appendix a - Region of Durham

Transcription

APPENDIX A
Background Reports
Appendix A1
Task 1.1: Best Practices to Increase Transit Usage
Durham Region Transit
Best Practices to Increase Transit Usage - Final
Report
Client Project Team
Project Manager
Keith Ramdial, Project Manager, Durham
Region Long Term Transit Strategy (LTTS)
iTRANS Project Team
Principal
Tyrone Gan, P.Eng
Project Manager
Karen Freund, P.Eng, LEED AP
Technical Team
Sherwin Gumbs, M.Eng, P.Eng.,
Stephen Keen, M.Sc. P.Eng.,
Wally Beck, C.E.T.
Karen Freund, P.Eng, LEED AP
Quality Control
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1.
2.
Introduction ................................................................................................................... 1
1.1 Report Purpose....................................................................................................... 1
1.2 Report Outline ....................................................................................................... 1
Operating / Service Adjustments ................................................................................. 2
2.1 Service Frequency and Connectivity ..................................................................... 2
2.1.1 Recommendations for Further Consideration .............................................. 3
2.2 Express Bus Service .............................................................................................. 4
2.3 Flexible Community Service ................................................................................. 5
2.3.1 Community Bus ........................................................................................... 5
2.3.2 Vanpools / Ridesharing ................................................................................ 6
2.4 Route Structuring................................................................................................... 8
2.4.1 Existing Route Structure in Durham Region ............................................. 10
2.4.2 Warrants for New Transit Service.............................................................. 10
2.4.3 Recommendations for Further Consideration ............................................ 11
2.5 Service Monitoring .............................................................................................. 11
2.5.1 Performance Measures ............................................................................... 11
2.6 Transit Priority Treatments.................................................................................. 13
2.6.1 Queue-Jump Lanes..................................................................................... 13
2.6.2 Curb-Space Management ........................................................................... 15
2.6.3 High Occupancy Vehicle Priority .............................................................. 15
2.6.4 Dedicated Transit Lanes............................................................................. 18
2.6.5 Grade-Separated Transit Facilities............................................................. 19
2.7 Intelligent Transportation Systems (ITS) ............................................................ 21
2.7.1 CAD / AVL (Computer Aided Dispatch / Automatic Vehicle Location).. 21
2.7.2 Automatic Passenger Counters (APC) ....................................................... 21
2.7.3 Special Vehicle Amenities ......................................................................... 22
2.7.4 In-Vehicle Maps and Traveler Information ............................................... 23
2.7.5 Security Features........................................................................................ 23
2.7.6 Transit-Signal Priority (TSP) Systems....................................................... 23
2.7.7 ITS Case Studies ........................................................................................ 24
2.8 Target Marketing ................................................................................................. 26
2.8.1 Case Study – Pace Bus Market Segmentation Marketing Plan.................. 27
2.8.2 Product-Usage Segmentation ..................................................................... 28
2.8.3 Market Segments by Age Group................................................................ 30
2.8.4 Market Segments by Transit Service Type ................................................ 30
2.9 Surface Transit Stop Improvements .................................................................... 31
2.9.1 Shelter Design ............................................................................................ 32
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2.9.2 Transit Stop Locations ............................................................................... 33
2.9.3 Bus Stop Accessibility ............................................................................... 36
2.10 Station Improvements .......................................................................................... 37
2.10.1 Attractive / Modern................................................................................ 37
2.10.2 Lighting.................................................................................................. 37
2.10.3 Waiting Area Amenities ........................................................................ 37
2.10.4 Passenger Information ........................................................................... 38
2.10.5 Way-Finding Signs ................................................................................ 38
2.10.6 Examples of Station Improvements....................................................... 38
2.10.7 Recommendations for Further Consideration........................................ 41
Fare Collection / Fare Policies.................................................................................... 42
3.1.1 Fare Media ................................................................................................. 42
3.1.2 Fare Collection and Technology ................................................................ 42
3.1.3 Fares for Different Market Segments......................................................... 46
3.1.4 Special Promotions .................................................................................... 47
Marketing / Communications .................................................................................... 48
4.1.1 Media Advertising Campaigns................................................................... 49
4.1.2 Improving Transit’s Image......................................................................... 49
4.1.3 Use of the Internet...................................................................................... 51
4.1.4 Targeted Marketing – (Realizing applicable and future demographics).... 52
4.1.5 Educating Students..................................................................................... 53
4.1.6 On-Board (vehicle) advertising.................................................................. 53
4.1.7 Training and Educating Employees ........................................................... 53
4.1.8 Information Media (maps, timetables)....................................................... 54
Land Use....................................................................................................................... 55
5.1.1 Regional Land Use Planning...................................................................... 55
5.1.2 Transit Oriented Development................................................................... 56
5.1.3 Matching Land Use Density with Transit Intensity ................................... 60
5.1.4 Urban Design / Site Design........................................................................ 61
5.1.5 Parking Practices........................................................................................ 66
5.1.6 Joint Development of Transit Nodes.......................................................... 68
5.1.7 Road Design ............................................................................................... 68
5.1.8 Security ...................................................................................................... 69
Vehicles......................................................................................................................... 71
6.1.1 Accessible / Low Floor Vehicles ............................................................... 71
6.1.2 Electrically Powered Transit Vehicles ....................................................... 72
6.1.3 Diesel Multiple Units ................................................................................. 74
6.1.4 Alternative Fuels ........................................................................................ 75
6.1.5 Alternative Configurations......................................................................... 75
Intermodal Provisions................................................................................................. 80
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7.1
8.
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Park and Ride Facilities ....................................................................................... 80
7.2 Bicycles................................................................................................................ 82
7.3 Intermodal Stations.............................................................................................. 83
7.4 Inter-modal “Transfer” Facilities......................................................................... 87
Next Steps..................................................................................................................... 90
Reference List .............................................................................................................. 91
DIJSMZ
Table 4-1: Definition of Agency Size .................................................................................... 48
Table 5-1: Transit Service Related to Density........................................................................ 60
Table 5-2: Transit Density Requirements .............................................................................. 61
Table 7-1: GO Lakeshore East Parking Utilization (July 2006 – June 2007) ........................ 81
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Exhibit 2-1: Edmonton Transit Centre, Edmonton, AB - Canada ............................................ 2
Exhibit 2-2: Queue-Jump Lane Schematic ............................................................................. 14
Exhibit 2-3: Queue-Jump Facility with Right-Turn Lane, Brampton, ON............................. 14
Exhibit 2-4: Arterial HOV Lane, King County, WA - USA .................................................. 16
Exhibit 2-5: Freeway / Highway HOV Lane: San Francisco Bay Area, CA - USA .............. 17
Exhibit 2-6: Highway HOV Lane: Highway 404, Toronto, ON - Canada ............................. 17
Exhibit 2-7: Dedicated Median Transit Lane, Vancouver, BC – Canada............................... 19
Exhibit 2-8: Transit Lane, Portland, OR – USA..................................................................... 19
Exhibit 2-9: Grade-Separated (Open-Cut) Busway, Ottawa, ON - Canada ........................... 20
Exhibit 2-10: Grade Separated Heavy Rail Commuter Train, Toronto, ON - Canada ........... 20
Exhibit 2-11: In-Vehicle Closed Circuit Television on “VIVA” BRT bus, York Region, ON Canada..................................................................................................................................... 22
Exhibit 2-12: On-Board Ticket Machine, Amsterdam, NL .................................................... 23
Exhibit 2-13: Transit Signal Priority....................................................................................... 24
Exhibit 2-14: “On-Line Trip Planner” – Mississauga Transit, ON - Canada ......................... 25
Exhibit 2-15: Product-Usage Market Segments and Size....................................................... 29
Exhibit 2-16: Examples of Local Bus Stop Designs in Germany........................................... 32
Exhibit 2-17: Bus Stop – Portland, Oregon ............................................................................ 33
Exhibit 2-18: Bus Stop with LED platform lights .................................................................. 33
Exhibit 2-19: Pedestrian Access to Surface Transit Stop ....................................................... 34
Exhibit 2-20: Level boarding between Platform and Transit Vehicle .................................... 35
Exhibit 2-21: Examples of Tactile Treatments at Transit Stops to Assist .............................. 35
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Exhibit 2-22: Accessible Bus Stops, Curitiba, Brazil ............................................................. 35
Exhibit 2-23: Mississauga Transit Terminal, Mississauga, ON - Canada .............................. 39
Exhibit 2-24: “American Plaza” LRT Terminal, San Diego, CA - USA ............................... 39
Exhibit 2-25: “Orange Line” Busway Station, Los Angeles, CA - USA ............................... 39
Exhibit 2-26: Shawnessy LRT Station, Calgary, AB - Canada .............................................. 40
Exhibit 2-27: Ohlone / Chynoweth LRT Station, San Jose, CA – USA................................. 40
Exhibit 2-28: “Way-Finding” Signs, Chicago Transit Authority (CTA) and New York City
Metropolitan Transportation Authority (MTA NYC)............................................................. 41
Exhibit 3-1: Sample Halifax Metro Transit System Map with Fare Information................... 43
Exhibit 3-2: Sample Fare Brochure from LACMTA.............................................................. 44
Exhibit 3-3: Typical Ticket Vending Machine at “VIVA” BRT stops, York Region, ON Canada..................................................................................................................................... 45
Exhibit 3-4: Example of Touch-Screen Ticket Vending Machine, Paris - France ................. 46
Exhibit 4-1: Translink’s (Greater Vancouver Area) BRT services are branded “B-Line”
services and use buses with a unique colour scheme.............................................................. 50
Exhibit 4-2: Metro Transit (Halifax) branded its BRT services as “MetroLinx” ................... 50
Exhibit 4-3: The Massachusetts Boston Transit Authority (MBTA) in the Boston area brands
its BRT services as the “Silver Line”. .................................................................................... 51
Exhibit 5-1: TOD around Pleasant Hill BART station ........................................................... 58
Exhibit 5-2: Fruitvale Transit Village, Oakland CA - USA ................................................... 59
Exhibit 5-3: Transit-Oriented Development around a Rail Station ........................................ 59
Exhibit 5-4: Granville Street Transit Mall, Vancouver, BC - Canada.................................... 62
Exhibit 5-5: K Street Transit Mall – Sacramento, CA – USA................................................ 62
Exhibit 5-6: Transit Mall in Charlotte, NC - USA.................................................................. 63
Exhibit 5-7: Transit Mall in Downtown Bogota – Colombia ................................................. 63
Exhibit 5-8: Example of Isolated and Clustered Development .............................................. 64
Exhibit 5-9: Pedestrian access between building and the street. ............................................ 64
Exhibit 5-10: Primary transit corridor – e.g. served by light rail............................................ 65
Exhibit 5-11: Secondary transit corridor served by bus.......................................................... 65
Exhibit 6-1: BRT Vehicle, Las Vegas, NV - USA ................................................................. 71
Exhibit 6-2: Portland Streetcar................................................................................................ 72
Exhibit 6-3: Light Rail Vehicle in San Francisco, CA ........................................................... 73
Exhibit 6-4: Articulated Trolley Bus, Translink (Vancouver, BC) ........................................ 73
Exhibit 6-5: “O-Train” DMU in Ottawa, ON - Canada.......................................................... 74
Exhibit 6-6: DMU operated by New Jersey Transit ............................................................... 74
Exhibit 6-7: Inter-Regional Commuter Rail DMU, Munich – Germany................................ 75
Exhibit 6-8: Lane Transit (Eugene, OR – USA) Articulated Buses with Double-Sided Doors
................................................................................................................................................. 77
Exhibit 6-9: Double-Articulated bus is Utrecht, NL............................................................... 77
Exhibit 6-10: Light-rail train in Marseille, Le Mans, France ................................................. 78
Exhibit 6-11: Articulated Light Rail Vehicle in Paris, France................................................ 78
Exhibit 6-12: GO Transit and BC Transit in Victoria, BC both operate double-decker buses
in their fleets ........................................................................................................................... 79
Exhibit 6-13: Local Double Decker bus in New York City.................................................... 79
Exhibit 7-1: Bike Rack on Bus – Hamilton Street Railway, Hamilton, ON - Canada ........... 82
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Exhibit 7-2: Secure Bicycle Storage, Ajax GO Station .......................................................... 82
Exhibit 7-3: Bicycle Storage on LRT vehicle – Sacramento, CA - USA ............................... 83
Exhibit 7-4: Emeryville Station, CA....................................................................................... 84
Exhibit 7-5: Forth Worth Intermodal Transportation Center.................................................. 85
Exhibit 7-6: Entrance to La Defense Station .......................................................................... 86
Exhibit 7-7: Canary Wharf Station ......................................................................................... 86
Exhibit 7-8: Clareview LRT Station Layout – Edmonton, AB - Canada ............................... 88
Exhibit 7-9: Schematic of Inter-modal Transfer Facility........................................................ 88
Exhibit 7-10: Portland “MAX” Gateway, NE 99th Ave Station ............................................. 89
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Report
This Technical Paper is one of six background reports being developed for the Durham
Region Transit Long Term Transit Strategy (LTTS) project. The purpose of this report is to
provide the Regional Municipality of Durham (the Region) and Durham Region Transit
(DRT) with a set of national and international best practices used to increase transit ridership.
The report will also provide commentary on the potential applicability of each strategy to
DRT.
The implementation of Transportation Demand Management (TDM) policies and initiatives
to better manage traffic demand and to maximize the benefits of proposed roadway and
transit infrastructure is widely accepted practice within the transportation industry. The
strategies recommended by TDM practices typically result in an increase in transit usage.
TDM strategies are addressed in more detail in a separate background report developed for
the LTTS project – Task 1.2 Best Practices to Support Transportation Demand Management,
March 2009.
The information in this paper will be used in future tasks, (e.g. Task 5.3 Identifying
Alternative Transportation & Transit Strategies), to assist the Region with the identification
of strategic improvement options that will ensure DRT meets its’ short and long-term transit
growth and ridership objectives.
The recommendations presented in this report will be used to assess the future direction to be
undertaken by the Region. The recommendations presented are options that will be
considered as the project moves forward, at which further analysis will be required to
determine the viability of implementing these practices in the Region.
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This report is structured as follows:
" Section 2: Operating / Service Adjustments
" Section 3: Fare Collection / Fare Policies
" Section 4: Marketing / Communications
" Section 5: Land Use
" Section 6: Vehicles
" Section 7: Intermodal Provisions
" Section 8: Next Steps
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To encourage transit ridership, transit must be convenient and reliable, serving as a viable
travel mode for all trip purposes. This section outlines best operating and service adjustment
practices to encourage transit ridership in the Region.
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The more frequent the transit service, the more effective the service will be attracting new
riders to increase ridership levels. Service along key transit corridors, especially during peak
hours is essential to increasing transit use and attracting new customers. Frequent service not
only provides more convenient service to transit customers, it can also help to address
“latent-demand” which refers to persons who would consider transit, provided convenient
and timely service was available to them.
Given the urban and rural make up of the Region, some areas will not have the population
densities needed to make high-frequency service viable. Service increases and operating
investments can also be quite costly and may require significant capital investment;
therefore, “incremental” service improvement strategies, with a focus on initiatives that will
have significant positive effect on the transit network can be used.
These strategies include improving the quality of services offered, by providing:
" Better on-time performance
" Reduced transfer time
" Co-ordination with neighbouring systems such as YRT, GO Transit and TTC
Each of these strategies focus on reducing travel time which encourages residents to use
transit alternatives rather than single-occupant vehicles.
The Edmonton Transit System (ETS) in the City
of Edmonton, Alberta uses a “timed-transfersystem” (TTS) for its transit network. This system
consists of a network of transit lines that all
connect at various transit centres strategically
located at development nodes throughout the City.
All intersecting bus routes at a transit centre arrive
simultaneously, allowing for easy and convenient
transfers between several connecting routes; this
increases origin-destination satisfaction.
Report
TTS works efficiently on systems that operate with precise schedules, typically at 60, 30, 20
or 15 minute intervals. TTS systems have been successful in US cities such as Sacramento,
CA; Portland, OR; and other low-density, auto-oriented suburban areas that are difficult to
serve with conventional, independent transit lines. In Canada, similar TTS systems are
operated by Winnipeg Transit in Manitoba and Grand River Transit in the Region of
Waterloo. It is also important to recognize that DRT also operates a timed-transfer-system at
many of its terminals such as the Oshawa Centre and at GO stations throughout the Region.
Service improvements also include extending service hours and providing more off-peak
service during the midday, evenings and weekends. Municipalities like the Region of York,
the City of Brampton and even Durham Region have increased their transit service hours of
operation over the last few years and have seen an increase in ridership. By extending service
hours, there is less reliance on higher household auto ownership since the added hours target
more residents.
Following the implementation of high-frequency, all-day VIVA bus rapid transit service on
major corridors in York Region in 2005, York Region Transit and VIVA saw an increase of
10.8% in revenue ridership by the next year.1 Durham Region Transit also saw an increase in
ridership between 2006 and today following the introduction of extended service hours.
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Level of service refers to both hours of operation and frequency of service. The more hours
service is provided and the more frequent the service, the more effective transit will be.
However, fiscal responsibility dictates that care must be taken. Since financial resources can
be limited, a balance must be struck between increasing service levels to maximize ridership,
revenues and costs. The following are recommendations that address the various urban areas
of the DRT service area:
" Higher Density Urban Area: Provide high-frequency service along key east-west and
north-south, inter-municipal transit corridors including Highway 2, Highway 7, Taunton
and Rossland Roads, Simcoe Street, Brock Road, and Brock Street
" Sub-urban Areas: Co-ordinate local bus services with timed-transfer opportunities
available at major transfer points along key transit corridors and at major terminals and
GO Stations
" Rural Areas: Provide minimum hours of operation and service with the appropriate
vehicle technology in a manner that provides schedule connectivity to other transit
services in a timely manner
" All services: Ensure that routes are designed and schedules are developed that provide
connectivity between buses that minimizes customer wait times
Source: www.panoramio.com/photo/340059
Exhibit 2-1: Edmonton Transit
Centre, Edmonton, AB - Canada
1
http://www.york.ca/Publications/News/2006/September+21,+2006+YRT+Viva+Ridership+climbs+10.8+
per+cent+in+2006.htm
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There are typically two types of express bus services operated by transit agencies, point-topoint express buses and limited stop express buses.
Point-to-point express bus services serve “point-to-point” demand by providing service
between two or more specific areas and generally not picking-up or dropping-off passengers
in between.
Examples of “Point-to-Point” express bus services include:
" TTC’s “Premium express” bus services which operate during peak hours, serving
designated residential areas in the City then operate non-stop, sometimes utilizing 400series highway, to the downtown core
" Corridor express buses such as the numerous express buses operated by TTC along
lengthy, heavily-travelled bus routes serving a particular corridor. These buses typically
operate during peak hours providing serving all stops along a certain portion of the route,
then operating non-stop along the same corridor to the route’s terminus
" YRT’s express buses that operate non-stop between the Finch Subway Station and
various employment or residential areas in York Region, utilizing 400-series highways
" Airport Express buses, operated in many cities, providing non stop service between an
airport and major transportation terminal and / or downtown area
Point-to-point express bus services are especially useful for serving commuter-traffic
between residential areas and major employment areas, commuter rail stations, central
business districts, or a unique destination such as an airport or stadium.
Limited-stop express buses generally follow the same route as a local bus but only stop at
major intersections and transfer points. Examples of “limited-stop” express bus services
include:
" VIVA BRT routes in York Region which operate along major travel corridors throughout
the Region stopping only at major intersections, transfer points and stations. Stops along
VIVA routes are typically spaced every 1 km
" Halifax’s Metro Transit “MetroLink” express buses which provide limited-stop service
between suburban centres and the downtown core
" Translink (Greater Vancouver area) “B-Line” BRT routes which operate limited-stop
service between major suburban development nodes and downtown Vancouver or
“SkyTrain” stations
" “Metro Rapid” (Los Angeles, CA) – limited-stop express buses that operate along major
arterial roads across the City, only stopping at transfer points. Bus stops have an average
spacing of 1 mile
Limited-stop bus routes are useful for long, heavily travelled routes where passenger capacity
may be limited. They also provide faster service along lengthy bus routes. Some express
buses include passenger amenities not found on conventional local transit buses such as
upholstered seating, wireless internet capabilities and televisions.
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Express bus services connect people to major destinations quickly, relative to conventional
transit service, by eliminating stops that are infrequently used relative to the major
destinations along a corridor. The concept is simple and can be easily implemented using
current vehicle resources. In implementing either a point to point express bus service or
limited stop service, the express corridor is a step towards Bus Rapid Transit light services
without the infrastructure or technical requirements.
Express bus service can be implemented throughout the Region where demand, typically in
the 500 to 750 passengers per peak hour in the peak direction, warrants the service.
This study will examine the feasibility and demand for express bus service on the following
corridors in the Region:
" Whites Road
" Brock Road Extensions (North & South)
" Westney Road
" Harwood Road
" Brock Street
" Thickson Road
" Harmony Road
" Townline Road
" Courtice Road
" Rossland Road
" Bayly-Victoria-Bloor
" Conlin Road
" Columbus Road / Baldwin Street
It should be noted, that some of the aforementioned corridors may exceed the passenger per
peak hour peak direction threshold of 750 and require BRT “Lite” services to effectively and
efficiently transport transit customers.
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Community bus service is an accessible fixed route service that connects several community
origins and destinations, such as seniors’ residences, community centres, medical centres and
shopping malls on one route. Routes are generally indirect with longer travel times and are
designed to serve a market where directness of travel and frequency of service are not
important. Service frequencies tend to be longer and are typically provided on an hourly
basis or can operate up to every two hours during the off-peak periods. Community buses are
accessible and operate on a fixed route and schedule to provide service reliability.
Community buses can operate during peak periods as well, where feasible. By only operating
in the off-peak periods, buses can be redirected from the conventional transit peak hour fleet
when the number of buses needed is reduced; as such, there are no additional capital costs
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and only variable operating costs are incurred. Additional details on transit vehicles are
provided in Section 6.
ridesharing program initiated there included 132 vans and 17 buses, which transported 56%
of all the day shift workers4.
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The State of New Jersey offers a state-wide Vanpool Sponsorship Program through New
Jersey Transit with the objective of subsidizing vanpooling in areas where lower densities
make public transit impractical. Vanpool operations cannot duplicate service patterns already
offered by public transit but can be used to replace underutilized transit routes5 or can be
initiated in areas where public transit may not be feasible.
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Sometimes called “para-transit”, vanpools are the “midway” point between public transit and
carpools2. Vanpools are typically defined as vans (and in some rare instances small buses and
other vehicles) that operate in a ridesharing agreement, providing transportation for 5 to 15
individuals travelling directly between their homes and a regular destination within the same
geographical area. Research indicates that vanpools can either complement transit services or
even replace underutilized transit routes. The average trip distances characteristic to vanpools
are frequently beyond local transit agencies catchment areas. Lower operating costs allow
them to operate in areas not viable for conventional transit, areas with non-supportive transit
densities or ridership patterns.
Vanpools have been operating across North America for over 40 years. However, most
existing vanpool programs in Canada are employer-operated, with vans insured by the
employer and employees forming and operating the vanpools. The Ford Motor Company in
St. Thomas, ON, the Polysar Corporation in Sarnia, ON and Ontario Ministries of Energy
and Transportation operate similar vanpool programs. The Jack Bell Rideshare (JBR)
program in British Columbia provides rideshare car and vanpool services to the general
public to a number of employment sites in the Vancouver area. Funds required to cover JBR
administration costs of the rideshare programs (vanpool and carshare) are provided by
Translink (Greater Vancouver Transportation Authority) and BC Transit outside of the
Greater Vancouver area. However, there are legislative barriers in Ontario preventing thirdparty operation of vanpool services, limiting their operation to employer-provided vans.
The trend in the United States is for employers to include the involvement of Transportation
Management Associations and third-party operators, such as transit providers, to look after
vanpool operations. There are numerous successful third-party vanpool programs operating
in the United States. King County Metro, Washington, is the largest public vanpool system in
the U.S. Initiated in 1985, it has grown from 127 vans and 720,500 annual unlinked
passenger trips in 1985 to 686 vans and 1,749,200 annual unlinked passenger trips in 2002.
MichiVan is a vanpool program run by the Michigan Department of Transportation and fully
contracted out to VPSI Inc. (a U.S.-based private vanpool operator). As of June 2005, the
program ran 133 vanpools and had 1,103 customers3.
The Tennessee Valley Authority (TVA) implemented a ridesharing program for the
construction of the local Hartsville Nuclear Plant during the 1980’s. During the 10 year
construction period where as many as 6,000 employees were working at the site, the
The Pace Suburban Bus Service outside Chicago, IL provides vanpool service in Cook
County and has a fleet of over 420 vans (2002). Pace vanpools follow Pace-designated routes
with transfers allowed between vans and buses. Nearly 80% of the vanpool routes were
routed suburb-to-suburb with the remaining routes serving the city-to-suburb reverse
commute market. Suburb-to-downtown service was provided by high quality conventional
transit6. Competition with fixed route transit service in other areas has not been identified as a
problem.
Vanpool users from one place of employment are typically gathered in groups per van
according to the home area or pick-up points. These are referred to as “ride clusters” and
these clusters may gather in such locations as a park and ride lot or shopping centre.
The typical characteristics of a vanpool are as follows:
" Average vanpool trip lengths are between 20 and 100 km and / or longer than average
commuting distances
" Vanpools can originate from the home, from a carpool lot or other designated meeting
place
" In general, most vanpoolers have access to a private vehicle for their commute but choose
not to drive alone to work
" Most vanpoolers are fixed schedule workers
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Vanpooling / ridesharing can be an effective means of providing public transit service to
large areas with low population density.
Research in other jurisdictions shows that third-party vanpool operations, either non-profit,
for-profit or in cooperation between public and private entities, can thrive in a more mature
market with higher awareness and a well-established, low-risk market of core ridership.
Vanpools can compliment transit services or replace underutilized routes.
Previously, Whitby Transit operated a “Dial-A-Ride” service in conjunction with local taxi
operators that allowed conventional transit customers to transfer to local taxis that would
4
Le Group Conseil, Preliminary Assessment of the Potential for Vanpooling in the Region of Ottawa-Carleton,
Bronson Consulting Group, September 14, 2000, p.1
3
Ibid, pg.29.
Stokey, Stan, Wegmann, Frederick, Menendez, Katalin, and Whitney, Tom, ‘Ridesharing at Construction
Sites: TVA Experience’, Transportation Research Record 823, 1981, pg.22
5
Le Group Conseil, Preliminary Assessment of the Potential for Vanpooling in the Region of Ottawa-Carleton,
Bronson Consulting Group, September 14, 2000, p.1
6
J.E. Evans, H. Pratt, p.5-12
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meet buses at designated transfer points, or vice-versa. This was a demand-responsive service
for areas with low passenger demand that did not warrant conventional transit operations.
The LTTS will investigate the applicability of utilizing a similar type service in the rural
areas to meet ridership demand. The following services will be considered as part of the
ongoing analysis:
" “Train-meet” or “Bus-Meet” vanpool / ridersharing programs providing service between
rural hamlets and major transit stops or terminals throughout Durham
" An effective communication strategy and registration tool to co-ordinate, structure and
time vanpool routes
Highly successful vanpool programs operated throughout North America include those
operated by transit authorities or third-parties, such as an employer. However, current legal
obstacles at the provincial level, including the Public Vehicles Act (PVA) limit the ability for
vanpools to flourish in Ontario. Existing PVA legislature prevents transit authorities from
operating and insuring vanpool programs, while third-party vanpool programs are only
accepted if the vehicles are provided by employers and vanpool operations are within a single
municipality. Changes to existing legislature and the PVA would allow for the moresuccessful implementation of vanpool programs in Durham Region and across Ontario.
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Transit networks should be designed in a way that attracts as many customers as possible –
captive and choice, with choice transit customers being the largest potential market. The
design of transit networks and the structure of routes directly influence customer attraction.
Transit systems are continually restructuring their routes to improve service effectiveness and
efficiency in response to changes in population.
Most route restructuring modifications undertaken by transit agencies include:
" Redesigning routes for efficiency (doing more with the same or less) and effectiveness
(attracting more customers)
" Simplifying routes for user-friendliness and to provide more direct service between
points
" Eliminating unproductive service ore replace with lower cost service alternatives;
" Redirecting obsolete service
" Eliminating route deviations
" Co-ordinating radial / grid routes
" Creating tiered systems of transit (hierarchy of services / family of services)
" Focusing service on major transit nodes (i.e. activity centres7) and corridors
Other commonly-reported route restructuring methods include new services to meet the
specific needs, such as suburb-to-suburb commuter travel, seasonal tourism, welfare-to-work
transportation and medical transportation.
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OMINTRANS, serving the Riverside, CA, a vast area with low population density,
underwent a major route restructuring procedure that saw service increases in core areas and
a reduced emphasis on serving radial areas, resulting in fewer transfers required for many
customers. Although the total levels of service did not increase, ridership increased
dramatically following the restructuring of the system.8
Recently, Brampton Transit restructured its bus network from a radial to a grid-based system
in 2005 to simplify routes and act as a precursor to high-order rapid transit services along
major arterial roads, with local bus services feeding higher-order transit lines at major
intersections. Brampton Transit has since seen a dramatic increase in ridership growth.
Similar to what is being proposed in the City of Brampton, York Region Transit (YRT) has
restructured many of its local bus routes to feed VIVA bus rapid transit lines on major
corridors throughout the Region. As part of YRT’s 5-year service plan, YRT is currently
restructuring its local bus routes to enhance connections to the VIVA network along major
corridors.
YRT / VIVA also operates a “tiered” transit network consisting of:
" VIVA – higher-order bus rapid transit serving major corridors in the Region;
" Base Grid – serving other major and secondary arterials in the Region, with connections
provided to VIVA services
" Local Services – serving local subdivisions and specific areas, connecting either to VIVA
services and / or Base Grid Routes
" Express Routes – providing point express service between specific areas of the region,
serving point-to-point demand
" Shuttles – short, direct routes serving GO stations, VIVA stations and major employment
sites in the Region
" Community Buses – that operate either as fixed routes or demand-responsive routes to
improve the effectiveness of poor-performing routes
Numerous transit systems across Canada and abroad operate “tiered” transit networks. One
such system, Translink in Vancouver, British Columbia, operates a hierarchy of local bus
routes, many of which connect to various “B-line” bus rapid transit lines throughout the City.
They also operate express buses between designated areas of the City and the downtown
core, with all bus services feeding into the “SkyTrain” rapid transit rail lines.
The City of Los Angeles “Metro” transit agency operates one subway and 3 light rail, 3 bus
transitway routes and nearly 200 local bus services. The backbone of the transit network
includes the subway and light rail lines which radiate out of the downtown core and the bus
transitway lines which feed the rail lines. Many bus routes feed into these rail lines; however,
given the vast size of the Los Angeles area and the fact that many trips on the system are not
downtown-based, Metro also operates a hierarchy of three different bus services, “Metro
Local”, “Metro Rapid” and “Metro Express”.
“Metro Local” buses are painted orange and provide frequent-stop service along major
arterial roads and communities in the Los Angeles Region.
7
Survey of Successful Transit Systems: What Do the Experts Think Explains Ridership Growth? – Route
ReStructuring, pg. 59
8
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“Metro Rapid” buses are painted red and provide high-frequency (typically every 15 minutes
or less), limited-stop service along major arterial roads, usually in parallel with Metro Local
routes, stopping only at major intersections and transfer points. Metro Rapid routes cover the
entire City including multiple cross-town services and routes to areas that are not be served
by rail lines. This network is especially useful at serving trips that are not originating or
destined to downtown Los Angeles.
“Metro Express” buses are painted dark blue and are premium-express routes that operate
with very few stops providing point-to-point service between various areas of the City. Metro
express route typically utilize the freeway network in the City.
The network structure for the City of Edmonton’s transit system includes a series of high
frequency bus routes operating along major corridors throughout the city between various
transit terminals. Local feeder buses are connected to high-frequency routes at the transit
terminals, while both higher-frequency and local bus routes connect to the city’s light rail
line.
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The network structure of many bus routes in Durham Region, especially in Pickering and
Ajax are “radial” based with many bus routes operating out of specific transit terminals in the
Region such as GO Stations or Shopping Centre bus terminals.
Although many of DRT’s bus routes are local routes serving a specific area of the Region,
many routes also “double” as “shuttle services” providing Toronto-bound commuters with
local transit access to and from GO stations. DRT also operates a number of “High School
Special” routes to serve students traveling to and from school.
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prevent the household from purchasing that second or third vehicle. In this regard, it is easier
to attract that resident to transit than it would be to convince them to switch to transit when
service is finally warranted. Every effort should be made to extend existing service to
developing subdivisions by restructuring or streamlining nearby routes. Alternatively, other
demand responsive or fixed route peak services should be explored.
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The LTTS will conduct further analysis to determine if DRT should introduce or build on
existing strategies that provide for:
A “tiered” network and hierarchy of transit services
" Higher-order transit services on major inter-municipal corridors such as Taunton Road,
Highway 7, Highway 2 and Highway 407
" Restructuring the route network to a grid-based system with local services connecting to
higher-order transit lines
" Express bus services to existing and proposed employment areas throughout the region
from major transit terminals and centres, such as GO stations
" Expanded community bus services and demand-responsive/ alternative service routes,
especially in the northern municipalities of the region, connecting to other fixed transit
routes
" Introduce transit service into new development areas based on recommended warrants
described in Section 2.4.2
" Introduce fixed-route low cost services to new developments before conventional transit
service is warranted in order to influence mode choice and mitigate higher auto
ownership levels
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As the Region grows and new residential subdivisions develop, public transit services should
be provided to those areas as soon as possible. This will allow new residents to establish a
mode choice based on transit availability. Guidelines used by other municipalities suggest
transit should be introduced when there are at least 400 households or a population of 1,000
that are beyond a 400 to 500 metre walk (5 minutes) to a transit stop or route. Transit
services are typically introduced to new areas in the following manner, identifying the
targeted market:
" Priority 1: School Specials (students and some workers)
" Priority 2: Peak period service (workers)
" Priority 3: Off-peak weekday service (shopping, medical, leisure, other)
" Priority 4: Weekday evening service (worker, shopping, leisure, other)
" Priority 5: Weekend evening service (some workers, leisure, other)
It is also important to recognize that as residents locate to new subdivisions, auto ownership
decisions are made prior to moving. If service is not available (i.e. criteria not met for
conventional transit service), higher auto ownership is likely. For example, if service is
available (i.e. during the peak), regardless of the vehicle type, the opportunity exists to
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Performance measures monitor how well transit service is performing at a specific time and
certain measures determine if goals are being met, not being met or exceeded.9
The three main indicators typically used to assess a transit system’s performance at a systemwide level are:
1. Ridership per capita
2. Cost-recovery ratio
3. Revenue hours per capita
Definitions of these performance measures are provided in Chapter 6 of the Transportation
Conditions and Trends Report. All three of these performance measures must be considered
together when measuring system performance and not individually since improvements to
one usually come at the expense of another’s performance.
9
TCRP Report 88, A Guidebook for Developing a Transit Performance-Measurement System, Transportation
Research Board, Service Monitoring (pg. 26)
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The following performance measures are typically used by transit agencies to assess
individual routes:
" Service Effectiveness: a measure of the number of revenue passengers per capita
" Service Performance: a measure of the number of revenue or total boardings by kilometre
or by hour
" Economic Performance: a measure of the cost-recovery ratio from fares
" Level of Service Measure: the number of service hours provided per capita
" Maximum Load Point: the maximum load along a route that determines the need for
more frequent service or ‘specials’ that can be used as ‘doubleheaders’ to ensure
customers are not left behind
" Directness of Service Ratio: the end point to endpoint distances based on the route
travelway distance versus the straight line distance
2.5.1.1
Current Monitoring
Transit service monitoring is limited to periodic ‘ride-check’ surveys to provide route section
travel times and passenger boardings and alightings (ons and offs) by bus stop on a typical
weekday. The data is complemented by revenue data that is collected by route using
registering fareboxes. The information that can be generated from this data is ridership by
route, load profiles along a route and schedule adherence. Due to the high cost and
significant staff effort to collect and analyze a sample weekday route network profile,
surveys are generally undertaken infrequently (i.e. annually or every 2 or 3 years), which
does not provide for seasonal variations or Saturday and Sunday data collection.
2.5.1.3
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Automatic Passenger Counters
Given the advent of lower cost Automated Passenger Counter (APC) technologies, DRT will
have the ability to provide passenger load data in an offline system (uploaded when vehicle
returns to garage). Since back-end software is currently available through scheduling
software, the database being used can be exported to integrate with the APC data to generate
route performance reports.
)%,%)
Given the advent of the APC and GPS technologies, it is recommended that DRT purchase
and install Automated Passenger Counters on 10% of its fleet and equip all buses with
PRESTO farecard readers and AVL capabilities. This could be in place prior to the full
rollout of Intelligent Transportation Systems technologies (discussed further Section 2.7).
The APCs can be rotated throughout the transit network on a continual basis to provide a
10% sample on all services provided by day of week. The effort will require DRT to develop
a database management system to warehouse the data for off-line review and processing,
recognizing that this wealth of information is expected to provide DRT with enhanced
decision-making tools to provide more efficient and effective service.
Ride check surveys are generally complemented by supervisor checks throughout the year to
identify issues, investigate further and develop solutions.
As part of the LTTS, transit technologies required to support the target operational
performance measures will be defined. These may include APC’s, AVL and other ITS
components. Such technologies will require DRT to develop a database management system
to warehouse the data for offline viewing and processing. However, the wealth of
information potentially gathered will help DRT in its decision making to determine future
service demand.
2.5.1.2
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GTHA PRESTO Farecard
DRT will soon have ‘smart card’ (GTA PRESTO farecard) capabilities on all buses. The
PRESTO card is intended to replace all forms of fare payment with the exception of cash
fares, and will likely be used by approximately 70% of all customers. By tying the on-board
Farecard Transaction Processor (FTP), which is the PRESTO card reader, to an Automatic
Vehicle Location (AVL) device on the bus, DRT would have the ability to track individual
card or total boardings (revenue and transfers) by route and by time of day. The cash fares
would be deposited in the registering fareboxes. Integration of the registering farebox with an
on-board PRESTO Fare card transaction processor (FTP) reader, would provide boarding
data for the remainder of the passengers.
This additional source of data will be a benefit to transit planners and schedulers since they
would be able to better fine-tune route designs and schedules. Increased cost efficiencies
through route redesign and vehicle allocation can be realized and enhanced service
effectiveness can be maximized by potentially reducing customer travel times. In essence,
DRT will have the capability to monitor origins and (to some degree) destinations for all
PRESTO card users by any time period and day of week. It will also provide planners with
demographic information (if registered by the card user), enabling DRT to monitor behaviour
over time. This will enhance accuracy when predicting transit use in the future.
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Unreliable schedules, infrequent service and slow travel speeds are major deterrents to transit
use. Transit services in mixed traffic operations are often prone to these operating conditions
and are subjected to delays caused by traffic signals and other road users, which can
contribute to slow transit vehicle travel speeds, unreliable and unpredictable service.
In an effort to improve mixed-traffic transit operations, many jurisdictions across Canada and
the world have implemented “transit-priority” measures throughout their systems. Since
transit priority treatments are precursors to full BRT applications, the treatments can be
referred to as “BRT-lite”. Examples of BRT-lite / transit-priority “best practices” used are
outlined in the following sections. Note Transit Signal Priority (TSP) is discussed in Section
2.7
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Queue-jump lanes typically consist of an additional travel lane on the approach to a
signalized intersection that is reserved for transit vehicles. The intent of this lane is to allow
for transit vehicles to by-pass vehicle queues on an approach to an intersection and “cut” to
the front of the queue, minimizing delays to transit vehicles. Queue-jump facilities can also
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consist of extended right-turn lanes that are shared by all motor-vehicles, but allow for transit
vehicles to proceed straight through the intersection (from the right-turn lane), by-passing
vehicle queues from through-traffic. A schematic illustration of a queue-jump lane is shown
in Exhibit 2-2.
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Transportation and Trends Report, there is an increasing demand for inter-municipal travel
within the Durham Region. This will mean increased inter-municipal transit service
throughout the Region. These transit-priority measures should be considered, especially
along inter-municipal transit routes which are typically more susceptible to delays due to
their length, mixed-traffic operations, high passenger use and frequent stops. Transit-priority
measures can help minimize delays and improve schedule adherence, improving the
efficiency of surface transit operations.
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Curb space management refers to practices that are put into place to better manage curbspace traffic, by increasing capacity and minimizing delays. In regards to transit operations,
curb-space management practice may include on-street parking restrictions in curb-lanes to
allow for transit vehicle operations. Other practices include the use of High-Occupancy
Vehicle (HOV) lanes are detailed in Section 2.6.3.
Curb-space management also includes the support of economic activities in the along
roadways to ensure that traffic operations do not negatively impact the operation of adjacent
land uses. This is especially important in built up areas where developments front onto road
rights-of-way.
Source: http://commons.wikimedia.org/wiki/File:Queue_Jump_-_Continued_Lane.png
Exhibit 2-2: Queue-Jump Lane Schematic
Transit Signal Priority (TSP) measures (refer to Section 2.7.6) used in conjunction with
queue-jump lanes can also help minimize delays to transit vehicles at intersections and
improve transit-vehicle speeds.
These measures allow for transit vehicles to by-pass vehicles queues from through-traffic and
utilize TSP to cross an intersection. By placing bus-stops on the far-side of the intersection,
transit-vehicles can fully utilize these transit-priority measures when passing through an
intersection and not have to stop on the near-side of an intersection to collect or discharge
passengers. An example of an existing queue-jump facility is illustrated in Exhibit 2-3.
