratio 39.2% 37.3% 34.3% 34.3% 35.3% 36.0% Note: Operating costs in this table exclude debt servicing, reserve contributions and the financing and life cycle components of the projected monthly service payments to GrandLinq.
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11.2 CAPITAL REQUIREMENTS FOR THE BUSINESS PLAN Table 11-3 outlines the capital requirements over the life of the Business Plan. Staff recommends including all capital requirements set out in the GRT Business Plan in the draft 2018 – 2027 GRT Capital Program. Approval of such investments will be subject to annual budget approval. Through the 2018 Regional Budget process the cost profile for expansion buses will also be updated to reflect higher vehicle purchase costs. The 18 expansion buses for 2017 have been approved for 50% federal funding under the Public Transit Infrastructure Fund (PTIF) program. All approved updates to the GRT capital plan will be factored into the development of the next Regional Development Charge Background Study anticipated in 2019. It is expected that a significant portion of the planned investment in GRT growth related capital will still be required to be funded from future property taxes. Staff will continue to monitor federal and provincial funding announcements for alternate capital funding sources. Future announcements are expected with respect to Phase II of the Public Transit Infrastructure Fund (PTIF) and the possibility of increased Provincial Gas Tax funding which can be incorporated into the GRT capital funding strategy, if appropriate. Table 11-3: Capital Requirements ($’s million) 2017 2018 2019 2020 2021 TOTAL Peak Buses + (Spares) 15+(3) 0 5+(1) 10+(2) 10+(2) 40 +(8) Expanded Bus Fleet Costs $9.00 $3.15 $6.3 $6.3 $24.75 Passenger/Driver Facilities: 1) Conestoga College $0.10 $1.0 $3.0 $4.1 2) Sunrise Centre $0.9 $0.9 Station Development $2.118 $1.35 $3.468 204 Highland/Victoria iXpress 205 Ottawa iXpress 206 Coronation iXpress 200 iXpress extension Customer Service Storefront $0.25 $0.25 $0.50 Conestoga Mall Transit Facility $0.05 $0.45 $0.50 Upgrade Transit Technology $0.86 $0.925 $0.4 $0.35 $0.905 $3.44 Transit Facility Design Guidelines $0.05 $0.05 $0.10 Transit Wayfinding Plan $0.05 $0.05 Total $12.078 $3.225 $8.4 $6.9 $7.205 $37.808
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11.3 FINANCIAL IMPLICATIONS The financial implications of delivering the proposed increase of 250,000 annual service hours over seven years (190,000 service hours in five years) are detailed in Table 11-4. The incremental tax levy to fund the seven year implementation plan to 2021 is estimated at $6.8 million. In comparison, the tax levy impact of providing an additional 250,000 service hours in five years is estimated at $10.17 million by 2021, an increase of $3.37 million compared to the seven year plan. Table 11-4: Financial Implications of 7 Year Plan ($’s 000)
2017 2018 2019 2020 2021 TOTAL Additional Service 32,000 35,000 35,000 35,000 35,000 190,000 Hours* 18,000 New Service $1,360 $2,030 $990 $1,020 $1,040 $6,440 Variable Operating Costs Annualized $1,390 $2,540 $2,050 $2,090 $8,070 Variable Operating Costs New Ridership ($150) ($710) ($1,360) ($1,690) ($1,620) ($5,530) Revenue Incremental Net $1,210 $2,710 $2,170 $1,380 $1,510 $8,980 Operating Costs Incremental Debt $330 $240 $480 $1,050 Service Incremental Bus $720 $240 $480 $1,440 Replacement Contributions Fare Change ($550) ($900) ($970) ($1,080) ($1,180) ($4,680) Revenue** Incremental Levy $660 $2,860 $1,200 $780 $1,290 $6,790 Impact *2017 budget approved 32,000 of 50,000 in additional service hours (bundles 1 & 2 from issue paper). An additional 18,000 service hours (bundle 3) for Ottawa iXpress were approved to be added to the 2018 GRT base budget with service commencing in the spring 2018 ** Includes 2% annual average fare increase July 1 and 4.99% annual U-Pass increase
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12 CONCLUSION
The GRT Business Plan 2017-2021 identifies the transit network changes and service level improvements required to attain the 2010 Regional Transportation Master Plan (RTMP) transit ridership target of 28.1 million annual passenger trips for 2021, to support the Regional Official Plan growth and urban intensification goals, and to achieve seamless integration of ION LRT and BRT, and conventional bus services. This ambitious Business Plan and the recommendations within are key to achieving the desired vision in five years. The following recommendations should be implemented: BUSINESS PLAN SECTION RECOMMENDATION
3.3 - Service Improvement & A. “That the transit service improvements Ridership Growth Strategy detailed in Table 3-1 be further developed through the annual service plan process and presented to Regional Council for consideration during the annual budget process prior to implementation.”
