REGIONAL MUNICIPALITY OF NIAGARA Niagara Transit Service Delivery and Governance Study Guiding Principles

Customer- Driven Unconventional Solutions Integrated Economically Responsible Fair Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Pilot Project will expire in May 2017

• Ability of governance Service structure to support the Design • Next evolution of NRT guiding principles of the routes, including integration service design and delivery with post-secondary and plan local services

Service Service Structure Delivery

• Customer service aspects of service delivery, including fare structure and technology integration, trip planning, customer service

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Why is Inter-municipal transit important?

• Provides cross-boundary mobility (connecting residents that may not have access to an automobile to places of work, school and health services within Niagara Region) • Supports GO service in Niagara (inter-municipal connections to future GO Stations will help build ridership and support future GO Rail to the Region) • Facilitates youth retention and economic development (addressing unemployment issues in the Region by providing access to jobs in adjacent municipalities) • Contributes to a high quality of life for Niagara residents (including potential reduction of household income spent on the purchase and operation of automobiles) • Provides service to a growing population and employment base (15% growth by 2023) • Supports sustainable community development (by providing a sustainable travel option for residents)

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance The Strategy

• Develop an Integrated Service Plan • Develop Common Customer Service Tools – Increase service levels and overall transit – Trip planning software ridership – Customer service functions – Optimize and integrate local, inter- municipal, and post-secondary transit • Identify Efficiencies services – Route optimization and consolidation • Develop Integrated Fare Strategy – Dynamic transit solutions – Simplify and integrate fare structure in • Identify Appropriate Governance Structure Niagara Region – Shared vision / guiding principles – Recommend appropriate smart-card – Fare sharing and revenue generation technology – Appropriate structure to support vision – Integrate policies and procedures – Evaluate benefits of change

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance – Recommend options Service Guidelines

Design Performance • Basic set of parameters by which transit Guidelines Guidelines agencies aim to provide service Proximity/Walking Distance Passenger Comfort • Uniform standards across all participating Service Hours Schedule Reliability systems Headway Service Productivity • Based on route typology, not operating Service Integration Service Expansion agency Route Directness • Not dependent on governance model Transit Stops chosen Fare Policy • Provides reliable, customer-focused service Customer Service Trip Planner

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Existing Transit Service

Niagara Region Transit • 4 Core Routes connecting St. Catharines, , Niagara Falls • 2 LINK services connecting Fort Erie and Post-Secondary IMT Shuttles • Services connecting to and Brock University

Urban Area • Significant duplication with NRT Niagara Region Transit Route • Not using existing resources to full potential Regional MunicipalityPost-Secondary of Niagara: Route Niagara Transit Service Delivery and Governance Proposed 2019 Route Optimization

St. Catharines – Niagara Falls • Route 40/45 (via Niagara College) • Route 50/55 (via Brock University) • Expand evening and provide Sunday service, increase weekday peak service St. Catharines – Welland • Optimize post-secondary and NRT routes • Route 70/75 (via BU and NC) • Expand evening and provide Sunday service, increase weekday peak service • Maintain NOTL LINK (Welland campus – Glendale campus) Niagara Falls – Welland Urban Area • Route 60/65 (reduced hours) Niagara Region Transit Route • Maintain Niagara College Shuttle Regional MunicipalityPost-Secondary of Niagara: Route Niagara Transit Service Delivery and Governance Proposed 2019 Route Optimization (cont…)

Niagara Falls – Fort Erie • New terminus at Municipal Centre • Future stop at South Niagara Hospital (2023) Welland – Port Colborne • Integrate route at downtown Welland terminal • Route change to add 7th daily run

Urban Area Niagara Region Transit Route

Regional MunicipalityPost-Secondary of Niagara: Route Niagara Transit Service Delivery and Governance Proposed 2019 Service Enhancements