The Rosslyn area located in Arlington County, Virginia, USA implemented the following
curb-management practices to improve transit operations and overall traffic management:
" Maximizing the use of curb space for short-term uses such as bus stops and taxi stands
" Directing long-term curb space users such as employees and visitors, service and delivery
vehicles, Zipcar and other related short-time use or rental vehicles to off-street parking
and loading areas
" Undertake a more detailed examination of the current number and use of all on-street and
off-street parking spaces in the Rosslyn area, with usage studies focusing on the average
space occupancy, duration of use, and trip purpose of those vehicles using these parking
spaces
" Establish a more formal process for controlling and monitoring the allocation and use of
all on-street curb space including both increased controls over the use of roadway
pavement curb spaces for short-term parking, service and delivery operations, and access
to off-street parking facilities as well as the provision of accessible pathways along
sidewalks and other pedestrian and bicycle movement corridors.10
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High Occupancy Vehicle (HOV) priority refers to strategies that give HOV vehicles priority
over single-occupant vehicles (SOV). HOV priority treatments include:11
" HOV lanes, highways and arterial roads
" High Occupancy Toll (HOT) lanes
" Busways (refer to Section 2.6.5)
Source: iTRANS
Exhibit 2-3: Queue-Jump Facility with Right-Turn Lane, Brampton, ON
Queue-jump facilities are excellent short-term, cost-effective strategies to improve surface
transit operations along major arterials. As indicated in the Task 1.4 Background
10
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Rosslyn Multimodal Transportation Plan, Draft Final Report, March 2008
http://www.vtpi.org/tdm/tdm19.htm
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Queue-jump lanes and intersection modifications (refer to Section 2.6.1)
Streetscaping improvements
2.6.3.1
High-Occupancy Vehicle (HOV) Lanes
High-Occupancy Vehicle (HOV) lanes are designated travel lanes reserved for vehicles with
multiple passengers. HOV lanes on urban arterial roads are typically reserved for vehicles
with 2 or 3 passengers and more, including transit vehicles, taxis and cyclists. They are
usually located in the curb lane. The restrictions applied to HOV lanes limit the number of
vehicles that can utilize the HOV lane which can result in less congested conditions when
compared to general purpose lanes. Less-congested conditions allow for increased travel
speeds and reduced delays for transit vehicles.
Arterial road HOV lanes are best suited for local or limited-stop transit services on routes
with numerous stops. Arterial HOV lanes should be considered along major transportation
corridors in Durham as designated in the Region’s Official Plan and Metrolinx’s Regional
Transportation Plan. Appropriate roadways include Highway 2, Taunton Road, Brock Road
and Highway 7.
Source: http://www.mtc.ca.gov/news/transactions/ta11-1204/vision.htm
Exhibit 2-5: Freeway / Highway HOV Lane: San Francisco Bay Area, CA - USA
HOV lanes on major freeways typically have the same vehicle restrictions as those on arterial
roads, but are usually located in the median lanes of freeways and do not pick up or drop off
passengers unless bus bays and or passenger platforms are provided.
Streetscaping improvements include changes to curb lanes and boulevards to better suit HOV
and transit vehicles, such as improved bus stops and bus pullouts.
Source: http://forums.bit-tech.net/showthread.php?t=157879
Exhibit 2-6: Highway HOV Lane: Highway 404, Toronto, ON - Canada
Freeway HOV lanes are best suited for inter-municipal or inter-regional “express-bus” or
“commuter” services. The Ministry of Transportation of Ontario (MTO) has long-term plans
to install HOV lanes on Highway 401 between Pickering and Oshawa sometime after 2016.
These would benefit inter-municipal and inter-regional transit services using the Highway
401 corridor.
Source : http://your.kingcounty.gov/kcdot/news/thisweekarch/2004/tw091304_savestime.htm
Exhibit 2-4: Arterial HOV Lane, King County, WA - USA
2.6.3.2
High-Occupancy Toll (HOT) Lanes
High Occupancy Toll (HOT) lanes are an expansion of the HOV lane concept. HOT lanes
can be used by high-occupancy vehicles and low-occupancy vehicles, however, lowoccupant vehicles must pay a toll. High-occupancy vehicles can use HOT lanes free of
charge.
Tolls typically vary throughout the day based on vehicle demands on the roadway in an effort
to keep HOT lanes “congestion-free”, even during peak periods. This can be done by
increasing tolls during peak periods to limit the number of low-occupancy vehicles using the
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HOT lanes when roadway demands are at their highest, and similarly reducing tolls during
off-peak periods when vehicle demands are not as high. Many metropolitan areas in the
United States currently use HOT lanes on their highways, including Orange County and San
Diego in California, Harris County, Texas and Washington D.C., Virginia.
HOT lanes are typically limited-access and barrier-separated from general purpose lanes.
Most HOT lanes are created within existing general-purpose lanes on highways and utilize
sophisticated electronic toll collection and traffic information systems to make variable, realtime toll pricing for low-occupancy vehicles possible, such as through variable message
signs.
Case studies show that HOT lanes are most effective on roadways that are heavily congested
during peak periods and have been shown to increase vehicle speeds and reduce travel times
along congested roadways.
Source: www.fta.dot.gov/assistance/technology/research_4374.html
Vancouver’s B-Line bus lanes in the median of a major arterial road have improved transit operations and
increase ridership. The busway has since been demolished and is being replaced with a heavy rail transit line.
Exhibit 2-7: Dedicated Median Transit Lane, Vancouver, BC – Canada
The implementation of HOT lanes on congested corridors throughout the Region, such as
Highway 401, could increase the speed of transit vehicles using the 401, such as GO Transit
express buses. Increased transit vehicle speeds and more reliable transit service could result
in an increase in transit ridership since transit vehicles using HOT lanes would provide faster
travel speeds through congested corridors.
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Dedicated transit lanes are motor-vehicle lanes reserved for transit vehicles only and not any
other multiple-occupant motor-vehicles. Dedicated transit lanes bring obvious benefits to
transit operations such as increased travel speed, improved schedule reliability and often
times, improved image, especially in regards to bus operations. When transit operations are
physically separated from other motor vehicle traffic, their operations can become
competitive with some auto trips. These improvements can help to maintain existing
customers and attract new customers by providing transit services.
Many cities in North America experienced immediate reversals in downward passenger
trends following the implementation of improved transit service, segregated from other
motor-vehicle traffic. The cities of Vancouver, BC; Madison, Wisconsin and Portland,
Oregon all experienced an annual increase in transit ridership between 10% and 30% for
several years after implementation of a dedicated transit corridor.12
Source: Peter Elrich www.world.nycsbway.org
Dedicated transit lanes in Portland, Oregon for LRT operations have contributed to increased transit ridership.
Exhibit 2-8: Transit Lane, Portland, OR – USA
Transit systems in London, England; Paris, France and many other European cities
experienced similar results in ridership.
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12
Vuchic, Urban Transit, Systems and Technology – Highway Transit: Bus, Trolleybus and Bus RapidTransit –
Section 5.3 Travel Ways, page 242
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Grade-separated transit facilities are transit lines whose operations are completely separated
from all other forms of motor-vehicle traffic. They include exclusive at-grade rights-of-way
(where protected at-grade crossings may be present), elevated structures, below-grade
facilities such as an “open-cut” or tunnelled sections. Grade-separated transit facilities are
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most beneficial for inter-municipal or inter-regional transit lines that are fairly extensive in
length and have far station-spacings (typically greater than 500 m).
Grade-separated transit facilities are typically used for high-speed rail-based transit modes
such as commuter rail lines like GO Transit and subways. However, numerous Light rail
Transit (LRT) and Bus rapid transit (BRT) systems utilize grade-separated facilities.
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should be considered along inter-municipal transit routes which are typically more
susceptible to delays due to their length, mixed-traffic operations, high passenger use and
frequent stops. Transit-priority measures can help minimize delays and improve schedule
adherence, improving the efficiency of surface transit operations.
Grade-separated transit lines would be most beneficial in the Region of Durham for intermunicipal and inter-regional transit services across the Region and to adjacent municipalities.
This includes the Highway 407 transitway, proposed along Highway 407 across Durham and
into York Region.
)%.
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Intelligent Transportation Systems (ITS) are a broad set of devices, facilities and or processes
that utilize computer and other electronic technology devices for the control and efficient
operation of transportation systems.13 ITS involves the application of information and
communications technology to transportation infrastructure and vehicles. ITS technology is
typically used to monitor and control transit operations, monitor fare collection, collect
statistical data and to for passenger information systems.
)%.%(
Source: flickr.com/photos/11991855@N02/2043536767
Exhibit 2-9: Grade-Separated (Open-Cut) Busway, Ottawa, ON - Canada
314 & 1F< !3VTW\[MY 1QLML 4QZWI[KP & 1\[VTI[QK FMPQKSM
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Automated Vehicle Location (AVL) and computer-aided dispatch (CAD) are among the first
ITS applications for transit. They enable transit managers to optimize on-time performance,
improve planning, and locate vehicles in times of emergencies.
AVL is a means for automatically determining the geographic location of a vehicle and
transmitting the information to a requester. AVL systems use sophisticated global positioning
systems (GPS) devices to monitor the location of each bus and determine whether it is ahead
of, on or behind schedule. AVL is a powerful tool for managing fleets of vehicles (buses and
trains). It is also used to track mobile assets, such as non wheeled construction equipment,
non motorized trailers, and mobile power generators.
)%.%)
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Source: GO Transit www.gotransit.com/public/en/news/goexpansion.htm
Exhibit 2-10: Grade Separated Heavy Rail Commuter Train, Toronto, ON - Canada
Grade-separation allows for transit services to operate at high-speeds and cover long
distances in a relatively short period of time when compared to local transit services.
Separating transit services from other motor-vehicle traffic also allows for more reliable
service with better schedule adherence.
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As indicated in the Background Transportation and Trends Report, there is an increasing
demand for inter-municipal travel within the Region. Therefore, transit-priority measures
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Automated passenger counters (APC) collect comprehensive information on passenger
occupancy levels, and offer an affordable alternative to labour-intensive manual methods.
Infrared or ultrasound sensors register passengers as they board or disembark each vehicle,
and information is stored in an on board computer until it is automatically downloaded to a
central database when the vehicle returns to the depot. APC systems are most effective when
integrated with AVL systems, so that passenger occupancy data can be tied to precise
locations along a route.
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13
Vukan R. Vuchic, Urban Transit Systems and Technology – Transportation System Definitions and
Classification, Transit System Components (pg. 53)
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CWMKQIS FMPQKSM 1TMUQ[QMZ
In an effort to keep transit vehicle up-to-date, retain existing transit customers and encourage
ridership growth, many special vehicle amenities are being installed on transit vehicles to
improve the transit-riding experience.
Some basic standard features include:
" Automated next-stop displays and announcements
" Climate control, (heating and air conditioning)
" Low-floor and multiple door boarding/alighting
" Stop request buttons and cords that can be reached from a seated position
Some additional amenities include television monitors as illustrated in Exhibit 2-11 on the
VIVA system in York Region, which allow customers to view the local news and weather
during their commute. WiFi is also a very popular and attractive amenity.
Source: www.citytransport.info/Buses03.htm
Exhibit 2-12: On-Board Ticket Machine, Amsterdam, NL
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In vehicle maps and accurate traveller information plays in important role in transit
reliability. Many cities around the world have provided transit information on website, which
provides information on buses and trains schedules. A web based trip planner allows riders to
select their best travel option on their choice of Transit. Next-station announcements are
automatically displayed and announced on buses. Transit route maps helps riders to quickly
find their destination.
)%.%,
Source: www.pandagator.info/images/toronto/viva.JPG
Exhibit 2-11: In-Vehicle Closed Circuit Television on “VIVA” BRT bus, York Region,
ON - Canada
Single and double-articulated buses operating on BRT routes in Amsterdam, NL feature onboard ticket machines, allowing passengers to by their tickets while in transit as illustrated in
Exhibit 2-12.
CMK\YQ[` 6MI[\YMZ
Live video cameras or video surveillance cameras and driver panic buttons installed on mass
transit vehicles can potentially help prevent crimes or attacks or at least mitigate their
severity by accelerating the emergency response. TTC have installed CCTV cameras at select
bus stops and stations which are linked to the collector booths. These cameras provide
increased safety and security of driver and transit rider.
)%.%-
DYIUZQ[$CQOUIS @YQVYQ[` !DC@" C`Z[MTZ
Transit signal priority systems have been installed in many jurisdictions throughout the world
to improve schedule reliability and decrease transit travel times. Transit signal priority, or
TSP, allows specially equipped transit vehicles to communicate with an approaching traffic
signal and “hold” the green display, allowing for the transit vehicle through the intersection.14
It should be noted that TSP is a “priority” process that modifies the normal signal operation
to better accommodate transit vehicles, rather than a “pre-emptive” process that interrupts
normal signal operations. This process is illustrated in Exhibit 2-13.
14
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http://www.metrokc.gov/kcdot/news/picturearch/pw010212_TSP.htm
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"
"
"
"
Source: http://transit.metrokc.gov/up/archives/2001/tsp.html
Exhibit 2-13: Transit Signal Priority
TSP has also been shown to increase transit travel speeds and reduce delays, improving the
on-time performance of transit vehicles. Transit priority can be implemented in a variety of
ways including passive priority, early green (red truncation), green extensions and actuated
transit phases.
)%.%.
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Halifax Regional Municipality, NS – Implementing a pilot deployment for bus rapid
transit as an initial step to an integrated corporate vehicle tracking and communication
system
British Columbia Transit, BC – Implementing a real-time bus arrival notification system
for transit passengers for the Victoria handyDART accessible transportation service,
which serves seniors and disabled passengers
Brampton Transit, ON - As part of its AcceleRide Program, all AcceleRide buses will be
equipped with the SmartBus transit technologies including:
#
CAD / AVL (Computer Aided Dispatch / Automatic Vehicle Location),
#
APC (Automatic Passenger Counters)
#
PRESTO Fare Collection equipment (including fare card transaction processors and
transfer printers)
In addition to the on-vehicle technologies, Brampton will be implementing a number of
on-street and back-office systems including:
#
Security Surveillance (on Vehicles, in terminals and in select stations)
#
Traveler Information (Static and real-time data) to telephones, personal data assistants
(PDAs), cell phones, and web
#
Variable Message Signs (VMS) on-board vehicles and at stations and terminals
#
Transit Signal Priority (TSP)
#
Local and Wide-area Communications subsystem
#
Central System which will provide a critical Data Management function
9DC 3IZM C[\LQMZ
Numerous transit agencies across Canada have implemented ITS features in their transit
systems in an effort to improve service. Applications of ITS features in transit systems
include15:
" York Region Transit (YRT) / VIVA – The initial stage of the VIVA program included
the installation of CAD / AVL (Computer Aided Dispatch/Automatic Vehicle Location)
and Automatic Passenger Counters (APCs) system on all VIVA buses. YRT also
installed Ticket Vending Machines at all VIVA stops and initiated a proof-of-payment
approach to fare payment (see Section 3 for more information on fare strategies)
" The City of Kelowna, BC – working to integrate the City and Provincial traffic signal
systems under a central traffic control to minimize traffic delays and incorporate transit
signal priority
" The City of Guelph, ON – Deploying an advanced transit management system to assist
Guelph Transit in providing efficient and cost-effective service to maintain good
customer satisfaction and service reliability
" Mississauga Transit, ON – Adding a transit signal priority system within Mississauga
Transit’s Smart Vehicle initiative, which will allow for vehicle tracking, automatic
passenger counting and status monitoring
" Societe de Transport de Laval, QC – Implementing GPS technology to enhance service
and provision of real-time information to travellers
Source: Mississauga Transit
Exhibit 2-14: “On-Line Trip Planner” – Mississauga Transit, ON - Canada
15
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ITS vehicle tracking systems, or an Automated Vehicle Location (AVL) devices, allow for
vehicle monitoring controllers to know the location of all transit vehicles on a particular route
or in the system. This information can then be relayed to travellers through Real Time
Passenger Information Systems.
Other applications of ITS include on-line trip planning which numerous transit agencies are
implementing. On-line trip planning allows travellers to plan their trip by entering their
origin and destination and the time that they are travelling. The available travel options
within the specified time period are then displayed, indicating which transit route or routes to
take for the fastest and most direct trip. Agencies in the Toronto area that have implemented
online trip-planning include York Region Transit, Mississauga Transit, Brampton Transit and
the Hamilton Street Railway. Numerous transit agencies throughout, Canada, the US and
around the world have also used ITS for online trip-planning.
)%.%/
Durham Region should consider the use of ITS for:
" Service monitoring, vehicle tracking, data collection and passenger counting
" Developing an online trip-planner
" Provide passenger information display systems at bus stops along higher-order transit
routes, such as Highway 2 and Highway 407 transitway
" Use Transit Signal Priority treatments
As part of the LTTS, transit technologies required to support the target operational
performance measures will be defined. These may include APC’s, AVL, TSP and other ITS
components. It is important to note that as the technologies are secured, DRT should embark
on a functional requirements exercise to ensure that the data collected and the reports
generated are manageable and usable, and provide benefits to the transit customer, transit
operations, and transit and marketing planning staff. The application of a Business
Intelligence approach (e.g. enterprise systems management) applied to the technology
selection for hardware and software is recommended.
)%/
DIYOM[ =IYRM[QUO
One of the best strategies for increasing transit ridership is to provide transit services that
target different market segments of transit customers. For example, long-distance commuters
using transit to travel between Toronto and Durham Region do not have the same travel
needs as students traveling from their local neighbourhood to a local high school. Different
transit services must be provided that accommodate the varying needs of transit customers.
Transit services targeting particular travel needs such as express commuter buses, Special
Event service and various types of Shuttle Services. A survey of transit agencies in Canada
and the US during the 1990’s showed that transit systems with the greatest increase in
ridership appeared to be those which tailored their services and product mix to meet customer
needs.16
Report
As detailed in Section 2.4, a “tiered” transit network with a hierarchy of services is very
effective at accommodating different travel needs of transit customers. However, Market
segmentation is yet another effective strategy for increasing transit ridership.
Market segmentation, when related to transit ridership, is the process of identifying different
transit markets that have similarities in characteristics or needs and are likely to exhibit
similar purchase behaviour and/or responses to changes in the marketing mix.17 Market
segmentation is used to improve a transit agency’s ability to better serve the needs of its
customers.18 There are two basic market segments among transit customers; Transitdependent customers and choice customers.
Key strategies for increasing transit ridership include:
" Retaining existing transit-dependent customers as they move into a different life cycle or
lifestyle stage in which they no longer need to rely on public transportation
" Retaining individuals who have chosen to use public transportation for some purposes,
primarily work-related travel but also including travel to special events
" Increasing the frequency of riding among existing customers
" Encouraging non-customers to use public transit, at least occasionally19
)%/%(
3IZM C[\L` f @IKM 2\Z =IYRM[ CMOTMU[I[QVU =IYRM[QUO
@SIU
The Pace Bus transit agency serving suburb Chicago, IL in the US conducted a market
segmentation exercise in 1995 in response to increases in suburban population and
employment growth which also corresponded with a decline in employment in downtown
Chicago.
Pace surveyed 300 Pace bus customers and broke down proportionally the following three
market segments:
1. Suburb-to-suburb commuters
2. Suburb-to-city commuters
3. City-to-suburb customers.
Pace then developed a marketing plan identifying the following opportunities for attracting
automobile users to transit, for each market segment:
" Reducing transit travel time in relation to driving time
" Increasing opportunities for convenient park-and-ride
" Increasing awareness of actual driving costs
" Evaluating the potential to convert carpool commuters to vanpool passengers
" Creating opportunities for alternative fare payment mechanisms
Pace determined the following findings for the “suburb-to-suburb” market.
17
TCRP 36, pg 5
TCRP 36, pg (i)
19
TCRP 36, pg 92
18
16
Increasing Transit Ridership: Lessons from the Most Successful Transit Systems in the 1990s – Executive Summary (p.4)
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Ten percent of suburb-to-suburb customers used the service less than four days per week.
The goal was to increase utilization by one day which would add 2,000 more trips.
classifying customers and non-customers into specific categories and examining various
characteristics among these groups.
The strategies used to accomplish this included:
" Implementing new magnetic striped passes to take advantage of new fare box equipment
" Allowing students to ride at discounted fares at any time, rather than restricting reduced
fares to weekday school trips
" Promoting cost savings associated with riding the bus and increasing awareness of actual
driving costs
" Installing more bus shelters to improve waiting conditions as infrequent customers
typically avoid using Pace during inclement weather
For example, various transit operators in the Chicago, IL metropolitan area conducted a study
to measure transit-user and non transit-user’s awareness and attitudes towards public
transportation.
The average suburb-to-suburb commuter used the service for 64 months. Increasing this rate
by 1 month would add 964 daily customers to the system.
To accomplish this, Pace:
" Offered discounts to long-term customers through ticket-by-mail programs
" Promoting cost savings associated with continued use of Pace compared with buying,
maintaining and insuring a car – since a large percentage of former Pace users left once
they purchased a vehicle
" Implementing a customer satisfaction monitoring system through an on-board survey,
allowing Pace to quickly identify and address service-related issues
Transit customers were classified into following categories:
" Primary customers – individuals who had ridden any transit system in the Chicago area
five times or more monthly
" Occasional customers – individuals who had ridden at least one transit system one to four
times monthly
" Incidental customers – individuals who had not ridden any of the transit systems within
the past month
Non-customers were classified into the following market segments:
" Former customers – individuals who had not ridden any transit system within the past
year but rode at least one system at some point within the last five years
" Always non-customers – individuals who had not used public transportation in the past
five years, or ever
The relative size of each of these market segments is illustrated in Exhibit 2-15.
Population growth in the suburbs was expected to add 905 customers per day to the system.
Non-Riders, 20%
Strategies to attract new customers to the suburb-to-suburb market included:
" Offering free trips to new customers
" Developing a uniform mechanism for employer-based fare subsidies, targeted at large
employers in well-served markets
" Using direct mail to promote the availability of Pace service to potential customers along
existing routes as many non-users were unaware to routes near their homes and where
they go
" Implementing one new route in an underserved market
" Increasing the number of signs and shelters along Pace routes to increase Pace’s visibility
and promote awareness to non-users
Similar goals and strategies were developed for the other markets identified by Pace,
allowing for Pace managers to understand the unique needs of each market segment.
Primary Riders, 19%
Occasional Riders,
19%
Former Riders, 17%
Incidental Riders, 25%
)%/%)
@YVL\K[$EZIOM CMOTMU[I[QVU
Product-Usage segmentation is another method of market segmentation that is based on
usage rates. When related to transit, it involves segmenting market categories based on
ridership, most notably the frequency of ridership.20 Product-Usage segmentation involves
20
Exhibit 2-15: Product-Usage Market Segments and Size
These findings allowed transit agencies to focus their ridership growth strategies on markets
that were most likely to yield the highest gains in ridership. For example:
TRCP 36 – Product Usage pg.40
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"
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"
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Since Primary and Occasional Customers represented 38% of all market segments, this
suggested that area transit agencies should examine strategies to retain existing customers
and increase ridership frequency, as any increase in among this market segment will
likely have a significant impact on ridership as a whole throughout the Region.
Incremental customers represented 25% of the market segments. This segment is more
familiar with and has more positive views towards public transportation than noncustomers. Therefore, efforts should be made to increase the frequency of riding within
this segment as even small incremental gains can have significant impacts on ridership
Former customers have some experience with using public transit and may have some
level of comfort with riding. If their past experiences have been positive, emphasis
should be placed on attracting these customers, rather than those who had never used
public transit.
Non-customers are typically the most difficult market to attract. Given the size of this
market segment, targeting this market should be considered a low priority.
)%/%*
=IYRM[ CMOTMU[Z J` 1OM 7YV\W
In Durham Region and the Greater Toronto Area, students make up a significant share of
transit customers. Therefore, efforts should be made to retain this ridership group as they
grow into adulthood and will most likely have alternative travel options, such as an
automobile, available to them. This includes providing transit services that are suited to one
or a combination of different age groups such as children, students, adults and seniors.
Examples of different services include:
" School specials – transit services catering to high school or college/university students
" Summer camp services – transit services to camps for children
" Employee shuttles – operating between major employment areas and transit terminals /
train stations for example
" Community bus services – serving seniors residents and community destinations
)%/%+
=IYRM[ CMOTMU[Z J` DYIUZQ[ CMY]QKM D`WM
Transit agencies that cover a large service area and population providing different “types” of
transit services such as local, express, limited-stop, school-specials, community or shuttle
services can typically better-serve the varying needs of its customers than agencies that
provide a simple base service. This is especially true for bus-based transit systems in urban
and suburban areas where travellers may take short or long-distance trips by transit
depending on their trip purpose. This also ties into the concept of a “tiered” transit network
as described in Section 2.4 where transit agencies provide a hierarchy of different services
which can suit varying travel needs.
"
"
"
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Community buses, providing local service to local destinations within a neighbourhood
Low cost-demand responsive or fixed route services
Vanpools / Ridesharing programs, providing transit service in areas of low passenger
demand
Providing various service types provides travel options that suit the varying needs of the
public and can encourage transit ridership growth.
)%/%,
As part of the LTTS, focus groups will be conducted to develop a better understanding of
whether the travel priorities and required travel behaviour changes would easily be adopted
by members of the public. Building on the results of these focus groups, it is recommended
that DRT undertake a detailed assessment of all of its transit customers to gain insight to
what services are best suited for each market segment within the urban core areas, the
suburban areas and the rural communities. The intent is to develop strategies that ensure
transit remains a viable alternative and provides a service that increases transit customer use,
which results in enhanced mobility and a higher quality of life. It is also recommended that a
time-based opinion survey be undertaken to gauge how well their needs are being met over
time.
With respect non-transit customers, a detailed assessment of what they require to increase
transit as a mode choice for at least some if not all their trips should be undertaken. The goal
of the DRT strategic plan is to capture a share of the auto traveling public.
As part of the ongoing analysis and service improvement, DRT should undertake additional
surveys of the community of transit customers and non-customers. These surveys can be
conducted using methods such as telephone interviews, internet web-based surveys, or onboard customer surveys for example. Year over year results will help DRT determine the
level of success of existing strategies and help develop strategies for the future.
)%0
C\YNIKM DYIUZQ[ C[VW 9TWYV]MTMU[Z
Transit stop designs can greatly influence passenger attraction and potential ridership. Stops
that are poorly lit, do not have shelters or well-defined passenger waiting areas can deter
persons from using transit, especially choice customers. Many transit agencies are improving
their transit stop designs, especially along heavily patronized routes such as BRT or LRT
corridors. Transit stop improvements do not only apply to general maintenance and up-keep,
they also include “transforming” bus stops into comfortable, safe and secure areas for
passengers to wait.
Different service types include:
" Local buses, to serve short-distance travellers
" Express buses, providing fast service for long-distance travellers
" High School specials serving the needs of students
" Shuttle services, providing direct point-to-point service between two or more specific
areas such as a residential neighbourhood to employment area, residential neighbourhood
to a commuter rail station, etc.
Improvements are meant to provide the following benefits to travellers:
" Convenience, comfort and accessibility
" Security, safety and visibility
" A simple and rational arrangement
" High capacity passenger processing
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CPMS[MY 4MZQOU
Modern transit shelter designs include the extensive use of glass, making travellers visible in
the surrounding area. Transit shelters also include other features such as weather protection,
seating, designated passenger waiting areas and traveler information such as maps and in
some cases, fare purchasing machines.
Source: www.daktronics.com/ProductsServices/Applications/Transportation/MassTransit/BusStation/Pages/default.aspx
Exhibit 2-17: Bus Stop – Portland, Oregon
Photo: Thomas Deutschmann/Ustra. – Produced by Ustra. Germany
Bus Stop, Dusseldorf, Germany – Source: www.coinbird.wordpress.com/2008/07/05/
Other unique features include platform LED’s (light emitting diodes) that change colour and
provide various animations as transit vehicles approach, arrive and depart. A photo is
provided in Exhibit 2-18.
Exhibit 2-16: Examples of Local Bus Stop Designs in Germany
Well-lit bus stops can increase traveller safety and comfort levels for persons using transit
outside of daylight hours.
Real-time passenger display information allows travellers to see when the next few transit
vehicles will be arriving. Numerous transit agencies throughout the world are implementing
these features, especially on highly-travelled transit lines.
Other passenger information provided at bus stops should include a telephone number for
which travellers can dial to obtain schedule information for transit services using that stop.
Transit agencies in the GTHA with this feature include the TTC, the Hamilton Street
Railway, Mississauga Transit, Brampton Transit and York Region Transit, for example.
The innovative bus stop design used in Portland, OR as shown in Exhibit 2-17 includes such
features as “next bus arrival” real-time information displays, weather protection, and
extensive use of glass to ensure that travellers are fully visible from the street.
Source: www.citytransport.info/Buses03.htm
Exhibit 2-18: Bus Stop with LED platform lights
This technology has been used on a BRT route in Amsterdam serving the city’s international
airport.
)%0%)
DYIUZQ[ C[VW <VKI[QVUZ
Transit customers need safe and convenient access to transit stops and will typically walk up
to 5 minutes (as per existing DRT route design guidelines) and, in some cases, up to10
minutes to access transit services. 21 Since customers typically walk to transit stops, their
needs as a pedestrian extend beyond the transit stop to the surrounding area. Transit agencies
21
Improving Transit Stop/Station Access, Retreived January 21, 2009 from Walkinfo.org website
www.walkinginfo.org/transit/access.cfm
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typically assume responsibility for their transit stop, but not sidewalks, crossings or other
pedestrian elements on nearby streets. Also, given the aging population and the commitment
to low floor wheelchair accessible buses, the Accessibility for Ontarians Disability Act
transit stop accessibility by mobility devices will be mandatory.
Surface transit stops should be placed in locations that account for three factors:
1. Passengers – locating stops near places where there is an expectation of customers
2. Access – if a stop cannot be located right where customers are, they must be able to get to
the stop conveniently; and
3. Traffic characteristics – as buses can not always stop where customers want due to
complex traffic patterns and hostile pedestrian environments.
Passenger access also includes access for those with disabilities. A universal design for
transit vehicles, stations and stops should be used to ensure that all well-bodied and persons
with physical disabilities or other special needs can access the transit system.
" Accessibility of the transit system to physically challenged people, and to people with
other needs;
" Universal Design of vehicles, stations and pedestrian facilities to accommodate people
with disabilities and other special needs
The location of surface transit stops should consider the following:
" Passengers – locating stops near places where there is an expectation of customers
" Access – if the stop cannot be located where customers are, they must be able to access
the stop conveniently
Source: www.tan.fr/images/photos/0005/img_1136812669257.jpg
Exhibit 2-20: Level boarding between Platform and Transit Vehicle
Well-marked pedestrian crossings allow for pedestrians to cross the street to access transit
vehicles as illustrated in Exhibit 2-19.
Source: www.globalride-sf.org/phtos.html
Exhibit 2-21: Examples of Tactile Treatments at Transit Stops to Assist
The innovative design of bus stops or “tube stations” along Curitiba’s (Brazil) bus rapid
transit lines, illustrated in Exhibit 2-22, is fully accessible with sheltered passenger waiting
areas and level boarding / alighting to and from buses provided via retractable ramps.
Source: www.walkinginfo.org/transit/access.cfm
Exhibit 2-19: Pedestrian Access to Surface Transit Stop
Level boarding and alighting allows for travellers using mobility devices or carrying
strollers, luggage and other cumbersome materials to easily access transit vehicles. The
application of tactile treatments on station platforms can assist the visually impaired with
accessing transit vehicles. They are also beneficial to those using mobility devices as they
reduce the potential for “rolling” over the platform edge into the path of an oncoming transit
vehicle. Examples of these treatments are illustrated in Exhibit 2-20 and Exhibit 2-21.
Source: www.inhabitat.com/2007/12/11/transporation-tuesday-curitiba/
Source: www.commons.wikimedia.org/wiki/File:Bus_Stops_5_curitiba_brasil.jpg
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Exhibit 2-22: Accessible Bus Stops, Curitiba, Brazil
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Fare control is also provided at the “tube stations” where travellers purchase fares in advance
before boarding a bus. This speeds up the boarding and alighting process on transit vehicles,
allowing boarding and disembarking passengers to use any doors on the transit vehicle.
These improvements will not be applicable for all bus stops, especially lightly-used stops on
local bus routes. However, bus stop improvements should be considered along higher-order
transit routes such as those proposed along Highway 2 and Highway 407.
Providing universal access to transit vehicles can significantly increase transit ridership since
it provides accessibility to a group of persons that may have not been able to safely use
transit.
Typically, bus shelters are placed at the following locations:
" All terminal and transfer points
" Bus stops with more than 35 passengers per hour in peak periods
" Locations with unique exposure to inclement weather
" At bus stops near senior residences or other institutional facilities
)%0%*
2\Z C[VW 1KKMZZQJQSQ[`
As the population ages and the transit fleet becomes more accessible, there is now a need to
ensure that those with mobility problems can physically use conventional transit vehicles by
being able to access bus stops. In this regard, the Accessibility for Ontarians Disability Act
will require improvements to bus stop accessibility. A number of strategies can be enacted
upon for a transit accessibility strategy.
They include:
" Retrofitting, where practical, all existing bus stop areas within the Region for wheelchair
accessibility
" Ensuring that all new bus stops are fully accessible
" Conducting a bus stop accessibility audit in the DRT service area, which includes photos
of the bus stops so that they can be linked to an audit database for use on the DRT
customer website
" Expansion of bus stop accessibility audits to include the identification of accessibility
requirements beyond the bus stop area
" The need to inform landowners of accessibility requirements within their site (e.g. from
bus stops to main building entrances)
" That bus stop area retrofit priorities reflect a combination of bus stop customer demand
and safety rather than bus stop demand only
" That the costs associated with improving accessibility infrastructure should be identified
in a line budget item(s) in order to quantify the region’s commitment to accessibility
" The bus stop retrofit program funding
" A regional-municipal staff level task force be established with the ability to issue work
orders to expedite ad-hoc bus stop area improvements that they deem justified
" Ensure snow clearing priority and enforcement is given to bus stops and sidewalks /
walkways leading to bus stops
By committing the funds today, DRT will be able to attract a new market, improve safety for
all customers, and be able to reduce the demand and resources needed to support reservationbased specialized transit.
)%0%+
The existing DRT bus stop design guidelines can be found in the DRT Bus Stop Guidelines,
which include guidelines on bus stop design, accessibility and placement.
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C[I[QVU 9TWYV]MTMU[Z
Similar to bus stop improvements, improved transit stations can also greatly influence
passenger attraction and ridership. Various best and innovative practices in Transit Station
designs and station improvements are provided below.
)%('%(
1[[YIK[Q]M & =VLMYU
Modern transit station designs can attract passengers and encourage use. Modern stations
typically incorporate features such as glass to allow for natural lighting, high ceilings and
“open” interiors that are not only spacious but allow for a high volume of passenger
movements. This is especially important at transit stations with multiple transfer
opportunities. Other station improvements include directly incorporating a transit terminal or
station into the surrounding developments, such an employment of commercial centre, rather
than segregating the transit facility from surrounding land uses.
)%('%)
<QOP[QUO
The use of natural light should be incorporated into all future transit station and terminal
designs. Natural light can help provide an “openness” and better sense of security to
travellers. When natural light is not available or cannot be incorporated into a station design,
transit stations should be lit in a manner where there are no “blind-corners” and all public
areas of the station / terminal are highly visible. Emergency phones should also be placed in
well illuminated areas.
)%('%*
GIQ[QUO 1YMI 1TMUQ[QMZ
Passenger waiting areas should always be well lit and highly visible from the surrounding
area. Other amenities that should be included at major transit terminals and stations include:
" Seats / Benches
" General and designated passenger waiting areas within close proximity to emergency
telephones in well-lit areas and within view of a station attendant
" Washroom facilities
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@IZZMUOMY 9UNVYTI[QVU
The amount of passenger information provided at transit stops and stations is dependent on
the role and function of the transit stop or station. However, as a minimum, passenger
information provided at major transit stops and terminals should include:
" Station / Stop name
" Arrival / Departure times of connection transit services
" Transit routes serving the terminal and where they can be located
" Transit system maps – also showing the location of the transit terminal / station
" Span of service and the frequency of service
" Service schedule for low-frequency routes (> 10 minute intervals)
)%('%,
Source: http://www.bookrags.com/wiki/Mississauga_Transit
GI`$6QULQUO CQOUZ
Exhibit 2-23: Mississauga Transit Terminal, Mississauga, ON - Canada
Passenger way-finding signs should maximize the use of symbols, arrows and colours and
should be intuitive to the passenger, without the need to read a lot of information. Many
transit agencies develop a “way-finding” strategy to ensure that all signs throughout a system
are of a consistent and recognizable design. The amount of information and signage provided
at a transit terminal will depend on the role and function of the terminal itself.
American Plaza Station – San Diego, CA. This LRT station located in downtown San Diego
is fully integrated with a popular shopping mall and office towers. Its high-level roof is of
modern design and provides weather protection. There is also an “open-feel” to the station
with the allowance of natural light onto the passenger platforms.
However, way-finding signage at transit stations should direct passengers to the following,
where applicable:
" Passenger waiting areas including designated “safe” waiting areas
" Locations for purchasing fares / ticket agents
" Passenger drop-off / pick-up areas
" Washroom facilities
" Entrances / Exits and the streets they connect to, including any nearby attractions / places
of interest such as an employment centre, shopping mall, park, etc.
Source: www.world.nycsubway.org
)%('%-
Exhibit 2-24: “American Plaza” LRT Terminal, San Diego, CA - USA
5_ITWSMZ VN C[I[QVU 9TWYV]MTMU[Z
Mississauga’s City Centre transit terminal features high ceilings, passenger information
displays, ticket sales and washrooms. The centrally-located platform allows for crossplatform transfer opportunities between connecting services. The transit terminal is
connected to the “Square One” shopping centre, the busiest shopping area in Mississauga via
an at-grade pedestrian walkway. Other pedestrian crossing opportunities are available to
nearby restaurants and theatres.
Typical stop on Los Angeles’s “Orange Line” bus rapid transit line, which includes a modern
design, passenger information indicating the arrival time of the next few buses, system maps
and way-finding signs, benches and lighting. The “M” logo is the branding for Los Angeles’s
transit system and is featured on all vehicles, stops and stations.
Source: http://www.you-are-here.com/transport/busway.html
Exhibit 2-25: “Orange Line” Busway Station, Los Angeles, CA - USA
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The Shawnessy LRT station in Calgary, AB passenger platform is fully illuminated after
daylight hours to increase to allow for easy navigation and increase passenger security.
Source:
www.calgary.ca/portal/server.pt/gateway/PTARGS_0_0_766_231_0_43/http%3B/content.calgary.ca/CCA/City+Transportat
ion/Construction+and+Detours/Infrastructure+Projects/LRT/Shawnessy+CTrain+Station.htm
Exhibit 2-26: Shawnessy LRT Station, Calgary, AB - Canada
Source: http://www.next-designs.com/portfolio/Transportation/trans_8_1a.html
Source: http://www.cgpartnersllc.com/projects-clients/metropolitan-transit-authority-mta/599-lexington-avenue/
Exhibit 2-28: “Way-Finding” Signs, Chicago Transit Authority (CTA) and New York
City Metropolitan Transportation Authority (MTA NYC)
Curved way-finding signage used at a busy subway transfer station in New York City.
Although this application is for a subway station, in concept is also applicable to other busy
transportation hubs with multiple services connecting in one location.
Additional information on Bus Station and Inter-modal station facilities including details best
practices in terminal layouts and inter-modal connections can be found in Section 7.
)%('%.
Source: www.fta.dot.gov/planning/planning_environment_6932.html
Exhibit 2-27: Ohlone / Chynoweth LRT Station, San Jose, CA – USA
The Ohlone / Chynoweth light rail station in San Jose, California is well lit to enhance public
security and is also located in an area that provides easy access to nearby residential and
commercial areas.
DRT Transit stations and terminals should be spacious, well-lit, include passenger amenities
such as designated waiting areas and seats, washroom facilities, refreshments, way-finding
signs, wireless-internet capabilities, and other convenience and comfort features.
Way-finding signage used for the Chicago Transit Authority’s (CTA) system includes the use
of colour-coded signs, with each colour representing different routes.
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Metro Transit in Halifax, NS displays fare information on its system maps as illustrated in
Exhibit 3-1.
61B5 3?<<53D9?> & 61B5 @?<9395C
Convenient fare collection procedures and policies can significantly impact ridership and can
increase the frequency of transit use. The fare collection and payment process should be easy
to understand for both the paying passenger and fare collector; fast so that customers do not
delay transit vehicle operating speeds, and convenient so that passengers have easy access to
various fare media. This chapter examines various best practices used for fare collection and
fare policies in other jurisdictions.
*%(%(
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Many transit agencies are introducing new fare media to encourage transit ridership by
making fare collection and payment procedures more convenient for transit customers.
Electronic fare cards are a type of media being used by numerous transit agencies to
encourage more transit use by making fare collection and payment more convenient. The
PRESTO system is a Regional Fare payment system being introduced in the GTHA area. It’s
implementation will be rolled out over a couple years with implementation in Durham
scheduled for 2011. The PRESTO system uses a contactless smart card for fare payment and
will offer several fare product options including stored value and passes. A survey of various
transit agencies in the US showed that 28% of all respondents indicated new payment options
helped increase transit ridership, although this was most prominent for large transit agencies
(47% of large and 32% of very large transit agencies).22
Fare flexibility strategies such as (day passes or timed-transfers) can also increase ridership.
Note, these have been offered by Mississauga and Brampton Transit. Timed-transfers allow
for unlimited travel on the transit system for a limited time period following a single-fare
payment. Mississauga and Brampton allow for unlimited use of the transit system for a 2
hour period. Translink in Vancouver uses a 90 minute transfer.