3.3 - Service Improvement & B. “Continue development of a Frequent Ridership Growth Strategy Service Network (routes with 15 minute or better service frequency).”
3.3 - Service Improvement & C. “Develop a new route classification Ridership Growth Strategy system based on the high frequency network concept.”
3.8 - Alternative Service Delivery A. “That an alternative service delivery pilot program be implemented in 2018 to serve one or more identified seniors’ facility that is currently beyond the walk distance standard.”
3.8 - Alternative Service Delivery B. “That opportunities to retrofit sidewalks, pedestrian and roadway links that improve access to transit be evaluated, and funds be requested in future capital budgets.”
3.8 - Alternative Service Delivery C. “That staff continue to work with Regional and municipal planners to ensure future development is designed to be in close proximity to, and oriented towards existing and planned transit routes.”
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3.8 - Alternative Service Delivery D. “That staff continue to have discussions with Township staff and elected officials on potential service delivery options that would connect Township communities to the conventional regional transit network.”
4.3 - Transportation Demand A. “That the TDM Program support GRT’s Management ridership growth strategy through the proposed projects and initiatives in the 2017-2021 TDM Plan.”
5.3 - Transit Priority Measures A. “Transit Services staff produce an annual priority list that identifies the locations where transit vehicles experience the greatest traffic delays.”
5.3 - Transit Priority Measures B. “An inter-divisional working group be established to review and evaluate the delay priority list, design, budget and program the appropriate transit priority measure in the Transportation Capital Program”
6.5 - Service Performance A. “Implement a comprehensive Management Plan performance management system based on key performance indicators for each business unit.”
6.5 - Service Performance B. “Continue the development of automated Management Plan tools that facilitate analysis of key performance indicators and display results in a dashboard system.”
6.5 - Service Performance C. “Expand the number of key performance Management Plan indicators that are made available on the GRT website including overcrowded routes and percent of scheduled service that is delivered.”
6.5 - Service Performance D. “Develop organizational capacity within Management Plan GRT that would be dedicated to the continued development of the comprehensive performance management system.”
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7.5 - LRT/GRT Integration A. “Staff continue to work on the range of efforts to ensure an integrated bus and rail regional transit network as detailed in the GRT/LRT Integration section.”
7.5 - LRT/GRT Integration B. “That the station profiles be used collaboratively with the area municipalities station area planning efforts to identify active transportation network improvements that support access to ION stations and GRT bus stops.”