GO Transit Route 12 Integration • Fare integration between St. Catharines, Beamsville, and Grimsby on existing GO service • Only trips that actually occur are subsidized West Lincoln (Smithville) LINK (2019 • New service connecting Grimsby GO to Smithville • Connections to Niagara, Hamilton, GTA Urban Area Wainfleet LINK and Crystal Beach LINK Existing NRT Route Proposed NRT Transit Route • Dynamic service using taxis and/or Niagara Specialized Transit Proposed Dynamic Transit Local Transit Integration GO Transit Integration Local Transit Integration • Better integration with WEGO, Pelham Transit, and Niagara-on-the-Lake Post-Secondary Route Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Transit Proposed Transit Plan – Annual Service Hours Base Year Existing Service Year 1-3 Year 4-7 (2015) (2016)* Core Urban Area of St. Catharines/, Niagara Falls and Welland Overall IMT ridership Route 40/45 - 9,800 12,500 12,500 change: Route 50/55 8,500 9,300 12,500 12,500 Route 60/65 8,500 8,500 4,000 7,000 +16% by 2019 (compared Route 70/75 8,500 8,500 12,500 12,500 to 2015) Post-secondary services 17,500 14,000 9,000 9,000 Sub-Total 43,000 50,100 50,500 53,500 +19% by 2023 (compared Inter-municipal Connections to Urban Niagara to 2015) Port Colborne LINK 2,000 2,000 2,100 2,100 Fort Erie LINK 2,100 2,100 2,100 2,100 Grimsby / Beamsville Inter-Municipal LINK - ** ** West-Lincoln Inter-Municipal LINK - 2,900 3,200 Wainfleet Inter-Municipal LINK - *** *** Crystal Beach Inter-Municipal LINK - *** *** Sub-total 4,100 4,100 7,100 7,400 TOTAL 47,100 54,200 57,600 60,900

*Note: New services that were implemented in September 2016 have been annualized for comparative purposes. **Note: Service hours not indicted as the plan makes use of existing service provided by GO Transit ***Note: No defined annual service hours as service provision is dynamic and based on demand Integrated Fare Strategy

Local Trip (within one municipality) – Move towards standardized local fares to improve simplicity for customers Develop an Integrated Fare Strategy for the following IMT Trips (all include fare integration with local transit): Zone 1 IMT Trip (flat fare) – Flat fare for one IMT Trip within Zone 1 (e.g. Welland to St. Zone 1 Catharines) Zone 2 IMT Trip (flat fare) – Flat fare for one IMT Trip within Zone 2 or connecting to / Zone 2 from Zone 1 (e.g. Fort Erie to Niagara Falls) Zone 1 to/from Zone 2 IMT Trip using 2 or more IMT routes – Fare supplement on top of flat fare for passengers taking two or more IMT routes to complete a trip between Zone 1 and Zone 2 (e.g. Beamsville to Welland)

IMT Trip = Inter-municipal Transit trip between two municipalities Local Trip = Transit trip within one local municipality Fare Payment Technology Implementation Alternatives

1. Upgrade current NFT Trapeze/Fare Logistics stored value smart card system

2. Implement PRESTO

3. Implement a Smart Card system from a different provider

Recommendation Solicit budget proposals from smart card system vendors including Trapeze and PRESTO Integrated Trip Planning

1. Metrolinx’s Triplinx – triplinx.ca Integrated trip planning platform providing information on schedules, fares, connections, ridersharing, and paratransit throughout the Greater and Hamilton Area 2. Google Maps – maps.google.ca Some Niagara Region transit systems already provide information to Google, only effective if all systems provide timely data that reflects system changes Recommendations – In order for trip planning tools to be effective, data needs to be up-to-date and reliable – Transit agencies are responsible for providing accurate information to both platforms

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Challenges of Delivering Service Plan Under the Status Quo Model

• Different priorities between each local municipality and the Region • Distribution of U-Pass revenue for post-secondary services (also supports local transit) • Gas tax reporting (ridership allocation between local municipalities and the Region) • Difficult to track ridership and which system ridership should be allocated to

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Assessment of Service Delivery Models Status Quo Consolidation Regional

• Local transit funded by • St. Catharines, Niagara • Region plans, funds and each municipality Falls and delivers all local and • Inter-municipal transit combine services into one inter-municipal transit, services funded by the consolidated transit system with the absorption of Region (post-secondary • Region continues to the multiple local services provided by local participate and fund inter- municipal transit systems transit) municipal services throughout Niagara • Some coordination takes (including partial funding • Minimal local municipal place between all for IMT routes outside of involvement, except involved the core service area) through special service • Advisory Committee requests established to represent municipal interests outside the service area Business Case Evaluation Principle Measure Ability to continuously improve rider experience and understand customer needs Ability to create a culture of customer service among transit employees Customer Provides efficient service to areas outside of the traditional transit service area within Niagara Driven Respects the importance of local services and responsiveness to local service requests Improves service to Post Secondary educations institutions Delivers seamless transit with less transfers to key destinations (work, school, healthcare, etc.) Provides an integrated and standardized fare structure, customer service, trip planning and fare Integrated systems Supports GO Train service in Niagara Delivers service more cost-effectively Reduces number of staff required to operate transit within the Region