Non-cash payment options such as credit or debit card are also useful methods of increasing
ridership as many transit agencies in the US reported the introduction of these payment
options as “somewhat” to “very effective” methods of increasing ridership.23
*%(%)
Source: Metro Transit - Halifax
Exhibit 3-1: Sample Halifax Metro Transit System Map with Fare Information
6IYM 3VSSMK[QVU IUL DMKPUVSVO`
Best practices do not only address fare collection procedures, they also pertain to how fare
information is relayed to passengers. A survey conducted by the TCRP for various transit
agencies across the United States showed that the majority of agencies used special
brochures and pamphlets, system maps and signs / notices posted on transit vehicles to
distribute fare information to customers.24
An example of a fare brochure from the Metropolitan Transit Authority in Los Angeles is
illustrated in Exhibit 3-2.
22
B.Taylor, P.Haas et. al, Increasing Transit Ridership: Lessons from the Most Successful Transit Systems in
the 1990’s, The Mineta Transportation Institute College of Business, San Jose University, 1991 (pg 62)
23
24
TCRP report 26, Bus Transit Fare Collection Practices, Table 3, pg 4
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Source: www.transit.toronto.on.ca/gotransit/2303.shtml
Exhibit 3-3: Typical Ticket Vending Machine at “VIVA” BRT stops, York Region, ON
- Canada
GO Transit has a similar fare-collection policy for its rail services with ticket vending
machines being installed at GO train stations, selling various fare media such as single-ride
tickets, 10-ride tickets, student fares and day passes. Barrier-free access is provided to all GO
trains with random inspections of passengers conducted to deter fare evasion.
Exhibit 3-2: Sample Fare Brochure from LACMTA
Once transit customers know how much to pay, procedures that allow for fast and easy
payment should be available. However, the balance between ease of fare payment and fare
evasion needs to be considered. For example, many cities with rapid transit services such as
commuter rail, LRT or BRT are implementing barrier-free, proof-of-payment (POP)
measures to speed up the passenger boarding process.
VIVA in York Region uses a POP or “honour system” by providing ticket vending machines
(TVM) at all of the transit stops. The TVMs allow passengers to purchase various fare media
before boarding a bus. Fares can be paid by cash, debit or credit card. When boarding, fares
are not collected, which speeds up the boarding process and allows for the bus driver to
concentrate solely on operating the vehicle. It is expected that the passenger will pay the
appropriate fare before boarding the bus. Fare inspectors randomly check customers on
transit vehicles to ensure that they can present appropriate “proof-of-payment”, otherwise
they are subject to fines.
Transit systems that do not use a “proof-of-payment” system have introduced other methods
of collecting fares which also increase the speed of boarding. These include:
" Electronic fareboxes, which accept payment in cash, coins, tickets or tokens and
automatically count the amount of money being deposited
" On-board ticket processors, such as magnetic card readers that read the magnetic data on
a ticket or pass used by the passenger to confirm that it is valid
" On-board transaction processors which automatically deducts the appropriate fare from
an electronic fare card’s stored value, or deducts a ticket, or checks that the pass stored on
the card is valid
The Translink agency operating in the Greater Vancouver Area allows passengers to
purchase “day passes” when boarding surface transit vehicles. Passengers are provided with a
magnetic ticket which acts as a day pass, and passengers can use it to board any transit
vehicle within a limited period of time. When used on other transit vehicles, the ticket is
inserted into a “ticket-reader” on the bus which scans the ticket to determine whether it is still
valid or not. These tickets can also be purchased at automated ticket vending machines
available at major transit terminals or at SkyTrain (Translink’s heavy rail rapid transit
system) stations.
London Transport (Tfl) in the United Kingdom equipped 8,500 buses with electronic ticket
machines and upgraded its ticketing vending machines to include touch screen and
multilingual features which sped up the ticket transaction process.25 The machines are also
compatible with smart cards that enable paperless travel. Customers can touch their cards on
special readers on the machines to validate their travel. Following the installation of these
systems, the total lost revenue associated with fare evasion reduced from 3.7% to 2% within
one year.26
25
26
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“Government Agency Drives Innovation in Public Transit” Transport for London Case Study
“Government Agency Drives Innovation in Public Transit” Transport for London Case Study
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Similar “touch-screen” ticket vending machines are now being used by GO Transit at Union
Station. Other heavily used transit hubs throughout the world are using “touch-screen”
technology to reduce passenger queues and speed up the ticket purchasing process.
*%(%+
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CWMKQIS @YVTV[QVUZ
Special promotions can include “free fares” for special events or the introduction of new
transit services to encourage ridership.
Milton Transit (Milton, ON – Canada) initiated at “Fare-Free Transit” pilot program in 2007
for a 6-month period, offering free rides between 9:00 a.m. and 3:00 p.m. to encourage offpeak transit use. Sponsorship funding was obtained from corporate sponsors. Average
monthly ridership increased by 63% with 3,800 additional customers per month attributed to
the free-fare transit program.30 Passenger surveys conducted during the program indicated
that 87% of frequent customers would continue to use Milton transit when off-peak fares
were re-introduced.31
Source: www.parisbytrain.com
Exhibit 3-4: Example of Touch-Screen Ticket Vending Machine, Paris - France
*%(%*
6IYMZ NVY 4QNNMYMU[ =IYRM[ CMOTMU[Z
Ben Franklin Transit (serving the Kennewick / Pasco region, WA – USA) introduced farefree service on local bus routes on Wednesday’s and Saturdays which introduced new
customers to the system. This resulted in an increase in transit ridership on regular fare
days.32
As discussed in Section 2.8, transit customers consist of various market segments and
different fares are usually applied to each group. When segmenting markets by age for
example, student fares are typically less costly than adult fares. Similarly, seniors or disabled
persons also receive discounted fares.
King County Metro (KCM) in Seattle, WA started offering free trips within the Central
Business District between Monday and Friday to determine if it would speed up bus
boardings. It worked so well, improving the operations of bus service within the town centre,
that KCM has made this a permanent service policy.
The introduction of employer subsidized transit passes also been used to increase transit
ridership, with transit agencies throughout North America reporting increases in ridership
following the implementation of such passes.27
*%(%,
As part of the PRESTO System implementation Durham has decided to use on-board
transaction processors on the conventional bus fleet for fare payment.
Fare adjustments can also be applied to different transit services. For example, fares for
express services would be higher than those for local services. Numerous transit agencies
across Canada, including Translink (Greater Vancouver Area), the Toronto Transit
Commission (TTC), York Region Transit (YRT) and Metro Transit (Halifax) all offer higher
fares for premium express services while fares for local services are less costly. However,
fare adjustments that are too severe can impact transit ridership.
In March 1998, the Metropolitan Transit Authority (MTA) in New York City lowered its
express bus fares from $4 to $3 which increased express bus ridership.28
Rhode Island Public Transit introduced one-day and family passes targeted towards area
tourists, which were “very effective” at increasing ridership.29
27
28
29
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Free-Fare Transit: The Milton Experience – Final Report, Community Services Department Feb, 2008
Free-Fare Transit: The Milton Experience – Final Report, Community Services Department Feb, 2008
32
31
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=1B;5D9>7 & 3?==E>931D9?>C
Marketing strategies can increase the public’s awareness of transit services without actually
changing transit service levels, and can therefore be an effective method of increasing
ridership without making significant changes to transit operations.
Marketing involves identifying customers’ needs and preferences and providing appropriate
services to meet them. When encouraging transit ridership, marketing alone cannot achieve
ridership growth; transit service must also be attractive, comfortable and convenient. Transit
marketing programs should also target those most likely to use transit. An effective
marketing campaign caters to those who currently use transit, encouraging them to use it
more often, and to persons who would be willing to use transit but require proper incentives
to do so. With this in mind, marketing campaigns are more effective when they are targeted
to particular socio-demographic and/or market groups. Market segmentation studies can be
used to more effectively identify potential customer groups.
The CUTA report Modal Shift to Transit, September 2008, identified two basic strategic
directions for increasing ridership:
1. Respond to socio-demographic trends in a particular community
2. Pursue an aggressive improvement of Transit Modal Share in Specific Market Areas
This approach can be used to identify and target marketing campaigns towards identified
cohorts in the same way that major products (e.g. cars, drinks and clothes) do in their
marketing campaigns. This helps in identifying the style of marketing campaign as well as
the location and type of advertising media that can be best utilized.
A survey of 227 federally subsidized transit agencies both large and small throughout North
America between 1995 and 1999 showed that marketing initiatives were major factors for
increasing transit ridership.33 Transit agency sizes were classified by number of unlinked
annual trips. Size categories are illustrated in Table 4-1.
Table 4-1: Definition of Agency Size 34
Size
> 20 million
Large
5 – 20 million
Medium
2 – 5 million
Small
1 – 2 million
Very Small
< 1 million
Report
41% of large transit agencies and 50% of very large transit agencies reported marketingrelated increases in transit ridership.35 In total, 57% of all transit agencies surveyed reported
in general that marketing and advertising campaigns helped increase their ridership.36
Marketing and information programs included advertising, marketing segmentation, survey
research and customer satisfaction feedback mechanisms.
This shows that marketing and advertising plays a very important role in increasing transit
ridership. Key marketing and advertising methods used to increase ridership are discussed in
the following subsections.
+%(%(
=MLQI 1L]MY[QZQUO 3ITWIQOUZ
Media Advertising can be an effective strategy for increasing transit ridership, especially for
new transit services. For example, VIVA in York Region implemented an extensive
marketing campaign for its BRT network which included advertisements in local papers,
promotional flags on streetlight posts along BRT corridors, the launching of a VIVA website
and the distribution of pamphlets and brochures to existing transit customers.
+%(%)
9TWYV]QUO DYIUZQ[cZ 9TIOM
Bus operations in mixed traffic typically have a poor image in the public’s view. New busbased transit operations with some sort of transit priority treatments (as discussed in Section
2.6) are typically marketed to establish the operations as a new and distinct service, unlike
typical bus operations. Such treatments include using another colour scheme and logo for
transit vehicles and modified stops with unique, but consistent, architectural treatments.
These elements are typically used for Bus rapid Transit (BRT) and Light Rail Transit (LRT)
applications for higher-order transit lines.
These features help higher-order transit lines “stand-out” from other standards transit
services, making them noticeable to transit customers and non-customers alike.
Other features include using “catchy” brand names for new and improved transit services.
Examples are provided below:
Number of Unlinked Trips
Very Large
Based on the agency size, 69% of very small and small transit agencies reported an increase
in transit ridership due to advertising / information programs, 55% of medium size agencies,
33
34
Survey of Successful Transit Systems: What Do the Experts Think Explains Ridership Growth? – pg 65
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36
Ibid
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Source: http://stephenrees.files.wordpress.com/2008/04/translink-etb-2215-e40lfr-on-arbutus-2008-0410.jpg
Exhibit 4-1: Translink’s (Greater Vancouver Area) BRT services are branded “B-Line”
services and use buses with a unique colour scheme.
Source: http://ktransit.com/transit/NAmerica/useast/boston/boston-etb.htm
Exhibit 4-3: The Massachusetts Boston Transit Authority (MBTA) in the Boston area
brands its BRT services as the “Silver Line”.
+%(%*
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The internet is a very effective tool for marketing transit initiatives to a large number of
people. Partnerships between transit agencies and other environmental and active
transportation groups are beneficial as they link transit use to other environmental-friendly
travel options such as walking and cycling.
OC Transpo (Ottawa, ON – Canada) created a “travelwise” website that provided a one-stop
source for complete information on public transit, walking, cycling and carpooling. 37
Source: http://www.halifax.ca/metrotransit/LaunchofMetroLink-PhaseI.html
Exhibit 4-2: Metro Transit (Halifax) branded its BRT services as “MetroLinx”
TravelSmart (Perth, Australia) a community-based program encouraging people to use nonauto modes of travel created a website that provided information and motivation to help
people choose non-auto travel alternatives.38 Perth, Australia’s “TravelSmart” program
included a series of individualized marking programs that reached households, schools,
businesses, local governments and major destinations that have their own TravelSmart
programs. TravelSmart also formed partnerships with environmental, health and cycling
organizations. Within two years of the programs implementation, a 17% increase in transit
use was observed, along with a 14% reduction in automobile travel, a 35% increase in
walking and a 61% increase in cycling.39
37
39
38
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Tri-Met and the City of Portland, Oregon initiated their own “TravelSmart” program via the
internet, creating a travel survey that identified individuals that wanted to change their travel
behaviour. The website provided information on transit, walking, cycling and carpooling for
their trips. Within one year of the programs implementation, an 8% increase in public transit,
walking and cycling use was observed.40
These programs have been quite successful in European and Australian cities. Similar
programs have been initiated in Canada and the US include the “Smartcommute” program in
the GTA, the “Way-to-Go” program in Seattle, WA and the “Commuter Choice” national
program in the US.
San Francisco-Bay Area residents are provided with the “NextBus” system – a predictive
software tool that gives transit customers accurate arrival time predictions for the next few
transit vehicles. It is accessible through the internet and bus stop signs.41
Many transit agencies also place the name of their website on their transit vehicles which is
another useful method of directing transit customers to the transit agencies website.
+%(%+
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LMTVOYIWPQKZ"
Many transit agencies have pursed targeted-marketing campaigns aimed at specific
submarkets. This is where market-segmentation as described in Section 2.8 can be very
useful.
For example, the Cleveland-LAKETRAN (OH) transit system targets markets that are in
need of transit service, including welfare recipients, low-income workers and the disabled.
Snohomish Community Transit, a transit agency operating in suburban Seattle, WA, USA
markets “express” bus and commuter service to attract choice customers and discretionary
commuters who own private automobiles but may choose to take transit to employment
destinations in Seattle. Other transit agencies conducted periodic ridership surveys to
determine a profile of transit customers, identifying travel origins and destinations, trip
purposes and potential service improvements.
Market segmentation was most effective for increasing transit ridership for large and very
transit systems (>5 million unlinked trips per year),42 which is logical since large transit
systems have a large ridership base and wider variety of customers with varying needs when
compared to smaller transit systems.
Surveys provide a good profile of existing transit customers and markets. However, targeted
marketing should also examine potential future markets.
+%(%,
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5L\KI[QUO C[\LMU[Z
High school and college/university students account for the majority of transit customers in
Durham Region.
Teenagers43 are generally considered to be image and brand-conscious, and greatly
influenced by their peers and parents/legal guardians. Transit ridership among teenagers has
traditionally been relatively low, particularly in those areas with small and medium-sized
transit systems. Many transit agencies have employed a variety of programs to attract teen
customers, such as summer passes or fare-free transit to school. Proponents of such programs
often hypothesize that teenaged customers will continue their transit habits into adulthood,
thus establishing a base of transit patrons in the future.
+%(%-
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On-board vehicle advertising is an obvious means of announcing service changes to existing
customers to ensure that they are aware of potential changes to their travel plans. It can also
be useful to engage customers in the future plans for the transit system. On-board advertising
can also take the form of customer feedback surveys and suggestion boxes. Similarly, if
service planning activities are going on, on-board advertising can be used to involve
customers with development of the plans.
+%(%.
DYIQUQUO IUL 5L\KI[QUO 5TWSV`MMZ
Employees not only do a ‘job’ in the transit system, many are in direct contact with existing
or potential customers are therefore potential ‘ambassadors’ for the transit system. If
employees are actively engaged in an inclusive employer/employee work environment they
can share the ambition and enthusiasm for the success of the system. Active involvement of
employees with the system role out and expansion can provide both active feedback as well
as enthusiastic involvement and help develop employees as good ambassadors.
Additionally, vehicle operators (and inspectors if used) also know some aspects of the system
operations better than the operation planners (for example routes that may have too much/too
little run time, customer complaints, service enhancements, etc.). If employees are involved
with development of the transit system, they can provide input not easily obtained from other
sources.
Involving employees through in-house seminars, workshops, information sessions, etc. can
provide the necessary boost to lift the employee from just doing a ‘job’ to be part of the
marketing of the merits of a system.
40
42
Survey of Successful Transit Systems: What Do the Experts Think Explains Ridership Growth? – Table 18:
Marketing Programs, pg 65
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http://www.nctr.usf.edu/projects/Year5/576-14.html
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9UNVYTI[QVU =MLQI !TIWZ# [QTM[IJSMZ"
,%
Multi-Modal access guides can include maps, signs, guidebooks, websites or electronic
devices that provide information on the travel options available to reach a certain destination,
including by transit.
They generally include:44
" A map of the area, showing the destination, major roads, nearby landmarks, the closest
rail station or bus stop and recommended cycling and walking routes.
" Information on transit frequency, fares, first and last runs, transit schedules if possible,
and phone numbers and web addresses for transit service providers and taxi companies.
" Information on how long it takes to walk to/from a transit station.
" Access arrangements for people with disabilities.
" Availability of bicycle parking facilities and automobile parking availability and price.
The Roads and Traffic Authority (RTA) in New South Wales relocated their offices to an
area outside of the city’s central area, and immediately implemented a mobility management
information program to help staff make travel arrangements to the new location. A Traveller
Information Kit was provided to staff which provided specific information on public
transport, walking and cycling options to the site. Staff surveys showed a 16.7% shift from
the auto to other non-auto modes for the relocated staff – which many attributed to the
provision of the traveller information kit.45
+%(%0
Whichever form the final plan to boost transit ridership in Durham Region takes, marketing
of the plan and the services will be an integral part of the ongoing roll-out of service.
The start of any marketing campaign has to begin with a detailed assessment of its transit
customers to gain insight to what services are best suited for each market segment within the
urban core areas, the suburban areas and the rural communities (as outlined in Section 2.8) as
well as identifying potential new customer markets currently not being captured.
Once the market for transit system is identified, a marketing strategy can be developed which
attempts to talk directly to each of the socio-demographic and market segments identified.
The marketing strategy may involve any combination of the marketing types outlined above.
The main focus of the initial marketing will be in generating excitement in the community
about the improvements being planned.
Report
<1>4 EC5
Land uses and development patterns are directly correlated to the way people travel. Autooriented development will encourage auto travel, while transit-oriented development will
encourage transit use. Over the latter half of the twentieth century, the majority of urban
development in Durham has been auto-oriented. These development patterns have limited
potential transit growth in the Region. Increasing and encouraging transit use is not strictly a
matter of providing more service; it is a matter of changing the way urban areas are built. To
encourage and increase transit ridership in Durham, land use policies and development
patterns that are transit-supportive must be implemented.
These include:
" Placement of high employment areas in a few major nodes rather than being scattered
" Density increases at major development nodes along transit corridors
" Zoning changes to permit high-density development along transit corridors
" Mixed-use development and applications
" Transit-oriented development
,%(%(
BMOQVUIS <IUL EZM @SIUUQUO
Regional planning is a high level planning activity and potentially has the largest impact on
transit ridership. One of the main factors that influence transit ridership is the development of
major employment nodes which allows a system to focus high frequency service on a single
area originating from numerous different directions. The most frequent transit services in the
GTHA are focused on a number of high density nodes such as downtown Toronto,
Mississauga City Centre, downtown Hamilton, etc. It is the high concentration of
employment that provides the main opportunity to provide high-capacity high frequency
transit service. Durham Region does not have this focus at this time, the main service nodes
are the GO Stations. Many municipalities in the GTHA have found it difficult to develop (or
maintain) significant nodes in their community as developers tend to focus on short term
economic returns rather than longer term regional goals, and high density employment nodes
have proved the most difficult to achieve in recent times.
Waterloo, Canada 100 km from Toronto has unified the planning for transit and land use at
the regional level. The Waterloo region is expected to grow in population from 520,000
today to 729,000 people by 2031 with approximately 40% of all population and employment
growth occurring along primary transit corridors in the Region. The Region’s goal is to
increase the transit mode share for all trips from 5% in 1996 to 7% in 2016, which would
equate to more than doubling transit ridership from 9 million trips in 1996 to 19 million trips
in 2016.
The southwestern Pennsylvania Commission in the Pittsburgh metro area took a lead role in
creating a long-range transit vision (not bound by fiscal constraints) and have seen that vision
reflected in regional transportation plans. They have also publications to help explain Transit
Oriented Development (TOD).
44
45
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New Jersey has taken a lead role in the United States in transit oriented development through
its Transit Village Initiative. The Transit Village is defined as the half mile area around a
transit facility. This initiative includes an evaluation of the economic development impacts of
the light rail system, examination of the difficulties encountered while developing in transit
accessible locations and revitalize and grow selected communities with transit as an anchor.
,%(%)
#
#
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Locational Qualities - including neighbouring land uses and the compatibility of the
TOD site with adjacent land uses; and
Traffic Qualities – such as determining whether enough people will pass through the
site to generate an adequate amount of attention. The timing and intensity of
pedestrian traffic will heavily influence the type of retailers that might be attracted to
occupy a given project.
DYIUZQ[ ?YQMU[ML 4M]MSVWTMU[
"
Demand Analysis – which includes examining trends in demographics, employment, and
other real estate projects to provide important target markets that may be underserved.
This includes examining:
#
Demographic Changes - trends in individuals and households that can signal
important changes that are occurring in a given market. A decline in the median age
of a population may indicate a growing need for apartments (as the population
becomes younger), an increase in household size may indicate demand for larger
residential products, and increases in household purchasing power may indicate
growing demand for retail space. At this juncture, it is important to understand who
uses what kind of real estate. This will be discussed in the following section in more
detail, but for now it suffices to say that demographic trends are a powerful indicator
of current real estate demand.
#
Employment Change - the arrival of a new employer in the market area or sustained
growth in a local industry may provide an opportunity for new housing (for new
employees), retail (which provides goods to new residents), and office space (as
businesses expand). If such expansion is occurring, it is critical to ask questions like
“What kind of people are moving to the area?” and “How much money do they
make?” The answers will indicate which types of real estate products to create for
these new residents, and some of these real estate products will be better suited for
TOD than others.
"
Change in Construction Level Activity: One way to determine the level of construction
activity is to evaluate the number of building permits being issued. Construction activity
is an indicator of the current and historical demand for real estate. Gauged against
historical values and forecasted economic conditions, one can determine the general
amount of demand being met as well as the potential to capture the demand from an
underserved portion of the market. It is very important, however, to consider the lag time
that occurs between market equilibrium (when supply fully serves demand) and the
subsequent period of overbuilding. Ideally, any real estate development, including a
TOD, will be conceived and completed during a period of growth in a market area.
However, unexpected circumstances, such as construction delays due to weather or legal
disputes can delay the completion of a project, allowing a competitor to finish his
construction first, and thereby obtain a better foothold in selling or leasing units. It is
necessary to determine the number, scale, and schedule of competing projects in the local
area in order to determine the risk of arriving to market too late to capitalize on a period
of growth.49
Transit-Oriented Development (TOD) can be characterized by the concentration of
employment areas, high-density housing, commercial developments and complementary
public uses in mixed-use developments strategically located along points of an area transit
system.46 TOD and “Smart Growth” initiatives can result in land use patterns that are more
suitable for public transit use.
For example, the City of Calgary, AB created a Best Practices Handbook for TOD including
land uses, urban design and implementation strategies around its LRT stations and highvolume bus stops.
Calgary’s plan for transit-oriented land uses include strategically planned station areas that
help promote the economic, social and environmental well-being of a City by:
" Highlighting transportation alternatives and increasing transit ridership
" Taking advantage of non-peak transit capacity
" Decreasing auto dependency and exhaust emissions
" Using serviced land efficiently to help create a more compact urban form
" Making better connections between jobs and housing
" Revitalizing commercial corridors and older communities
" Providing market housing in a variety of forms and price ranges
" Creating opportunities for affordable housing
" Providing increased neighbourhood and travel options for those not owning cars
" Marking identifiable and walkable neighbourhoods
" Creating more street activity and a safer station environment
" Acting as a catalyst for private investment and development
" Increasing assessment values of vacant and underused land47
Successful TOD’s focus on building the “highest and best use” for a site, whether it be
residential, office, retail, or a mixture of all three types. These include:48
" Site Analysis, which is typically the first step in determining a use for a parcel of land
which includes the following two types of qualities that all TOD sites must maintain:
#
Physical Qualities – such as the presence of existing structures, rugged terrain, or
substantial utility easements which can be challenging for the (re)development of an
existing site;
46
New Approaches to Suburban Land-Use Planning That Support Transit Use: Experience and Model Policy
Wording – Page 3
47
http://www.calgary.ca/DocGallery/BU/planning/pdf/tod/tod_handbook.pdf
48
http://www.transportchicago.org/images/TransitSupportLandUse-Gray.pdf
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Transit-Oriented development has been encouraged and implemented around many regional
rapid transit stations in the San Francisco / Bay Area in California, USA. The Pleasant Hill
Bay Area Rapid Transit (BART) station, located in the suburb of Contra Costa, 48 km east of
San Francisco is a prime example of successful transit-focused development in a suburban
context.
Pleasant Hill encouraged the culmination of properties to create a unified development area,
based on a Specific Plan that provided the policies and design guidelines required to the
attract development of 140,000 m2 of office space and 1,600 apartment unites within a 500
metre radius of the BART station. The number of quarterly weekday average exits at the
Pleasant Hill station increased from roughly 5,900 between October and December 2006 to
roughly 6,500between July and September 2008.50
Source: http://www.masstransitmag.com/print/Mass-Transit/Innovative-Station-Design--Practical-Makes-Perfect/1$45
Exhibit 5-2: Fruitvale Transit Village, Oakland CA - USA
Source: www.bart.gov/docs/station_exits_quarterly.pdf
Exhibit 5-1: TOD around Pleasant Hill BART station
The Fruitvale Transit Village located in the City of Oakland, California, US is a prime
example of focusing transit-oriented development around existing transit stations. The
Fruitvale Bay Area Rapid Transit (BART) station was initially an auto-oriented transit station
with surrounded by a vast on-grade commuter parking lot. To revitalize the area, a
redevelopment plan replaced the parking lot with a 10-acre area of mixed-use development
including over 30,000 ft2 of retail/restaurant space, 60,000 ft2 of offices, a 40,000 ft health
clinic, 12,000 ft2 community resource centre, a 5,000 ft2 library and 47 residential live/work
units. To increase transit ridership at the station, new development was constructed and bus
and pedestrian access was improved.
Quarterly Average Weekday Exits by Station – Bay Area Rapid Transit (BART) Report,
www.bart.gov/docs/station_exits_quarterly.pdf web accessed January 13, 2009
58
Exhibit 5-3: Transit-Oriented Development around a Rail Station
Community support is an important role in understanding the importance of a TOD strategy.
Information and educational programs should be promoted and a thorough and transparent
planning process involving neighbourhoods, land owners, elected officials and the
development industry should be used to better-align ideas to create the necessary support and
execution of a TOD strategy.
As a footnote to this focus on TOD, it is worth noting that not all development has to be
transit oriented. There will always be a market for low density development and there will
also be locations that are not easily served by high-frequency transit. It is these areas that can
still provide a location for the lower density, higher-priced, auto style development.
50
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Table 5-2: Transit Density Requirements 53
=I[KPQUO <IUL EZM 4MUZQ[` ^Q[P DYIUZQ[ 9U[MUZQ[`
Just as different economic and demographic conditions are more compatible with certain real
estate products, so, too are some real estate products more compatible with certain types of
transit. High rise office space often works well when located at a major transit hub, while
apartments often work well near suburban commuter rail stations. Furthermore, the resulting
density of a TOD should be matched to the intensity of e
xisting transit; generally, as transit intensity increases, so should density. To cite the example
mentioned previously, a retailer who needs a steady stream of customers throughout the day
will not thrive near a commuter rail stop which only initiates substantial usage for 4-6 hours a
day. Any future plans by transit authorities to increase or decrease service should also be
taken into consideration, since such changes may have an adverse effect on the project by
altering traffic flows around the site.51
The Transit and Land Use Planning report completed by BC (British Columbia) Transit in
1992 (confirm) recommends residential land use densities (dwellings / hectare) listed in
Table 5-1, for different transit service levels.
Mode
Transit Service Type
Minimum Density
(Dwelling Units / Acre)
Dial-a-Bus
Demand response serving
general public (not just people
with disabilities).
3.5 to 6
Community-wide
“Minimum”
local bus
½ mile route spacing, 20 buses
per day
4
Neighbourhood
“Intermediate”
local bus
½ mile route spacing, 40 buses
per day
7
Neighbourhood
“Frequent” local
bus
½ mile route spacing, 120
buses per day
15
Neighbourhood
Express Bus –
Foot access
Five buses during two hour
period
15
Average density over 20square mile area within 10
to 15 miles of a large
downtown
Express Bus –
Auto access
Five to ten buses during twohour peak period
15
Average density over 20
square mile tributary area,
within 10 to 15 miles of a
large downtown
Light Rail
Five minute headways or
better during peak hour.
12
Within waling distance of
transit line, serving large
downtown
Rapid Transit
Five minute headways or
better during peak hour
12
Within walking distance of
transit stations serving large
downtown
Commuter Rail
Twenty trains a day
1 to 2
Serving very large
downtown
Table 5-1: Transit Service Related to Density52
Service Description
Density (dwellings
per Hectare)
Local bus, daytime hourly service
9.88
Local bus, extended hours and 60 minute
service, or 30 minute daytime service
17.29
Frequent bus service, some express
22.23
Very frequent service (every 5 to 10 minutes)
37.05
Research conducted by Pushkarev and Zupan (1977) summarized in Table 5-2 illustrates the
recommended residential densities required for various transit services.
These are “average” guidelines and could vary depending based on other factors. For
example, if transit service quality is already high along due to other factors like marketing
programs, comfortable vehicles and waiting areas, or there are a high amount of transitdependent customers in a corridor (such as students, or persons who do not own
automobiles), then lower density requirements may be suitable.
Area and Location
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Building upon the examples of transit-oriented development described in Section 5.1.2, urban
design can play a role in encouraging transit use. In the past, urban design has been centred
on auto-access and other non-auto modes of access have been an after thought, this approach
has been changing in recent years.
In order to encourage and increase transit ridership, urban design features should include
convenient pedestrian access to transit facilities, with transit operations incorporated into
urban design elements.
5.1.4.1
Transit Malls / Pedestrian Malls
Transit malls and pedestrian malls are typically located in a major activity corridor or centre.
Transit vehicles are the exclusive or dominant form of transportation in association with
pedestrian travel and possibly cycling within the mall. Malls are usually at a scale of a few
51
52
Source: http://www.transportchicago.org/images/TransitSupportLandUse-Gray.pdf
BC Transit – Transit and Land Use Planning – Residential Density and Transit Service – pg. 10
53
Boris S. Pushkarev and Jeffrey M. Zupan (1977), Public Transportation and Land Use Policy, Indiana
University Press (Bloomington).
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city blocks or less and comprise of a mix of commercial and retail uses and services. Some
may also include employment land uses. Examples of transit / pedestrian malls are provided
below.
Vancouver’s (BC – Canada) “Granville Street” transit mall illustrated in Exhibit 5-4, located
in downtown Vancouver is not accessible by private automobile. Numerous local and
regional transit routes converge in within the transit mall providing direct access to adjacent
commercial, employment and residential properties. The area is also served by a heavy rail
rapid transit station.
Source:
http://www.metrojacksonville.com/photos/index.php?level=picture&id=3011&phpMyAdmin=1aec47c9bc20t6c137b3
Exhibit 5-6: Transit Mall in Charlotte, NC - USA
Many of Bogata’s (Columbia, South America) “Transmilenio” BRT lines converge in a
transit mall in the city centre as illustrated in Exhibit 5-7. The transit mall is adjacent to
major employment, commercial and recreational facilities located in Bogata’s central
business district.
Source: http://farm1.static.flickr.com/168/449758272_b07b0ed7c6_o.jpg
Exhibit 5-4: Granville Street Transit Mall, Vancouver, BC - Canada
The K-Street Transit mall in downtown Sacramento, illustrated in Exhibit 5-5, is accessible
by light rail and pedestrians and is directly adjacent to numerous commercial and
employment areas including a major downtown shopping mall. The transit mall in downtown
Charlotte, NC is served by a light rail line that is directly adjacent to numerous restaurants
and cafes in the central business district as illustrated in Exhibit 5-6.
Source: http://www.skyscrapercity.com/showthread.php?t=570231&page=7
Exhibit 5-7: Transit Mall in Downtown Bogota – Colombia
5.1.4.2
Site Design
Many suburban developments such as office and commercial buildings are usually separated
from the street by large parking areas that make pedestrian access difficult and discourage
transit use. In addition, it is difficult and time consuming for transit vehicles to drive into
every commercial, office or residential development on a particular route to stop at
convenient locations for transit customers.
To encourage transit use, entrances to commercial, office or residential developments should
be oriented towards the street, rather than towards the parking lot, with direct access to
sidewalks and transit stops.
Source: Sherwin Gumbs
Exhibit 5-5: K Street Transit Mall – Sacramento, CA – USA
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This is sometimes referred to as “clustered” development as illustrated in Exhibit 5-8.
Isolated development is not transit supportive as it makes pedestrian access from nearby
developments to transit facilities on roadways difficult.
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corridor. Many municipalities in the GTA including Toronto, York Region, Brampton and
Mississauga have designated many of their arterial roads as transit corridors.
Transit corridors typically include high-density development along their lengths (particularly
at the main transit transfer stops) and some form of higher-order transit operating through the
corridor, either in the form of buses, light rail or heavy rail. Surface transit operations would
provide high-frequency, daily operations with transit-priority measures such as queue-jump
lanes, transit signal priority, HOV or transit lanes. Grade-separated transit facilities serving
such a transit corridor could include elevated or underground sections at stations.
Transit corridors can be classified as primary and secondary corridors, where primary
corridors include high-frequency transit service between major development nodes and along
high-density corridors. Secondary corridors serve the same function as primary corridors
with lower transit frequencies and development density.
Source: Transit-Oriented Development: Best Practices Handbook – City of Calgary, January 2004
Exhibit 5-8: Example of Isolated and Clustered Development
Parking should be located at the rear of the building if possible. Otherwise, an additional
continuous sidewalk should be provided between the building and sidewalk, through the
parking lot.
Various transit supportive parking policies detailed in Section 5.1.5 should also be
incorporated into the site design process to limit the amount of parking provided at a
development to ensure that the parking provided closely matches the actual parking demand
since providing an overabundance of parking can inflate parking demands.
Source: http://www.cargurus.com/blog/wp-content/uploads/2009/02/houston-light-rail.jpg
Exhibit 5-10: Primary transit corridor – e.g. served by light rail.
Source: http://farm4.static.flickr.com/3176/2510143652_61f8884763.jpg
Exhibit 5-9: Pedestrian access between building and the street.
5.1.4.3
Source: Richard Drdul - Bus Rapid Transit – Planning Guide 2007
Exhibit 5-11: Secondary transit corridor served by bus.
Transit Corridors
Transit corridors are stretches of roadways, typically arterial roads, where continuous TOD is
planned for or provided and some form of transit priority is given provided throughout the
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Parking can have significant impacts on travel behaviour and transit ridership, especially
when encouraging owners of private vehicles to use transit, especially for work trips.
There are numerous parking policies and practices that employers or municipalities can
introduce for various developments and areas that can be used to encourage transit use,
increase ridership, and minimize an overabundance of parking.
Transit-supportive parking policies described in the following subsections include:
" Parking Supply Management Strategies
" Parking Pricing Policies and Strategies
5.1.5.1
Parking Supply Management Policies and Strategies
Transit-supportive parking supply management strategies include the following:
" Introducing parking requirements for new developments such as:
#
Reduction in Minimum Requirements
#
Establishing Maximum Parking Requirements
#
Negotiated Flexible Parking Requirements including:
" Providing in-lieu payments for reduced requirements
" Support for ridesharing and / or transit for reduced requirements
" Shared use of common parking facilities as factors in determining parking
requirements
Reducing minimum parking supply requirements as well as establishing maximum parking
supply requirements will ensure that an over-supply of parking is not provided at new
developments. An over-supply of parking can result in a substantial increase in the number of
trips using both long-term and short-term parking and can also cause street circulation
problems and additional traffic congestion, deterring transit use. By reducing minimum and
establishing maximum parking requirements for new developments in close proximity to
transit services, an increased incentive to use transit can be provided.
Flexible parking requirements are policies where developers are offered reduced on-site
parking requirements in return for an agreement to adopt other traffic-mitigation measures,
usually aimed at influencing the demand for non-SOV (Single Occupant Vehicle) modes.
Measures include subsidizing transit and providing preferential parking for carpools. Flexible
parking requirements are meant to benefit both the community and developers. Communities
benefit from improved traffic flows, decreased pollution and more efficiently used parking
spaces. Developers benefit by spending less money on the construction and maintenance or
parking facilities.
Supporting ridesharing and transit for reduced parking requirements includes providing
transit passes, transit information, shuttles from transit stations to work places and providing
reserved parking spaces for ridesharing and non-commuter parking. However, research has
shown that this is only useful when other conditions exist, such as limited parking supplies
and high parking costs – typically found in downtown areas.
Shared parking is a supply management strategy that encourages more compact, mixed-use
development and allows for the same set of parking spaces to be shared between different
land uses. This in turn can reduce a buildings parking supply and encourage transit use.
Municipal parking supply management strategies include:
" Parking Caps to limit the number of allowable parking spaces within specified areas
" Restrictions on Access to Parking by Commuters through:
#
Area parking permit programs
#
Time of day restrictions
#
Metered parking
#
Eliminating curb lane parking
" Trip Reduction Demand Management Ordinances Restricting SOV Parking Supply
" Increased Enforcement
These strategies can help limit an oversupply of parking and encourage alternative non-auto
travel modes.
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Parking Pricing Policies and Strategies
Increases in parking costs can make transit more attractive to drivers if perceived as a cost
and time saving measure. Of course, transit service must also be convenient and reliable.
A travel study conducted by the San Francisco County Transportation Authority in 1995
showed that when parking costs exceeded transit fares by 20% to 30% that commuters tended
to take transit instead of driving alone to work.54 Of those who did drive to work, 47% had
either free parking available to them or employer-paid parking.55
Transit-supportive parking pricing policies and strategies applicable to lots under public
control include:
" Introducing or increasing parking rates for on and off-street parking to deter auto use
" Introducing parking rates that encourage short-term use and discourage long-term use
" Reduced rates for preferred vehicles such as ridesharing, vanpooling and energy-efficient
vehicles
Additional economic disincentives and taxes can also be introduced to modify parking
demand, including:
" Parking Revenue Taxes
" Parking Space Taxes
" Parking Surcharges (ad valorem, based on hours parked, fixed amount):
#
Peak-period surcharges
#
All-day surcharges
Parking pricing strategies do not have to be “blanket prices” that cover an entire geographical
area. Rather, they can be applied to specific areas such as high density zones, areas
experiencing parking difficulties and areas with high levels of transit access. Adjustments to
parking prices are most suitable for encouraging transit use in areas where high levels of
transit access are present, and there is a low availability of adjacent parking opportunities.
54
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Increasing Transit Ridership: Lessons from the Most Successful Transit Systems in the 1990’s – pg. 17
Ibid
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These conditions provide the greatest incentive for drivers to consider switching to non-auto
modes.
"
"
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Working in concert with developers municipalities can develop nodes that are integrated with
transit stations. Transit oriented development described above is the focus of joint
development plans. Developers get to benefit from higher densities while the transit system
will benefit from higher ridership.
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Re-allocating road space rights-of-way to specific transportation activities, and/or managing
roadways can help to encourage a more efficient and equitable transportation system. To
encourage transit ridership, transit-priority measures should be installed along major transit
corridors. Improvements to the pedestrian realm along roads are also essential as pedestrians
will need convenient and comfortable access to transit services. Road design features that can
have a positive impact on transit ridership are described in the following sub-sections.
5.1.7.1
Access Management can be defined as “providing access to land development while
simultaneously preserving the flow of traffic on the surrounding road system in terms of
safety, capacity and speed”.56
Access management features include:
" Limiting the number of driveways per lot
" Locating driveways away from intersections
" Connecting parking lots and consolidating driveways so that vehicles can travel between
parcels without re-entering an arterial road
" Provide residential access through neighbourhood streets, as residential driveways should
not connect directly to arterial roads
These features can limit motor-vehicle between the roadway and adjacent developments and
encourage transit ridership as they improve pedestrian connections between the roadway and
developments lining the roadway.
5.1.7.2
Ensure that sidewalks are provided to all transit stops in urban areas
Provide walkways in reverse-lot subdivisions to provide access to major bus routes
Pedestrian / Streetscape Improvements
Since all transit customers begin and end their transit trips as pedestrians, streetscaping
features should be in place to ensure that pedestrians have a comfortable environment to wait
in, and they can conveniently access transit services.
Pedestrian-friendly features and improvements that can impact transit ridership include:
" Creating “pedways”, which are enclosed urban walkways that connect buildings to
transportation terminals
Vehicle Use Restrictions
Vehicle use restrictions limit automobile travel in a certain area either permanently or at a
particular time. They are typically applied in locations that are well served by public
transportation and efforts are made to minimize auto access and encourage transit use.
Examples of such restrictions include:
" Dividing areas of cities into traffic cells that have direct walking, cycling and transit
connections but require a longer trip by automobile
" Road pricing strategies where motorists pay to drive in a certain area
" Re-allocating portions of road rights-of-way to walking, cycling, HOV and/or transit –
giving them priority over other motor-vehicles
Research indicates that these type of restriction have been most beneficial at increasing
public transit use, along with walking, cycling.57
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A perceived lack of personal security can deter many travelers from using public
transportation. The use of Crime Prevention through Environmental Design or “CPTED”
features in the land use and site design process can significantly impact transit ridership.
CPTED features include building design strategies that maximize an individuals’ personal
safety.
When related to transit ridership, the following land use features should be considered
whenever possible.
" Design for natural surveillance – including adequate sightlines, lighting, providing
windows and minimizing hiding spaces. This allows for an area or activity to be viewed
by residents, bypassers and keeps “eyes on the street”
" Relocating gathering areas to locations with good natural surveillance and access control
which enables these areas to become more active and likely to support activity and
encourage public participation. For example, transit stops should be located in areas
where they are visible to businesses and residents
" The use of walls and other objects must be considered carefully so that they do not create
hiding spots or areas with poor visibility and sight lines
" Providing a clear border definition of controlled space – so that the user can recognize
space as public or private. This helps identify illegitimate uses
Research indicates that the implementation of these features received a high rating for
increasing public transit use.58 These features are most applicable in large urban areas, high
57
Access Management, Retrieved February 26, 2009 from the Victoria Transport Policy Institute website at
www.vtpi.org/tdm/tdm1.htm
Vehicle Restrictions, Retrieved February 26, 2009 from the Victoria Transport Policy Institute website at
58
Vehicle Restrictions, Retrieved February 26, 2009 from the Victoria Transport Policy Institute website at
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or medium-density urban / suburban developments, commercial areas and residential areas as
in the Region.