8.6 - Customer Service Plan A. “Develop a GRT Customer Service Plan which includes a Passenger Charter and related Key Performance Indicators (KPIs)”
8.6 - Customer Service Plan B. “Contract a firm to conduct satisfaction surveys every other year for the life of the plan”
8.6 - Customer Service Plan C. “Introduce a Customer Satisfaction Index to monitor and measure progress between surveys”
8.6 - Customer Service Plan D. “Continue and expand upon the existing performance measures that are shared with the public on the GRT website”
8.6 - Customer Service Plan E. “Develop a program whereby management meets and engages with the public to hear their concerns and suggestions on a regular basis and promote these sessions to the public”
8.6 - Customer Service Plan F. “Provide to the public a list of committed projects, programs and initiatives that GRT will undertake each year over the life of the plan”
8.6 - Customer Service Plan G. “Develop a plan to open a store front customer service operation near the Frederick LRT station to increase GRT’s visibility and exposure in the community. Staff would sell GRT fare products, and provide customer service and information”
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8.6 - Customer Service Plan H. “Expand public Wi-Fi access to GRT passenger facilities, LRT stations, buses and trains.”
8.6 - Customer Service Plan I. “Develop a Community Relations Plan to create partnerships with agencies and neighbourhood associations to develop stronger two-way communications with community stakeholders”
8.6 - Customer Service Plan J. “Expand the use of social media, including the use of Instagram and Snap Chap as well as additional platforms that emerge over the life of the plan, to expand the channels through which GRT engages its riders and the region’s citizens”
9.8 - Marketing Plan A. “Implement the proposed marketing program initiatives as detailed in the Marketing Plan section, subject to annual budget approvals”
9.8 - Marketing Plan B. “Establish KPIs to measure comments, awareness, customer engagement, and ridership levels”
9.8 - Marketing Plan C. “Conduct a baseline review in Year 1”
10.3 - Technology Plan A. “Update the technology capital budget annually to reflect the proposed initiatives in the Technology Plan based on new information and cost estimates”
10.3 - Technology Plan B. “Request necessary staff resources though annual budget process and review organizational structure to best support existing and implement new or enhanced ITS applications as identified in this Technology Plan”
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A EVALUATION OF TRANSIT PRIORITY MEASURES
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Table 12-1: Description, Benefits, Evaluation and Relative Costs of Transit Priority Measures CURRENTLY DESCRIPTION BENEFITS STRENGTHS CHALLENGES COSTS DONE Transit signal Traffic signals – Improves – Requires no – Can compromise Low; Currently priority (TSP) programmed to transit travel construction, signal moderate if installed on extend green time, time and operational progression for signal system 31 buses & or shorten red service changes or parallel and is not used in two time, when reliability enforcement crossing traffic, configured to corridors delayed buses – Easy, increasing traffic support TSP along iXpress approach the congestion systems 200 inexpensive to intersection. implement on most new signal systems
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Stop Reduce number of – Improves – Requires – Can face public Low; Process done consolidation bus stops by transit travel minimal opposition due to moderate if during each increasing policy time and physical, reduced access bus stops are road stop spacing, service operational or to buses or improved reconstruction eliminating lightly reliability by enforcement trains, longer project; formal used stops, reducing changes (bus walking distance procedure to adjusting stop number of stop and – Accurate analysis be set up locations to stops the parking of walk distance reduce traffic vehicle restriction impact required conflicts, and makes signage, to mitigate impact focusing stop – Can transit vehicle on existing riders. activity on transfer improve operator locations and traffic and information) major destinations pedestrian safety and reduce traffic congestion by reducing the number of stops and placing stops in safer locations