Economically Reduces the likelihood of duplication of service Responsible Facilitates unconventional transit solutions and technology for more cost-effective solutions Provides advantages for accessing capital funding from more senior levels of government Increases provincial gas tax revenue collected

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Business Case Evaluation Principle Measure Respects existing investments made by communities that now have transit services Ability to easily facilitate expansion of services to existing, growing communities outside the Equitable traditional transit service area Respects collective labour agreements Ensures local municipalities have a say in local services and funding allocation Agreement can be easily achieved on the structure of the Service Delivery Model Ease of Ease of transition from one service model to another Implementation Ongoing decision making looks at the big picture and is not hampered by local interests

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Business Case Results

Option 1 Option 2 Option 3 Principle Status Quo Consolidated Regional Customer MEDIUM MEDIUM-HIGH HIGH Driven

Integrated LOW MEDIUM-HIGH HIGH

Economically MEDIUM HIGH MEDIUM-HIGH Responsible

Equitable HIGH HIGH MEDIUM

Ease of MEDIUM HIGH LOW-MEDIUM Implementation

Adherence to Principles: LOW, MEDIUM, HIGH

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Business Case Summary

How well do the proposed service delivery options adhere to the guiding principles?

Option 1 Option 2 Option 3 Status Quo Consolidated Regional MEDIUM HIGH MEDIUM - HIGH

• Option 2 (Consolidated Transit System) best adheres to the guiding principles • Consolidated Transit System covers 99% of transit ridership in Niagara Region • Additional inter-municipal routes can be added • Extensions to service area are possible as other transit systems mature • Region should continue to be a funding partner

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Proposed Consolidated Transit System Model

• Peripheral trips via U-Pass, local area contracts with regional subsidy

New Consolidated Corporation Proposed Consolidated Transit System Model

Governance Service Area Cost/Funding

- New public corporation - Services beyond 3 - Costs are allocated to each - 3 municipalities transfer municipalities are municipality based upon assets to corporation contracted directly with service miles/hours - Consolidated corporation adjacent local municipalities - Revenues can be pooled or creates organization to - Region could financially allocated to each deliver services to support connecting links to municipality based on consolidated area neighbouring municipalities boardings - Routes are modified to reflect inter-municipal trips within consolidated area

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Roles and Responsibilities Government Roles Funding • Have “ownership” of consolidated • Capital and operational costs of system through representatives on consolidated transit system (except Commission connecting LINK routes) Core Municipalities • Approve service level and funding • Fully fund all local services within (St. Catharines, Niagara Falls, Welland) modifications consolidated service area • Call centre, apps, driver training, • Receive all operating revenues vehicle procurement, etc. • Act as facilitator in discussions • Fund core inter-municipal routes between outer municipalities and • Partially fund connecting LINK routes Region consolidated system to outer municipalities (Regional Municipality of Niagara) • Provide planning support for inter- • Partially fund new technologies and municipal routes external start-up services • Present business case for connecting • Partially fund connecting LINK routes LINK routes into consolidated system to outer municipalities (Region to • Operate local transit service within fund remainder) Outer Municipalities communities • Fully fund their local transit service (Grimsby, Fort Erie, Wainfleet, etc.) • Sit on Advisory Committee to Commission for future inter-municipal issues Proposed Consolidation Model Governance 3 Local Councils + Region Summary The concept would see a Commission board/commission of the Other 1 - Regional Representative Municipalities new transit entity, made up 3 - St. Catharines Representatives of representatives from St. Advisory 2 - Niagara Falls Representatives Catharines, Niagara Falls, Committee 1 or 2 - Welland Representatives Welland and the Region 2 or 3 - Unelected officials with an additional Advisory role for other municipalities Consolidated that receive inter-municipal transit service from the Transit System new entity

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance Next Steps • Develop operating and capital cost estimates for the preliminary service plan • Identify next steps to implement the Consolidated Transit Model • Continue with public consultation of the preliminary service plan and proposed Consolidated Transit System service delivery and governance model – seek input and feedback • Based on feedback from the public, refine recommendations and finalize report • Request Council approval of recommended service plan and service delivery and governance strategy

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance QUESTIONS?

Regional Municipality of Niagara: Niagara Transit Service Delivery and Governance