-%
Other initiatives many transit agencies are undertaking to improve security and can be
applied to the Region include:
" Request-stop programs that allow transit customers to get off anywhere along a bus route
including between bus stops after daylight hours, provided the bus can safely manoeuvre
to the requested stop location
" The installation of on-board security cameras in transit vehicles
" Making transit staff and / or security teams more visible on transit properties
" Increasing the frequency of security patrols including patrolling transit terminals and
parking lots
" Keeping transit areas clean
" Reducing obvious hiding places.
Transit vehicles should be of modern design, attractive, comfortable and accessible to attract
passengers and increase ridership. In addition, from a transit operator’s perspective, transit
vehicles should be best-suited to the service they provide. For example high capacity vehicles
should be used for heavy demand routes, and smaller low capacity vehicles for low-demand
routes.
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Positive changes in land use development practices can have the potentially largest impact on
the long term success of increasing transit ridership in the region. It is also the factor that is
arguably the most difficult to influence, particularly in the area of Regional Planning.
The long term success for increasing transit ridership in the region will be greatly increased if
the following strategies are pursued:
" Development of major destination nodes including intensification at existing GO Transit
stations
" Concentration of medium sized employment and commercial nodes along major transit
routes and transfer locations
" Set residential development density targets for transit corridors in the Region
" Identify potential TOD (joint development if possible) sites and areas including:
#
All GO Train stations – residential / commercial and employment development
#
Pickering central area
#
Downtown Ajax
#
Highway 2 corridor
#
Taunton Road corridor
#
Durham Centre
#
Oshawa Centre
" Development of transit-supportive parking practices for all future developments in
Durham Region
F5893<5C
This chapter illustrates various transit vehicle designs in operation today that are potentially
suitable for Durham Region.
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The majority of transit agencies in North America and around the world are standardizing
their fleets with low-floor fully accessible vehicles and slowly phasing out non wheelchair
accessible vehicles.
Many transit operators that use high-floor buses have retrofitted them to include ramps
allowing people using mobility devices to access conventional transit vehicles. In addition,
transit agencies are purchasing partial or full low-floor buses that have few or no steps
between one or more entrances and part of, or the entire passenger cabin. It is expected that
in the next few years, the majority of transit agencies with bus operations will have fullyaccessible bus fleets.
Source: http://www.mdot.state.md.us/Planning/Bus%20Rapid%20Transit/BRT%20Components
The LTTS will include the preparation of land use policies, principles and guidelines to
support and implement the preferred transit strategy, such as rapid transit on Highway 2.
Exhibit 6-1: BRT Vehicle, Las Vegas, NV - USA
Many transit agencies throughout the world that operate rail services, whether light or heavy
rail, are also utilizing low floor vehicles, or high-floor vehicles that use access ramps.
Transit agencies with LRT operations are utilizing low-floor vehicles, eliminating the need
for passengers to use steps. LRT vehicles are level with the passenger platform at stops.
Agencies that use high-floor rail vehicles are installing ramps either at transit stops and
stations or on vehicles to provide level boarding and alighting.
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These features allow for “universal access” to conventional transit, allowing well-bodied
persons, people using mobility devices, or passengers with difficulties climbing steps to
easily use conventional transit services. Providing accessibility to passengers with in various
physical conditions is a very important measure for increasing transit ridership.
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Electric-powered transit vehicles produce no emissions, are quieter than diesel-powered
vehicles and can improve the image of public transit by promoting it as an environmentallyfriendly travel mode.
6.1.2.1
Light Rail Vehicles / Streetcars
Light rail vehicles or streetcars are powered by electricity and run on rails. Streetcars are
most applicable for high demand routes with frequent stops. The technical aspects of
streetcars and light rail vehicles are very similar; however, LRV’s tend to have a greater
passenger carrying capacity and may operate in multiple units while LRT lines tend to
feature more transit priority measures than streetcar routes.
Source: http://www.streetcarmike.com/muni_lightrail/muni_breda1445_routeT_sunnydale_03_apr072007.jpg
Exhibit 6-3: Light Rail Vehicle in San Francisco, CA
6.1.2.2
Trolley Buses
Translink in the Greater Vancouver Metropolitan area operates a fleet articulated, low-floor
trolley buses on highly patronized routes. These trolley buses are also equipped with bicycle
racks as illustrated below.
Source: http://www.dogcaught.com/rfimg/0605/streetcar-psu.jpg
Exhibit 6-2: Portland Streetcar
Source: http://bc.transport2000.ca/images/TL_2007_NFI_E60LF_2533.jpg
Exhibit 6-4: Articulated Trolley Bus, Translink (Vancouver, BC)
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4QMZMS =\S[QWSM EUQ[Z
Diesel multiple units (DMU’s) are multiple unit trains with propulsion provided through one
or more on-board diesel engines. Because the length of DMU’s can vary, they have been
successfully used around the world for a wide variety of transportation services, including
inter-city routes, regional and commuter rail lines and LRT routes. Examples of DMU
operations are provided below.
OC Transpo in the City of Ottawa operates as fleet of DMU’s on its “O-Train”, am 8 km
light rail line.
Source: http://www.ebbc.org/rail/sjx.html
Exhibit 6-7: Inter-Regional Commuter Rail DMU, Munich – Germany
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Many transit agencies are turning to alternative fuel sources to reduce dependency on foreign
oil, minimize harmful emissions into the air, and to improve the operating efficiency of their
transit vehicles. Traditionally, many transit vehicles burn diesel which produces greenhouse
gas emissions that are harmful to the environment and reduce air quality, such as CO2 and
NOX. Alternative fuels can help minimize the “carbon footprint” of transit vehicles.
Various alternative fuel types being examined for buses include methanol, ethanol,
compressed natural gas (CNG), fuel cells, hybrid electric and battery powered vehicles.
Source: http://railfan45.tripod.com/id9.html
Exhibit 6-5: “O-Train” DMU in Ottawa, ON - Canada
New Jersey Transit’s River LRT line, a 55 km inter-regional LRT line, uses a fleet of
articulated light rail vehicles powered by diesel rather than electricity.
Various types of “clean air” alternative fuels include:
" Methanol, an alcohol-based fuel source produced primarily from natural gas59
" Ethanol, an alcohol derived from biomass (corn, sugar cane, grasses, trees and
agricultural waste)60
" Bio Diesel, comprised from plant or animal-derived oil products, organic materials61
" Compressed Natural Gas (CNG), composed of methane that can be stored as a
compressed gas of a cryogenic liquid62
" Liquefied Natural Gas (LNG)
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The use of new and innovative transit vehicles can be an effective means of attracting
passengers and marketing transit services. Innovative designs can also provide many
operational benefits over standard transit vehicles.
Source: www.world.nycsubway.org
59
Alternative Fuel Transit Buses, Final Results from the National Renewable Energy Laboratory Vehicle
Evaluation Program, US DOE, pg.6
60
61
62
Exhibit 6-6: DMU operated by New Jersey Transit
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Articulated Transit Vehicles
Articulated transit vehicles are single unit transit vehicles that are longer than standard transit
vehicles comprising of two or more passenger compartments that are attached, allowing for
through passenger movement between each compartment. They can be identified by their
“bending” section that resembles an “accordion” connecting the passenger units. Articulated
transit vehicles can be found on heavy rail trains, light rail vehicles and buses.
For heavy rail vehicles, articulated units are an effective means at increasing passenger
carrying capacity without necessarily increasing a trains’ length. By allowing through
passenger movements throughout the entire train, passenger loads can be more evenly
distributed throughout the train and the space available to passengers can be maximized.
Source: www.itdp.org/index.php/news_events/event_detail/sustainable_transport_award_2008/
Articulated light rail vehicles (ALRV’s) are the technical name given to a type of streetcar
operated by the Toronto Transit Commission (TTC) in Toronto, Canada. They are streetcars
that are made up of two passenger compartments, attached by a “bendable” section that
allows for free-flowing passenger movements between the two sections.
Internationally, many cities have introduced articulated buses with two or more passenger
sections which have dramatically increased the passenger carrying capacity on buses.
Exhibit 6-8: Lane Transit (Eugene, OR – USA) Articulated Buses with Double-Sided
Doors
Other light rail vehicles operated throughout the world also use articulated vehicles although
they may not be specifically referred to as ALRVs. Most single-unit light rail vehicles
comprise of at least one articulated section. However, many light rail vehicles in European
transit systems comprise of multiple articulated sections with vehicle lengths ranging
between 24 m or more.
Articulated buses in Canada and the US comprise to two passenger compartments connected
by one articulated section. They are usually 18 m (60 ft) in length, whereas standards buses
are usually 12 m (40 ft). They are effective because they can carry more passengers than a
standard bus, however the “bending” section allows for articulated buses to safely navigate
the same streets that are used by standard buses. Numerous transit systems across Canada use
articulated buses on high demand routes, including Vancouver, British Columbia; Ottawa,
Ontario and Halifax, Nova Scotia.
Source: www.skyscrapercity.com/showthread.php?t=399533
Lane Transit’s “EmX” BRT line in Eugene, OR is operated by a fleet of articulated buses
with doors on both sides which allow for passenger boarding / alighting at island and
curbside stations. Much of its BRT line operates within the median of the arterial roads with
island platforms; however other sections of the route have curbside stops. Similar buses have
also been introduced on a new BRT line in Cleveland, OH – USA.
Exhibit 6-9: Double-Articulated bus is Utrecht, NL
Current legislature in Canada and the US however, restricts the use of bus with more than
two passenger compartments.
Articulated light rail vehicles and buses are most effective on high demand routes as they
provide passenger carrying-capacities roughly equivalent to two transit vehicles, without
increasing the operating costs required for a second vehicle.
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Source: www.hankstruckpictures.com/pix/trucks/archer/2008/08-02/dennis-double-decker-07-25-08.jpg
Source: www.justagwailo.com/tag/victoria-regional-transit-system
Exhibit 6-12: GO Transit and BC Transit in Victoria, BC both operate double-decker
buses in their fleets
Source: www.lightrailnow.org/news/n_lrt_2008-01a.htm
Exhibit 6-10: Light-rail train in Marseille, Le Mans, France
Source: www.weblogs.amny.com/news/local/tracker/blog/
Exhibit 6-13: Local Double Decker bus in New York City.
Source: www.alanthomasmoore.com/misc/streetrunning/streetrunning.html
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Exhibit 6-11: Articulated Light Rail Vehicle in Paris, France
6.1.5.2
Double Decker Buses
Double decker buses are buses with two levels. They are very popular in many European and
Asian cities. Many transit systems use double decker buses for regular transit services;
however they are also very popular on intercity and tourist bus lines. There is a growing
popularity for double decker buses in Canada with GO Transit recently purchasing a fleet of
double-decker buses for its Highway 407 express (and proposed BRT) service. Double
decker buses also operate in Victoria, BC. The operational benefits provided with double
decker buses are similar to those with articulated buses, including increased passenger carry
capacity within a single vehicle when compared to a standard transit bus. Using double
decker buses to carry more passengers also does not increase the overall bus length, which
allows buses to use street networks with tight-curves and turning radii that an articulated bus
may not be able to navigate.
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As this section outlines, a number of vehicles of unique design and capacity are in operation
across the continent and abroad. This may seem like many to choose from, but the decision to
select the right vehicle is much more straightforward than one would think. The first step in
selecting the correct vehicle is determining what the demand for public transit will be in the
future (2031). By knowing the demand on the system, the Region can select the appropriate
transit application (Express Bus, Bus Rapid Transit Light, Bus Rapid Transit, Light Rail
Transit, etc.) to efficiently and effectively transport transit customers as there are specific
thresholds for passenger volumes for each application, as discussed in a later section of the
Long Term Transit Strategy. With the application determined via the Long Term Transit
Strategy’s demand forecasting exercise, the vehicle type will be determined. This leaves the
decision of aesthetics or design, which reflects the strategic marketing message the Region
wants to communicate.
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Table 7-1: GO Lakeshore East Parking Utilization (July 2006 – June 2007)
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Transit customers do not consist exclusively of transit-dependent persons. Many transit
customers also use other modes to access transit services, such as the automobile, cycling, or
using one transit mode to transfer to another – such as a bus to rail transfer. Therefore, major
transit stations and terminals should not just serve as transit facilities; they must also act as
inter-modal facilities, providing connections between various modes of transportation. This
chapter outlines various inter-modal provisions that should be considered by DRT for
existing and future transit services.
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Providing park and ride facilities at transit stops and stations is a very effective method of
attracting ridership since not all existing or potential transit customers are within walking
distance of transit services.
Throughout Canada, park and ride facilities are provided by a number of agencies. For
example:
" Toronto Transit Commission provides commuter parking lots at many of its suburban
subway stations outside of the downtown core, which are typically heavily utilized.
Parking fees are typically required at all lots during weekdays throughout the day, with
free parking allowed during the afternoon peak, evening hours and on weekends.
" OC Transpo and the City of Ottawa have an extensive park and ride strategy where
park and ride lots are provided at transitway stations in the suburban, low-density areas of
the City as well as a number of rural park and ride lots, strategically places along rural
bus routes that provide access to the City. The City of Ottawa strategically places many
of its rural park and ride lots in locations were new development and potential rapid
transit lines are proposed.
" Metro Transit in the Regional Municipality of Halifax park and ride lots at various
locations throughout the Region, including major transit and ferry terminals, shopping
centres and community destinations, mainly located outside of the downtown core. There
is typically a fee to use lots that are in central-locations (e.g. urban areas, fringe of
downtown) whereas parking at more suburban and rural lots is free.
" GO Transit provides free parking at many of its suburban parking lots and these lots are
usually heavily utilized.
Many of the parking lots along the GO Lakeshore East line in Durham Region are near
capacity today as seen in Table 7-1.
This shows that thousands of transit customers will drive to transit stations; provided the
transit service provided is efficient, convenient and reliable. As mentioned above, GO Transit
provides free parking at many of its suburban parking lots and these lots are usually heavily
utilized. As seen in Table 7-1 above, parking availability increases along the GO Lakeshore
East line the further one moves from Downtown Toronto. This strategy supports Downtown
Toronto, however it does little to support urbanization for the municipal centres of Pickering,
Ajax, Whitby and Oshawa as large spaces of land near the traditional downtowns are
reserved for parking. One strategy to reclaim this land is to incent commercial development
near GO Stations such as a large scale theatres or big box stores which require parking
traditionally during evenings and weekends.
Additionally, the large parking lots surrounding transit stations make transit access by other
modes such as walking and cycling difficult and inconvenient. All of these factors can deter
potential transit customers. They also show that while providing vehicle access to transit
services is an effective method of attracting customers, an oversupply of parking can also
deter customers. Therefore, the transit-supportive parking strategies listed in Section 5.1.5
should still be considered in the development of parking facilities and efficient local transit
access to higher-order transit lines is still encouraged.
.%(%(
Given that most of the development in Durham Region is rural or low-density suburban,
providing vehicle access to transit routes is a key strategy for increasing transit ridership in
Durham Region. Although providing higher order transit service along major corridors and
supporting these corridors with transit-oriented development will help to increase ridership,
there will still be a number of people who will not live within close proximity to these
corridors and services, especially in the rural areas of the Region. Therefore, providing park
and ride lots along higher-order transit lines will be effective in attracting automobile users to
transit services.
The Region should consider park and ride facilities:
" At strategic locations on the periphery of the City and the transit network so that
automobile trips can be intercepted prior to entering the downtowns
" Along key transit corridors in concert with mixed land-use development (e.g. Highway 2,
Taunton Road, Rossland Road)
" Along rural transit routes in north Durham municipalities (e.g. Brock, Uxbridge, Scugog)
" Consider transit-supportive parking practices for park and ride lots
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Cycling is often a forgotten travel mode, however, providing cycling access to transit stations
and services is another key ridership growth strategy. Many jurisdictions have very
successful integration strategies between cycling and transit.
The VIVA BRT network in York Region provides bicycle parking at all of its BRT stations,
however, BRT buses are currently not equipped with bicycle racks.
Source: www.bikecommutetips.blogspot.com/2007/02/bicycling-on-transit-in-sacramento.html
Exhibit 7-3: Bicycle Storage on LRT vehicle – Sacramento, CA - USA
Cycling route maps produced by various municipalities typically show the locations of
cycling-accessible transit routes and the locations of bicycle parking facilities.
Source: www.raisethehammer.org/blog.asp?id=1121
Exhibit 7-1: Bike Rack on Bus – Hamilton Street Railway, Hamilton, ON - Canada
OC Transpo in the City of Ottawa implemented a “Rack and Roll” program by installing
bicycle racks on all buses that operate along major transit routes in the City. Bicycle parking
facilities are also available at many rapid transit stations throughout the City, including
secure and shelter bicycle lockers at some stations. Many of the city’s cycling routes also
connect to rapid transit stations and transit services.
.%)%(
The Region has been granted funds via Metrolinx’s BikeLinx program to install bicycle racks
on DRT buses and secure bicycle parking at DRT stations. GO Transit is also installing
bicycle racks and already has bicycle parking at all GO Stations located in Durham Region.
To further improve the connection between public transit and cycling, the Region should
consider:
" Provide bicycle parking at all future higher-order and rapid transit stops;
" Provide secure bicycle lockers at all transit terminals;
" Equip entire DRT and GO Transit bus fleet with bicycle racks;
" Show transit connections on all Regional and municipal cycling maps.
.%*
Source: www.busdriverofdurham.blogspot.com/2009/01/go-transit-bicycle-shelter.html
Exhibit 7-2: Secure Bicycle Storage, Ajax GO Station
The Sacramento Regional Transit authority (SACRT, Sacramento, CA – USA) provides
bicycle storage areas on all of its LRT vehicles. The transit network is also well integrated
with cycling facilities. Many of SACRT’s buses are also equipped with bicycle racks.
9U[MYTVLIS C[I[QVUZ
Intermodal stations are transportation hubs that provide connections between various
transportation modes at a single location. These include local transit services, regional bus
and passenger rail, intercity bus and rail services and other local area transport modes such as
walking, cycling and motor-vehicles. Poor connectivity between different transportation
modes may deter intermodal use, for example, if a regional rail station is too far of a walk
from a shopping centre, travellers will not consider using the regional rail when shopping. In
Durham, all four of GO Transit’s Lakeshore East stations are physically segmented by
Highway 401 from the traditional downtowns of Pickering, Ajax, Whitby and Oshawa.
Metrolinx’s RTP identifies “Anchor Hubs” a series of mobility hubs which are major
intermodal transit stations where various transportation modes connect. Two Anchor Hubs
have been identified in Durham Region, Downtown Pickering and Downtown Oshawa.
The following criteria, identified in the RTP, have been applied to anchor hubs:
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City centre, one or more transit stations, inter-modal capacity, significant growth
potential, medium jobs/people per hectare, several destinations, civic presence, major
retail
200 – 300+ people and jobs combined per hectare
30 % transit modal split; 25% active transportation
Major public destinations, public space, substantial retail, full bicycle station, car-share
station, daycare, full traveller information systems, full and go-traveller amenities
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Fort Worth – Intermodal Transportation Center: The Ft. Worth intermodal transportation
center located in the City of Fort Worth, Texas, USA, provides connections between intercity
rail services, commuter rail services, the city’s intercity motor-coach (Greyhound) station,
and local transit services in the area. The station is located in downtown Fort Worth and is
designed to handle all transportation modes serving the downtown area – including walking,
cycling and automobiles. The area has also been designated as an area for future
development in the downtown area.64 The transportation center is illustrated in Exhibit 7-5.
Best practices for the development of mobility hubs include:
" Centering development around a transit station with multiple pedestrian access points
between developed areas and transit stations. This will drastically change current GO
Transit parking practices at Pickering GO Station and Oshawa GO Station
" Providing vehicular access to development nodes through periphery roads and/or
tunnelled roadways that do not conflict with surface developments
" Installing strict car-parking policies to limit the flow of incoming automobiles and
providing maximum parking restrictions for all developments within the hub
" Providing no commuter parking lots within anchor hubs
" Ensuring strong cycling and pedestrian connections are available throughout the hub area
The following are examples of anchor hubs.
Source: www.360texas.com/virtualtour/texas/ftw/index.htm
Emeryville – Amtrak Station: Emeryville - Amtrak Station located in the City of Emerville,
CA in the San Francisco Bay Area is an intermodal rail station serving dozens of regional
and inter-city trains as well as motor-coach bus service to San Francisco, about 30 minutes
away. Local bus service is also provided to the station. Transit-oriented development
surrounds the station, including a mix of medium density commercial and residential
developments, easily accessible by foot. It is now a regional centre for the biotechnology,
software and film industries.63 An illustration of Emeryville Station and the TOD surrounding
the station is provided in Exhibit 7-4.
Exhibit 7-4: Emeryville Station, CA
64
Great American Stations website www.greatamericanstations.com “Emeryville, CA (EMY)”, 2008
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Atlantic City – Municipal Bus Terminal: Atlantic City’s Municipal Bus Terminal (Atlantic
City, NJ – USA) is an intermodal transit terminal serving as the terminus for numerous local,
regional and intercity buses. Atlantic City’s regional and inter-city rail station is located
across the street. Half of the bus terminal is devoted to major commercial developments and
outlet malls, which is directly adjacent to an eight-block, mixed-use, urban redevelopment
project and “The Walk Atlantic City” a major pedestrian corridor linking the casinos, hotels,
tourist destinations, shopping, gaming and entertainment and other portions of the City. The
transit terminal serves as the “anchor” to the “The Walk” as bus service to and from this area
is crucial to the City’s economy. A substantial portion of Atlantic City’s visitors arrive by
transit and inter-city bus and rail services.65
La Defense – Paris, France: La Defense is a major business district for the City of France
that is centred around the La Defence station, a multi-modal transit station served by multiple
local and regional rapid transit lines, local transit and intercity rail services. Numerous
pedestrian access points are provided between transit stations and adjacent developments
which include employment, commercial and residential developments. Vehicular access is
provided by a series of “through” roads, typically placed underground so that they do not
conflict with surface operations.
Source: www.z.about.com/d/sanfrancisco/1/0/r/_/-/-/emeryvilleamtrak.jpg
63
Exhibit 7-5: Forth Worth Intermodal Transportation Center
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Intermodal Surface Public Transport Hubs: Harnessing Synergy for Success in America’s Urban and Intercity
Travel, Retrieved March 2, 2009 from the Victoria Transport Policy Institute website at,
www.vtpi.org/henry_marsh.pdf
65
Intermodal Surface Public Transport Hubs: Harnessing Synergy for Success in America’s Urban and Intercity
Travel, Retrieved March 2, 2009 from the Victoria Transport Policy Institute website at,
www.vtpi.org/henry_marsh.pdf
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The Region can provide convenient auto access however, there are typically restrictions on
car parking and commuter parking for public transit is generally not provided. This will
require a parking strategy that relieves the parking requirements on Pickering Anchor Hub
and Oshawa Anchor Hub.
.%*%(
As the transportation network in Durham Region expands and more transportation services
are implemented, the strategic design of inter-modal stations will be essential to facilitate the
seamless travel between connecting transportation services.
.%+
Source: www.panoramio.com/photo/1463387
Exhibit 7-6: Entrance to La Defense Station
Canary Wharf – London, UK: Canary Wharf is a large business and shopping area located
in East London, UK that is served by two rapid transit lines, a light rail line and local bus
routes. Pedestrian and cycling access is also provided to the station and surrounding area.
The Canary Wharf area is directly served by the “Canary Wharf” transit station, which is one
of the busiest stations outside of central London. As illustrated in Exhibit 7-7, Canary Wharf
station is located adjacent to office buildings, a pedestrian mall and a terminal for ferries to
central London.
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Many transit customers will not be able to complete their entire trip on one vehicle or on one
mode, and transfers between different modes will be required. Numerous or inconvenient
transfers can deter potential transit customers, therefore intermodal transfer facilities should
be designed in a way that facilitates seamless connections between different transportation
modes.
Transfers between surface transit operations such as LRT, BRT or local bus operations and
other surface transportation modes, such as automobiles, cyclists, pedestrians should be
provided at the same level whenever possible. Transit customers having to travel up and
down multiple steps may deter them from using transit. In addition, this avoids the need for
elevators and other costly accessibility features. Cross-platform connections should be
maximized whenever possible.
Where cross-platform transfer opportunities cannot be provided, elevators, escalators and
ramps should be provided at multiple level facilities. Many surface transfer stations are also
being designed in a method that allows for travellers to that connecting transit services are
visible from most areas of the station.
The Clareview LRT station in Edmonton, AB – Canada connects the LRT station to two
local bus terminals, a park n ride facility. The station layout is illustrated in Exhibit 7-8.
Cross-platform transfers are also available between connecting bus routes at each terminal.
The LRT platform is at grade; however access ramps beneath the LRT tracks connect the
platform to the rest of the station. At-grade crossings (across the LRT tracks) are provided at
the north end of the station between the LRT platform and parking lots. Medium density
residential areas and commercial plaza’s are also within walking distance of the station.
Source: www.gallery.nen.gov.uk/image76180-swgfl.html
Exhibit 7-7: Canary Wharf Station
The development of Pickering Anchor Hub and Oshawa Anchor Hub should apply lessons
learned from various examples of inter-modal transportation hubs. These lessons show a
hubs dependence on the integration of multiple transit modes including intercity and regional
lines, urban rapid transit, local transit routes, automobile, pedestrians and cyclists with
surrounding developments.
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Exhibit 7-10 illustrates a typical stop layout providing convenient transfers between LRT,
buses, pedestrians and automobiles.
Source: Peter Ehrich, www.world.nycsubway.org
Exhibit 7-10: Portland “MAX” Gateway, NE 99th Ave Station
.%+%(
Source: Edmonton Transit System (ETS)
Site-specific features for the Pickering and Oshawa urban growth centres will be determined
as specific developments are confirmed. However, the best practices detailed in this chapter
should be considered as the public transit network in Durham Region develops.
Exhibit 7-8: Clareview LRT Station Layout – Edmonton, AB - Canada
Cross-platform bus-LRT transfers are provided at many intermodal stations along the City of
Portland’s “MAX” LRT lines, such as the Gateway, 99th Avenue Station illustrated in
Exhibit 7-9.
As part of the LTTS, the following recommendations will be considered for inter-modal
facilities in the Region:
" Better connectivity between the Pickering GO Station and Pickering Town Centre /
Central Area
" Improving pedestrian and cycling connections to GO stations and transit terminals
throughout the Region
" Inter-city rail service provided at the Oshawa GO / VIA station and may be considered at
the Pickering GO station as the Pickering urban growth centre develops
" Maximize the use of cross-platform and / or same-level transfers between different
transportation systems and modes at major transit terminals and higher-order transit stops
Source: www.mdahmus.monkeysystems.com/blog/archives/000084.html
Exhibit 7-9: Schematic of Inter-modal Transfer Facility
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The recommendations presented in this report are options that will be considered as the
project moves forward, at which further analysis will be required to determine the viability of
implementing these practices in the Region.
Task 5 of the LTTS project involves the development of alternative transportation and transit
strategies to be considered and evaluated further. The alternative strategies will consider, and
will likely include, many of the strategies identified and discussed in this report. Throughout
the project the applicability of these best practices to the Region will be assessed against a
number of evaluation criteria and based on the results of the assessment, the strategies will be
refined.
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B565B5>35 <9CD
360 Texas.com Fort Worth – Fort Worth Intermodal Transportation Center, Retrieved June
11, 2009 from website http://www.360texas.com/virtualtour/texas/ftw/index.htm
About.com: San Francisco, Emeryville Amtrak Station, Retrieved June 8, 2009, from website
http://sanfrancisco.about.com/od/gettingaroun1/ig/Capitol-Corridor/Emeryville-AmtrakStation.htm
Access Exchange International Photo Tour, Railroads and Subways, Retrieved February 24,
2009 from website http://www.globalride-sf.org/phtos.html
AMNY Subway Tracker – Transit Rolls Out Double-Decker Buses, Retrieved June 11, 2009
from website http://www.weblogs.amny.com/news/local/tracker/blog/
Assessment criteria will include:
" Forecasted transit modal splits and transit ridership
" Life-cycle Capital and Operating Cost Estimates
" Revenue Estimates
" Business and Economic Impacts
" Environmental impacts
Arlington County Department of Environmental Services Division of Transportation, Rosslyn
Multimodal Transportation Plan – Draft Final Report, Retrieved June 12, 2009 from website
http://www.arlingtonva.us/Departments/EnvironmentalServices/dot/images/file62245.pdf
The Preferred Transportation and Transit Strategy developed in Task 8 will define and detail:
" The recommended transit service delivery strategy
" Infrastructure requirements (roadway, facilities, vehicles, etc)
" Service standards
" Traffic and transit technology
" Operational elements
" TDM strategies
" Policies
Baker, R.J., Collura, J., Dale., J.J., Head, L., Hemily, B., Ivanovic, M., Jarzab, J.T., (et. al)
Advanced Traffic Management Systems Committee, and Advanced Public Transportation
Systems Committee of the Intelligent Transportation Society of America – ITS America - An
Overview of Transit Signal Priority Advanced Traffic Management Systems – Final Draft
Washington D.C., 2002
“BC Transit: Transit and Land Use Planning”. 1992
Bi-Tech.net – Forums, post pictures of what your mass transport looks like, Retrieved
January 20, 2009, from website http://forums.bit-tech.net/showthread.php?t=157879
Bike Commute Trips Blog, Bicycling on transit in Sacramento, Retrieved January 20, 2009,
from website http://www.bikecommutetips.blogspot.com/2007/02/bicycling-on-transit-insacramento.html
C & G Partners LLC, Metropolitan Transit Authority – 53rd & Lex Subway Signage,
Retrieved January 8, 2009, from website http://www.cgpartnersllc.com/projectsclients/metropolitan-transit-authority-mta/599-lexington-avenue/
“Caltrans Bus Rapid Transit: A Handbook for Partners.” 2007
The CarGurus Blog, Retrieved June 11, 2009 from website
http://www.cargurus.com/blog/wp-content/uploads/2009/02/houston-light-rail.jpg
China the Beautiful, Bus Rapid Transit - Beijing’s BRT System, Retrieved from website
http://www.chinapage.com/transportation/brt/brt028.jpg
The City of Calgary, Shawnessy CTrain Station, Retrieved February 15, 2009, from website,
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www.calgary.ca/portal/server.pt/gateway/PTARGS_0_0_766_231_0_43/http%3B/content.ca
lgary.ca/CCA/City+Transportation/Construction+and+Detours/Infrastructure+Projects/LRT/
Shawnessy+CTrain+Station.htm
“City of Calgary - Transit-Oriented Development: Best Practices Handbook” January 2004
City Transport Info, New Era Hi-tech Buses, Retrieved June 11, 2009, from website
www.citytransport.info/Buses03.htm
Coinbird’s Weblog News, Trap for the Forgetful, Retrieved June 11, 2009 from website
www.coinbird.wordpress.com/2008/07/05/
Compass Blueprint, Transit Oriented Development, Retrieved February 28, 2009 from
website http://www.compassblueprint.org/node/49
D.Gray, Best Practices for Transit Oriented Development: What Works, What Doesn’t,
Retrieved February 15, 2009 from website
http://www.transportchicago.org/images/TransitSupportLandUse-Gray.pdf
Daktronics, Bus Stops & Stations, Retrieved June 10, 2009 from website
http://www.daktronics.com/ProductsServices/Applications/Transportation/MassTransit/BusS
tation/Pages/default.aspx
Report
Flickr Photosharing, Vancouver – Granville Transit Mall on Flickr, Retrieved February 21,
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to Suburban Land-Use Planning that Support Transit Use: Experience, and Model Policy
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King County Department of Transportation, “This Week in Transportation: Sept 13, 2004 –
Transit system saves everyone time and money – even car drivers”, Retrieved January 28,
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Le Groupe Conseil, “Preliminary Assessment of the Potential for Vanpooling in the Region
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Report
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Mans, Nice, Retrieved June 11, 2009 from website
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Bay Area’s Future”, Retrieved February 26, 2009, from website
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Report
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Ridesharing Speed and Convenience, Retrieved January 22, 2009, from website
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Create More Accessible and Livable Neighborhoods, Retrieved January 22, 2009, from
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Certain Times and Places, Retrieved January 22, 2009, from website
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limbs+10.8+per+cent+in+2006.htm
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Appendix A2
Task 1.2: Best Practices to
Support Transportation Demand Management
Regional Municipality of Durham
Best Practices to Support TDM – Final
iTRANS Project Team
Principal
Tyrone Gan, iTRANS
Project Manager
Karen Freund, iTRANS
Technical Team
Aaron Gaul, UrbanTrans Consultants
Quality Control
Nesta Morris, iTRANS
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Table of Contents ..................................................................................................................... i
1.
Introduction ................................................................................................................... 1
2.
Background Research ................................................................................................... 3
3.
Education and Promotion Best Practices.................................................................... 5
3.1 General Marketing ................................................................................................. 5
3.1.1 Basic TDM Marketing ................................................................................. 5
3.1.2 Market Research........................................................................................... 6
3.1.3 Brand Integration and Coordination............................................................. 8
3.1.4 Guerrilla Marketing.................................................................................... 10
3.2 Social Marketing Campaigns............................................................................... 12
3.2.1 Community Based Social Marketing (CBSM) .......................................... 13
3.2.2 Targeted Campaigns................................................................................... 15
3.2.3 Integrating Health Messaging and Transit ................................................. 17
3.3 Incentivized Marketing........................................................................................ 17
3.3.1 Discounted Employer Transit Pass Programs ............................................ 17
3.3.2 Try-it Campaigns ....................................................................................... 20
3.3.3 Referral Programs ...................................................................................... 20
3.4 Employer Based Trip Reduction Programs ......................................................... 22
3.4.1 CALIBRE, VA........................................................................................... 22
3.4.2 CH2M HILL, Denver, CO ......................................................................... 23
3.4.3 Texas Children’s Hospital, Houston, TX................................................... 25
3.4.4 Overlake Christian Church, Redmond, WA .............................................. 26
3.5 Summary.............................................................................................................. 28
4.
Transportation System Access Best Practices .......................................................... 29
4.1 Bicycle and Pedestrian Integration with Transit.................................................. 29
4.1.1 Pedestrian Enhancements........................................................................... 29
4.1.2 Accommodating Bicycles on Transit Vehicles .......................................... 31
4.1.3 Bicycle Parking at Transit Stations ............................................................ 32
4.2 Transit Stores ....................................................................................................... 33
4.2.1 Full Service Commuter Stores ................................................................... 34
4.3 Parking and Transit Use....................................................................................... 35
4.3.1 Connecting Transit and Parking Management Strategies .......................... 35
4.3.2 The Importance of Paid Parking ................................................................ 37
4.3.3 Using Parking as an Incentive.................................................................... 39
4.3.4 Transit Supportive Parking Regulations .................................................... 40
4.4 Travel Time and Cost Savings............................................................................. 42
4.4.1 Integrated Fare Systems ............................................................................. 42
4.4.2 Real Time Travel Information ................................................................... 44
4.4.3 Transit Signal Priority and Queue Jumps .................................................. 45
4.4.4 Congestion Pricing ..................................................................................... 49
4.5 Transit Oriented Design and TDM Examples ..................................................... 51
4.5.1 Metropolitan Place, Renton, WA ............................................................... 51
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4.5.2 First Community Housing Developments, Santa Clara Valley
Transportation Authority, San Jose, CA.............................................................. 52
4.5.3 Vaughan Mill Mills Shopping Centre, Vaughan, ON................................ 53
4.6 TDM Enhancements to the Transit “Product”..................................................... 53
4.6.1 Emergency Ride Home Programs.............................................................. 53
4.6.2 CarSharing ................................................................................................. 54
4.7 Summary.............................................................................................................. 54
Next Steps..................................................................................................................... 55
@FGPJV
Table 1: IMDP Results............................................................................................................ 15
Table 2: Transit-Supportive Parking Provisions..................................................................... 40
1[MNGNWV
Exhibit 1: FREX ..................................................................................................................... 10
Exhibit 2: Behaviour Change Continuum............................................................................... 13
Exhibit 3: Number of Requests for Personalized Information by Mode ................................ 14
Exhibit 4: Revenue Changes in Transit Agencies Implementing Pass Programs................... 18
Exhibit 5: Texas Children’s Hospital Transportation Benefits............................................... 26
Exhibit 6: Bus Stop Before (left) & After (right) Improvements ........................................... 30
Exhibit 7: Bus Stop Route Map Before (Left) and After (Right) Improvements ................... 31
Exhibit 8: “Wrapped” Mobile Commuter Store ..................................................................... 35
Exhibit 9: Transit Signal Priority System ............................................................................... 46
Exhibit 10: Bus Queue Jump and Bypass Lane Illustrations.................................................. 47
Exhibit 11: Operational Benefits from Traffic Signal Priority ............................................... 48
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As the Regional Municipality of Durham (the Region) continues to grow, it strives toward
improving the local transit service with modern upgrades that will improve the transit
passengers’ experience, support the economy, and operate in an environmentally sustainable
manner. The Region’s Long Term Transit Strategy (LTTS) is being developed to guide the
Region’s future transit service as it works toward accomplishing its transportation goals.
The purpose of this paper is to present Transportation Demand Management (TDM) best
practices in a case study format with the objectives of identifying strategies that will improve
the efficiency of the transit system – both in its current state and after it is expanded through
the LTTS and to complement and enhance the existing local and regional TDM programs.
The concepts outlined in this paper will be further assessed and specifically applied to the
Region in the next phase of the project: Long Term Transit Strategy’s Transit Supportive
TDM Strategy (Task 8.7) and Transit Supportive Land Use Guidelines (Task 9.1).
Generally, TDM strategies are designed to decrease single occupant vehicle trips by
presenting travellers with multi-modal choices such as ride-sharing, bicycling, walking,
teleworking, or taking transit. TDM can also benefit transit by attracting more riders to the
transit system.
TDM strategies have the ability to benefit transit systems by:
" Attracting more people to transit through the use of education and marketing campaigns
" Connecting pedestrians and bicyclists to transit by developing facilities and services that
support these modes, and by encouraging the use of these modes through education and
marketing campaigns
" Improving passenger experience through the use of real time information and other timesaving technology which, in turn, attract more ridership to the system
" Managing existing parking supply to positively affect ridership
" Connecting passengers with other alternative mode options (and safeguards such as
Emergency Ride Home) within the transportation system to sustain passengers’ transit
use over time
Similarly, TDM practitioners benefit from the coordination with transit system planning by:
" Coordinating with new developments early in the planning process, thereby increasing
the travel choices available to new residents
" Increasing the use of alternative modes to access station areas, thereby reducing the share
of “drive alone” trips
" Engaging a larger share of the public in alternative modes of travel to driving alone by
targeting special groups, such as seniors or students, with a larger variety of mobility
options
" Identifying opportunities to affect and customize more programs that could be of interest
to local partner agencies, governments, and businesses
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The examples and case studies presented in this report were selected for their:
" Innovative characteristics and ability to be scaled to any transit system size and
characteristics
" Ability to enhance transit services in areas similar to the Region
" Ability to illustrate a specific concept that bears further research for the Region
" Confirmed success as an effective overall TDM strategy
This document represents Task 1.2 of the 14 separate tasks that are being undertaken to
create the LTTS. The document includes the following sections:
Section 2: Background Research – This section presents a brief overview of TDM in the
Region.
Section 3: Education and Promotion – This section presents case studies and best practices
that highlight TDM strategies that increase public awareness of the multi-modal
transportation facilities, services and program options available to them.
The strategies in this section are grouped within the following topics:
" 2.1 General Marketing
" 2.2 Social Marketing Campaigns
" 2.3 Incentivized Marketing
" 2.4 Employer Based Trip Reduction Programs (highlighting the use of ridesharing, time
shifting, and congestion mitigation)
Section 4: Transportation System Access – This section presents case studies and best
practices that highlight TDM strategies that enable greater transit ridership through the
reduction of barriers or competition to the transit system.
The strategies in this section are grouped within the following topics:
" 3.1 Bicycle and Pedestrian Integration with Transit
" 3.2 Transit Stores
" 3.3 Parking and Transit Use
" 3.4 Travel Time and Cost Savings
" 3.6 Transit Oriented Development and TDM Examples
Section 5: Next Steps – This section presents next steps for the development of the Long
Term Transit Strategy’s Transit Supportive TDM Strategy (Task 8.7) and Transit Supportive
Land Use Guidelines (Task 9.1).
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The Region has recently shown support for local TDM programs and services, including the
development of Smart Commute Durham. The first TDM organization in the Greater Golden
Horseshoe was launched in 2001 (then known as the Black Creek Regional Transportation
Management Association, BCRTMA) and served the area around York University. In 2004
the Smart Commute Initiative was created to develop and advance TDM programs and
services in the Greater Toronto and Hamilton Area (GTHA). In January 2008, the Smart
Commute Initiative officially joined Metrolinx (formerly the Greater Toronto Transportation
Authority) and the program is currently known as Smart Commute.
In 2005, 2006, and 2008 Smart Commute has conducted the Commuter Attitudes Survey.
The survey provides broad-based commuter attitudinal and behavioural trends over the past
four years in the GTHA. The 2008 results revealed that 11 percent of Durham commuters use
public transit as a primary mode of transportation – a decline from the previously reported 21
percent in the 2006 survey findings.1
As Smart Commute Durham matures as a recognized community and employer asset,
transportation entities should partner with both public and private entities to coordinate TDM
activities. More specifically, incorporating more TDM strategies into programs and services
that are also related to the local transit system could bring the Durham region closer to its
goal of improving the local transit service to accommodate growth.