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Striped queue Buses are – Improves – Requires – Dependent on Low to Planned for jump facility at provided with a transit travel minimal availability of Moderate Courtland Ave intersections signal phase time and physical, dedicated right (additional and Hillmount during which they service operational or turn lanes signal head, Street are permitted to reliability by enforcement – Must be signal timing make through or allowing changes changes, implemented on left movements buses to (addition of an intersection- additional and from striped right bypass transit signal by intersection modified turn lane stopped phase, striping basis; impact signage, traffic of queue jump reliant on number striping, movement, of intersections possible bus signage reconfigured stop alerting relocation). motorists of queue jump movement)
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Off-board fare A range of – Boarding – Can – Equipment can Moderate to To be vending or fare approaches to time per significantly be expensive high, installed at collection allow customers to passenger reduce – Some equipment depending on ION LRT purchase fare is reduced, boarding time has had reliability approach and stations media at bus and and, in some issues system used, stops. Sometimes reliability is cases, allow vendor or includes off-board improved, for boarding – Some system fare payment or by reducing from both approaches have selected, proof of payment. or doors resulted in number and increased fare eliminating – Reduces or unit cost of time evasion and loss ticket vending eliminates of fare revenue required for operator role in machines on-board fare – Vendors can fare enforcement require fees, payment, further reducing Fare operator fare revenue, and enforcement verification require long-term personnel required for – contracts Safety and proof of vehicle payment operator employee satisfaction is improved by reducing operator role in fare enforcement
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Purpose-built Short (usually less – Improves – Creates – Additional Moderate to Along ION queue jump than 100 metre) transit travel bypass facility pavement, high BRT corridor facility at segment of time and without property takes (additional intersections dedicated bus reliability by reducing can result in pavement, lane built allowing roadway relatively high right of way, alongside general buses to capacity cost signal head, purpose travel bypass – Most designs – existing signal timing lanes approaching stopped easy to use intersection changes, intersection to traffic and require design and right- additional and allow buses to – New, minimal of-way availability modified bypass auto traffic dedicated enforcement to often precludes signage, facility does maintain bus- improvements striping, not detract only use possible bus – Implemented on stop from general an intersection- relocation) purpose by intersection lane basis; impact capacity reliant on number of intersections reconfigured
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Peak period, Lane (usually right – Travel time – Can generate – Reduces Low to None in Place dedicated bus or curb lane) and significant roadway traffic moderate lane dedicated reliability is travel time capacity and (striping, exclusively to bus improved savings with parking capacity signage) traffic for a limited during very limited during period of number of hours restricted capital transit-only each day (such as period by investment operation during morning or reducing (changes to – Of limited benefit evening rush hour conflicts signage and if lane exclusivity periods) with parallel striping, and parking traffic parking restrictions are – Customers restrictions). not strictly perceive – Does not enforced by local significant require signal police travel time priority or – Right lane savings due changes to operation often to bypassing signal systems impeded by of parallel – Allows for use illegally parked auto traffic of pre-existing and loading or new vehicles, vehicles wayside bus entering and stops or exiting stations driveways, etc. – Operationally – Peak period similar to restriction can regular bus generate operation confusion among – Perceived by drivers, parking users the public as a highly visible