The Smart Commute program forms a two-tiered structure for program delivery. A regional
tier of programming is supported by Metrolinx while the local tier is divided into 10
transportation management associations (TMAs) across the GTHA - one in each of
Hamilton, Halton, Mississauga, Brampton-Caledon, Toronto-Central, North Toronto and
Vaughan, Northeast Toronto, Markham and Richmond Hill (404-7), Newmarket and Aurora
(Central York) and Durham. Smart Commute has established full time staff, GTHA-wide
ridematching service, a centralized website hub, general marketing assistance, an emergency
ride home program framework, and a comprehensive TMA Toolkit to grow and advance the
efforts of TMAs throughout the community. The toolkit offers templates, resources, tools,
and general marketing assistance to all TMAs.
The Durham Community Strategic Plan (July 2003) established the basis for expanding
promotion of alternative transportation modes to develop an expanded sustainable and multimodal transportation system for the region. Through the approval of the Durham
Transportation Master Plan (December 2003), Regional Council gave direction to develop a
TDM Program. In May 2006, Durham Region conducted a TDM study and prepared “Setting
the Stage for TDM in Durham”. Both Plans acted as primers for developing a TDM program
in Durham. In June 2007, Regional Council endorsed the creation of Smart Commute
Durham, and the first employer member joined the newly established TMA. In September
2007, the program was officially launched to the public, and efforts to increase the number of
employer members and promote program awareness were underway.
At that time, Smart Commute Durham launched the website www.smartcommutedurham.ca.
The website’s primary audience was prospective employer/business members, but the
website also attracted an audience of commuters/residents. TMA membership has since
grown to include major regional employers such as the Town of Ajax, Veridian, MessierDowty, Hubbell Canada, City of Oshawa, and City of Pickering. The program has also begun
participation in GTHA commuter campaigns like “Bike to Work Day” and “Clean Air
Commute”. Most recently, Smart Commute Durham has taken full advantage of the
marketing assistance offered by the Smart Commute Association. The Region is currently
leading the TMA’s in participation of the Smart Commute EXPO program, a travelling
interactive-display used to promote TDM services to commuters and residents.
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Metrolinx Smart Commute: 2008 Commuter Attitudes Survey Report, June 27, 2008
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Education and promotion related strategies are critical to the future success of both the LTTS
and Smart Commute Durham programs. As new transit and TDM services are introduced it
will be critical to make the public aware of the options available and actively encourage the
use of alternative transportation. The strategies presented in this section are designed to
increase the exposure of the travelling public to multimodal services and programs that are
available to them and range from general marketing to personalized outreach. Generally, a
mix of education and promotional strategies are employed for any TDM program and/or
transportation service. Final recommendations on transit supportive TDM education and
promotion for the Region will be determined based the specific LTTS recommendations and
feedback from Smart Commute Durham, Durham Region Transit, and public input obtained
through the LTTS planning process.
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For any transportation service to be successful, whether it is a bike lane, ridesharing program,
or bus route, the public needs to be aware of it and how it can be useful to them. In 2008, 44
percent of public transit commuters in the GTHA stated it is important to be able to obtain
route information at or near work, school, or their volunteer commitment.2 Best practice
research provides multiple opportunities and strategies for improving transit service delivery
and increasing ridership both on existing and new systems. Transit supportive TDM
marketing techniques include:
" Basic TDM marketing – promoting transit use or a specific transit service
" Market research – understanding target markets, increasing awareness
" Brand integration and coordination – developing and strengthening a cohesive
brand/message
" Guerrilla marketing – using word of mouth and unconventional marketing methods
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TDM marketing is generally intended to market alternative transportation services. TDM
practitioners have found that mass marketing can drive users to their customer service portals
and create demand for more information and answers. Examples of transit related mass
marketing include:
" In 1990, the Hamilton Street Railway in Ontario advertised using television commercials,
phone directory ads and flyers. After the campaign, phone calls enquiring about the new
service doubled.
" In 1995, Calgary advertised new transit service using a “wrapped” bus, and radio and
newspaper ads. During the promotion, calls to the new service increased by 26 percent.
2
More often, TDM professionals choose to target marketing efforts, to make employees and
residents aware of a specific new program or service that would be relevant to that user.
Examples of transit related targeted TDM marketing include:
" In the 1980s, the Central Ohio Transit Authority (Columbus) advertised their services
using a “door drop” of customized route information to front doors in neighbourhoods
throughout the city. After the door drop, calls about the new service increased by 400
percent.
" In 1993, the Hamilton Street Railway wanted to increase ridership on relatively new
routes. The Railway printed ride coupons and mailed them directly to residents within ¾
mile of the routes they wanted to promote. Ridership on the targeted routes increased by
50 percent.
" In 1995, to increase awareness about a new service along State Road 94, the Metropolitan
Transit Development Board in San Diego mailed new service and safety program
information and a free round-trip ticket to residents located within the SR-94 corridor.
The ticket redemption rate was 22 percent, and ridership on the route increased by five
percent.
" In 1996, the Central Ohio Transit Authority wanted to increase ridership on its special
event routes (especially during sports game days). The Authority mailed a postcard
advertising the service to all residents within three kilometres of the route. As a result,
game day ridership increased by 46 percent, and revenue increased by 77 percent.
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To enhance the effectiveness of TDM marketing, market research helps determine which
marketing method would be most effective for the type of service or program being
implemented and which audiences will be the most receptive. Even minimal market research
(a focus group or user survey) can identify and address key barriers to participation and how
to educate and prime the key target markets.
3.1.2.1
Creating Transit Value in the Minds of Commuters, Atlanta, GA
The Perimeter Transportation Coalition (PTC) provides an example of a TMA using
marketing to create transit value in the minds of commuters. PTC conducted a series of focus
groups among the residents of a suburban corridor in Atlanta, GA. The focus groups were
designed to identify the perceptions surrounding the value of transit as a commute option.
Each group was split into two equal sub-groups (demographically and numerically) and
given written tests. One sub-group was given the “BLUE Test”, and the other sub-group was
given the “RED Test”.
Residents who were given the “BLUE Test” were asked to calculate the cost of their current
single occupant vehicle (SOV) commute. They were then asked to provide:
" The amount that the TMA would have to pay them as an incentive to consider changing
from their behaviour
" The value of a local monthly transit pass that provides unlimited rides
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Residents who were given the “RED Test” were asked to provide the amount of the incentive
that would convince them to stop their SOV behaviour, and the value of the monthly transit
pass before they were asked to calculate their monthly commute cost.
The difference between the two groups’ cost of their commute and perceived value of the
transit pass was considerable:
" The monthly monetary incentive that the TMA would need to offer in order for these
SOV commuters to change their behaviour was 14 percent less for commuters who were
asked to calculate their commute cost first.
" The value of the monthly transit pass was 13 percent more for commuters who were
asked to calculate their monthly SOV costs first.
These results show the value of ensuring that commuters understand how much they are
actually paying a month for their SOV commute. When the groups discussed their views, it
was clear that most commuters (75 percent) in the focus groups had never formally
calculated or budgeted for the amount of their commute before this exercise. Most said that
they had estimated the cost of the monthly commute “in their head,” but admitted that their
estimates were far less than their paper calculations.
3.1.2.2
Attracting “Transit by Choice” Riders, Denver, CO
In 2007, Transportation Solutions, a TMA in an affluent area of southeast Denver, Colorado,
delivered a program designed to improve the transit experience, and increase ridership by
attracting “transit by choice” riders to the service. The area was served by nine different
transit routes. With the approval of the transit provider, the TMA set out to rebrand the bus
service. The emphasis was on bus stops.
Focus groups and surveys organised by the TMA found that:
" The most important issue was the need for bus stops to have easy to understand maps and
route information
" Current bus stops were “invisible” and “hard to read/understand”
" New bus stops should be unique in colour, shape, and/or other visual aspects
" The comfort and convenience of the stops should be improved
" Real-time bus arrival information would be a major improvement in service delivery
“Before” and “after” surveys were to gauge the impact of the efforts. The results clearly
demonstrated the direct impact of the project on improved perceptions of bus transportation
in the area. Highlights from the “after” survey included:
" A 17 percent increase in the response, “I know which bus routes to take to work/school”
" A 19 percent increase in the response “Bus stops in Cherry Creek provide the information
I need to ride the bus”
" A 26 percent increase in the response, “Bus stops in Cherry Creek are attractive”
" A 19 percent increase in the response, “I feel safe waiting at bus stops”
" A 12 percent increase in the response, “People like me ride the bus”
Ridership on the nine specifics routes was not available, but ridership on the overall transit
service increased by four percent in 2007. (Transportation Solutions is also discussed in
Section 5.1.3 which includes photographs of the improved bus stops).
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Coordinating transportation services under one brand has proven to be highly effective for
many transit and TDM programs. By integrating brands, marketing focuses on the user’s
transportation needs instead of marketing individual transportation services. Minnesota,
California, and Colorado provide three examples of brand integration and coordination.
3.1.3.1
Connecting People to Options: Arrive Minnesota (ArriveMN)
The State of Minnesota found that the public were not well informed about the variety of
mode choices available, and not well informed about connectivity between mode choices and
sustainable transportation options. A key problem faced by the public was having no
centralized place that provided information on biking to the bus stop.
Transportation Solutions hired a design firm and a local artist to create vibrant new bus stop
elements including signage, colourful information installations, and route maps/information.
The TMA then launched a marketing and advertising campaign to raise awareness of the
“rebranded service.”
In 2007, the Minnesota Department of Transportation Transit Office developed ArriveMN
(www.arrivemn.org) which provided a multi-modal brand supported by strategic messaging,
a mobile marketing street team, and a comprehensive website with an online tool that
connects all travellers (work, leisure, and out-of-town) with the best sustainable
transportation option(s). The objective of ArriveMN is to foster the growth of sustainable
travel modes (including transit [bus and rail], car and van pools, bicycling and walking) by
offering clear messaging and easy access to travel options. The brand was developed to reach
target markets across the state including the Twin Cities area and the rural prairielands of
Greater Minnesota. The marketing of ArriveMN is discussed under Guerrilla marketing
(Section 2.3).
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The process included the collaboration of over 50 TDM, transit and transportation
organizations across the state. The umbrella brand development and deployment was
championed by a steering committee comprised of 14 metropolitan and rural Minnesota
transportation organization representatives. In the end, the group created a brand that offers
flexibility for all the constituent markets and transportation providers while maintaining a
strong relevancy and brand promise to today’s commuter. For the 50+ transportation
providers, the process revealed the value of a unified transportation option message that
focused on connecting options to the commuter.
3.1.3.2
TDM Umbrella Branding: “511 Rideshare”, Bay Area, California
3.1.3.3
Branding Product Attributes: “FREX”, Colorado Springs, CO
When introducing a new transportation service, the branding does not have to focus on
developing name recognition. Much like the ArriveMN example in 3.1.3.1 above, the
following example shows the value of branding transportation product attributes and
connecting the commuter’s values to the services benefits. Metropolitan Mountain Transit
operates Front Range Express (FREX) from Colorado Springs to Denver, Colorado, with
stops made at four towns and south Denver suburbs along the way. The transit agency
recently won a Gold ADDY award for their new vehicle graphics which communicate the
direct benefits and opportunities for travellers who change their commuting behaviour and
switch to FREX. An example is shown in the Exhibit 1 below.
511 Rideshare is an umbrella brand offering similar services and tools to the Smart Commute
in the GTHA. 511 Rideshare covers the 9 County Bay Area of San Francisco – Alameda,
Contra Costa, Marin, Napa, Solano, Sonoma, San Francisco, San Mateo, and Santa Clara
counties. 511 Rideshare began as a phone service in December 2002, adding a website and
alternative transportation mode services in March of 2004.
511’s partners work to promote the brand in a number of ways, some even abandoning their
own phone numbers to adopt 511 as their own (AC Transit and Golden Gate Transit). Similar
to the Smart Commute logos in the GTHA, other 511 partners like 511 Contra Costa County
Council use 511’s logo with their own local moniker added.
Exhibit 1: FREX Vehicle Design
Several TMAs also promote 511 including the San Francisco TMA (TMASF) and several
business park TMAs, which are supported by fees paid by the businesses. Most city and
county governments in the region also promote 511 on their websites, as well as four countywide TDM programs: 511 Contra Costa, Peninsula Traffic Congestion Relief Alliance (“The
Alliance”), Solano-Napa Commuter Information, and Department of the Environment
(“D.O.E”). The brand has begun experimenting with branding various data tools. For
example, a commute calculator placed on AC Transit’s website may have a tag labelled
“Powered by 511” within the tool. According to 511 Rideshare, this is a simple solution for
cross-promoting and increases brand recognition.
As advertised, the vehicles are designed for passenger comfort and convenience. The
vehicles include “high-back cushioned seats, luggage racks, individual reading lights and air
vents, bicycle racks, and free wireless internet service”3. Logo placement for the new brand
was secondary in the branding process and branding the benefits of express bus service was
primary. The service was introduced in 2004 as a Congestion Mitigation and Air Quality
(CMAQ) federally funded demonstration project. It exceeded initial ridership projections
before its second anniversary, with more than 625 one-way trips per day.
According to Susan Heinrich, 511 Rideshare and Bicycling Coordinator, the benefit of
instituting and maintaining a regional brand is that it is user-friendly for commuters and
eliminates the need to track down various agencies for information or assistance.
Guerrilla marketing uses unconventional methods to achieve conventional marketing goals
(awareness, participation, fundraising, etc.). It does not require large monetary budgets, but
does require large quantities of innovation and creativity. Word-of-mouth marketing, which
is considered the most highly sought form of promotion, is an important part of guerrilla
marketing.
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FrontRange Express Bus Service Overview: http://www.frontrangeexpress.com/
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While private companies normally provide their success stories using guerrilla marketing, the
approach can be readily applied to transit and TDM. For example, guerrilla marketing
typically relies on the built environment and busy public spaces to create an unexpected
experience that promotes a product or service. Both the built environment and busy public
spaces are part of the fabric of transit and travel, and immediately available to transit and
TDM promoters.
3.1.4.1
ArriveMN Launch
In 2007, ArriveMN planned and executed a state-wide week long guerrilla marketing
campaign to jumpstart awareness of the new state-wide ArriveMN brand. Travellers using
sustainable modes were given unmistakable bright green t-shirts with the ArriveMN logo.
The travellers were asked to wear the shirt and to arrive simultaneously at designated
locations where there was heavy foot-traffic and infrastructure for multiple sustainable
modes. These staged events provided an unforgettable and head-turning spectacle for
thousands of citizens who witnessed hundreds of strangers and transportation-providers
united with a collective message declaring they “had arrived by bus, train, bicycle, walking,
and carpooling.” Major city centres and small towns alike were buzzing for days “about all
those green Arrive people.”
A few of the planned events were rained-out, but still managed to create plenty of buzz when
participants provided an unexpected publicity and awareness ripple effect by going online.
The participants’ blogs and online forums were an excellent example of word-of-mouth
communications and consumer generated content.
ArriveMN also drafted and distributed press releases that enabled the media to prepare for
these unexpected events, and provided an onsite ArriveMN brand spokesperson during
interviews with television and newspaper media.
3.1.4.2
Redbird Express Bus, St. Clair, Illinois and St. Louis, Missouri
In 1997, the professional baseball team, St. Louis Cardinals, teamed up with a nearby
suburban community and the community’s transit
organization. The goal of the partnership was to
advertise:
" A New Stadium Feature: The Cardinals’
stadium had just been retrofitted with natural
grass. The team wanted to advertise this
upgrade.
" New Express Bus Service to the Stadium:
St. Clair, Illinois is located just 45 KMs
southeast of St. Louis, and has a population of
more than 260,000. As many St. Clair residents enjoy the job opportunities and cultural
benefits of St. Louis, St. Clair is home to a very large fan base for the out-of-state
Cardinals. St. Clair County Transit District created the Redbird Express, an express bus
service serving baseball fans every 15 minutes on game day. Adult fare on Redbird
Express route is $4.50 for adults ($2.00 for children) with service.
Both the new stadium feature and the conveniences (cost, time, and relaxation) of the
Redbird Express needed to be communicated to the public. The two advertising missions
came together in a “living masterpiece”. Renowned artist Gene Pool was asked to design a
bus that would raise awareness of the grass field and the new bus service. His response was
the “Grass Bus.” He successfully covered an entire bus with living and growing grass. The
in-service vehicle literally stopped traffic with its unforgettable visual presence. This
guerrilla marketing tactic quickly increased ridership on the service, and the service
continues to be a success more than 10 years later.
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The single week guerrilla media campaign resulted in:
" Nearly one million media impressions
" Three network broadcast television interviews
" Eight regional newspaper articles
" Immeasurable blogged content
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Social marketing is based on well-researched social change structures and psychological
principles, and has proven successful in creating effective and measureable travel behaviour
change. Social marketing campaigns are based on based on the idea of a behaviour change
continuum (Exhibit 2). Social marketing helps people to move through the behaviour stages:
from precontemplation through to action and maintenance.
Since ArriveMN.org went live, transit ridership throughout the state has increased by 5
percent (more than 4.7 million rides).
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area. Responses could be made by either completing a survey or turning in an order request
form for the project to send them personalized commute information and incentives. About
half of the households responded: 55 percent returned the project survey, and 48 percent
returned the order request form.
Exhibit 3 shows the significant level of interest personalized commute information for
transit, cycling, walking, and carpooling.
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Exhibit 2: Behaviour Change Continuum
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This section discusses examples of transit systems which successfully used social marketing
to attract new riders to their systems. They demonstrate:
1. Community Based Social Marketing (CBSM) Programs/Campaigns.
2. Targeted campaigns to expanded audiences
3. Linking health benefits and active transportation messaging to transit usage
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CBSM is designed to foster change using known and effective commercial marketing
techniques to bring about social changes in behaviours such as recycling, energy use, and
transportation. CBSM uses pre and post surveys to identify barriers to change (in this case,
barriers to changing from SOV travel to sustainable modes), and to measure the impact of
marketing efforts to shift behaviour.
Grand River Transit, the Region of Waterloo, Ontario
The Grand River Transit Urban Showcase Program of the Region of Waterloo, Ontario
provides a good example of CBSM. In 2005, Grand River Transit in the Region of Waterloo
(Waterloo) launched an express bus service known as iXpress. The limited-stop service runs
between Kitchener, Cambridge and Waterloo (Waterloo’s Central Transit Corridor) and uses
advanced transit technology and intermodal integration initiatives.
The Waterloo CBSM project was a key component in marketing iXpress. The purpose of the
CBSM effort was to help the Region of Waterloo residents that were targeted for the CBSM
campaign to move through the various stages of behaviour change. The CBSM project
covered an area of about 15,000 people, and segmented the target markets by personalized
sustainable transportation options. Personal contact to market the new iXpress service was
made by letter, postcard, and phone calls to 2,000 randomly selected households within the
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!!"
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Exhibit 3: Number of Requests for Personalized Information by Mode
After the personalized commute information was delivered to those who requested it, a
follow up survey was conducted to measure the impact of the CBSM strategy. The final
report is still pending, but the key preliminary results for behaviour change with respect to
travel include:
" 59 percent increase in transit use
" 21 percent increase in walking
" 2 percent decrease in driving alone
ne
3.2.1.2
3.2.1.1
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Individualized Marketing Demonstration Program (IMDP), USA
The Individualized Marketing Demonstration Program (IMDP)4 was a federally funded
research program sponsored by the United States Federal Transit Administration (FTA). The
program was developed to test the effectiveness of individualized marketing on public transit
ridership trends. The IMDP aimed at increasing ridership utilizing a dialogue-based process
which provided targeted, personalized, custom tailored marketing to residents who were
willing to change their travel behaviour. The program was designed to implement test pilots
in four communities across the United States. Sites were selected through a competitive
application process based on the following criteria:
" Leveraging resources
" Partnerships and coordination within the community
" Overall strategic approach
" Characteristics as national model
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In addition to the above criteria, communities were also assessed in population size, active
transit fleet size, climate zone, diversity index, and unlinked passenger trips. The FTA
received 66 applications from over 33 states. The four sites selected were Bellingham, WA,
Sacramento, CA, Cleveland, OH, and Durham, NC. Each project site was intended to
demonstrate scenarios facing transit agencies in many cities across the nation.
Test pilots were conducted using identical processes in each of the four cities selected. The
project began with randomly selecting 400 households in a defined geographical target area
who were then surveyed to determine how household members were currently travelling.
Then households were invited to personally reflect on their travel behaviour. Depending on
how willing they were to change their behaviour, they were segmented into groups and
drawn into dialogue where they received information and advice, but also reassurance and
rewards. Measures ranged from providing personalized bus stop timetables, personalized trip
planners, free transit tickets, to making house visits. The results of this exercise are depicted
below in Table 1.
Table 1: IMDP Results
Mode
Bellingham
Sacramento
Cleveland
Durham
Walking
+8%
+15%
+13%
+15%
Cycling
+13%
+30%
+33%
+25%
Public transit
+14%
+43%
+26%
+35%
Car as driver
-8%
-2%
-4%
-7%
Car as passenger
+10%
+1%
+5%
+7%
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3.2.2.1
Ottawa’s “Ride with us!” campaign currently works with community partners and volunteer
transit advocates to increase the number of seniors taking advantage of OC Transpo’s “Ride
Free Wednesdays” by training seniors how to use transit services. Community partners
participate in the campaign by promoting a destination that is accessible by transit, and
offering incentives for those who use transit to reach it. “In 2007, the program involved more
than 1,100 trainers and trainees, with 44 percent of trainees successfully learning to take
transit with comfort and security.”5
The senior citizens benefit from the combined efforts of the transit agency, local retailers and
service providers, and transit advocates. The transit agency benefits from increased ridership
during off-peak periods, and increased community knowledge of transit services.
3.2.2.2
Better Environmentally Sound Transportation, Off-Ramp Program,
Vancouver
Like Ottawa, Vancouver uses transit advocates. “The Off Ramp Program recruits, trains and
supports student leaders who will develop strategies targeted to their peer group.”6 The transit
advocates educate peers on how to use transit services.
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The Vancouver program is conducted largely through events and promotions. BEST provides
ideas and tools, including a catalogue of fun and effective activities that the transit advocates
can use to get their peers out of their cars. Each activity (e.g., “teen transit adventure,”
“fortune cookie campaigns,” and “funky flash pass”7) has its own instruction sheet with
helpful hints and examples.
More than 12,000 students and teachers have been involved with the program since 1999,
and the program is now being demonstrated in Manitoba. “In 2000, it was selected by the
Organisation for Economic Co-operation and Development (OECD) as an Education and
Youth best practice.”8
5
6
7
8
15
Programming for Seniors, Ottawa
Vancouver’s Better Environmentally Sound Transportation (BEST) program administers the
Off-Ramp Program to encourage secondary students to use alternative modes to get to
school. The city currently uses social marketing to interest teens and secondary students in
using transit. The program is designed to change the image of transit and alternative mode
use, and to change students’ attitudes towards transit and alternative modes.
Social marketing utilizes the basic psychological principles of persuasion – first outlined by
social psychologist Robert Cialdini. These principles when applied to TDM marketing have
been tested and proven successful in changing travel choice behaviour. One of these
principles is establishing a “social norm” among a targeted group of individuals. Social norm
principle states that individuals more likely to change a current behaviour continue that behaviour
if it is the social norm amongst their peers. As such many TDM marketing activities include
targeting smaller markets to efficiently establish a social norm.
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Issue Paper 28: Bringing opportunity to life: Accessible Transit in Canada, Canadian Urban Transit Association
Issue Paper 8: Transit’s Next Generation: Working with Canada’s Youth, Canadian Urban Transit Association
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Transit commuters not only help to improve the health of the environment, but research
shows that most transit commuters live healthier lives than their SOV commuter
counterparts. This finding is explained by the increased physical activity associated with a
transit commute. Transit providers have taken notice and are capitalizing on this research as a
desirable and marketable product attribute of today’s commuter.
3.2.3.1
Although employee transit passes are sold at a discount, a number of transit agencies report
that their revenues have actually increased after implementing employee transit pass
programs.9 Exhibit 4 lists seven transit agencies including the Washington Metropolitan Area
Transit Authority (WMATA), Metropolitan Atlanta Rapid Transit Authority (MARTA),
King County Metro, Regional Transit District (RTD), Metro Transit, Santa Clara Valley
Transportation Authority (VTA) and Valley Metro. The employee transit pass program
increased revenue for four agencies, had a neutral impact for two agencies, and had an
unclear result for one agency.
MetroFit, Los Angeles, CA
LA’s transit provider, Metro, uses a portion of its public relations and advertising budget to
promote the health benefits of walking and biking to and from transit services. Building on
the current program, known as Bicycles on Metro, MetroFit offers information, research,
campaigns, and goals to increase the physical activity and associated health benefits for
commuters. One of Metro’s campaigns is the “Metro Stair Challenge,” which challenges
Metro riders to take the stairs rather than escalators at subway stations. MetroFit also offers a
list of walkable destinations from Metro bus and rail stations.
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Recent studies of commuter behaviour change show that commuters are far more likely to
change their SOV behaviour when incentivized. As only four percent of Durham residents
currently use transit, incentives are likely to be a key strategy.
Three types of incentives are explored in the following sections:
1. Discounted transit pass programs
2. Try-it Campaigns
3. Referral programs
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Exhibit 4: Revenue Changes in Transit Agencies Implementing Pass Programs
Discounted transit pass programs show high levels of success in areas where transit service is
underused although service availability is high. Pass program participation also increases
when parking availability is constrained or parking pricing levels further incentivize transit
use.
The following case studies have attracted an increased share of transit riders through the
introduction of discounted transit passes:
" On Board10, Greater Vancouver Transportation Authority
" Winnipeg Transit11
" Eco Pass Program – Employee Transit Pass, Denver, CO12
9
Impacts of Transit Benefit Programs on Transit Agency Ridership, Revenue and Cost. Journal of Public Transportation,
Vol. 11, No. 2, 2008
10
Issue Paper 20: Transportation Demand Management: Building Ridership Through Innovation, Canadian Urban Transit
Association
11
Issue Paper 7: Transit’s Leading Edge: Innovations in Service and Technology, Canadian Urban Transit Association.
12
“Impacts of Transit Benefit Programs on Transit Agency Ridership, Revenue and Cost.” Journal of Public Transportation,
Vol. 11, No. 2, 2008
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3.3.1.1
On Board, Greater Vancouver Transportation Authority
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The Greater Vancouver Transportation Authority’s (GVTA) On Board program was
introduced in 2002. The program targets employers and encourages them to offer new
commuting options including a discounted employer pass sold through payroll deduction,
ridematching for carpooling and vanpooling, active transportation (cycling and walking), car
sharing, parking management, teleworking and shuttle buses. More than 250 employers have
joined the program.
In addition, GVTA offers U-Pass, a discounted transit pass for university students. Since
2003, the University of British Columbia (UBC) and Simon Fraser University (SFU) have
been able to offer low-cost transit passes to their students. In the program’s first 18 months,
weekday transit trips to UBC and SFU increased by 54 percent and 84 percent, respectively,
and trips by solo drivers decreased by 22 percent and 10 percent.13
3.3.1.2
Winnipeg Transit
Eco Pass Program, Employee Transit Pass, Denver, CO
The Eco Pass is an annual transit pass purchased by Denver employers and provided to their
employees. The pass allows users unlimited rides on all transit services (excluding special
services). Between the years of 1997 to 2001, the number of employees participating in the
Eco Pass program increased by approximately 25,400, and overall ridership during that
period increased by 29,600 rides per day.15
3.3.2.1
13
Issue Paper 7: Transit’s Leading Edge: Innovations in Service and Technology, Canadian Urban Transit Association.
15
Impacts of Transit Benefit Programs on Transit Agency Ridership, Revenue and Cost.” Journal of Public Transportation,
Vol. 11, No. 2, 2008
14
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Try Transit Week, Houston METRO, Houston, TX
Since 1997, Houston METRO has held a “Try Transit Week” event when unlimited ride
passes (good for that week only) are sold for $5. The event aims to increase public awareness
of transit, and ridership has increased over the previous year’s ridership levels each year as a
result of the event.
SmartCommute Challenge, North Carolina
The Triangle Region in North Carolina offered residents in Durham, Raleigh, Chapel Hill
and the surrounding suburbs the “SmartCommute Challenge” which challenges commuters to
try carpooling, vanpooling, transit, biking, or walking to work. The transit part of the
challenge gave residents a chance to try transit on any provider as part of a larger regional
TDM marketing challenge. Any commuter or college student who took the SmartCommute
Challenge and pledged to try the bus received a free Regional Day Pass. The bus pass could
be used for a full day of travel on Capital Area Transit (CAT), Cary Transit, Durham Area
Transit Authority (DATA), Triangle Transit, Chapel Hill Transit, and the North Carolina
State University buses.
The transit benefit was one of the many offered by the SmartCommute Challenge. During the
challenge, commuters eliminated more than 3 million KMs of SOV travel with challenge
participants who used transit accounting for 39 percent of the reduction.
(%(%(
An ongoing Regional Transit District survey of employees at employers participating in the
Eco Pass program suggests that 24 percent of all Eco Pass recipients are new transit riders.
As a result, the employer program may have accounted for about 6,000 new riders per day, or
assuming two transit trips per rider per day, a growth in overall ridership of nearly 42
percent.
Try-it campaigns are best used when route improvements, discount pass programs, etc. have
been implemented and the target markets require a “test drive” in order to experience new or
improved services. Houston METRO and the Triangle Region in North Carolina are
examples of agencies who report that transit use increased not only during the trial period,
but also over time after the trial period had ended.
3.3.2.2
Employers within the Winnipeg Transit area “sell bus passes to workers at a discount, and
receive a rebate from Winnipeg Transit. All employers offer a discount of at least 30 percent,
for which they receive a 10 percent rebate. Some employers even offer a 50 percent discount,
for which they receive a 14 percent rebate.”14 Since the program began in 2002, the number
of participating employers has grown from 14 to 21. In the first year, bus pass sales increased
by 400 percent and transit ridership increased by 45 percent.
3.3.1.3
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Another means of changing behaviour is to create a new “social norm” of the preferred
behaviour. Referrals where the marketing message comes from a friend, colleague, or family
member are the ideal way to create a social norm due to the high value of shared-consumer
opinion. By harnessing the power of referrals through word-of-mouth referral programs, new
TDM and transit program participation and transit ridership are likely to see long-term
improvements.
Commuter Club provides a good example of a referral program. Commuter Club is a TMA
that offers TDM services to employers and employees located within a 2 KM business
district in suburban Cobb County which is north of Atlanta, Georgia. Commuter Club has
had two successful referral marketing programs.
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3.3.3.1
Commuter Club’s “Gimme 5” Referral Program, Atlanta, GA
In 2007, Commuter Club launched a month long campaign that invited existing Commuter
Club participants to find five colleagues who they felt could use Commuter Club’s services,
and have each colleague register to receive commute-assistance. Those who referred five
friends to Commuter Club received a $50 gift card.
With a marketing budget of less than $500 and a timeline of only a month, the campaign
demonstrated the power of referral:
" 28 people referred colleagues. Three reached the five referrals required to receive the
incentive
" 128 newly referred people opted to receive Commuter Club’s free services
" Each new Commuter Club member cost less than US$1
3.3.3.2
Commuter Club’s Traffic Therapy, Atlanta, GA
Commuter Club’s 2005 Marketing Campaign, Traffic Therapy, ran from May through
September and used the concept of viral marketing to encourage commuters to participate in
a creative campaign to promote Commuter Club and its services. The “virus” encouraged
participants to send Commuter Club’s messages and services to as many friends, family and
co-workers as possible, resulting in numerous referrals to Commuter Club’s services. In
addition, an initial goal was set to sign up 250 participants in the regional Clean Air
Campaign’s (CAC) Commuter Rewards Program as part of the process. The focal point of
the campaign was the website www.traffictherapy.org. A combination of print, electronic,
radio and lobby displays were used to promote the Traffic Therapy concept and website. The
results of the campaign included:
" Over 10,000 unique IP addresses visited the site during the 5 month campaign.
" International web critic, Cool Site of the Day, highlighted Traffic Therapy on June 22nd,
2005.
" In August, the regional TDM provider, Clean Air Campaign, and local radio station 95.5
The Beat acknowledged the campaign’s innovative success and aided in expanding the
campaign to a regional level that included all metro-Atlanta commuters.
" E-mail messages proved to be extremely effective in reaching the target market.
" The combined efforts of only four Traffic Therapy participants sent Commuter Club’s
message to over 4,800 friends, family, and/or coworkers.
" In total over 7,000 people voted for images on the site, which means 7,000 people were
referred to Commuter Club’s campaign and subsequent services under the
recommendation of a trusted friend.
(%)
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Employer-based and work site specific programs are central to providing successful TDM
strategies because:
" Work-related trips are a major part of the total travel market, and usually account for the
highest percentage of peak-period trips made within a region.
" As commute trips occur regularly, they offer opportunities for arranging for a consistent
alternative to driving alone.
Employer-based TDM programs encourage employees to switch from driving alone to
alternative means of travel including carpooling, vanpooling, cycling and walking. The
programs may also encourage employees to adjust work schedules or to re-evaluate the need
to travel and telecommute.
In the Region, employer-based TDM strategies will be effective for increasing transit usage
for the commute trip. The following case studies, CALIBRE, CH2M HILL, Texas Children’s
Hospital, and Overlake Christian Church, demonstrate the value appropriate messaging for
the specific employer (including employers new to the Region), providing value added
services and evaluation to ensure the program in on tract.
(%)%&
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CALIBRE16 is an employee-owned government information technology and management
services firm headquartered in Metro Park, Alexandria, Virginia. The company investigated
employees’ commutes and consolidated its Washington, DC area staff in Alexandria because
this location would equalize employees’ commute times. Alexandria also offered a variety of
transit modes. The Metro Park area of Alexandria provides commuters and visitors with a
free shuttle that takes them to and from Franconia-Springfield station which serves both the
DC Metrorail and Virginia Railway Express (VRE).
16
Mitigating Traffic Congestion: The Role of Demand Side Strategies. Federal Highway Administration, 2004.
[http://ops.fhwa.dot.gov/publications/mitig_traf_cong/index.htm]
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The company’s parking allotment more than meets CALIBRE’s present needs, but as the
company’s growth may outpace the allocated number of parking spaces, management began
encouraging alternative mode usage immediately. The company has developed and
implemented a flexible transportation benefits program which it hopes will avoid the high
cost of increased parking in the future. The benefits apply to a variety of transportation
modes. They include:
" A landlord-operated shuttle to and from the Pentagon, a major CALIBRE client
" Participation in the Metrochek program
" Parking cash out benefits. The parking cash out program offers a subsidy of $65.00 a
month to employees who walk or cycle and opt out of their parking space.
" A Washington Metropolitan Area Transit Authority (WMATA) sponsored transit
program that provides employees with vouchers from $65-$100 for approved transit
costs. The voucher can be applied to most forms of public transportation
" Carpooling benefit. Carpoolers receive a parking cash payment out of $32.50 a month.
Other benefits. Employees outside the Metropolitan Washington Area may identify local
transit programs for consideration in the transportation benefits program.
CALIBRE evaluates the success of their program very simply: as long as the number of
transit users grows, the program is deemed successful. Management wishes to stall the
parking demand issue as long as possible. Continued growth in the transit pass and parking
cash out programs helps CALIBRE to meet this goal. If participation in the transportation
benefits program decreases, management will re-evaluate the program’s effectiveness. At
that time, a new program or a more aggressive parking management program may emerge.
After two years of program implementation, 2 percent of CALIBRE’s employees carpooled,
12 percent used transit (bus, rail, and subway) and 5 percent participated in the telework
program. Although 81 percent of CALIBRE employees drove alone, many used the nearby
Metro to travel to and from work-related meetings and trips during the week.
(%)%'
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CH2M HILL17 is an engineering, construction, and operations firm serving a variety of public
and private clients throughout the world. The company has 165 offices throughout the world.
The corporate headquarters are in Denver, CO. In 2002, CH2M HILL decided to relocate
Denver areas employees to one campus-style office park. The company plotted where
employees lived and chose a location based on accessibility. The selected site was the
Meridian International Business Center which is south of Denver, along the I-25 corridor. It
is less than 20 miles south of Denver and 30 miles north of Colorado Springs, with easy
access to multiple east-west and north-south highways. The CH2M HILL campus is in a
traditional suburban business park setting with ample parking and sparse bus service.
17
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Employee residential locations and good highway access were not the only reasons for
choosing the Meridian site. The site was also of interest to CH2M HILL because in 2001, the
Colorado Department of Transportation and the local Regional Transportation District began
to move forward with plans for a massive corridor-wide roadway expansion and light rail
project. The project included plans for a light rail station near CH2M HILL’s campus.
Because the culture within CH2M HILL leans toward decentralized decision-making, there is
no corporate mandate to offer transportation benefits. Some offices such as the one in Seattle,
however, are required by the state to provide transportation benefits.
The Denver office initiated a TDM Telework program designed to ensure that highly valued
employees were not dissatisfied with working at CH2M HILL due to very limited transit
service, very limited bike accessibility, traffic congestion, and delays due to construction.
This Telework Program Policy views telework as a “mutually beneficial work arrangement
designed to attract and retain employees and reduce company costs.” Participation in the
company’s telework program is based on job suitability, suitability of the employee’s skill
sets, job performance, and suitability of home work site. Employees must obtain supervisory
approval to participate in the program. Once approved, employees are required to complete a
two-hour telework training that covers IT and ergonomic aspects of teleworking. The
teleworker is responsible for defining a safe and appropriate workplace using the tools
provided by the company. CH2M HILL provides specific equipment and software tools and
reimburses employees for appropriate office supplies and for voice and data connectivity
charges. While the company supports full-time, part-time, and occasional telework
arrangements, only full-time teleworkers receive financial support. In-house “hoteled
offices” or carrels with phones, networking capabilities, and office supplies are available to
full-time teleworkers when they are required to work in the office.
CH2M HILL’s time shifting policy recognizes the need to provide employees with work
hour options. The program allows employees to adjust their shift start and end times to better
coincide with transit service, vanpools, or carpool schedules.
Employees at the Denver office also organised a transportation intranet which aims to
improve accessibility and mobility to, from and around the Denver office locations affected
by the area’s major construction projects. For example, employees could “look before they
left,” and check whether it was a good time to drive. The intranet also offers current traffic
updates, information on planned closures, links to Denver International Airport, a
subscription service to a traffic alert service provided by MyTrafficNews.com, and driving
directions using popular websites. Employees can access links to:
" Denver Metro’s transit provider
" Carpool, vanpool, and rideshare matching services
" Bike to work information
" Company telework and time shifting policies
" Local businesses that provide pickup and delivery of dry cleaning, meal delivery, and car
maintenance services.
" Information on learning and professional development opportunities.
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Employees faced with a congestion-filled commute can opt to stay at work and earn CH2M
HILL professional development credits. A transportation-fair was held to heighten awareness
of the construction project and to introduce the new tools and alternatives available to
employees.
All employees are eligible to participate and most programs are flexible from month to
month. For example, in the summer months, more employees use alternative transportation
modes. These employees are eligible to receive transportation benefits for the summer
months.
CH2M HILL periodically surveys employees to learn more about travel modes and
commuting concerns. Employees who use alternative mode users are encouraged to register
with Teletrips, a web-based data gathering resource. Employees who register with Teletrips
receive a weekly e-mail survey requesting information about their commute. In return, the
employees receive an aggregate report on the amount of pollution they reduced, the number
of drive-miles they avoided, and an estimate of the time saved by teleworking, using the bus,
carpooling, or vanpooling. Additionally, CH2M HILL receives a company-wide profile,
which generates air pollution credits through the e-Commute program.
TCH’s management believed that subsidies would increase participation in the transportation
benefits program. Before 2001, the hospital’s transit subsidy was less than 15 percent of the
transit ticket. In 2001, the transportation options supported by TCH and the subsidies
available were increased. Exhibit 5 summarizes TCH’s transportation benefits.
In 2002 alone, 81 Denver campus employees saved 115,130 travel miles, 3,689 hours of
travel time, 61,325 lbs. of carbon dioxide, and 3,497 lbs. of carbon monoxide.
At the time of this review, 17 percent of CH2M HILL employees have changed from SOV
commutes, 8 percent are teleworking, 5 percent carpool, 3 percent take transit, and 0.5
percent bike commute. Given the company’s suburban location, lack of bus service, and
difficulties with the construction project, these results can be regarded as very successful,
especially the 17 percent mode shift.
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Exhibit 5: Texas Children’s Hospital Transportation Benefits
Texas Children’s Hospital (TCH) is the largest paediatric hospital in the United States. The
hospital is located in the Texas Medical Center, and employs more than 1,580 doctors and
more than 6,000 nurses. TCH recognises the importance of helping employees to balance
their work and home life, and the problem of recruiting and retaining top notch employees
given the nursing shortage and limited supply of high quality doctors. The benefits created to
attract staff to TCH include a flexible employee transportation benefits program.
18
The flexibility of the transportation benefits program is a key issue. The benefits include:
" Transit subsidies
" Rideshare matching
" Vanpool subsidies
" Parking management programs
" Pre-tax benefits
" Bike/walk incentives
" A telework program
" Flexible work schedules
" A Guaranteed Ride Home program
" A shuttle service
18
Information about the program and a free one-day METRO pass is given to new hires during
orientation. Employees often find it hard to believe that the programs are free.
In 2002, survey results showed that 20 percent of TCH employees participated in the
commute options program. It also revealed that half of the participants’ carpooled and about
half used transit. TCH regards the transportation benefits program as an important
component of the employee benefits used to recruit and retain staff.
(%)%)
Overlake Christian Church (OCC)19 is a large church on an 11-hectare site in Redmond,
Washington, minutes from Microsoft. OCC provides commute benefits to employees as part
of its efforts to be a role model in the community.