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and significant benefit to transit; often generates significant ridership benefits
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Full-time Curb lane – Travel time – Generates – Reduces Low to None in Place dedicated bus dedicated and significant roadway traffic moderate lane (curb exclusively to bus reliability is travel time capacity and (striping, lane) traffic improved savings with impacts any signage) during very limited existing on-street restricted capital parking period by investment – Of limited benefit reducing (changes to if lane exclusivity conflicts signage and and parking with parallel striping, restrictions are traffic parking not strictly – Customers restrictions). enforced by local perceive – Does not police significant require signal – Right lane travel time priority or operation often savings due changes to impeded by to bypassing signal systems illegally parked of parallel – Allows for use and loading auto traffic of pre-existing vehicles, vehicles – Full time or new entering and restriction wayside bus exiting promotes stops or driveways, etc. understandi stations ng and – Operationally compliance similar to with regular bus restriction, operation easing enforcement – Perceived by issues the public as a highly visible
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and significant benefit to transit; often generates significant ridership benefits – Full time restriction safer, reduces driver confusion
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Full-time Centre (left) lanes – Travel time – Generates – Reduces Moderate to None in Place dedicated bus in each direction and significant roadway traffic high, lane (centre or dedicated reliability is travel time capacity and depending on median lane) exclusively to bus improved by savings impacts any station traffic reducing – Does not existing on street design, types conflicts parking of vehicles require signal with parallel priority – Can require used, and traffic pedestrian – Signal system restriction of left – Customers turns crossing changes may improvements perceive be minimal – Of limited benefit significant if lane exclusivity travel time – Perceived by the public as a and parking savings due restrictions are to bypassing highly visible and significant not strictly of parallel enforced by local auto traffic benefit to transit; often police – Full time generates – Requires mid- restriction significant street promotes ridership stops/stations, understandi benefits requiring ng and additional right of compliance – Full time restriction way and with generates more restriction, safer, reduces driver pedestrian easing crossings enforcement confusion – issues – Centre lane May require vehicles with left – reduces traffic Use of or both side door centre lane and parked vehicle configuration, reduces which increases conflicts conflicts,
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with further vehicle costs driveways, increasing significantly, vehicle speed and limits vehicle incursions, reliability selection, and illegally causes parked cars, operational etc. complications for bus operators – Creates unfamiliar traffic configuration that raises traffic safety concerns
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Exclusive Exclusive, barrier- – Travel time – Generates – Reduces Moderate to None in Place (barrier- separated lane in and significant roadway traffic high, separated) bus dedicated to bus reliability is travel time capacity and depending on lane with at- traffic improved by savings impact any whether grade reducing – If on dedicated existing on-street additional intersections conflicts parking, unless paving or right guideway, may with parallel not be subject on new dedicated of way is traffic to traffic guideway required to – Customers signals – If curb lane accommodate perceive installed, cuts off bus lane, – Perceived by stations significant the public as a access to travel time highly visible driveways, savings due and significant adjacent to bypassing benefit to properties of parallel transit; often – If centre-lane auto traffic generates installed, can – Full time significant restrict left turns, restriction ridership and can require promotes benefits center stations understandi – Barrier and/or left side ng and separation bus doors, compliance safer, reduces raising issues with driver attendant to restriction, confusion those conditions easing – – Barrier Creates enforcement unfamiliar traffic issues separation eliminates configuration that – Barrier traffic and raises traffic separation safety concerns parked vehicle reduces conflicts, conflicts
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with further – Barrier can driveways, increasing represent vehicle speed and significant capital incursions, reliability cost illegally – Barrier parked cars, separation is etc. self-policing, reducing need for enforcement of lane exclusivity and parking restrictions
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Exclusive Exclusive, barrier- – Travel time – Generates – Barrier and grade High cost due None in Place (barrier- separated lane and major travel separation can to need for separated) bus dedicated to bus reliability is time savings represent high exclusive lane with grade traffic, with grade improved by – Does not capital cost due lane, bridges separation separations at reducing require signal to need for and other intersections conflicts exclusive lane, infrastructure priority with parallel bridge, over and to create traffic – Signal system underpasses to grade- changes may – maintain grade separated Customers be minimal perceive separation facility significant – Perceived by – Need for travel time the public as a significant bus savings due highly visible stations likely and significant to bypassing – benefit to Reduces of parallel roadway traffic auto traffic transit; often generates capacity and – Grade significant parking capacity separation ridership – If curb lane mostly benefits installed, cuts off eliminates – Grade access to enforcement driveways, issues separation safer, reduces adjacent – Grade driver properties separation confusion – If centre-lane eliminates – Grade installed, can conflicts require center with separation eliminates stations and/or driveways, left side bus vehicle traffic and parked vehicle doors, raising insursions, issues attendant illegally conflicts,
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parked cars, further to those etc. increasing conditions – Grade speed and – Creates separation reliability unfamiliar traffic eliminates – Grade configuration that conflicts and separation raises traffic delays at eliminates safety concerns intersections need for enforcement
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Figure 12-1: Intersections with Highest Delay in Waterloo Region
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B ROUTE PERFORMANCE SUMMARY
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Table 12-2: 2016 Route Performance Summary BASE
Routes Name Average Boardings/ Cost Recovery Weekday Hour (R/C) Boardings
1 Queen-River 2638 33 35.7%
7 Mainline 12,093 46 46.8%
8 University/Fairview 5,964 45 45.4%
12 Conestoga Mall/Fairview 5,384 48 48.5%
51 Hespeler Road 2839 33 35.1%
52 Fairview Park Mall/ Ainslie St. 2621 29 30.6%
200 iXpress 8,545 37 35.5%
201 iXpress Fischer-Hallman 3,794 50 48.2%
202 iXpress University 3,476 45 43.6%
203 iXpress Maple Grove 632 18 19.4%
204 iXpress Boardwalk-Lackner 2224 30 30.9%
BUSPLUS
Routes Name Average Boardings/ Cost Recovery Weekday Hour (R/C) Boardings
72 Cherry Blossom 89 12 28.6%
73 Northlake 39 5 11.9%
76 Doon South 66 9 21.0%
77 Wilmot 38 4 13.1%
78 Hanson 28 4 7.8%
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LOCAL
Routes Name Average Boardings/ Cost Recovery Weekday Hour (R/C) Boardings
2 Forest Heights 463 16 17.2%
3 Ottawa South 1,233 34 36.5%
4 Glasgow 609 19 20.3%
5 Erb 782 20 20.4%
6 Bridge 1,111 29 31.8%
9 Lakeshore 3,653 51 48.9%
10 Conestoga College 1800 75 61.8%
11 Country Hills 1,076 33 35.1%
13 Laurelwood 1945 38 35.7%
14 Bathurst 142 34 26.1%
16 Forest Glen/Conestoga College 981 63 54.2%
20 Victoria-Frederick 1,686 24 25.8%
21 Elmira 350 20 22.3%
22 Laurentian West 1,349 27 29.6%
23 Idlewood 671 22 24.0%