19
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Washington State’s Commute Trip Reduction (CTR) law requires all employers with more
than 100 employees travelling to work during peak morning times to provide commute
alternative programs. OCC has more 100 employees, but some do not travel during the peak
morning commute period. With assistance from the Greater Redmond Transportation
Management Association (GRTMA), the OCC chose to voluntarily comply with the CTR
law.
The commute alternative programs must reduce the number of SOVs on the roadway during
the busy morning commute. As OCC has ample free parking and is located in an area with
minimal transit service, OCC decided to develop an incentive based carpool program as the
centrepiece of its transportation benefits.
In 2001, the church initiated its transportation benefits program. Using the GRTMAs
rideshare matching software, OCC provides internal rideshare matching services to connect
employees with one another. Employees who choose to carpool on a regular basis can earn
up to 16 hours of paid time off a year for carpooling. Time is earned on a quarterly basis and
is based on the number of days per week an employee commutes using an alternative
commute mode. As a further benefit, carpoolers receive the best parking spaces at OCC.
Recognizing that carpooling is not for everyone, OCC’s program provides a $20.00 a month
transit and ferry pass incentive. OCC also has a telework program, supports time shifting and
alternative work schedules, and provides bike racks, showers and covered bike parking for
cyclists.
OCC’s employee transportation coordinator used a thorough marketing campaign to educate
employees about the new program. To ensure all employees are informed of the program,
marketing includes presentations to new and existing employees throughout the year, and
information about the transportation benefits on the OCC Intranet. OCC’s regular chapel
meetings, all-staff lunches, and email notifications also share information about the program.
In addition, OCC works with the GRTMA to leverage the GRTMA’s marketing and outreach
materials for employers throughout the Redmond area. The GRTMA marketing includes
Bike to Work day, other alternative commuting campaigns, and multiple regional events
throughout the year.
Despite the church’s free and ample parking and low level of bus service, OCC has created a
successful and model transportation benefits program with 31 percent of employees
participating in the program. From 2001-2003, the program encouraged major changes: SOV
travel by employees dropped from 84 percent to 52 percent; 26 percent carpool, 12 percent
use time shifting, 8 percent telework; one percent use transit; and one percent bike to work.
OCC has won numerous awards including the Diamond Award from Commuter Challenge
(the local employer commute assistance program), the City of Redmond’s Commute Trip
Reduction Program Award, and the Washington State Governor’s Commute Smart Award.
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Based on TDM Best Practices, the following approaches to TDM education and promotion
will be further evaluated for the Region:
" General Marketing
"
Conduct market research and use findings to identify current transit perceptions and
target markets, and to develop subsequent strategies.
"
Conduct market research to identify target markets for new or increased transit use
(identified by geography, proximity to existing or proposed services, expressed travel
patterns and preferences, etc.)
"
Identify TDM and transit marketing coordination opportunities including messages
that are complimentary and relevant to commute behaviour factors such as price,
time, convenience, and reliability.
"
Encourage Smart Commute Durham to conduct employer based general marketing
campaign on existing transit routes, schedules and fares and coming soon
improvements.
"
Coordinate with Smart Commute Durham on transit supportive features for their
website that offer streamlined and interactive applications to better understand the
value of transit and realistic transit options available to individual commuters.
" Social Marketing
"
Explore CBSM as an approach to market new or underutilized transit services.
"
Identify campaigns that will expand the Region’s transit audience and employ peer to
peer outreach efforts
"
Meet and coordinate with the Region’s active transportation coordinator and/or task
force to determine if there are joint marketing opportunities.
" Incentives
"
Identify specific incentivized marketing for general transit services
"
Explore combing incentivized marketing with a new promotion of services or
discounts.
"
Explore the possibility of incentivizing transit pass vendors.
"
Identify who can offer incentives in the Region (merchants, Smart Commute, etc).
" Employer based commute programs
"
Include recruitment, retention, and work / life balance messaging when marketing
employer based commute programs to regional employers.
"
Identify opportunities to market commute programs to companies that are expanding
or relocating to or within the Durham Region.
"
Coordinate with Smart Commute Durham to provide assistance to employers with the
design and implementation of commute programs that meet the specific needs of
employees, and include all the available transportation options.
"
Assist employers with the evaluation of the commute programs, and provide
recommendations for improving existing programs.
"
Develop specialized programs to encourage and assist employers with the
implementation of all types of commute options programs.
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Improving access to transit is a necessary complement to the education and promotion of
alternative transportation. By removing barriers (real and perceived) transit will become a
more attractive choice, especially when combined with travel time savings, added
convenience and competitive pricing to driving alone. The strategies presented in this section
are based on the Region’s existing land use, transit system usage and review of existing
program and strategies. Final recommendations on improvements to transportation system
access will be based on final LTTS recommendations and feedback from Smart Commute
Durham, Durham Region Transit, and public input obtained through the LTTS planning
process.
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Pedestrian and bicycle accessibility to transit is a key component of an overall transit
improvement strategy. An unattractive or unsafe walking and biking environment will likely
discourage people from using transit altogether, leaving them with the option of driving to
the transit station or driving all the way to work and not using transit at all. The following
case studies providing best practices in the subjects of:
" Pedestrian Enhancements
" Accommodating Bicycles on Vehicles
" Bicycle Parking at Stations
)%&%&
4.1.1.1
Ped-to-MAX Program, Gresham, OR
The Ped-to-MAX Program municipal streetscape improvement program in Gresham, Oregon
used federal funds and the cooperation of the transit agency and county to redesign right of
way and station areas to remove pedestrian barriers the City’s eight light rail stations. The
feasibility and design study commissioned in response to the City’s plan indicated that
“depending on the characteristics of specific use and management change, transit ridership
increases ranging from1.8 percent to over 4 percent [were] likely.”21
4.1.1.2
Improving Awareness of Transit Service, Denver, CO
As discussed in Section 2.1.4, Transportation Solutions, a TMA in southeast Denver,
Colorado, delivered a program designed to improve the transit experience, and increase
ridership by attracting “transit by choice” riders to the service. The TMA was able to increase
residents’ awareness of the transit service by inventorying transit bus stops and information,
collecting local market research, and making improvements to the bus stops. During the
project, ridership on the overall transit service increased by 4 percent.
Exhibit 6 displays the standard bus stop before and after improvements were made.
<JIJVWUNFR 1RMFRHJQJRWV
Pedestrian enhancements refer to the proactive approaches that can be made to change the
physical environment around new and existing station areas and bus stops. In 2008, 84
percent of GTHA commuters that use public transit as their primary commute mode reported
to have walked to their transit stop.20 Best practice research recommends that transit service
providers examine their bus stop infrastructure and consider safety, attractiveness and how
they might increase pedestrians’ awareness and understanding of the transit options available.
For example, if bus stop infrastructure is noticeable, inviting, and informative, pedestrian
transit awareness and usage should increase. The Region has an opportunity to both retrofit
existing bus stops and create new, state of the art facilities in conjunction with new services.
The following case studies are exemplary examples of prioritizing and implementing
pedestrian improvements.
Exhibit 6: Bus Stop Before (left) & After (right) Improvements
21
20
David Evans and Associates. Ped to Max Report, 1999. http://greshamoregon.gov/city/city-departments/urbanrenewal/template.aspx?id=4388
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Exhibit 7 below shows the improvement made to the maps. Transit and pedestrian routes are
clearly displayed.
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The provision of bicycle parking at station areas, like the accommodation of bicycle on
transit vehicles, can encourage the use of bicycles to access the transit system. Many transit
systems have installed not only bike racks, but bike lockers, which offer passengers even
greater protection for their bicycle.
Bike lockers at transit stations are typically leased for three to six months at approximately
$5 to $10 dollars per month (US$). Cities with such arrangements include:
" Vancouver, B.C.
" Washington, D.C.
" Minneapolis, MN
" Portland, OR
" Sacramento, CA
The Region will also receive funding through the Bikelinx program for safe and secure
bicycle parking. The following examples demonstrate the increased success of a transit
system when bike parking is prioritized.
Exhibit 7: Bus Stop Route Map Before (Left) and After (Right) Improvements
)%&%'
4.1.3.1
Bicycle Parking in the San Francisco Region
In the San Francisco area, the regional rail provider, Caltrain, and the urban heavy rail
provider, Bay Area Rapid Transit (BART), have noted that bicycle parking at stations
increases ridership in both urban and suburban areas.
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To encourage the link between biking and transit, many transit systems have found it
necessary to design or retrofitted transit vehicles to accommodate bikes on-board, either
attached to the vehicle’s exterior, or stored in special areas inside. These followings transit
systems have bicycle hangers and/or bicycle racks installed in the front or interior of transit
vehicles. Use is on a first come/first-served basis:
" Phoenix, AZ
" Portland, OR
" Ottawa, ON
" Vancouver, BC
" Seattle, WA
" Sacramento, CA
" San Diego, CA
" Minneapolis, MN
" San Francisco, CA bus (not cable car, trolley or light rail)
In the 1980s, Caltrain installed 100 bicycle lockers at their station areas. The system now has
more than 800 bicycle lockers installed at its station areas, and a waiting list of more than
200. Every day, Caltrain also carries more than 2,000 cyclists who choose to carry their
bicycles on board. Within the next two years, the system plans to add 228 more bicycle
lockers.
In the same region, the BART system is investing money in upgrading its bicycle parking
facilities to electronic lockers that can be rented by the hour. “Transit officials say increasing
bicycle use can help BART sustain its steady ridership growth without steering more cars
into congested streets and often full parking lots around stations.” A survey completed in
1999 showed that 2 percent of BART’s riders access the system by bicycle during peak
periods, and 4 percent access the system by bicycle during off-peak hours. Staff have
observed an increase in bicycle access since 1999, but the most recent survey has not yet
been completed. In the meantime there is a waiting list of more than 400 people long for the
existing key-operated bicycle lockers.22
Recently DRT secured funding for bicycle racks on buses through the Bikelinx program.
22 Cuff, Dennis. “BART preps electronic bike lockers. ” Oakland Tribune, Jan 24, 2008
http://findarticles.com/p/articles/mi_qn4176/is_/ai_n21218032
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4.1.3.2
Bicycle Parking, Toronto
The City of Toronto has recognized that bicycle parking at the destination is also a critical
factor in the overall transit and bicycling strategy. As a result they have installed more than
15,000 post and ring bicycle racks, and at least 152 bicycle lockers.23 When an overall
revitalization of Union Station is completed in spring 2009, it will reveal a bicycle station
and parking for 180 bicycles. There are plans for an even larger bicycle station at City Hall,
and each year the City plans to add at least 1,000 post and ring bicycle racks and 100 more
bicycle lockers. Metrolinx has invested over $2.2 million in bicycle parking. Covered bicycle
parking was planned for half of all stations by winter 2008/2009, the other half will be
complete in winter of 2009/2010.
4.1.3.3
TCPL Tower, Calgary, AB
This 38 storey TCPL tower in downtown Calgary is connected to Calgary’s weatherproof
pedestrian system, and is convenient to several bus and bus rapid transit (BRT) routes
running on a street just a block away. The building was completed in 2000 with enough
bicycle parking to satisfy the City’s minimum requirement, but as demand has increased
since opening, building management has added about 45 racks in the parking structure.24 (The
developers of the tower also constructed only a portion of the tower’s lawful automobile
parking requirement, and elected to pay the remainder to the City in lieu of fees.)
This example shows the importance of development requirements for bicycle parking, but
also the importance of developing relationships with property managers and employers to
extend opportunities beyond the transit provider’s right of way.
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4.2.1.1
Commuter Café, Atlanta,
GA
The Atlantic Station Access and Mobility
Program (ASAP+) is a TDM program dedicated
to the employees of Atlantic Station, a mixed
use development that includes housing, retail,
services and three office towers.
The ASAP+ program integrates parking
strategies, transportation information, dedicated storefront space, individualized commuter
consultations, incentives, access to bikeshare programs, and promotional strategies to help
the Atlantic Station development remain a national model for smart growth.
One of the program’s most successful TDM strategies is a commuter store, the Commuter
Café. The storefront provides access to individualized commuter trip planning, transit maps
and timetables, promotional campaign information, bikeshare program access, free internet
access, and complimentary coffee/refreshments. The café is open Monday to Friday, from
10am – 4pm. Most patrons are transit riders working for retail throughout the development
who may not have access to a computer, and office employees working in the nearby office
towers. Since opening in September 2007, the café has grown to serving more than 70
individualized commuter consultations each month.
4.2.1.2
Mobile Commuter Store, Arlington, VA
Transit and Commuter stores are “one-stop-shops” designed to offer commuters the
convenience expected by SOV travellers. Commuter stores can support the provision of
TDM solutions and act as a key component in encouraging travel behaviour change. Given
the low transit ridership and the newness of the Region’s TDM program, a Commuter Store
would offer valuable individualized assistance and encouragement if an appropriate transit
hub is identified in the LTTS.
In 2003, Arlington updated its already successful Commuter Store® concept with state-ofthe-art technology and customer service, and put it on wheels. This innovative TDM strategy
drastically raised the bar for TDM practitioners around the world by bringing transit access
and information directly to the passengers, and making purchasing transit passes easier for
commuters. After many lessons learned and the development of a steady schedule, the
Mobile Commuter Store found its niche. In 2005, it posted $372,757 in transit fare product
sales (about as much as all four neighbouring Fairfax County stores combined), a 270 percent
increase over the previous year.25 It served 45,000 customers, more than any of the brick-andmortar retail outlets.
23
Pacher, John. “Cycling for Everyone Part Two: Bike Parking.” Momentum. November/December 2008.
25
24
TDM Supportive Guidelines for Development Approval: A Handbook for Practitioners, ACT Canada, October 2008
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Commute Page, Arlington County Commuter Services, Mobile Commuter Store:
http://www.commuterpage.com/mobilestore.htm
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In May 2007, Arlington unveiled the new look and feel of their “wrapped” mobile commuter
store (Exhibit 8). The store was updated and placed on a RV platform which is more
spacious than the old mobile commuter store. The new store is exceptionally user-friendly,
and uses the same modern technology that is now available in Arlington’s Rosslyn and
Crystal City retail stores. The bus changes location daily, visiting MetroRail Stations, malls,
and other activity centers in the Arlington area. The schedule for the store is available online.
4.3.1.1
Lloyd District, Portland Oregon
The Lloyd District in Portland, Oregon provides an excellent example of an activity center
which increased transit ridership through an overall parking management strategy. In
partnership with the City of Portland and Tri-Met, the Lloyd District developed transit
improvements and incentives with a parking management program that included a
comprehensive set of strategies:
" Development of transit oriented development (TOD) guidelines
" New direct bus routes connecting homes with destinations in the Lloyd District
" Restrictions on future development of surface parking lots
" Restrictions on parking near the MAX light rail station
" Elimination of free on-street parking, installation of parking meters and development of
parking meter revenue sharing plan
" Annual employee transit passes program
Before the start of this program, the transit share was 8 percent. By 1997, the transit share
was 21 percent. At the end of 2005, the transit share was 41 percent. During this period, the
Lloyd District had created more than 1.3 million square feet of new public/private
development, had reduced the commercial office vacancy rate from 12 percent (2001) to 3
percent, had decreased parking from 3.5 spaces per 1,000 square feet to 1.95, and had
removed 1,433 commute vehicles. The estimated savings in parking development costs
(based on a construction cost of $25,000 per space) was more than $35 million.
Exhibit 8: “Wrapped” Mobile Commuter Store
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4.3.1.2
Washington Area Transit Authority Shared Parking Program
Numerous parking strategies are available to make transit and TDM strategies more
attractive. Some key concepts include the pricing of parking to be competitive with transit (or
vice versa), implementing smart parking management systems, providing park-and-ride
facilities at transit hubs and offering incentives for users who decline parking benefits. The
effective management of parking demand and supply, combined with high quality and
reliable transit services, can result in increased transit ridership and reduced SOV usage and
parking requirements.
Transit station areas are natural locations for considering shared parking. The parking area
may be leased to a neighbouring land use. The Washington Metropolitan Area Transit
Authority (WMATA) is considering this approach at a location in Prince Georges County,
MD26. Alternatively, efforts may be made to decide on the most efficient use of a station
area’s site design. For example, the use of a station in Alameda County, CA station is being
debated. The debate includes the possibility of incorporating new residential units into the
station area27.
The following case studies providing best practices in the subjects of:
" Connecting Transit and Parking Management
" The importance of paid parking
" Using parking as an incentive
" Transit supportive parking regulations
Residential development in transit station areas often coordinate the development and share
parking with the transit agency. The residential development and transit agency may, for
example:
" Consolidate parking needs in a common garage
" Build residences or retail above or below the parking structure
" Reduce the total parking needed by the residential development and the transit agency
through the distribution of transit passes
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Taking the opportunity to review transit and parking as complementary transportation
systems in the LTTS will be critical to the future transit system’s success. The following
examples show how parking management strategies can be implemented in transit dense
areas.
26
27
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http://www.wmata.com/board_gm/board_docs/112008_Marriottparking.pdf
www.accma.ca.gov/pdf/talu/TOD_TAP_SharedParkingPresentation_051707.ppt
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4.3.2.3
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By implementing paid parking programs, single occupancy trips have been found be
significantly reduced in numerous cities and regions in North America.28,29,30 Parking rates
can also be designed to vary with the level of demand (congestion pricing). The Chicago and
San Francisco examples included below highlight municipal-owned parking along streets and
in municipal parking garages in transit-dense areas. Parking pricing was introduced mostly
encourage transit use by discouraging SOV travel.
While a transit agency may have limited control over municipal or private parking, several
transit agencies including San Francisco, Washington DC, Denver, and Calgary charge at
park-and-rides with the result of controlled parking demand, increasing system revenues, and
encouraging multimodal access to station areas. The Bay Area Rapid Transit (BART)
example below demonstrates how to actively manage station area parking supply by using a
paid parking system and a parking reservation system.
4.3.2.1
Variable Parking Rates and BRT Demonstration Program, Chicago
In May 2008, Chicago31 was awarded $153 million in federal funding to apply congestion
pricing and BRT service to selected corridors. BRT services (with dedicated lanes and queue
jump technology) were to be introduced, and street meters were to be priced higher during
morning and evening commute periods. The BRT services would provide an option for those
who do not want to pay higher parking prices.
4.3.2.2
Variable Parking Rates, San Francisco
In late 2008, the San Francisco Municipal Transportation Agency passed a plan for 6,000 of
the city’s parking spots to be priced on a sliding scale according to their popularity and
locations based on nearby transit alternatives “…a handful of premium parking spots will be
worth $18 an hour”32. The plan was due to start in the spring of 2009 with the installation of
new meters and sensors. For 18 months, “meters in six of the city’s most trafficked
neighbourhoods will be remotely monitored for ‘occupancy,’ transit officials said,[They can
then lower or raise] rates on four-to-six-week cycles as supply and demand requires. While
most meters would be capped at $6 an hour, rates during big events like concerts or a game
could enter the $18 range.”
Station Paid Reservation Program, BART, San Francisco
BART launched reserved parking in 2002, but found that waitlists at popular stations grew
because passengers wanted the certainty of a parking space at their preferred station. BART
had a vacancy rate of up to 10 percent at park-and-ride lots on days when passengers with
reserved spaces did not use the space.
From December 2004 to April 2006, BART33 tested a smart parking concept designed to
better manage parking supply. The program was tested at the Rockridge, Oakland BART
station in the East Bay. BART used a real-time monitoring system on 50 spaces, assigning 15
to advanced reservations and 35 to drive-in reservations. Passengers could check a website or
variable messaging signs and drive in to the structure if it was showing parking vacancy.
After ten months of these arrangements, BART charged for the use of the reserved spaces:
$1.00 for drive-in reservations and $4.50 for advanced reservations. The number of drive-in
reservations increased, and the number of advanced reservations decreased. Seventy-five
percent of the respondents “noted that they would stop using the service, if daily parking fees
equalled or exceeded $5.00 US per day [on top of the cost of BART fare.]”34
Nevertheless, in the survey conducted by BART at the conclusion of the study, BART found
three positive outcomes from the smart parking program:
1. More than 30 percent of their survey respondents said that the reservation system
encouraged them to use BART instead of driving alone to their typical place of work or
on-site work location, and 56 percent said the same for trips to an off-site work location
(e.g., to attend meetings).
2. The program also attracted a new user population to BART: 49 percent of the survey
respondents did not use BART to commute to work before the reservation system was
introduced, and were encouraged to use BART more because they could drive to the
station and be sure of a parking place.
3. On average, BART use per reserved parking user increased by 5.5 trips per month to
work (using transit), and by four trips per month from work to other locations during the
workday (using transit).
28
Wilson, Richard, W. 1992. Estimating the travel and parking demand effects of employer-paid parking. Regional Science
and Urban Economics. 22:133-145.
29
Wilson, Richard, W. and Donald C. Shoup. 1990. Parking subsidies and travel choices: Assessing the evidence.
Transportation. 17:141-157.
30
Hess, Daniel Baldwin. 2001. Effect of Free Parking on Commuter Mode Choice: Evidence from Travel Diary Data.
Transportation Research Record 1753: 35-42
31
http://www.planetizen.com/node/30998
32
http://www.planetizen.com/node/30998
33
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Smart Parking Linked to Transit: Lessons Learned from The San Francisco Bay Area Field Test Susan A. Shaheen, Ph.D.
And Charlene Kemmerer, November 15, 2007
34
Smart Parking Linked to Transit: Lessons Learned from The San Francisco Bay Area Field Test Susan A. Shaheen, Ph.D.
And Charlene Kemmerer, November 15, 2007
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A monthly employer paid parking space is a valuable company benefit, yet one that
discourages employees to do anything but drive to work. Employer parking cash-out
programs or transportation allowance programs offers an employee the opportunity to receive
the cash value of a monthly parking space if the employee agrees to give up his or her
parking spot. That cash can then be used to join a vanpool, purchase a transit pass, lease a
bicycle locker, or subsidize other commuting choices. A study of employers in California
found that parking cash-out programs were implemented with very little administrative
difficulty and reduced vehicle trips by an average of 11 percent35.
4.3.3.1
Transportation Allowance, CH2M Hill Bellevue, Washington
CH2M HILL is a professional services firm comprised of consultants, planners, economists,
engineers and scientists. The company's location in downtown Bellevue, within a block of
the transit center, provides employees with the option to commute to work via transit. But
management realized it needed to put together a more comprehensive transportation
management plan. The result was simple but effective. CH2M HILL provides a monthly
transportation allowance of $40 to all full-time employees and a discounted transit pass.
Vanpool riders receive an additional subsidy of up to $60 per month and registered
carpoolers get a $10 per month parking discount.
As part of its lease, CH2M HILL is allotted 156 parking spaces at a rate of $98 each per
month. Twelve of these spaces are occupied by company-owned vehicles, which employees
can use for work related trips. The remaining parking spaces are available to employees who
drive to work alone and pay the parking fee. However, the success of the parking
management program at CH2M HILL has allowed the company to significantly reduce its
employee parking needs at an annual savings of almost $73,000. The combination of this
complete commute program in conjunction with no free parking changed employees'
commuting habits. 65 percent of employees use alternative forms of transportation to get to
work. 36
@UFRVNW ?XTTSUWNYJ <FUONRL >JLXPFWNSRV
Land use policies, zoning and development regulations can all influence parking supply near
transit stations and/or along high usage transit corridors. Numerous North American cities
grant parking supply reductions in the minimum requirements for properties close to a rail
transit station. The supply reductions typically range from 10 to 25 percent. Some cities also
grant reductions for properties in locations with frequent bus service. Some cities (e.g.,
Cambridge, MA, Portland WA, and Seattle, WA) have adopted generally low minimum
requirements (e.g., one space per residential unit) on the grounds that neighbourhoods in
these cities typically support a variety of travel options. A handful of cities (e.g., Charlotte,
NC, and Portland WA) have established parking maximums and/or eliminated minimum
requirements in transit districts. Table 2 summarizes various city and county zoning parking
provisions that support reductions in parking.
Table 2: Transit-Supportive Parking Provisions
City
Type of
Transit
Provisions
Arlington, VA
Heavy Rail,
Bus
In the Rosslyn Central Place agreement, only one space per 1,280
square feet is required.
Certain types of retail uses are exempt from parking requirements if
located within 1,000 feet of a Metrorail entrance.
General requirements for multi-family dwellings are 1.25 spaces per
unit (1.0 additional space for units over 2,000 sq. ft.).
Charlotte, NC
Light Rail
TOD zoning districts have no minimum parking requirements and a
maximum of 1.6 spaces per unit and one space per 300 square feet for
commercial uses. (TOD zoning may be applied on a site-by
by-site basis
for properties within ½ mile of rail transit station.)
Denver, CO
Light Rail,
Bus
Denver’s T-MU
MU-30 (transit-mixed use) zone district provides for
automatic parking reductions of 25 percent within ¼ mile of a transit
station, and reductions up to 50 percent if a shared parking analysis,
trip reduction strategy, or transportation management plan validates the
additional reduction in the parking.
Main Street zoning districts (being applied to arterials with highfrequency bus service) include flexible and relatively low, reduced
parking requirements. Standard requirements are 2.0 spaces per 1,000
square feet and 1.0 space per dwelling unit, and parking requirements
can be met off-site.
Durham, NC
DMU
(proposed),
Bus
Durham’s draft Unified Development Ordinance (June 2005) would
permit a 10 percent reduction in minimum parking requirements in
areas surrounding rail stations.
Minimum parking requirements can be reduced by up to 20 percent due
to ride-sharing programs, availability of transit, and the presence of
mixed use developments.
35
Shoup, Donald. 1998. Evaluating the Effects of Parking Cash-Out: Eight Case Studies. Research Notes. California
Environmental Protection Agency: Air Resources Board. 98-3.
36 http://www.commuterchallenge.org/cc/daw99ch2m.html
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City
Type of
Transit
Provisions
The United Kingdom is also using a strategy that allows less parking for retail developments
that design their primary access by transit. Typically these developments locate their with
primary entrance adjacent to a rail station, and locate their parking to the rear of the
development, giving transit users an advantage over those who access the development by
car. Another strategy is to require developers who build near a transit station to pay lower
impacts fees targeted to transport infrastructure. This approach is being tried in, for example,
Nottinghamshire.
Hartford, CT
Bus
The zoning code allows for reductions of up to 30 percent in the
downtown if a transportation management plan using strategies that
may include high-occupancy vehicle (HOV) subsidies, parking
charges, shuttle service to off-site lots, and provision of subsidized
transit passes.
Minneapolis,
MN
Bus, Light
Rail
The minimum parking requirement may be reduced 10 percent if the
proposed use is located within 300 feet of a transit stop with midday
service headways of 30 minutes or less in each direction.
Portland, OR
Light Rail,
Bus
Portland sets relatively low minimum standards (e.g., one space per
dwelling unit and one space per 500 square feet of retail or office
space) which also serve as maximum standards, although maximums
may range up to 125 percent of the minimums in areas not well-served
by transit (more than 500 feet from a transit street with 20-minute peak
hour service). There is no minimum parking requirement for sites
located less than 500 feet from a transit street with 20-minute peak
hour service. Some core districts establish no minimum standards byright along with maximums as specified above. No maximums are
established for sites with at least 75 percent of the parking in structures.
San Francisco,
CA
Heavy Rail,
Light Rail,
Bus
There is a proposed revision to the Planning Code (2006) that would
reduce parking requirements for new developments that incorporate
car-sharing into the design, and promote the service to tenants. There
are no minimum parking requirements in the CBD.
Seattle, WA
Bus
Minimum parking requirements may be reduced by 20 percent within
800 feet of a street with mid-day transit headways of 15 minutes or
less. (This is from existing baselines for urban core neighbourhoods
that typically range from a low 0.5 to 1.25 spaces per dwelling unit, 2.9
spaces per 1,000 sq. ft. of commercial retail, and 1.0 space per 1,000
sq. ft. of commercial administrative.) Specified commercial districts
have exemptions from parking requirements for pedestrian-oriented
retail/services uses.
Evidence on the role of parking in promoting transit use is also available from outside North
America. The United Kingdom has imposed national parking maximums in an effort to
“equalize the playing field” among competing jurisdictions. For example, the national
maximum for office development is one space per 320 sq. ft., or about 3 spaces per 1,000
square feet. Local authorities are able to make the maximums even lower in areas with high
transit accessibility.
These policies have lead to a marked decrease in the drive alone rate to new developments.
At suburban workplaces built before the maximums were imposed, the drive alone rate was
typically around 90 percent. At suburban workplaces built since the national mandate, the
drive alone rate is 60 percent to 70 percent depending on the type of workplace.
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Transit competes with private automobiles, which are widely regarded as faster, more
convenient and in some cases cheaper. Some travellers avoid transit because they feel that
they just do not have the time required to ride transit instead of taking their car. Fortunately,
improvements in technology are making transit operations faster and more convenient for
passengers, and more efficient and cost effective for transit agencies. The strategies explored
in the following section should complement the overall LTTS.
Best practices for travel time and cost savings include:
" Integrated fare systems (the systems may include parking and making tickets available
from other vendors)
" Real time travel information
" Transit priority systems
" Congestion Pricing
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Purchasing one fare for multiple transfers and systems offers not only travel time savings, but
overall convenience and user accessibility. GTHA has undertaken a successful pilot program
but is yet to be fully implemented. This is clearly a strategy to explore further in the LTTS.
The Chicago, San Francisco, and Hong Kong examples provide lessons for TDM regarding
the demands that transit riders can make for increased convenience after experiencing
integrated farecard implementation and being able to buy their transit tickets from vendors
other than a single transit agency.
4.4.1.1
PRESTO Card, Greater Toronto and Hamilton Area, Ontario
The PRESTO Card is a smartcard-based fare payment system for the GTHA. The card will
be rechargeable at stations and online (time savings), transferable (easy transfers among
transit systems), and reusable (less waste).
The card was well received when piloted (2007), and will be implemented in three phases
among eight of the GTHA’s municipal transit providers starting in the fall of 2009. Durham
Region Transit will be included.
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The system was originally designed to offer an umbrella fare payment method for all transit
providers in the GTHA, but the Toronto Transit Commission has yet to agree on the
comprehensive inclusion of all of their stations and buses. While this is a setback for transit
transfers and for long distance commuters, the PRESTO Card will provide users of Durham
Region Transit with improved convenience locally.
4.4.1.2
Automated Payment Transit Fare Cards, Chicago Transit
Authority
Since August 2000, 100,000 more cards have been issued. At present, 95 percent of rail
riders and 68 percent of bus riders pay their fares with farecards.
The cards also offer several important benefits to the transit system, including:
" Ease of tracking ridership
" Elimination of tokens
" Reduction in fare collection costs (producing, selling, distribution, etc.)
" Reduction in fare abuse and evasion
" Reduction in rider-operator confrontations
" Ability to take cross-boundary / cross-jurisdictional trips without having to use multiple
fare products or having to know the various fare policies.
" Ease of transfer
" Ability to implement fare pricing policies (e.g. loyalty programs, ride discounts, etc.)
Integrated Farecards, San Francisco
Six San Francisco transit agencies and about 3,000 card users participated in an initial pilot
phase of integrated farecards during the first half of 200237. On completion of the pilot, all six
agencies agreed to continue accepting the card.
4.4.1.4
Octopus Card, Hong Kong
Hong Kong’s Octopus Card system38 began in 1996. By the end of 2002, nearly 9 million
cards had been issued. The card can be used with eight transit operators in the region,
including bus, rail, and ferry operators.
The program expanded to allow non transit use of the card. The card is currently accepted at
more than 3,000 vending machines, more than 160 retail establishments (including
Starbucks, Watsons, 7-Eleven convenience stores, and Hong Kong’s two largest grocery
store chains), parking meters, and telephones. In 2002, Octopus launched a loyalty program
in connection with the retail applications. This program has reportedly increased the retail
use of the cards considerably.
)%)%'
In August 2000, the Chicago Transit Authority (CTA) started a pilot program of 3,500
automated payment transit fare cards41. Within three months of the program’s inception, a
third of all CTA trips were being made with Transit Cards.
4.4.1.3
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Uncertainty about transit times and routes can be a major challenge for travellers who might
be considering using transit instead of their car. To overcome the convenience of being able
to drive a car almost whenever and wherever the traveller wants to go, it is important for
transit to provide excellent information. The following examples show the variety of methods
employed to provide transit information, including real time information to the public.
4.4.2.1
511 Systems
On July 21, 2000, the United States Federal Communications Commission designated “511”
as the traveller information number. The goal is to provide travellers with timely information
that allows them to make informed travel decisions and to avoid delays caused by incidents
and peak hour traffic. To make schedule information more user friendly and transit more
competitive, many cities have begun adding automated bus route information to their 511
systems. The real-time travel information available on the websites allows people to plan
their trips, find their schedules, and check to be sure that their chosen trip is running on-time.
In 2003, the Arizona Department of Transportation improved its 511 system to include all of
Arizona’s rural and regional transit operators, and numerous other touchtone and voice
recognition options (road-segment information, transit information, "quick report" congestion
and incident summaries, a 2-minute recorded message option for airport information, statewide coverage, the Arizona Office of Tourism, and call transfer options to airports). The
number of call increased from approximately 20,000 calls per month to 60,000 calls per
month. (A week-long promotion using dynamic message signs spiked calls to more than
150,000 during the week)39.
The “Canada 511 Consortium,” led by the Intelligent Transportation Systems (ITS) Society
of Canada, and its partners, has been working since 2002 to establish 511 as the weather and
travel information number in Canada. The Consortium’s vision is that “route and schedule
information from public transit systems would be available along with road congestion and
construction reports, and intercity bus and rail schedules.”40
37
TCRP Report Number 94: Fare Policies, Structure and Technologies: Update. Transit Cooperative Research Program,
Washington, DC 2003.
38
TCRP Report Number 94: Fare Policies, Structure and Technologies: Update. Transit Cooperative Research Program,
Washington, DC 2003.
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39
Final Report Model Deployment of a Regional, Multi-Modal 511 Traveler Information System, Arizona Department of
Transportation, September 2005.
40
Issue Paper 17: Intelligent Transportation Systems: A Smart Future for Transit, Canadian Urban Transit Association
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4.4.2.2
Systems,
Transit signal priority is “a system that detects transit vehicles in traffic (by receiving a “call”
from the vehicle) and communicates with traffic signals to conditionally provide more green
light time for these vehicles”44. This is shown in Exhibit 9. When the system detects the
transit vehicle’s approach, it either extends the “green” time on the signal to allow the transit
vehicle to pass, or it reduces the time of the red light in progress. The priority limits the
delays spent waiting for signals to change, and speeds the transits vehicle through the
intersection and along the route.
In 1996, Washington State Department of Transportation (WSDOT) and its partners in the
Seattle region formed a partnership known as Smart Trek to participate in the ITS
Metropolitan Model Deployment Initiative (MMDI). They offered services that included a
new WSDOT website with links to real-time traffic information, King County Metro Online
(a transit route planning feature), Traffic TV, Transit Watch (real-time transit arrival and
departure information at transit centres), and Fastline (a subscriber service for real-time
traffic information sent to portable handheld devices)41.
The WSDOT website has continued, and is rated as one of the top ten websites for advanced
traveller information services in the United States. Website information can also be accessed
by calling 511 in Washington State.
4.4.2.3
GoTime: Real-time transit passenger information, Halifax, NS
Halifax, Nova Scotia’s local governments and Metro Transit launched real time passenger
information in 1987 using radio communications and a phone-in system42. Since then, the
system has undergone two major upgrades allowing passengers to “access the estimated time
of pending bus arrivals at any stop by dialling a telephone number from any location,
activating an autodial phone or speakerphone at selected bus stops, or viewing video displays
at shopping centres and passenger terminals. On a typical day, between 6,000 and 10,000
calls are made for GoTime bus arrival information.”
4.4.2.4
Navigo and TeleBus, Winnipeg, MB
Winnipeg Transit developed NAVIGO, an on-line interactive trip planner, and Telebus, an
automated schedule information system, to better inform their passengers of their travel
options43. Winnipeg Transit is currently adding a system that will fully automate mapping,
timetables, and schedules. NAVIGO receives about 3,600 requests per week. A third of
Winnipeg transit customers say they have used the Telebus system, and 52 percent say they
have used NAVIGO.
)%)%(
Exhibit 9: Transit Signal Priority System
“Queue jumps” allow buses to bypass general traffic at intersections. They can be operational
or physical. They include transit signal priority systems (see the left side of Exhibit 10), and
capital improvements such as a bus bypass lane that allows a transit vehicle to pull out of the
general traffic into a bus bay (see the right side of Exhibit 10).
@UFRVNW ?NLRFP <UNSUNW\ FRI =XJXJ 6XQTV
Transit agencies use transit signal priority and queue jump technology to give transit vehicles
an advantage in traffic. Transit signal priority and queue jump technology can also be used to
convert local bus services to more convenient “rapid” or express services. With the help of
these technologies, transit vehicles are able to move through traffic more quickly, which
provides a travel time advantage to transit passengers.
41
Metropolitan Model Deployment Initiative: Seattle Evaluation Report, USDOT, 2000.
http://www.tc.gc.ca/programs/Environment/utsp/gotime.htm
43
http://www.tc.gc.ca/programs/environment/UTSP/casestudytechnologies.htm
42
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44
Designing for Transit, A Manual for Integrating Public Transit and Land Use in Monterey County, Monterey-Salinas
Transit, November 2006
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4.4.3.2
Transit Priority Systems, Examples from the United States
Exhibit 11 provides information from various transit systems that have experienced
operational benefits from implementing transit signal priority systems.47
Exhibit 10: Bus Queue Jump and Bypass Lane Illustrations
The implementation of signal priority and/or queue jumps along a bus route decreases bus
travel time, and can attracted new passengers to the route.
4.4.3.1
Transit Priority Systems, 98-B Line, Vancouver
TransLink’s 98 B-Line in Vancouver provides an example of how a congested transit route
can be upgraded to create a more reliable and faster service by reducing traffic signal and
intersection delay45. The example also shows that ridership increases are directly correlated
with the decreases in travel time.
The 98 B-Line runs between downtown Vancouver and Richmond, BC. The route has been
enhanced with technology that includes next bus arrival tracking and displays, and traffic
signal prioritization. “An evaluation of the 98 B-Line that focused on its ITS components
found that they led to annualized net benefits of $2.9 million, a 16 percent reduction in transit
travel times, a 20 percent to 25 percent reduction in operating costs and similar reduction in
vehicle capital cost, significant new transit ridership, and minimal disruption to corridor
traffic operations.” The route is also popular and has succeeded in attracting commuters out
of their cars. “Daily ridership is 18,000 boardings per day, about 2,500 per hour in the peak
direction. 23 percent of riders previously drove single occupant autos.”46
Exhibit 11: Operational Benefits from Traffic Signal Priority
45
http://www.tc.gc.ca/programs/environment/UTSP/casestudytechnologies.htm
Hoffman, Alan. Advanced Network Planning for Bus Rapid Transit The “Quickway” Model as a Modal Alternative to
“Light Rail Lite”, Federal Transit Administration, February 2008
46
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Source: TCRP Report 118 BRT Practitioner Guide
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Exhibit 11 shows seven bus transit systems and one LRT and trolley system. The impact of
the systems was measured in a number of different ways. In very general terms, delays at
signals were reduced by about 30 percent, delays at bus stops were reduced by about 40
percent, and total travel times were reduced by about 10 percent. One study included travel
time variability and found that it was reduced by about 35 percent.
As shown in Exhibit 11, the City of Los Angeles experiences travel time improvements
along two of its pilot MetroRapid routes. (These routes were local routes that were turned
into express bus routes.) The queue jumps decreased travel times by 25 percent. As a result
of the decreased travel times, ridership increased enough to encourage the City of Los
Angeles to expand the program to additional corridors. “Ridership gains across corridors
[ranged] from 4-5 percent up to 40 percent, with an average of 15-20 percent. Average speed
improvements for all…corridors averaged 26 percent.”48
)%)%)
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Congestion pricing for transportation facilities means that a toll, fee or tax is applied for
access to transportation facilities during set hours with the intent of using the price to manage
the demand. The intent of redistributing traffic away from the most congested periods is what
distinguishes congestion pricing from general tolling.
As a means of managing demand, congestion pricing has three general applications:
" Area-wide – meaning that access is tolled to an entire downtown or activity center area
" Corridor – meaning that access is tolled along an entire facility such as a bridge or
freeway
" Specific lanes – meaning that only certain lanes on a bridge or freeway are tolled (this
includes High Occupancy Toll, or “HOT” lanes that typically allow two or three person
carpools to access the lanes for free, but charge single-occupant vehicles)
In Stockholm, taxes have been imposed on vehicles entering central city on weekends. The
program was initiated as a demonstration program to measure the potential reduction of
traffic and the improvement in air quality. Video cameras and a license plate recognition
database charges each owner a fee per entry (the rate varies by time of day). Owners may
settle their accounts on-line or at kiosks located throughout the city. As a result There has
been a 20 to 25 percent decrease in vehicle traffic during tolled periods, and a 6 percent
increase in transit use since the program’s inception.50
4.4.4.2
Corridor Pricing in New York and New Jersey
Since 2001, drivers have been assessed a toll to utilize bridges and tunnels owned by the Port
Authority at a rate that varies by both time of day and by means of collection. The new
pricing scheme was implemented as a means of better managing traffic, giving drivers an
incentive to drive during off-peak periods. Cash paying drivers are charged $6 all day. EZ
Pass (electric transponder) users are charged $5 during the peak period and $4 during the offpeak period. There has been a 7 percent reduction in the morning peak and a 4 percent
reduction in the evening peak. There has also been an increase in EZ Pass users.51
4.4.4.3
Specific Lane Variable Pricing in Minneapolis, Minnesota
Since 2005, the High Occupancy Vehicle (HOV) lane on I-394 in Minneapolis has been
converted to a High Occupancy Toll (HOT) lane with tolls that vary by level of congestion
($1 to $4 generally with a maximum charge of $8.) Carpools with two or more passengers,
transit vehicles and motorcycles are exempt. The lane was converted to a HOT lane as a
means of better managing traffic. As a result, vehicle throughput in the corridor has increased
5 percent since the lane’s conversion from HOV to HOT.52
This has key implications for encourage the use of alternative modes, particularly when those
modes are price competitive and/or offer a times savings. Examples of congestion pricing are
included in this section.
4.4.4.1
Area-wide Pricing in Europe
Since 2003 drivers have been charged eight pounds per entry into Central London (transit
vehicles, ADA vehicles, motorcycles and taxis are exempt, residents receive a discounted
rate.) Congestion pricing was implemented as a means of reducing traffic in the city’s core,
thereby creating a more walkable environment. The fee is assessed all day and every day by
mounted cameras photographing vehicle license plates and a license plate recognition
database. As a result, there has been a 22 percent decrease in entering traffic and a 30 percent
increase in transit ridership since the system’s inception.49
Best Practices in Transit: Seattle Urban Mobility Plan, January 2008.
Transit Cooperative Research Program. “Chapter 14: Road Value Pricing. “ Report 95: Traveler Response to
Transportation System Changes. Washington DC, Transportation Research Board, 2003.
AND Scanning Tour Summary Report Pricing Experience in Northern Europe: Lessons Learned and the Applicability to
Minnesota and the United States. Minneapolis, State and Local Policy Program, Humphrey Institute of Public Affairs,
University of Minnesota, October 2006
50
51
52
Munnich, Lee W. Jr., and Kenneth R. Buckeye. “ I-394 MnPASS High-Occupancy Toll Lanes Planning and Operational
Issues and Outcomes (Lessons Learned in Year 1).” Transportation Research Record: Journal of the Transportation
Research Board, No. 1996. Transportation Research Board, Washington, D.C., 2007. pp. 49–57
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49
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4.4.4.4
Specific Lane Variable pricing in Orange County, California
Since 1995 drivers have been tolled on SR 91 at published rates that vary by time of day and
day of week (generally between $1 and $4.75). Congestion pricing was implemented as a
means of better managing corridor traffic. Carpools with three or more passengers receive a
discount and a subscription service discount is available for those who use the lanes over 25
times a month. Tolls are collected by electronic transponder. As a result of variable pricing,
the tolled lanes handle 33 percent of corridor traffic (up from 14 percent before the tolls were
imposed.) There has also been a 40 percent increase in carpools and vanpools in the
corridor.53
)%*
@UFRVNW ;UNJRWJI 0JVNLR FRI @09 1[FQTPJV
Land use and site design of new and retrofitted developments, and the planning of future
transit services offer opportunities for Transit Oriented Developments (TOD)54 and TDM
integration. TOD does not end with building transit compatible land uses for new and
existing transit services. TOD can include: educating and conditioning future users of the
new development to use transit; incorporating a transit pass program or other transit
promotion measures as part of the building plans; and challenging private developers to make
the most effective use of station areas and other transit facilities regardless of transit mode.
This section presents three examples of TOD. All three show that private development can
successfully create designs that are compatible with local transit needs and services. All three
developments are associated with bus rather than train transit. The examples are notable
because they are served by regular, local buses (as opposed to some form of express bus,
BRT or other high capacity transit modes). Each has complementary TDM programs.
)%*%&
9JWUSTSPNWFR <PFHJ# >JRWSR# C-
Metropolitan Place is a TOD in downtown Renton, Washington - a suburban community
south of Seattle. Metropolitan Place is located across the street from the Renton Transit
Centre which is for bus transit. The local transit agency is King County Metro.
The Metropolitan Place development incorporated shared parking, bicycle and pedestrian
planning, and shared cars into its development.
Metropolitan Place includes 4,000 square feet of ground-level retail space and 90 apartments
above a two-story garage. The residential parking provides one stall per unit within the
garage that is shared with the transit station. The
garage has 240 parking stalls, 150 of which are
dedicated to park-and-ride. The 90 remaining stalls
are shared parking for commercial and residential
users. Parking around the site is fee based with
nominal charges (maximum of $6.00 per day).
King County Metro invested in pedestrian
amenities and gathering places at the transit centre.
These investments included a plaza, fountain and
other street furniture. Coffee/espresso service and
bicycle lockers add support to the pedestrian and bicycle environment of the transit centre
and Metropolitan Place.
When the project opened, FlexCar provided shared-car vehicles on site.
Residential occupancy is high, and one third of residents use transit. The transit modal share
is approximately three times the transit mode share of similar, suburban multi-family
residential projects in the area. Residential parking stall usage is 0.6 stalls per apartment unit,
suggesting a degree of self-selection among the residents concerning the choice to live at a
TOD location and not have a car
.
)%*%'
2NUVW /SQQXRNW\ 4SXVNRL 0JYJPSTQJRWV# ?FRWF /PFUF
BFPPJ\ @UFRVTSUWFWNSR -XWMSUNW\# ?FR 6SVJ# /First Community Housing (FCH) is a non-profit organisation that develops affordable
housing and encourages the use of transit in Santa Clara Valley, San Jose, California. The
local transit agency is the Santa Clara Valley Transportation Authority (VTA).
FCH encourages residents to use transit by:
" Building near transit lines and station areas
" Allowing for 0.55 – 0.65 parking spaces per unit in senior developments, and 0.85 – 0.90
parking spaces per unit for family developments outside of a downtown, transit intensive
area
" Purchasing transit passes for residents through FCH’s residential Eco Pass program. A
recent survey of FCH’s Eco Pass Program found that the program has resulted in “72
percent of senior respondents and 14 percent of family property respondents [indicating]
their use of the Eco Pass Program. Of the seniors, 33 percent reported that they use it four
or more times a week and 47 percent said that they use the pass three or more times a
week. Families reported a decrease in the number of cars they use”55.
53
54
Transit Oriented Developments (TOD) combine a mix of transportation improvements such as new/improved transit
facilities, upgrades to pedestrian and bicycle infrastructure, and innovative parking structures with land uses that can also
benefit from pedestrian-friendly, highly accessible locations.
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55
Designing for Transit, A Manual for Integrating Public Transit and Land Use in Monterey County, Monterey-Salinas
Transit, November 2006
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)%*%(
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)%+%'
The Vaughan Mills Shopping Centre in Vaughan, Ontario56 is a major regional shopping
centre (1.7 million square foot) in York Region. It is surrounded by typical suburban land
uses and congested roadways. The developer was required by the York Regional Official
Plan to complete an impact analysis that required an analysis of transit access to the centre’s
facilities, and to build an on-site transit terminal and transfer center adjacent to the centre. In
exchange for providing a transit terminal, a development charge credit was issued by the
regional council.
The development was completed in 2004 and the transit terminal is now under the
management and operation of York Region Transit. The Centre’s transit accessibility is
promoted on the visitor website.
)%+
In 2006, the Federal Transit Administration (FTA) completed an analysis of Guaranteed Ride
Home Programs/Emergency Ride Home Programs57. The study showed the clear benefit and
value of such a program for transit riders. For example:
" In a 1999 survey of express bus riders in Tappan Zee, New York, 16 percent said they
would definitely stop using the service if the Emergency Ride Home Program were
withdrawn.
" A 1995 study in Baltimore found that 27 percent of those who changed their commute to
a non-SOV mode said that the Emergency Ride Home Program was either “important” or
“very important” in the decision.
57
TDM Supportive Guidelines for Development Approval: A Handbook for Practitioners, ACT Canada, October 2008
Guaranteed Ride Home Programs, Federal Transit Administration, May 2006
May 2009
/FU?MFUNRL
Carsharing (or short-term auto use) provides a flexible alternative that complements a transit
system. Vehicles are most frequently deployed from lots located in neighborhoods, at transit
stations, or businesses. Carsharing members typically pay for use through hourly rates and
subscription-access plans.
TRB’s Transit Cooperative Research Program (TCRP) Report 108: Car-Sharing--Where and
How It Succeeds examines development and implementation of car-sharing services. In
general the results stated, “Overall, car-sharing members make fewer trips by auto after
becoming active in car-sharing, and their total mileage driven decreases substantially. These
changes have positive environmental impacts, are associated with increased transit use, and
lead (to some extent) to an increased reliance on walking, which in turn should have longterm health benefits.”58
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Based on TDM Best Practices, the following approaches to improving and enhancing
transportation system access will be further evaluated for Durham:
"
1QJULJRH\ >NIJ 4SQJ <USLUFQV
Smart Commute Durham currently assists employers in implementing an “Emergency Ride
Home Program” for employees. The program offers qualified non-SOV commuters access to
free taxi, car rental, or transit pass home in the case of an unexpected event. By offering and
encouraging employers in the Durham Region to participate in this program, many area
transit riders may be given the convenience and reassurance they need to switch from SOV
commuting.
56
@09 1RMFRHJQJRWV WS WMJ @UFRVNW `<USIXHWa
Removing the excuses for why potential transit users can’t use transit is critical, including
answering the questions: what if my child gets sick in the middle of the day; what if I need to
go to a critical meeting; what if I have to work late? Offering programs that remove barriers
to transit usage is a key component of TDM. Two important “insurance” programs are
Emergency Rides Home and shared vehicles.
)%+%&
"
"
"
"
58
Bicycle and Pedestrian Integration with Transit
"
Conduct an analysis of existing bicycle and pedestrian conditions along transit
corridors and at bus stops.
"
Ensure excellent pedestrian accessibility for all new transit stops/stations.
"
Evaluate success of Bikelinx program and continue to explore bicycle parking
opportunities at and near high usage transit corridors
Transit Stores
"
Explore development of a commuter store(s) in coordination with transit hub
development
Parking and Transit Use
"
Develop parking requirements that support transit usage
"
Explore possibility of using parking revenues for transit related projects
Travel Time and Cost Savings
"
Durham Region Transit and the GTHA’s forthcoming PRESTO Card could capitalise
on the new transit ease of service and convenience features which should be
integrated into TDM marketing initiatives.
"
Explore transit signal priority and queue jumps in the LTTS
"
Ensure that Durham Region is involved in future area discussions on congestion
pricing.
Transit Oriented Development
"
Ensure policies and regulations are in place to encourage TOD and TDM supportive
strategies within TODs
http://onlinepubs.trb.org/Onlinepubs/tcrp/tcrp_rpt_108.pdf
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Based on the best practices presented in this report, review of additional available data and
the draft transit system recommendations, TDM strategies will be further explored and
refined in the next phase of the project: Long Term Transit Strategy’s Transit Supportive
TDM Strategy (Task 8.7) and Transit Supportive Land Use Guidelines (Task 9.1).
The TDM Strategy (Task 8.7) will include TDM strategies that specifically support transit
usage and will be presented in an action plan format that includes, when relevant, policy
language, supporting guidelines, operation plans and evaluation and monitoring plans.
Complementing this document will be an overview of local land use policies and ordinances
that will likely have an effect on the transit system and related TDM strategies (Task 9.1)
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Appendix A3
Task 1.3: Literature Review of Benefit Cost
and Economic Impact Analysis
Regional Municipality of Durham and
Durham Region Transit (DRT)
Literature Review of Benefit Cost and Economic
Impact Analysis - DRAFT
@/093 <4 1<;@3;@?
1.
2.
3.
4.
5.
6.
7.
Introduction ................................................................................................................... 1
Current State of Transportation Guidance ................................................................ 4
Overview of Benefit-Cost Analysis (BCA) .................................................................. 5
3.1 Competing Concepts of Efficiency and Rate of Return ........................................ 6
3.2 Identifying and Measuring Benefits and Costs...................................................... 9
3.2.1 Cost Impacts............................................................................................... 10
3.2.2 Travel Impacts............................................................................................ 11
3.2.3 Value of Time (VOT)................................................................................. 11
3.2.4 Dis-Benefits (also called “Negative Benefits”).......................................... 12
3.2.5 Non-User Benefits...................................................................................... 12
3.2.6 Key Transit Variables ................................................................................ 12
Overview of Economic Impact Analysis (EIA)......................................................... 15
4.1 Comparing Economic Impact Analysis to Benefit Cost Analysis....................... 17
Other Financial Methods............................................................................................ 19
Proposed Analytical Tools .......................................................................................... 20
Bibliography ................................................................................................................ 27
@EFNIT
Table 1: Difference & Similarities of Benefit-Cost and Economic Impact Analysis............... 3
Table 2: Typical Costs and Benefits of Transportation Projects .............................................. 5
Table 3: Benefit-Cost Ratio Varies by Discount Rate .............................................................. 9
Table 4: Qualitative and Quantitative Data Required for the Five-Account MAE ................ 23
3YLMFMUT
Exhibit 1: Investment Drives the Scale of Travel Impacts and Resultant Benefits ................ 10
Exhibit 2: Factors Affecting BCA and EIA ............................................................................ 18
Exhibit 3: TREDIS and TransDec Models Information Flow ................................................ 21
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The discussion below will be guided by the “Multiple Account Evaluation” (MAE) approach
used by Metrolinx to compare and evaluate project alternatives. The primary purpose of this
paper is to describe evaluation methods for analyzing benefits and costs, and economic
impacts associated with proposed improvements to the regional transit system in the context
of MAE. Secondly, this paper will introduce the qualitative and quantitative data needed for
an effective MAE evaluation of transit projects in the Regional Municipality of Durham (the
Region).
The premise of the MAE framework is that no one analytical method can provide a
satisfactory comparison of alternatives.
Elements of MAE are:
" Transportation User Benefits
" Economic Impacts
" Financial (including Benefit-Cost Analysis)
" Environmental
" Social
These all overlap, in that the same data are necessary inputs for analyses of multiple
accounts. However, each can be looked at separately and weighed according to priorities of
policy makers in the Region.
Benefit Cost and Economic Impact Analyses
As two aspects of MAE, Benefit Cost Analysis (BCA) and Economic Impact Analysis (EIA)
together will provide a more effective assessment than using just one of these methods. Both
analyses in combination provide a systematic identification of broad implications of a
project, comparing the benefits accruing to people and communities, the broader economy
and environment against the cost of building and operating the project. Moreover, elements
of the environmental and social accounts are also considered in the contexts of these
analyses.
Benefit-cost analysis has been used for decades by transportation agencies as a tool to help
prioritize projects for construction. The benefit-cost ratio is the calculation of total benefit
divided by total costs. Traditionally, transportation benefit-cost analysis has focused on the
efficiency (or user) benefits of project alternatives, and compared these benefits to the costs
of construction and operations. User benefits were narrowly defined to include travel time
savings, safety benefits (reductions in accidents), and operating cost savings (reduction in
fuel usage and vehicle maintenance costs). Costs included construction costs to build the
facility, operations and maintenance costs to run the facility, rehabilitation costs, and end of
project costs.
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In the 1980s, some transportation agencies began to recognize that transportation investments
(including highways, transit, and airports) might also create economic development benefits
for a region or state by improving travel times for business travel and freight shipments,
expanding the market area businesses could serve, and improving the reliability of the
transportation network. Beginning with Wisconsin Department of Transportation’s Highway
29 corridor study in the late 1980s (Cambridge Systematics 1988, 1989) 1, several state and
regional transit agencies began including economic development benefits, measured in terms
of either gross regional (or state) product (a measure of productivity) or personal income, in
project benefit-cost analyses. The addition of economic development benefits to the analysis
meant that the traditional goal of prioritizing projects based on their impact on system
efficiency was changed to include consideration of how a project boosted the economic
competitiveness of its service area (Weisbrod 2006)2. In addition, environmental benefits are
now frequently included in BCA analyses, particularly when considering transit projects.
Counting environmental benefits directly in a BCA calculation requires monetizing these
benefits, which are most frequently expressed as the cost of pollution generated by mode per
kilometre.
Economic impact analysis includes two distinct types of studies. The most common type
measures just the current economic role, contribution, or significance of a highway to its
local or regional economy. It does this by measuring the amount of direct jobs and wages
generated in the economy by operation of the highway, including highway-dependent land
uses near interchanges and the activity of highway-dependent businesses (such as shippers
and third-party truckers). It also counts the indirect multiplier effects generated by these
dependent business activities, and the induced multiplier effects of workers re-spending their
incomes in the community. The objective of these studies is to gain an understanding of how
proposed transportation improvements affect local, regional and / or state economies.
A second type of economic impact study calculates the incremental difference in how the
local or regional economy would look in a future year with and without a proposed highway
improvement (or new highway). Sometimes an economic impact analysis is used to show
how transportation investment policies can affect local economies. This form of analysis is
similar to BCA in that both are comparative analyses that calculate the difference between a
future with and without a particular highway improvement. In their application, however,
they are quite different. BCA identifies the net benefits (direct and indirect) of a project;
these benefits represent both actual economic transactions (actual flows of money) and
valuations of non-monetary transactions, such as placing a value on the time consumed for
making personal trip. Economic impact analysis, in contrast, is only concerned with
economic transactions within a given region, estimating what the economy of a region will
1
Cambridge Systematics, Inc. Highway 29/45/10 Corridor Study: Economic Development Benefits and Cost-Benefit
Evaluation, prepared for the Wisconsin Department of Transportation, 1988/1989.
2
Weisbrod, Glen; "Towards a New Framework for Evaluating Economic Development Impacts of Proposed Transportation
Projects"; Proceedings of the 3rd International Conference on Transportation and Economic Development, TED2006
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look like with and without a particular project3. In addition, economic impact analysis does
not consider whether project benefits exceed project costs or are affordable. Table 1 gives an
overview of the differences and similarities between BCA and economic impact analysis.
(%
Table 1: Difference & Similarities of Benefit-Cost and Economic Impact Analysis
Guidance documents published by transportation funding agencies explore the different ways
in which benefit-cost analysis can be applied and interpreted. The guidance reviewed here is
limited to BCA for transport projects, but it spans many modes and includes several
international guides, including:
" Canadian Guidance: Transport Canada (1994). Guide to Benefit-Cost Analysis in
Transport Canada.4 Report TP11875E, Economic Evaluation Branch. Also, HLB
Decision Economics, ICF Consulting and PB Consulting, Cost-Benefit Framework and
Model for the Evaluation of Transit and Highway Investments (2002).
" US Public Transit Guidance: Federal Transit Administration (2007). Reporting
Instructions for the Section 5309 New Starts Criteria. Also, EcoNorthwest and Parsons
Brinckerhoff (2002), Estimating the Benefits and Costs of Public Transit Projects, TCRP
Report 78.
" US Highway Guidance: Federal Highway Administration (2002). HERS-ST v2.0:
Highway Economic Requirements System-State Version Technical Report. Federal
Highway Administration (2003). Economic Analysis Primer.
" European Guidance: European Commission (2002). Guide to Cost-Benefit Analysis of
Investment Projects.
" UK Guidance: UK Department of Transport (2000). “Cost Benefit Analysis”, in
Guidance on the Methodology for Multi-Modal Studies Volume 2.
Counted in BenefitCost Analysis
Counted in Economic
Impact Analysis
Business cost savings
Yes
Yes
Business-related time savings that generate cost
savings
Yes
Yes
Personal and household out-of
of-pocket cost
savings
Yes
Yes
Personal and household time savings that do not
result in actual out-of
of-pocket costs*
Yes
No
Other benefits that do not result in an actual
economic transaction*
Yes
No
Attraction (relocation) of business activity into
the area
No
Yes
Income generated by off-highway businesses and
their suppliers
No
Yes
Form of Impact
*These are monetized in BCA.
1A>>3;@ ?@/@3 <4 @>/;?=<>@/@7<;
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Transport Canada encourages use of BCA as a tool for state agencies to maximize the use of
scarce resources. The Federal Highway Administration (FHWA) also encourages use of
BCA. Other U.S. federal transportation agencies require BCA in some circumstances for
funding capital projects, including the Federal Aviation Administration, the U.S. Army Corps
of Engineers, and the Federal Transit Administration. The U.K. Department of Transport and
the European Commission do, also. In Europe, BCA and financial analysis are performed
side-by-side. This approach has the benefit of: (1) determining private return-on-investment,
(2) explicitly stating which benefits are external and which are not, and (3) identifying all
revenue sources.
3
Federal Highway Administration; “Economic Analysis Primer: FHWA Asset Management” US Department of
Transportation, Office of Asset Management, FHWA- Generalized Approach For Assessing the Direct User Impacts of
Multimodal Transport Projects”; paper presented at the 87th Annual Meeting of the Transportation Research Board,
Washington, DC, 2007 IF
IF-03
03-032, 2003; Alstadt, Brian and Glen Weisbrod; “A Generalized Approach For Assessing the
Direct User Impacts of Multimodal Transport Projects”; paper presented at the 87th Annual Meeting of the Transportation
Research Board, Washington, DC, 2007
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4
Transport Canada; “Guide to Benefit-Cost Analysis in Canada”; Economic Evaluation Branch, Ottawa, 1994
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"
BCA addresses the total cost of a project and the total benefit it generates, without regard for
funding sources or beneficiaries. The following are some typical benefits and costs that must
be considered in evaluating transportation projects.
competing demands for government resources, identifying those that, at present, offer the
best “return” on investment.
When should a project be undertaken? For some project or actions, optimal timing may
depend on forecasted changes over time in factors such as market growth in demand for
the facilities or services, or relative shifts in funding and construction costs. BCA can
consider how project timing affects the relative efficiency of investments.
)%'
Table 2: Typical Costs and Benefits of Transportation Projects
User Benefits
"
"
"
1QORIUMPK 1QPGIRUT QJ 3JJMGMIPGZ EPH >EUI QJ
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Costs
"
Value of time saved
Lower costs due to increased safety
Lower vehicle operating costs
"
"
"
Construction costs, including costs associated
with fare collection, if applicable
Annual operating costs
Routine maintenance costs
Capital rehabilitation costs
BCA measures the efficiency but not the equity of investment decisions. In other words,
BCA aggregates all benefits and costs associated with a project, without regard for who pays
the costs and who reaps the benefits. For a well-rounded perspective, “hard-to
to-quantify”
impacts such as social equity, environmental considerations, and land use impacts should
also be considered. Although many analysts have attempted to quantify one or more of these
measures and include them in calculations, they currently fall largely outside the monetized
framework of a benefit-cost analysis.
BCA is also referred to as Cost-Benefit Analysis (CBA). These labels are synonyms,
referring to comparing streams of benefits over time and streams of costs over time for
proposed projects. BCA is a tool used to aid in public investment decision-making by
measuring the efficiency of spending from the viewpoint of net benefit to society.
The theory of benefit-cost analysis, as defined in introductory textbooks, is much more
straightforward than its actual application in real life. It involves three steps:
1. Measure all of the positive aspects (known as “benefits”) and negative aspects (known as
“costs”) of a project.
2. Portray them on an equal basis (in terms of their “present value”).
3. Calculate the “net” positive or negative value from combining all benefits and costs.
The net positive or negative value is often referred to as the “net present value” or “net
benefit.” Textbooks also note the concept of a “benefit / cost ratio.”
Present value measures the current worth of a stream of future costs and a stream of future
benefits (expressed in money terms), based on the concept of the “time value of money.” An
annualized “discount rate” is applied to represent all future year benefits and costs in terms of
their “present value.” This is done to allow for the fact that, after adjusting for inflation,
people would rather receive a dollar now than receive a dollar several years from now (since
a dollar received now can be put to productive use that is foregone if the dollar is received
later).
This discussion below outlines the analytical framework that is required for a BCA.
The first critical point is that BCA focuses on the “net social benefit” or “social return on
investment.” In this context, the word social refers to societal benefits and costs, which
include public, private and government benefits and costs. Ideally, it is used to identify all
impacts to society associated with taking an action, regardless of whether the impacts come
as a cost or benefit or whether they are borne by the government or a direct beneficiary or a
third party. In economic terms, BCA can identify which project maximizes net social benefit.
Define the Analysis Period
Typically, the analysis period in BCA is equal to the expected life of the investment. It is
important to use an evaluation period that allows for realization of both the costs (some of
which, such as construction, are near-term) and the benefits (many of which may take several
years to realize).5
Practically, benefit-cost analysis is a way of guiding policy by answering the following
questions:
" Do the economic benefits of an action justify its economic cost? This question typically
focuses on a single project or program, although it can extend to a group of related
projects. The key concept here is whether a project should be undertaken at all based on
economic criteria.
" Which, among a number of scheduled projects, should be completed first? Because BCA
considers costs and benefits over time, it can be used to prioritize among a number of
To be thorough, attention should be given to installation and replacement of electronic fare
collection equipment.
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5
Cambridge Systematics, Inc.; “The Future of Tolling in Oregon: Understanding How Varied Objectives Relate to Potential
Applications”, August 2007.
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A related study for electronic tolling placed expected useful life at about 10 years, which
means that the cost component of the analysis must include a recurring capital cost for new
equipment every 10 years (Burris, et al. 2006).
The overall project time frame should be consistent among all alternatives. The standard
length of time in a BCA framework is 20 years, although lengthier analyses are seen. In
general, the time frame should be consistent with travel demand modeling and with other
analyses being used for the project. All anticipated benefits and costs within the established
time frame should be included in the BCA.
Define a Base Case
The base case should be an estimate of current and future expected conditions, and may be
defined as no build, system degeneration, or some build (CalTrans: No date). Under the no
build scenario, no improvements are made to the existing facility, although routine
maintenance and rehabilitation are assumed6 . A build alternative will incorporate any system
improvements that are expected to be made in the future if none of the proposed project
alternatives are built.
This guidance for defining the base case should be applied to all projects under review. For
example, the base case for a transit improvement that includes construction of a new route
should reflect what, if anything, will be built if no improvement is implemented. If nothing
will be built in lieu of the transit improvement, then the base case should be a no build
option, with expected congestion, service degradation or mobility issues. However, if some
other transportation investment is planned (e.g., roadway improvements) in lieu of the transit
investment, then the base case may include the costs of other transportation investments and
related, expected impacts.
In BCA, one or more transportation system improvements are compared to a base case. Best
practice is to create the most realistic base case possible, which is almost never “do-nothing.”
A realistic base case will include actions that can still be taken within the bounds of existing
local funding levels, even if new project funding is unavailable.
Set a Discount Rate
Discounting converts future benefits and costs into “present value.” A discount rate reflects
the “time value of money,” in that money in hand today is more valuable than the identical
amount of money received in the future. The effect of discounting decreases the value of
money year by year, so that a dollar of benefit realized 20 years in the future will have a
substantially lower value in PV terms than a dollar of benefit gained four years after the
project begins.
relatively minimal operation and maintenance expenses. The effects of varying discount rates
on benefit / cost ratios are illustrated in Exhibit 3.1, below. By discounting and normalizing
benefits and costs to present value, decision makers have a common basis to compare
projects and alternatives when costs and benefits are spread out over 20 or more years.
The choice of discount rate used in a BCA is a heavily debated issue in the professional and
theoretical literature. This is, in part, because small
changes in the discount rate can translate into large
Time Value of Money
changes in BCA results. Three core issues to consider
If Durham invested $1.00 today at 3%
when deciding on a discount rate are:
annual interest (the approximate value
" Inflation: For BCA costs and benefits are usually
of a long-term inflation-free return on
a Bank of Canada note), 20 years
defined in constant values, and therefore a real
from now the city would have $1.81.
discount rate (a discount rate that does not account
Therefore, $1.81 of expected benefit
for inflation) is appropriate. However, a nominal
20 years from now equals $1.00 in
discount rate that includes expected inflation
present value.
should be used in circumstances when benefits and
costs are reported in nominal terms (OMB 1994)7.
" Risk-free Discount Rate: The risk free rate is used
when the expected return on investment is guaranteed and the prospect for default on the
debt is non-existent. One standard approach is to base the risk-free rate on long-term
Government of Canada benchmark bond.8 A similar approach, yielding a slightly higher
discount rate (due to slightly more risk of default), is to base the rate on the interest
earned by deposits of public money in bank accounts. Both cases reflect alternative
revenue streams than those that can be expected by foregoing a transit investment and
safely investing the money. This comparison is called the “opportunity cost,” which is
the next best investment that can be made. The interest paid by the Bank of Canada or
large banks reflects the risk-free (or extremely low-risk) time value of money.
" Risk: Projected benefits over time are estimates that are not guaranteed, and cost
projections are subject to over-runs. Accordingly, “risk premiums” are added to a
discount rate to account for the contingency of net present value not being as strong as
forecast in the BCA.9 Exhibit 2 illustrates net present values and benefit-cost ratios of
the same cash flow with four different discount rates. A practical approach is to risk is to
assume that the risk of a project reflects the spread between the risk-free interest rate of a
long-term bank bond and The Region’s cost of long-term debt.
Lastly, multiple transportation agencies encourage evaluating projects with multiple discount
rates as sensitivity tests. Stronger projects can achieve a benefit-cost ratio of 1.0 with higher
discount rates than can more marginal projects.10
7
As an extreme case, a system degeneration alternative assumes no new construction and limited or no upkeep of the
existing system.
OMB (Office of Management and Budget); “Guidelines and Discount Rates for Benefit-Cost Analysis of Federal
Programs”; OMB Circular A-94. Washington, D.C. 1992 Available at:
http://www.whitehouse.gov/omb/circulars/a094/a094.pdf
8
December 3 2008 10 year bonds from the Bank of Canada are priced annually at 3.79% with inflation and 2.60% without
inflation.www.bankofcanada.ca/en/rates/bonds.
9
For private sector projects, risk premiums are calculated on the basis of expected volatility of return on investment.
10
For example, Transport Canada recommends a 10% real discount rate with 5% and 15% sensitivity tests. The United
States Federal Aviation Administration mandates a 7% discount rate, but encourages analysts to test other rates for
sensitivity.
April 2009
April 2009
When discounting, future benefits decrease in value as a discount rate increases. Though this
also true of costs, the fact that substantial project investments are close to the current year
means that discounting affects capital investment less severely that downstream benefits and
6
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The choice of discount rate is critical, for it can have a dramatic effect on both Net Present
Value measures and Benefit / Cost ratios of investments. The reason is that the capital cost of
new projects occurs largely as an “up front” cost associated with paying for materials and the
construction process. On the other hand, the benefit occurs sometime later, starting after the
construction is finished and continuing on into the future. So a higher discount rate has the
effect of reducing the present value of benefit streams extending into the distant future, while
having relatively less impact on cost streams that are mostly incurred up front. The result is
that a higher discount rate has the effect of making fewer projects appear to have a benefit
exceeding costs, while a lower discount rate has the opposite effect.
Traveler Impacts
" Changes in VKT, VHT, Trips
" Changes in freight volumes, if
any
" Changes in O/D travel times
Induced travel
Non-User Benefits
" Environmental impacts
" Quality of life impacts
" Social impacts
This high requirement may significantly influence the value of future benefits and
consequently the overall benefit of the project. We will include several discount rate
scenarios in order to see how each impacts the expected future benefits
ts.
These may be hard to
quantify
Cost Impacts
" Construction spending
" Operations/Maintenance
" Rehabilitation/Replacement
Direct User Benefits
"
"
"
"
Travel time & cost savings
Value of improved safety
Induced travel benefit
Supply chain productivity
Table 3: Benefit-Cost Ratio Varies by Discount Rate
Discount Rate
PV Benefit
PV Costs
NPV
BC Ratio
10%
$10,925
$7,346
($3,579)
0.67
7%
$11,700
$10,549
($1,151)
0.90
5%
$12,267
$13,368
$1,401
1.11
3%
$12,881
$17,985
$5,104
1.40
Benefit/Cost Analysis
" Net Present Value of Benefits
" Net Present Value of Costs
Benefit/Cost Analysis Result:
NPV of Benefits
divided by
NPV of Costs
Note: All dollars are in thousands.
Example: Sum of Nominal Costs equals $13,900,000 and sum of nominal benefits equals $28,000,000
Example: Based on 4 years of construction, and 20 years of benefits and marginal operation and maintenance costs. Timing
for incurring costs and realizing benefits is the same among each of the four examples.
Source: Weisbrod and Alstadt 2008
)%(
7HIPUMJZMPK EPH :IETVSMPK 0IPIJMUT EPH 1QTUT
With the framework for BCA in place, we now review how to account for benefits and costs.
Costs, simply, are calculated from the direct expenditures required to build and operate the
proposed facility.
Benefits are two-pronged, those attributed to users of the proposed project and those
attributed to non-users. User benefits are derived from traveler impacts, such as changes in
vehicle hours traveled (VHT); vehicle kilometres traveled (VKT), safety improvements, and
other direct travel impacts forecast as result of the proposed project.11 The interrelationships
of these core BCA components are illustrated in Exhibit 1.
Exhibit 1: Investment Drives the Scale of Travel Impacts and Resultant Benefits
)%(%'
1QTU 7OREGUT
The major costs for transit projects are the initial capital costs for construction, anticipated
rehabilitation during the useful life of the project (if any), and annual operating and
maintenance expenses. Identifying costs is usually straightforward, as costs are limited to
construction, anticipated operating and maintenance, and any rehabilitation costs anticipated
during the specified analysis period. Identifying and measuring benefits is significantly more
complex. Also, calculating, or at least estimating, a project cost is usually the first step in the
sequence of BCA. For these reasons, we begin this review with the cost component of BCA.12
12
These travel impacts are usually calculated through travel-demand transportation modeling. The monetization of these
impacts is then calculated during the BCA.
Bond financing, or debt service, does not factor into the benefit-cost calculation, and is properly part of a financial
analysis. Also, see discussion of life-cycle cost analysis and financial analysis in the section, “Other Analytical Tools,” on
page 12.
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April 2009
11
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@SEWIN 7OREGUT
Travel impacts are the data derived from a state or regional travel-demand model. Unit costs
are applied to these metrics to derive direct user benefits. Examples of unit costs are vehicle
operation expenditures per mile or hour, value of time per hour, and cost of accidents per
incident.
Data needed from the regional demand model include changes in VKT and VHT. In general,
travel-demand modeling assumes that for each travel decision (mode and destination) a
person will choose the route that offers the lowest trip cost. In this case “trip cost” is a
melding of time, reliability, personal comfort, and transit fares.
)%(%)
BENVI QJ @MOI !B<@"
Current methods for valuing time ignore differences among motorists such as income and
personal values. To address this, some researchers have estimated a measure for the
relationship between increases in income and increases in the value of time.14 One group
estimated this value to be 0.5, meaning that for every 100 percent increase in income, value
of time would increase 50 percent. In the United Kingdom, analysts use 1.0 for business
travel and 0.8 for non-work trips (Cambridge Systematics 2007). 15
As an example of how sensitivity to income levels affect the value of time, a study of
alternative road pricing studies in New Zealand found that the average value of times was
$14.40 (in U.S. dollars) per vehicle hour of travel, but when segregated by different income
levels, the average value of time was $1.22, $7.77, and $31.76 per vehicle hour of travel for
low, medium, and high thirds of the income spectrum, respectively. This study found that
benefits were underestimated by not using a value of travel time savings segmented by user
markets.
For transportation, VOT refers to the amount of money a traveler: (a) would be willing to
spend to save time; or (b) expects to be paid to make up for lost time. In most circumstances,
benefit streams increase as the value of time increases.
)%(%*
Time consumed for personal trips or commuting is typically valued less than on-the clock or
“on-the-job” trips (trips made as part of some ones job), which are valued at hourly expense
to employers (wages plus benefits plus employer-paid payroll expenses).
Dis-benefits occur when a project imposes costs on users or non-users. These may be actual
costs, such as business disruption due to project construction, or monetized costs such as
increased travel time for passengers who switch from train to bus, or to automobile, to avoid
paying a fare increase. When dis-benefits are found, net benefits for a project are reduced
accordingly.
Different values assigned to time can skew the relative valuation of projects. Valuing “onthe-job” travel is usually based on payroll costs to employers in a target region. This can
differ if national or regional averages are applied or if methods to value time have not caught
up with technology changes. For example, with cell phones and lap top computers, it is
possible to work while in transit or waiting for a train and therefore travel time is not entirely
lost value.
Valuing personal travel is estimated in varying ways. Commuting may have a productivity
value for a person’s job—for example, better reliability may reduce tardiness. Hence, some
approaches value commuting time higher than other personal travel. Other approaches,
however, simply count all not-working time as personal time and assign a value. Notably,
federal modal agencies offer differing guidance in assigning an average value of time.
Moreover, some guidance decompose value into two parts – value of time and value of
reliability (VOR), as unreliable transportation forces travelers add time to planned trips to
compensate for anticipated roadway congestion or poor transit connections. This results in
extra time expended even if the actual trip is not hindered by reliability problems. (Small et.
al)13
13
)%(%+
)%(%,
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8IZ @SEPTMU BESMEFNIT
When evaluating transit alternatives BCA and EIA are generally supported by core factors
that account for expected ridership and diversion from other modes, changes in out of pocket
costs for travelers, and changes in access (speed) for (1) employers to labour markets and (2)
households to job opportunities. Measuring these effects requires the application of a
transportation demand model TDM, and research to identify factors described above in
Section 3.
14
+(&"%'
;QP$ATIS 0IPIJMUT
Non-user benefits may be a positive or a negative benefit. Generally, positive benefits
include savings costs associated with environmental impacts (such as air quality
improvement). Non-users can bear dis-benefits as well. For example, added congestion in
key transit hubs may lengthen trip times for current users of the transit system. Construction
impacts may degrade the immediate environment through increased truck traffic, emissions
and noise, affect access to local businesses, and cause the value of housing that abuts the
roadways to fall.
Small, Kenneth A., Xuehao Chu, and Robert Noland; “Valuation of Travel-Time Savings and Predictability in Congested
Conditions for Highway User-Cost Estimation”; NCHRP Report #431. Project 2-8(2), National Cooperative Highway
Research Program, Transportation Research Board, Washington, DC. 1997
11
2MT$0IPIJMUT !ENTQ GENNIH ];IKEUMWI 0IPIJMUT^"
In economic jargon, these measures are called “elasticities.”
Cambridge Systematics, Inc.; “The Future of Tolling in Oregon: Understanding How Varied Objectives Relate to
Potential Applications”, August 2007.
15
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Key measurements derived from TDM are described below.
changes to access (i.e. population within 40 minutes of a given point) can be measured by
skims from the TDM, and would need to be complemented by value of time factors.
Substitution. This is the core metric for transit analysis generated by a demand model, and
refers to the calculation of the number transit rips that will substitute for other modes, which
are primarily automobile trips. This data may be provided on the basis of annual totals,
average daily traffic, or preferably, broken out by peak morning period, peak evening period
and rest of the day. In some cases, only a peak period total is provided and analysts (usually
the administrators of the travel demand model) need to determine a multiplier to inflate the
peak period total to cover the rest of the travel day.
Reducing Congestion. The substitution automobile travel to transit may lessen highway
congestions and increase speed. The scale of this improvement is also measured through
changes forecast through TDM in vehicle hours traveled16 and vehicle kilometres traveled17 in
a reduction of volume to capacity ratios on key roadways. This will mean that drivers (for
freight, business travel, commuting and personal trips) will be able to travel faster to
destinations and further in the same amount of time that is now spent on travel.
Improving Speed. This is the ability of more people being able to reach destinations in less
time. First, transit riders may circumvent urban congestion and arrive at destinations
(primarily in commuting) in less time than by automobile, even after accounting for “wait
time” and travel to / from boarding and alighting stations. Time savings may also ensue for
those now taking a “slower” transit trip that predicted for a new / improved service.
Improved times are a function of both the placement of stations, transit speed, existing
roadway peak period speed, ease of parking and roadway reliability. Note, development of
transit alternatives do not always lead to faster commuting than automobile travel.
Second, with diversion of automobile trips to transit, fewer commuters may result in more
speed on roadways in general, and key highways in particular. This is not a guaranteed
benefit, and it is possible that future roadway demand will clog roads. For freight shipments
(trucks), there may be an increase of speed to delivery markets, intermodal rail facilities,
cargo airports and seaports. Changes in speed, if any, can be determined by skims18 from
transportation demand model. For business travelers (for BCA and EIA) and personal
travelers (for BCA), the value of time savings may accrue due to less roadway congestions.
Cost of Travel. This module refers to the out of pocket cost paid by travelers and has
consequences for an EIA. For transit projects, this is particularly important in comparing the
cost of an automobile trip (including, gasoline, wear on the vehicle, tolls and parking costs)
against the price of a transit trip. In urban settings, there is usually significant savings for a
transit trip over an automobile trip. These savings are estimated by a TDM, and then recycled
through an econometric model (e.g., TREDIS: Transportation Economic Development
Impact System) to estimate additional benefits from consumer spending of these savings.
In addition, roadway time savings due to diverted trips result in business savings, both in
freight deliveries (based on commodity mix and flows) and time to destinations. These
savings are also recycled through econometric modeling according to business sector to
estimate additional economic impacts.
Environmental Benefits. Diversion of riders to transit from automobiles includes significant
environmental benefits that should be described fully in the Environmental Account of the
MAE. Insofar as the benefits can be monetized, they represent benefits in the context of
BCA. Methods for monetizing environmental benefits are still evolving. At present, the most
common environmental benefits calculated in BCA are greenhouse gas and the cost of
emissions per vehicle kilometre. The benefit for transit is that pollution will be reduced when
compared to a base-case.19 Relative kilometres are calculated through the travel demand
model. Multiple sources are available for the value of pollution, most notably, the Urban
Emissions Calculator of Transport Canada.
Other aspects of MAE are derived in part from access changes. These include changing land
values due to improved access (part of the Social Account, but also related to EIA),
population impacts (social account), and affordable mobility (social account). In addition,
economic or residential development near transit stations may also reduce emissions above
the reduction levels premised on a “business as usual” land use outlook.
Third, both transit and auto travelers (if congestion is lessened and reliability is improved)
may enjoy improved access to job destinations. Moreover, employers may benefit from a
wider labour pool, drawing from more potential candidates. This condition has implications
from both BCA (value of time) and EIA (business productivity and personal income). The
16
The hours that vehicles are scheduled to or actually travel while in revenue service. Vehicle revenue hours include
layover / recovery time; but exclude deadhead, operator training, and vehicle maintenance testing, as well as school bus and
charter services. Reporting manual reference: S-10 (http://www.ntdprogram.com/ntdprogram/Glossary.htm)
17
The kilometres that vehicles travel while in revenue service (actual vehicle revenue kilometres plus deadhead kilometres.