27 Chicopee 252 19 19.0%
29 Keats Way 1,381 41 37.3%
31 Columbia 1,045 24 21.3%
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33 Huron 268 50 54.2%
34 Bingemans 131 16 16.1%
53 Franklin Boulevard 556 24 27.3%
54 Lisbon Pines 386 35 37.5%
55 St. Andrews 640 38 40.1%
56 Dunbar 558 31 35.3%
57 Blair Road 117 15 16.4%
58 Elmwood 322 24 25.3%
59 Christopher 535 34 34.2%
60 Northview Acres 509 34 38.0%
61 Con.College 595 28 27.4%
62 Woodside 339 22 22.3%
63 Champlain 569 39 41.3%
64 Langs 379 25 27.8%
67 Lovell Industrial 167 17 17.4%
75 Saginaw 340 26 28.6%
92 University Loop 748 34 38.7%
110 Conestoga College Express 752 69 73.5%
111 Conestoga College Express 113 33 32.6%
116 Conestoga College Express 281 46 44.9%
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C LRT INTEGRATION TASK LIST
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Figure 12-2: GANTT Chart – ION Integration Task List
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Figure 12-3: GANTT Chart – ION Integration Task List
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D GRT EXISTING TECHNOLOGY CHECKLIST
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Below is a list of hardware, customer information services, software, and other technology GRT employs across its fleet, stations, offices, and online. Hardware: ☒ Computer-Aided Dispatch / Automatic Vehicle Location o AVL technology: - MOBILE–ITCS INIT, Trapeze Ranger for Mobility Plus ☒ Mobile Data Terminals – TOUCHit INIT ☒ Automatic Passenger Counters o Percentage of fleet with APCs installed: 100% o APC technology (ies): MOBILE-APC INIT ☒ Traffic Operations Signals – ROW Traffic 2017 ☒ Transit Signal Priority (on-board equipment) EMTRAC/INIT o Percentage of fleet with TSP equipment installed: _10__% ☒ Transit Signal Priority (intersection equipment) EMTRAC – ROW Traffic ☒ Transit Signal Priority (Traffic Operations Centre/Transit Operations Centre) – ROW Traffic ☒ Stop Announcement Equipment (Visible) – PIDmobile INIT ☒ Stop Announcement Equipment (Audible) – PADmobile INIT ☒ On-Board Fare Card Readers – on-board fareboxes for conventional, hand held for Mobility Plus - 2016 Scheidt and Bachmann ☒ Stop/Station Fare Card Readers – 2017 Scheidt and Bachmann ☒ Handheld Fare Card Readers (Fare Enforcement) – 2017 Scheidt and Bachmann ☒ Ticket Kiosks – 2017 Scheidt and Bachmann ☒ Fare Card ☒ Tickets ☐ Fare Gates ☒ On-Board CCTV Equipment – SEON ☒ Station/Stop CCTV Equipment – NVR server based – Milestone Systems ☒ Digital Displays – MCS/TransitFX via INIT ☒ Next Vehicle LED Signage - INIT PIDstations - 2 line and 4 line displays. ☒ On-Board Emergency Contact Buttons ☒ Station/Stop Emergency Contact Buttons – 2017 LRT and Cambridge Centre Terminal ☐ Bus Collision Warning System ☐ Vehicle Health Monitoring (VHM) System ☐ Other On-Board Equipment (e.g., thermometers, Wi-Fi, etc.): _WIFI 2017, on- board destination signs – Luminator, Driver Management bus lock system – Digital Electric Inc., radios
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Customer-Facing Services: ☐ Google Maps API ☐ Waze API ☐ Twitter API ☐ Other API(s): ______, ______, ______☒ Website ☒ Transit App(s): Real-Time Map, Mobile App – both eSolutions ☒ Real-time Traveler Information System ☒ GTFS-Real-time Data ☒ Trip Planning – Hastinfo GIRO ☒ Schedule, Route, and Fare Information ☒ Service Information ☐ Interactive Kiosks/Wayfinding ☐ Push Notifications ☒ Next Vehicle Information (texting/calling) IVR LogicTree, texting CLX, text ads ivrnet
Software: ☒ Business Intelligence / Analytics Software: Transit Data Reporting Software - DataBind ☒ Scheduling Software: _HASTUS GIRO conventional, Trapeze MobilityPLUS ☒ Asset Management Software: Stops Database ☐ Fleet Condition Assessment Software: ☒ Equipment Maintenance Software: FMS - Perfect ☒ Transit Planning Software: MOBILEstatistics INIT, ARC GIS ☒ Electronic Fare Card/Fare Management Software: _2016 Scheidt and Bachmann_ ☒ Other Software: 2017 Daily Operations GIRO
Other: ☒ Other technology: o Parklane – WSIB and Incident tracking for Operations o PANDA – Phone recordings for Operations o LAGAN – customer feedback system o HR Systems, TAMS, Banner, Collision Review Database
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E SUMMARY OF GRT’S EXISTING TECHNOLOGY
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Planning Operations Fleet
ArcGIS Parklane • Service Planning • WSIB / Injury FMS • Route coverage analysis Incident Tracking • Fleet Management • MobilityPLUS Scheduling and PANDA daily itinerary • Phone Recordings • AVL for MPLUS
LAGAN Security Operations • Customer Feedback • Perspective by PPM 2000 • CCTV – Milestone Systems HR Systems Bus Stop Database • TAMS • Banner • Collision Review Database
Transit Data Reporting • HASTUS Scheduling and DMSS System (TDRS) Daily Operations • Bus lock pilot • Performance • Operator Schedules management • Work Coverage SEON • EPM • On-board cameras • Trip Planning Real-Time EasyGo • Depot Management Traveller Information EMTRAC • Next vehicle LED • TSP • Next vehicle LCD • Next vehicle SMS TOSS • Next vehicle IVR • EOL by 2017 EFMS • Mobile Application • AVL Service Control & Detours • S & B • Real-Time Map • APC • Ready in 2016 • Trip Planning • Real-time bus information GFI • Google • Mobile Statistics • EOL in 2016 • Audio & Visual on-board passenger information DOCS_ADMIN-#2088352
Figure 12-4: Summary of GRT Planning, Operations and Fleet applications
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GRT iXpress ION BRT ION LRT On-board GPS MOBILE–ITCS INIT MOBILE–ITCS INIT MOBILE–ITCS INIT Automatic Vehicle Location MOBILE–ITCS INIT TSP Emitters EMTRAC/INIT (10 vehicles) EMTRAC/INITRoute 200 (21 vehicles)To be outfitted with TSP transponders Global Traffic Technologies (GTT) Opticom APC MOBILE-APC INIT MOBILE-APC INIT MOBILE-APC INIT INFODEV Stop Announcement (Visible and Audible) PIDmobile/PADmobile INIT PIDmobile/PADmobile INIT PIDmobile/PADmobile INIT Annax Smart Bus CoPilot v1 CoPilot v1 Mobile Data Terminals TOUCHit INIT TOUCHit INIT TOUCHit INIT Bombardier TCMS CCTV SEON SEON SEON Centre Systems Fare payment validators On-board fareboxes On-board fareboxes On-board fareboxes On platform fare proccessor Electronic Fare Management System Scheidt and Bachmann Scheidt and Bachmann Scheidt and Bachmann No (on platform only) Emergency contact buttons Yes Yes Yes Yes WiFi Future - to be determined Future - to be determined 2018 no public wifi Intersection TSP Readers Total of 20 intersections Yes CCTV No No No No Stop/Terminal VMS 127 with plans for additional 144 Digital Displays Terminals (MCS/TransitFX via INIT) Terminals (MCS/TransitFX via INIT) Terminals (MCS/TransitFX via INIT) Yes - Daktronics via INIT Ticket kiosks Yes Yes Yes Yes Wayfinding kiosks No No No No Fare payment validators 2017 Scheidt and Bachmann 2017 Scheidt and Bachmann 2017 Scheidt and Bachmann 2017 Scheidt and Bachmann CCTV Milestone Systems Milestone Systems Milestone Systems Yes Passenger Safety Alarms No No Yes Yes Emergency contact buttons Cambridge Centre Terminal Cambridge Centre Terminal Cambridge Centre Terminal Yes Transit Operations Centre CAD/AVL MOBILE-ITCS INIT MOBILE-ITCS INIT INIT - Different version Electronic Fare Management System Scheidt and Bachman Scheidt & Bachman Scheidt & Bachman Traffic Signal System (in Traffic Operations Centre) EMTRAC EMTRAC EasyGO Trip Planner GIRO HASTinfo trip planner GIRO HASTinfo trip planner GIRO HASTinfo trip planner
Scheduling/Run Cutting Operations GIRO Hastus Daily (Spring 2017) GIRO Hastus Daily (Spring 2017) GIRO Hastus Daily (Spring 2017) Traveller Information (mobile app, website) GRT website, Hastinfo GIRO, texting/calling (IVR Custom Solution, CLX, ivrnet) Interface Vehicle ID, Vehicle location Software Business intelligence / analytics software Transit Data Reporting Software - DataBind TDRS - DataBind Scheduling software HASTUS GIRO HASTUS GIRO Asset Management software Stops Database Stops Database Stops Database (for GRT use) Equipment maintenance software FMS - Perfect MAXIMO Transit Planning Software MOBILEstatistics INIT, ARCGIS MOBILEstatistics INIT, ARCGIS EFMS Software Schedit and Bachman Schedit and Bachman Schedit and Bachman Daily Operations GIRO GIRO Other Equipment WSIB and Incident tracking for Operations Parklane Parklane Phone recordings for Operations PANDA PANDA Customer Feedback System LAGAN LAGAN HR Systems, TAMS, Banner, Collision Review Database
Figure 12-5: Summary of GRT Equipment
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