Actual vehicle kilometres exclude kilometres for charter services, school bus service, operator training, and vehicle
maintenance testing. Reporting manual reference: Internet Reporting, S-10
(http://www.ntdprogram.com/ntdprogram/Glossary.htm)
18
A “skim” is output from a travel demand model that shows travel times of the shortest path between two points.
April 2009
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19
As discussed in Section 3.1, a base-case is the most plausible depiction of a future transportation scenario if a build
alternative is not implemented.
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*%
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Economic impact analysis (EIA) analyzes effects of a policy, program, project, activity or
event on the economy of a given area. In this context, economic impact analysis measures the
effects of proposed transportation projects. The impact area can be a neighbourhood,
community, region or nation. The economic impact is usually measured in terms of changes
in output or gross domestic product, and associated changes in jobs and wages. EIA estimates
the level of economic activity occurring due to the transportation project. EIA can cover
temporary impacts of construction investments and / or the ongoing annual impacts from
development and operation of a new project.
Economic impacts attributable to a transportation investment are considered “externalities,”
that is “external” to the direct costs and benefits of constructing and using a transportation
facility. Another term for this effect is “spillover” benefits. This is not to say that economic
impacts should not be considered in the context of benefit cost, but rather that they do not
belong directly in the BCA calculation and are not part of evaluating how cost-effectively a
project will operate.
Another aspect of EIA that is different than BCA is the “multiplier” analysis. Multipliers
refer to the downstream spending of money after initial business sales (or generated output).
For example, cash accumulated from purchases at a restaurant goes to pay workers salaries,
suppliers of both goods and services and profit. Suppliers use these payments to pay their
workers and suppliers, creating more business activity, GDP, jobs and wages. Workers at the
restaurant and of its suppliers spend these wages for consumer purchases, generating yet
more economic impacts. Economists refer to supplier affects are “indirect impacts,” and to
the “re-spending” of wages as “induced impacts.” Some multiplier systems recognize but
separate both sets of impacts (IMPLAN, REMI’s Policy Insight, and RIMS II)20 and others
recognize only indirect effects (Statistics Canada).21 Accordingly, EIA in Canada generally
used only direct and indirect, while analyses in the United States consider induced effects, as
well as the direct and the indirect.
These multipliers are based on input-output (I / O) matrices, which account for the interindustry flows of dollars, and the associated indirect and induced economic effects. The
matrices are calculated by business surveys to determine buyer and seller relationships, and
trace the linkages of inter-industry purchases and sales within a given county, region, state or
country.
They utilize information on both the inputs from other industries are used to produce a
dollar of product for each specific industry and the extent that the given industry's
purchases are supplied by other firms located within or outside the study area. The
multipliers that are the result of this accounting are used to calculate the total direct, indirect
and induced effect on jobs, income and output generated per dollar of spending on various
types of goods and services in the study area.
Input / output models can be used directly to estimate the full income and job effects of
changes in business activity levels.22 However, I / O models have significant limitations
because they do not cover dynamic impacts over time.23 Used alone, they assume that there
are no impacts on wage levels, property values, prices or costs of other product inputs or
outputs, no change in labour or capital productivity ( the ratio of output per unit of input), and
no change in population or business in / out migration patterns. They also do not provide a
means for directly assessing impacts of projects or programs affecting relative costs or
competitiveness.24
As noted, EIA is based on a contained geography. This is different from BCA in that BCA
does not formally recognize geographic limits to benefits. In EIA, direct impacts are counted
at the point of the initial economic activity, but indirect and induced impacts can occur
anywhere inside the target region. Once money leaves the target region, it is no longer
counted. In the restaurant example offered above, if the analysis region is in Ontario, then
only supplier purchases made in Ontario will count as indirect impacts. Purchases made
outside of the province will have no bearing on the EIA.
Tools are available to estimate land use and economic development impacts of transportation
investments. For example, MetroScope is a set of analytical techniques used by Portland
Metro to model changes in measures of economic, demographic, land use, and transportation
activity. The Transportation Economic Development Impact System (TREDIS) has been
developed by EDR Group to evaluate economic impacts of transportation projects and
distinguishes “regional economic impacts” from “benefit / cost accounting”.
20
IMPLAN has been developed and is marketed by the Minnesota IMPLAN Group. Policy Insight has been developed by
Regional Economic Models, Inc. RIMS II has been developed and is marketed by the United States Department of
Commerce. All offer indirect and induced multipliers for United States’ counties. Policy Insight is a regional economic
impact analysis model that can be used to estimate the macroeconomic impacts of policies or investments that change some
aspect of the business climate in the region representing industry output, demand for goods and services, labor supply,
wages and prices, and industry market shares.
21
Statistics Canada. Industry Accounts Division / System of National Accounts Input-Output Tables, 2004Provincial InputOutput multipliers. These are the most recent multipliers on a provincial level.
April 2009
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22
Input/Output matrices are a framework that shows inter-industry purchases (indirect) with or without consumer purchases
based on earned wages (induced). An I/O model is the framework plus equations that traces patterns of how households and
industries buy from and sell to each other over multiple rounds of spending and traces impacts on the net flow of money
going into and out of the region-of-interest.
23
A dynamic model provides for economic simulation which combines an input-output model with an additional ability to
forecast shifts in prices, competitiveness factors and business attraction as well as demographic changes over time.
24
Weisbrod and Weisbrod, Measuring Economic Impacts of Projects and Programs, 1997.
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*%'
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EIA is similar to BCA in that both evaluate the project compared to the defined area without
the project. In their application, however, these two analyses are quite different. BCA is
concerned with identifying the net social benefits of a project, regardless of whether the
benefit is reflected in an economic transaction. For example, the estimated value of time
saving benefits is included in BCA despite the fact that these benefits are not recorded by any
transaction. Economic impact analysis, in contrast is only concerned with indirect economic
transactions that “ripple” through the local economy due to the project investment. It asks the
question: “What does an economy look like with or without a project?” as measured by the
quantity and types of transactions that are forecasted to occur in each scenario.
Both types analysis use measurements from the Travel Demand Model which forecasts
transit ridership and therefore changes in VKT and VHT. This information combined with
quantified estimates of benefits and costs provides the foundation for BCA and EIA.
However, economic impact values only out-of pocket savings and follows the use of that
money stream as it leads to additional business investment or consumer spending,
For EIA, benefits are calculated separately and then translated into direct jobs, wages, GDP
and industry output. Then multipliers may be applied to calculate the total impacts of a
project over a target area economy. In EIA, construction is considered a temporary benefit
because it is an economic stimulus prior to the operation of a project. Unlike BCA, annual
economic impacts are usually not added. Rather, economic impacts are measured on an
annual basis. The exception to this is in valuing the economic impacts construction
investment, which could be shown for each year of project development, or summarized to
show the total economic impact of construction. In the latter case, it is important to explain
that total employment represents the annual totals of temporary construction jobs, that is a
three year total of 300 construction jobs average to 100 jobs a year over the three years of
project construction.26
KEY FACTORS
BCA
The net economic impact is usually viewed as the expansion or contraction of an area's
economy, resulting from changes in opening, closing, expansion or contraction of a facility,
project or program. Economic impacts are different from the valuation of individual user
benefits of a particular facility or service, and they are also different from broader social
impacts. The user benefits and social impacts may include the valuation of changes in
amenity or quality of life factors (such as health, safety, recreation, air or noise quality). Yet
while these various types of benefits and impacts may be valued in economic (money) terms,
through studies of individuals' or society's "willingness to pay" for improving them, they are
not economic impacts (as defined above) except insofar as they also affect an area's level of
economic activity.25
EIA
Increased Speed: travel time savings &
improved access to destinations
On-the-job Travel
+
Personal Travel
+
Improve Competitive
Position of Industry
Improve reliability.
Increase productivity by
improving access to
markets, suppliers & labour
Out of Pocket Savings from
reduced transportation costs
Businesses
Business
Reinvestment
Households
/
Project Cost
New Business Sales
Temporary
Construction Jobs,
wages & GDP
Exhibit 2: Factors Affecting BCA and EIA
For BCA, all benefits are added and then divided by costs (including operations and
maintenance costs). Annual flows of benefits and annual outlays of costs are discounted to
their present value prior to calculating the benefit-cost ratio.
26
25
In this hypothetical example, “Jobs” could be full-time equivalent (FTE) or head count (i.e., each job is counted, therefore
two half time jobs equals two jobs). Choosing between the two measures depends primarily on the type of data originally
provided.
Weisbrod and Weisbrod, Measuring Economic Impacts of Projects and Programs, 1997.
April 2009
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18
D
i
s
c
o
u
n
t
Consumer
Spending
New opportunities for
land development &
investment due to
increased access
Additional Jobs, Wages & GDP
Exhibit 2, below, illustrates the major relationships and differences between BCA and EIA.
Both tools use the same factors, travel time savings related to industry, out of pocket savings
and construction costs (in addition to operation and maintenance costs, not shown in Exhibit
4 due to space limitations), Travel time savings related to personal travel is counted in BCA,
but not EIA, which is only concerned with actual economic impacts. Travel time savings for
industry is valued by employers and developers, and leads to productivity gains and real
estate development opportunities.
+
Construction Costs
+(&"%'
Project # 4598
M
u
l
t
i
p
l
i
e
r
s
+%
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,%
Other methods of analysis are also used to estimate the impact of transit investments such as
Life-cycle cost analysis (LCCA), financial analysis, and asset management. These techniques
are used to answer different questions from those posed by BCA or EIA. The definitions of
each are as follows:
Life-Cycle Cost Analysis is used to identify the least-cost method of achieving a predetermined policy objective such as achieving minimum safety standards. It is generally not
concerned with whether to conduct a project, but rather how and when to do it.
Financial Analysis focuses only on those benefits and costs of a project that take the form of
cash transactions realized by the project’s owner. Financial analysis can be used to assure
that a project has an annual positive cash flow (to pay for project construction and projected
annual operating costs) and maintains adequate margins for debt-service coverage, if
applicable. It considers costs and benefits from the perspective of a firm or organization,
identifying only those costs and benefits that accrue to the organization and not to overall
society.
Asset management is “…a strategic and systematic process of operating, maintaining,
upgrading, and expanding physical assets effectively throughout their lifecycle27.” For
transportation agencies, this means a assessing the performance of roads, bridges, and other
public assets, defining user expectations, and then developing management and investment
strategies. The goal of asset management is to correctly define resource allocation and
maintenance decisions that provide the most value to the system and its users.
=><=<?32 /;/9D@71/9 @<<9?
TransDec - (HLB Decision Economics) is a cost-benefit analysis software that provides a
framework to assess multimodal and multi-criteria investment analysis. It is required by
Transport Canada for transit funding applications and is highly focused on passenger
segment of travel. Benefits accruing in passenger-serving infrastructure will be evaluated in
terms of transit ridership, transit travel time, highway travel time, highway user costs, fare
levels, and automobile costs. TransDec also considers environment, social mobility,
accessibility, and community benefits in its analysis. The output metric results will include
the following:
" Net Present Value. The value of expected future benefits minus costs, with both benefits
and costs subject to an annual discount rate.
" Benefit / Cost Ratio. The present value of benefits divided by the present value of costs.
The benefit / cost ratio will be greater than 1.0 when net present value is a positive
number (See Section 3.1, above, for more detailed explanation).
" Payback Period. The length of time required to recover an initial project cost without
regard to the time-value of money.
" Internal Rate of Return. The rate at which future benefits discounted back to today equals
costs.
TREDIS – (EDR Group) - With a goods movement component included in the travel demand
model, attention is required for commercial benefits and cost savings accruing to business
and industries that are reliant on the various components of the transportation system. EDR
Group proposes the use of TREDIS to provide an EIA and to supplement TransDec in its
BCA. By including consideration for commercial productivity, both models will provide a
comprehensive overview of the direct, indirect, and induced effects of the proposed transit
project.
The following flow chart indicates the flow of information for the TREDIS and TransDec
models in calculating the scenario metrics.
27
http://www.fhwa.dot.gov/asset/if08008/amo_02.cfm
April 2009
19
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Project # 4598
April 2009
20
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Project # 4598
Travel Characteristics of
Non-commercial Trips:
VKT, VHT, passengers
TREDIS
TransDEC
Benefits to industry:
wage savings from
passenger trips, vehicle
cost savings, freight
logistics cost savings
Benefits to
households/society:
travel cost savings,
travel time savings,
emission reduction,
development benefits
In all, there are 48 types of qualitative and quantitative data required for the five accounts
MAE. Output from a transportation demand model is the source for 18 of these data sets,
while project specific analysis, including engineering cost studies, account for 6 additional
data sets. This comprehensive list of 48 are shown and described in Table 4 on the following
pages.
Total Scenario benefits to
households, industry, and society
(combined with no double-counting)
Scenario
Costs
The most important of these, with the primarily related MAE account are:
" Economic data by industry by place of work, disaggregated to provide accurate coverage
of the Region. These data include employment, wages and gross domestic product. (EIA)
" Cost and revenue estimates for the base case and project alternatives (Financial, including
BCA)
" Industry specific economic multipliers to trace the flow of dollars after direct impacts.
Statistics Canada provides indirect multipliers at a provincial level (these are suppler
sales generated by initial economic transactions). The consultant team can estimate
induced effects (re-spending of wages in the consumer economy) and / or can develop
estimates to more narrowly reflect the actual project area. The Metrolinx multiplier effect
is indirect at a provincial level. At this time, the type and geography of the multiplier set
is under discussion (EIA)
" Projections to 2030 for emissions and fuel efficiencies. Also, users can designate a fleet
mix among 14 fuel technologies and five road vehicle types, and four rail types, trolley
bus, light rail, subway / metro and heavy rail. (Environmental)
" Changing land values due to station development (Social and EIA)
Travel Model
Travel Characteristics of
Commercial Trips: VKT,
VHT, passengers,
freight tons
Scenario metrics:
" present value of costs and benefits
" benefit/cost ratio
" internal rate of return
" payback period
Exhibit 3: TREDIS and TransDec Models Information Flow
Developing the five accounts of the MAE and also conducting core BCA and EIA through
TREDIS and TRANSDEC requires implementation of a transportation demand model
(discussed in part in Section 3, above), and the assembly of other data sets to be used in
tandem with predicted transportation changes in the base-case and project alternatives.
April 2009
21
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Project # 4598
April 2009
22
+(&"%'
Project # 4598
X
X
BCA
Level of Aggregation
23
Monetized average cost of on vehicle
mile worth of pollution generated by
mode
Fatality, personal injury and property
damage accidents per 100 VKT;
Average $/fatality, average $/personal
injury & average $/property damage
Factor between :"0" and "1"
Average crew members per vehicle Mode specific
Environmental cost
Accident data
Reliability valuation
Transportation Demand
Model, project planner and
engineer
Model
Municipality
Municipality
Municipality
X
X
X
X
April 2009
X
X
X
X
Major Category
EI
EI
X
EI/BCA
EI/BCA
EI/BCA
EI/BCA
EI/BCA
EI/BCA
EI/BCA
BCA
X
X
X
X
X
X
X
X
X
TransDec
EI
X
X
X
Socialcommunity
X
X
X
X
X
X
X
X
X
Multiple Account Valuation
Transport. Financial Economic Environ.
User
Benefits
X
Average drive time to closest
intermodal rail facility
Access to population within 40
minute drive
Access to employment within 180
minute drive
Average vehicle occupancy
(including drivers of passenger
cars)
Vehicle operating cost
VHT by mode
VKT by mode
Travel demand characteristics:
"On the clock" work trips; commute
trips - am or pm peaks; personal
trips (other)
Value of time
Start up budget in present value
Discount Rate
Type of Data
Source-1
Best Data Source
Local/national policy.
Metrolinx is now using 5%.
With sensitivity tests at 3%
and 7%. National policy is
10% through the TransDec
model.
Source-1
Best Data Source
Model
Model
Model
Minutes
Number of jobs
24
Mode specific and by trip purpose to
account for employer cost of labor
Number of people
Mode specific
Skims from Transportation
Demand Model
Model
Demand Model
Demand Model, if available
Model
Hours or minutes, defined by "analysis Transportation Demand
period" (see definition above)
Model
By mode, incorporating changes
over the duration of the project, and
including as applicable: passenger
car/light truck, freight truck; bus transit;
passenger rail; freight rail; airplane;
marine
Number of kilometers, defined by
"analysis period" (see definition above)
$/hour -business, personal (or
weighted)
Can vary from detailed budget to lump Project engineer
sum. Include general construction
and, as applicable, land acquisition,
buildings and equipment, vehicle
purchases, other initial outlays
"Real" discount rate not including
inflation or nominal discount rate with
accompanying anticipated inflation
rates for the life of the project (see
comment).
Local/regional/national
travel statistics
Model and University of
Hamburg (CO 2)
Expert opinion
Expert estimate
Expert estimate
Duration of capital bond
Expert estimate
Government policy
Expert estimate
Source -3
Project # 4598
+(&"%'
Might be interpreted as the marginal cost of a
late delivery. Include costs to shippers
(inventory costs), receivers and carriers.
Only important if project alternatives will
relieve highway congestion and speed freight
flows
The higher the number the less reliable
transportation. "0" indicates that reliability will
not be considered.
For proper discounting in BCA
For proper discounting in BCA
To estimate annualized economic impacts of
operations
For proper discounting. Could also be useful
in annual impacts of construction budget
Current Metrolinx factors from AM peak
period are: Metro/LRT - 3/300; and road 10/300
Costs/investments include projected
operation & maintenance, major renovations
and improvements to meet current safety
standards. Build alternatives are compared to
base case for traffic volumes, mode splits,
etc…Costs and outlays for build alternatives
are net of base case.
Time intervals that are of interest to analysis
To measure impacts of improved market
access
Comments
Oak Ridge National
Laboratory (includes
Canada and US)
GIS programming
Canadian Automobile
Association
GIS programming
Past study
Past study
Cost of Ontario long-term
borrowing
Source -2
Expert estimate
Expert estimate
Interest on Canadian
long term borrowing
Source -3
Other Data Sources
Project # 4598
+(&"%'
Important only if project alternatives will
relieve highway congestion
Estimated one-day delivery market (three
hour trip, 2 hour rest, three hour return)
Standard commute time
For calculating total passengers by mode
EI does not includes values business time
and a portion of commuting time. BCA
includes full value of each time segment
Detailed budget is better so that the
economic impacts can be more exactly
defined. Certain costs (land acquisition, for
example) are applicable in BCA but not in EI.
Cost of Ontario borrowing suggests low-risk
discount rate; cost of national borrowing is
risk free. For BCA costs and benefits are
usually defined in constant values and
therefore a real discount rate (not accounting
for inflation) is appropriate. However a
nominal discount rate that includes expected
inflation over the life of the project should be
used when benefits and costs are reported in
nominal terms. Note that sensitivity analyses
can involve testing projects with multiple
discount assumptions. Note: TransDec
utilizes a "real" discount rate and predicted
annual rates of inflation.
Comments
Literature Review of Benefit Cost and Economic Impact Analysis - DRAFT
Transport Canada - Urban
Transportation Emissions
Calculator greenhouse gas
emissions)
Metrolinx data
2004 Canadian Motor
Vehicle Traffic Collision
Statistics; Canadian Vehicle
Survey (Stats Canada)
Traffic/delay statistics
Project specific analysis
Project specific analysis
Project engineer
Project engineer and/or
planner
Project engineer and/or
planner
Past project study
Model
Source -2
Other Data Sources
Model
Expenditures by year. Percent of total Project engineer
expenditures or line items
Annual
Project time span (or useful life)
Annual
Projected operating and
Annual. Include ongoing operations
maintenance costs in present value and anticipated maintenance and
rehabilitation
Crew cost
$/hour per crew member
Freight logistics factor
$/hour per ton
Construction period
Project phase in schedule
Define geography of Study 'Region Lowest jurisdictions that are practical:
city, town , township, region, county.
Can aggregate jurisdictions to larger
project area
Define geography of Linked area
Lowest jurisdictions that are practical:
city, town , township, region, county.
Can aggregate jurisdictions to larger
project area
Define analysis period of available Varies: examples are AM peak & rest
data
of day , AADT, etc…
Annualisation factor
Used if necessary to increase partial
day travel statistics to AADT and
annual average
Define "base case alternative"
What, if anything. would be
built/invested if none of the "build"
project alternatives were not
implemented.
Type of Data
Table 4 - Qualitative and Quantitative Data Required for the Five-Account MAE (continued)
April 2009
X
X
X
BCA
BCA
X
X
BCA
BCA
BCA
X
X
X
X
BCA
BCA
BCA
Set Up
Set Up
Set Up
Set Up
Set Up
Set Up
Major Category
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
TransDec
X
X
X
Socialcommunity
X
X
User
Benefits
X
X
X
X
Table 4: Qualitative and Quantitative Data Required for the Five-Account MAE
X
X
X
X
X
X
Other Benefit Accounts
To be addressed by
other team members
Environmental impacts other than
monetized transportation effects
noted above
Social and community benefits
Changing Land Values
Financial, other than what is
required for BCA
Average GDP per job
Multipliers
Average wage per job
Employment by place of work
Local portion of trip ends
Average toll charges per trip
Average drive time to closest major
commercial airport
Average daily operations at
commercial airport
Average drive time to closest
marine port
Average freight transported per
vehicle
Type of Data
25
Major benefits may include
environmental justice issues, smartgrowth concentrated development,
changes in noise pollution and other
quality of life effects
Including hazardous waste, changing
conditions of natural resources and
others
Increase in commercial and residential
values and property tax revenues
Timing of cash flows, residual/salvage
value,
3-digit detail of NAICS
Tolls by this definitions are out-ofpocket costs for travelers, including
highway tolls, parking fees and transit
fares
Fully internal trips and trips with one
end external by mode and purpose
3-digit detail of North American
Industrial Classification System
(NAICS)
Metric tonnage
Minutes
Minutes
Minutes
April 2009
X
X
X
X
X
User
Benefits
x
X
X
X
X
X
X
X
X
TransDec
X
X
Socialcommunity
Detailed TransDec
variable
Detailed TransDec
variable
Detailed TransDec
variable
Detailed TransDec
variable
Detailed TransDec
variable
Detailed TransDec
variable
Detailed TransDec
variable
Major Category
Cross sector Benefits
Affordable mobility
Percent of gasoline fueled motor
vehicles
Average noise costs
Percent of new transit capacity
used by new users
Current and forecast prices of fuel
and other vehicle operating costs
for autos and trucks
Population forecast
Type of Data
26
Factors relative to low income people
in defined study region
Medical trips, trips that would be
missed without transit for medical
purposes and work, and percent of
work trips missed that result in
unemployment
By mode
By type (e.g., auto, bus, trucks)
For defined study region
Project specific
Table 4 - Qualitative and Quantitative Data Required For the Five-Account MAE (continued)
X
X
X
EI
EI
X
X
X
EI
X
Major Category
To be addressed by
other team members
To be addressed by
other team members
To be addressed by
other team members
EI
EI
EI
X
X
X
X
X
EI
April 2009
X
X
EI
X
EI
X
TransDec
EI
Socialcommunity
X
User
Benefits
X
Table 4 - Qualitative and Quantitative Data Required for the Five-Account MAE (continued)
Provincial data
Provincial data
Provincial data
Metrolinx
GIS programming
GIS programming
GIS programming
Source -3
Other Data Sources
Source -2
Project # 4598
+(&"%'
For financial analysis, it may be appropriate
to develop a cash flow and discount rate in
nominal terms
Sources may include existing studies,
municipal financial records, local planners,
local realtors and property owners
Generally a qualitative assessment
Available at provincial level only
Provincial data may distort localized impacts
Should match geography of study region
relieve highway congestion and speed freight
flows
Develops savings or (negative flows) that will
affect consumer spending
Comments
Municipality
Model
Source-1
Best Data Source
Stats Canada
Past Studies
Source -2
Source -3
Other Data Sources
Project # 4598
+(&"%'
Comments
Stats Canada
Stats Canada
Stats Canada
Model
Stats Canada
Model
Demand Model
Demand Model
Demand Model
Source-1
Best Data Source
Regional Municipality of
Durham and Durham
Region Transit (DRT)
-%
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Literature Review of Benefit Cost and Economic Impact Analysis DRAFT
07097<5>/=6D
Aschauer, David A. and E.J. Campbell; “Transport Spending and Economic Growth”;
Earthward: The Journal of Environmental and Social Responsibility, vol. 4, No. 38,
September, 1991
Cambridge Systematics, “Economic Impact Analysis of Transit Investments: Guidebook
for Practioners”; Report 35, TCRP, Transportation Research Board, 1998.
Cervero, Robert, David Aschauer, and Cambridge Systematics, Inc.; “Economic Impact
Analysis of Transit Investments: Guidebook for Practitioners”; Report .No. 35.
Transportation Research Board, National Research Council. Washington, DC: National
Academy P, 1998
Coffey, William and Richard Shearmur, “Growth and Location of High Order Services
in the Canadian Urban System, 1971-1991”; Professional Geographer, Vol. 49, No. 4,
Nov. 1997, pp. 404-418
Gupta, Surabhi, Sukumar Kalmanje, and Kara M. Kockelman. “Road Pricing
Simulations: Traffic, Land Use and Welfare Impacts for Austin, Texas”; paper presented
at the 84th Annual Meeting of the Transportation Research Board and submitted for
publication by Transportation Planning and Technology, December 2004
Internet; “Guide to Benefit-Cost Analysis in Transportation” Univ. of California with
Economic Development Research Group, for the California Dept. of Transportation and
the American Society of Civil Engineers. 2004 at
http://www.dot.ca.gov/hq/tpp/offices/ote/Benefit_Cost/index.html)
Litman, Todd, “Land Use Impact Costs of Transportation”; World Transport Policy &
Practice, Vol. 1, No. 4, 1995, pp. 9-16; an updated version titled “Evaluating
Transportation Land Use Impacts” is available at the VTPI website
(www.vtpi.org/landuse.pdf).
Newman, Peter and Jeffrey Kenworthy; “Sustainability and Cities; Overcoming
Automobile Dependency”; Island Press 1999 (www.islandpress.org).
STPP; “Setting the Record Straight: Transit, Fixing Roads and Bridges Offer Greatest
Jobs Gains”; Surface Transportation Policy Project 2004 (www.transact.org).
Transportation Research Board; “Economic Impact Analysis of Transit Investments:
Guidebook for Practitioners”; Report .No. 35. National Research Council, Washington,
DC: National Academy P, 1998
April 2009
27
+(&"%'
Project # 4598
Appendix A4
Task 1.4: Transportation Conditions and Trends in Durham
(1996 – 2006)
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Region of Durham
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301
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306
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CA
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915
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see reverse side
for Pickering / Ajax
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Columbus Road W
922
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304
house Drive
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403
305
305B
420
916
419
420
419
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409
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(Whitby)
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305
409
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409
403
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403
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414
414
411
413
405
413
402
401
402
411
419
419B
410
411
412
404
1
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419
419B
403
403B
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408
408
UOIT
Durham College
Phillip Murray Avenue
413
306
408
419B
405
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302
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White Oaks
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410
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504
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#
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Clarington
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421
419
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413
411
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107
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Joseph St
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165
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105
103
144
114
141
122
102
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104
165
111
103
144
115
107
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165
105
103
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104
141
Lake Ontario
121
101
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108
141
106
104
114
144
165
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107B
102
165
165
101
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122
121
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106
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226
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240
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224B
232
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224
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224
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226
226B
224
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240
240B
225
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224
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226B
224
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220B
232B
232B
222
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224
240
224
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226
235B
226B
235
229
218
218B
235B
232
232B
226
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220
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229
220
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218B
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Harwood Avenue S
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Brock Road
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Knapton
Avenue
218
218B
222
Shoal Point Road S
PICKERING / AJAX
225
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Middlecote
Harkins Dri
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916
see reverse side
for Whitby
915
see reverse side
for Whitby
105
108
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102
224
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104
229
218
218B
106
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103
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Audley North
Bay Ridges
Bay Ridges & West Shore
Beach
Brock Road
Claremont Community Bus
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Glendale
Glendale/Maple Ridge
Harwood
Industrial
Liverpool
Liverpool Finch/HWY2
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Puckrin Elm
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141
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REGIONAL CYCLING PLAN (Consolidation – for internal use only)
On October 8, 2008, Regional Council endorsed the Regional Cycling Plan network and
related policies. The following document is a consolidation for internal use.
Regional Cycling Plan Goal
1.1
To build upon existing local cycling initiatives by connecting and expanding
existing cycling facilities in the Region to establish an integrated and readily
accessible region-wide network serving both urban and rural areas.
Regional Cycling Network
1.2
The Plan seeks to achieve “a region-wide, visible and connected network of
cycling routes and facilities that are actively used by all types of cyclists”.
Map 1 illustrates a simplified network of cycling spines.
1.3
The network is comprised of Regional Cycling Spines connecting key
attractions, including Regional Centres designated in the Regional Official
Plan, and key intermodal facilities such as GO Stations. These Regional
Cycling Spines include:
"
"
"
"
"
"
"
"
"
"
"
Taunton Road from the York/Toronto Boundary to Simcoe Street
(Pickering, Ajax, Whitby, Oshawa);
Bayly/Victoria/Bloor Streets from Frenchman's Bay to the Oshawa GO
Station (Pickering, Ajax, Whitby, Oshawa);
Brock Road from Montgomery Road to Old Brock Road (south) and from
Old Brock Road (north) to Highway 47 (Pickering, Uxbridge);
Highway 47 from Brock Road to Elgin Park Drive (Uxbridge);
Reach Street from Main Street to Simcoe Street (Uxbridge, Scugog);
Simcoe Street from Taunton Road to Reach Street (Oshawa, Scugog);
Thornton Road from Taunton Road to Gibb Street (Oshawa);
Gibb Street from Thornton to Simcoe Street to connect to the future
Oshawa GO station (Oshawa);
Whites Road from Bayly Street to Taunton Road;
Lakeridge Road from Bayly/Victoria Streets to Reach Street; and
Highway 2 from Toronto Boundary to the Village of Newcastle.
In addition, the Plan provides for the review of the role of Highway 2 for
cycling, through the Region’s Highway 2 Bus Rapid Transit Study.
Regional Cycling Plan (Consolidation- for internal use only)
Page No. 2
Consideration to examining the extension of cycling facilities along Taunton
Road east of Simcoe Street, Simcoe Street north of Reach Street and Lake
Ridge Road north of Reach Street shall be undertaken through future reviews
of the Regional Cycling Plan.
"
The design of cycling facilities shall follow recognized and approved
standards and guidelines to maximize cycling safety, security,
accessibility, convenience and enjoyment. Cycling facility design will
consider compatibility with other travel modes and pedestrian facilities and
allow accommodation for as wide a range of user ages and abilities as
possible; and
"
Operational measures for the Regional transportation system which
support safe and convenient cycling shall be included.
Recommended Approach for Regional Cycling Plan
1.4
1.5
The implementation of the Regional Cycling Plan will be reviewed and
considered by Regional staff on an annual basis through the Region’s Capital
Works and Financing programs. A report to Joint Committee of Finance and
Administration, Planning and Works will be provided in the fall of each year,
with a copy to be circulated to the local area municipalities for comments and
input. This report will also provide preliminary cost estimates for the road
related capital needs, financing, phasing, and other Regional Cycling Plan
programs (communication, education and promotion). These estimates will
then be included in the various departmental business plans for consideration
during the pending budget phase of the Regional business plan.
1.6
The following methodology will be used to determine the appropriate
responsibilities for the Regional Cycling Network:
"
For Regional Roads with an urban cross section that form part of a
Regional Cycling Spine, the Region will provide at its expense, a platform
for the construction of a multi-use boulevard path on one side of the road.
The cost of providing a platform will include land acquisition, utility
relocation, grading and customized bridge structures. The cost of granular,
asphalt, signage, markings, the provision of other amenities, and path
maintenance (i.e. short term regular maintenance, ownership and long
term replacement) will be borne by the area municipality in which the
multi-use boulevard path is located.
"
For Regional Roads with a rural cross section that form part of a Regional
Cycling Spine, the Region will provide an on road (shoulder) platform (land
acquisition, utility relocation, grading and customized bridge structures) for
a paved shoulder bikeway on both sides of the road. The cost of granular,
asphalt, signage, markings, and the provision of other amenities be cost
shared 50/50 between the Region and respective Area Municipality in
which the shoulder resides. The maintenance of the paved shoulder will
be the responsibility of the Region and any costs associated with
maintenance will be borne by the Region.
"
Alternatives to multi-use boulevard paths in Regional road rights-of-way
(i.e. cycling lanes, signage) may be considered where such paths are
deemed inappropriate or unfeasible by the Region. The cost, financial
responsibility and ownership for such facilities will be determined on an
individual case-by-case basis and approved by Regional Council.
The Regional Cycling Plan may be modified as needed over time by Regional
staff with regard to the following parameters:
"
The Regional Cycling Plan be reviewed every five years in conjunction
with the Region’s Transportation Master Plan. User and public attitude
surveys will be conducted at least every five years to assess progress and
outcomes of the cycling plan implementation. Cycling data will be
collected through the Region’s current traffic data collection program;
"
Between formal review periods, when opportunities arise, individual
network route changes, additions or deletions may be considered;
"
The Regional Cycling Spines identified in this Plan be protected and
developed for both utilitarian and recreational trip purposes;
"
Staff will make ongoing revisions or changes in facility types as new
detailed information become available, through capital project planning
and local development, provided the continuity and functionality of a
cycling route is maintained;
Page No. 3
Page No. 4
"
The path should be paved with a surface that is conducive to bicycling.
The area of the road surface must be reasonable for a "person-powered"
apparatus. Surfaces that are reasonable for vehicle tires are not
necessarily conducive to bicycles.
"
The path must be clearly marked throughout. Bicyclist signs should be
posted all along the path and not only at the beginning and end of the
path.
"
Signs on the bicycle path should warn cyclists of road crossings and to
proceed with caution through the intersection.
"
All road signs must conform to standards. It is recommended to have at
least two signs at each crossing - one well in advance of the crossing
warning of the upcoming crossing and one at the crossing itself for both
the pathway and the roadway.
Related Outreach, Education and Promotion Policies
1.7
Encouraging bicycle travel is a key element of Transportation Demand
Management (TDM) efforts aimed at promoting alternative modes of travel to
the single occupant vehicle. As part of the Region’s TDM and Smart
Commute Durham effort, the following initiatives will be pursued to encourage
bicycle travel in Durham:
"
developing and implementing a comprehensive communication strategy
for the creation and distribution of cycling information and resources
through the use of a wide variety of media;
"
developing educational and promotional materials regarding the benefits
of cycling and incorporating or referencing this information in Regional
publications, reports and events;
"
maintaining a comprehensive Regional Cycling and Trail Network Map;
"
Cyclists should be encouraged to dismount their bicycles at all crossings.
"
encouraging public and private sector land and building owners to provide
trip-end facilities, such as secure parking, showers and lockers, at major
employment, educational, and commercial centres; and
"
Whenever possible, bicycle crossings should be routed to the nearest
controlled crossing and merge with the pedestrian sidewalk and painted
crosswalks to permit only one controlled crossing of the road intersections
so that they do not interfere with the turning movement of vehicles.
"
encouraging the private sector, interest groups, agencies, governments
and inter-city carriers to promote bicycle tourism in the Region and
develop Durham as a key destination for cyclists.
"
If the path must cross a busy street, a controlled crossing device could be
considered to warn motorists. If this is not possible, the crossing should
take place at a controlled intersection with either traffic lights or a four-way
stop.
"
Crossings should be marked with clearly visible painted markings, unless
crossings occur at a controlled intersection or mid block where a control
device should be considered.
"
Signage must also be appropriate for biking. A steep grade for a bike is
different than a steep grade for a car.
"
Any road that narrows at a bridge (such as a one lane crossing) should
not be considered for such a trail due to space constraints.
Risk Management and Mitigation Strategies
1.8
Page No. 5
Regional staff undertook a risk management and insurance analysis of the
proposed Regional Cycling Network. The following is a preliminary checklist
of risk management considerations and strategies that will be undertaken to
reduce risk:
"
There should be a safe distance between the bike path and the roadway.
Although it can be built on the shoulder of the roadway, a separate path
built parallel to the roadway and separated by distance is preferred,
especially if it is intended to be a two way path.
Paths must be maintained on a regular basis as some potholes, cracks,
snow, etc may not be a hazard to a vehicle but may cause serious injury to a
bicyclist.
N:\Strategic PB\Transportation\Regional Cycling Plan\RCP Consolidation - internal use\RCP - working consolidation.doc
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Paths should be paved with a surface that is conducive to bicycling with
clearly marked lines and signage warning cyclists of the path ahead, any road
crossings, intersections, traffic lights, bridge crossings, rights of way, lane
ways, grading, warning drivers to be alert to bicyclists crossing their paths,
etc.
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A safe distance should be provided between the bike path and the roadway to
reduce risk. A separate path built parallel to the roadway and separated by
distance is preferred to paved shoulders, especially if it is intended to be a
two way path. The proposed Regional Cycling Network includes off-road multi
use paths parallel to the road, which will reduce risk compared to on-road
paths.
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Road maintenance is critical. Some potholes, cracks in the road may not
be a hazard to a vehicle but may cause serious injury to a bicyclist.
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Area Municipal policies and procedures must incorporate the maintenance
and inspection of the bicycle pathway and signage. This pathway will
require a greater due diligence. Written inspection and maintenance logs
should be maintained.
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It is prudent to notify the police, fire, ambulance services that cyclists will
be encouraged to use these routes.
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If there are residences, farms, small businesses with driveways, laneways
along the path, these residences must be notified that a bike path is being
constructed so they have to exercise greater due diligence when backing
out of driveways, laneways, etc.
KZ\ZbY
"
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Mileage markers or other identifiable markers should be posted along the
road to aid emergency vehicles (911 calls) as to the location of a problem.
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Page No. 6
EWGQLIKJ
Brock
Uxbridge
Scugog
Pickering
Ajax
Whitby
Oshawa
Clarington
Brock
Uxbridge
Scugog
Pickering
Ajax
Whitby
Oshawa
Clarington
All of Durham
All of Durham
All of Durham
Trends in HH size
Brock
Uxbridge
Scugog
Pickering
Ajax
Whitby
Oshawa
Clarington
46,344
2 persons
1,544
1,846
2,153
6,363
5,498
7,191
15,855
5,894
30,327
3 persons
460
759
1,017
5,124
4,647
4,680
9,925
3,715
3%
2%
1%
4 persons
-2%
1%
-2%
0%
2%
3%
-2%
1%
35,834
4 persons
882
1,087
1,634
6,538
5,683
6,026
9,303
4,681
31%
29%
18%
9%
Overall Percentage Changes in Household Size (1996 - 2006)
1 person
2 persons
3 persons
4 persons
10%
9%
32%
-20%
18%
18%
33%
15%
40%
27%
24%
-25%
41%
25%
8%
4%
35%
30%
25%
18%
52%
38%
27%
32%
19%
22%
3%
-18%
27%
40%
29%
13%
3%
Annual Rate of Changes in HH Size (1996 - 2006)
1 person
2 persons
3 persons
1%
1%
3%
2%
2%
3%
4%
3%
2%
4%
2%
1%
4%
3%
2%
5%
4%
3%
2%
2%
0%
3%
4%
3%
23,061
1996
1 person
790
1,037
852
2,199
2,330
3,048
10,080
2,725
Data for Appendix C: HH Size Data from TTS
8%
5+ persons
-16%
17%
-17%
10%
30%
21%
-10%
-14%
1%
5+ persons
-2%
2%
-2%
1%
3%
2%
-1%
-1%
18,722
5+ persons
496
607
805
3,280
2,797
3,093
4,553
3,091
21%
Total HH
6%
20%
16%
17%
27%
35%
9%
25%
2%
Total HH
1%
2%
2%
2%
3%
4%
1%
3%
154,288
Total HH
4,172
5,336
6,461
23,504
20,955
24,038
49,716
20,106
28,562
2001
1 person
971
796
1,144
3,259
3,120
4,193
11,377
3,702
54,994
2 persons
1,883
2,083
2,775
7,119
5,838
9,078
18,591
7,627
Growth Period (Years)
31,712
3 persons
575
957
1,142
5,533
4,698
5,340
9,058
4,409
10
37,840
4 persons
634
1,202
1,407
7,243
6,537
6,539
8,742
5,536
( 3 - , 6 F B
B
C D
20,034
5+ persons
337
694
890
3,947
3,027
3,823
4,437
2,879
173,142
Total HH
4,400
5,732
7,358
27,101
23,220
28,973
52,205
24,153
33,406
2006
1 person
881
1,266
1,410
3,703
3,607
6,372
12,423
3,744
64,941
2 persons
1,704
2,246
2,950
8,479
7,854
11,662
20,214
9,832
36,804
3 persons
676
1,133
1,344
5,574
6,181
6,445
10,253
5,198
39,168
4 persons
734
1,278
1,311
6,798
6,958
8,822
7,886
5,381
20,317
5+ persons
426
734
688
3,658
4,017
3,938
4,144
2,712
194,636
Total HH
4,421
6,657
7,703
28,212
28,617
37,239
54,920
26,867
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Appendix F
AM Peak Hour –Peak Direction Auto and Truck volumes classified by Screenline
Screenline Number
Peak Direction
Auto Volume
Truck Volume
Boundary Screenlines
22
S
900
159
25
S
159
71
28
W
2286
217
30
W
826
127
40
W
319
95
56
W
231
65
57
W
994
311
Internal Screenlines
( ,( 3 /
,
& , 1
S
3558
289
2
S
3589
272
3
S
2410
299
4
S
1900
127
5
S
3346
405
11
S
1159
211
12
S
946
95
13
S
1852
390
14
S
209
29
15
S
2041
303
16
S
464
88
17
S
968
175
34
W
746
56
35
W
6527
691
36
W
2164
121
37
W
1936
290
38
W
796
124
39
W
283
38
49
W
5343
536
50
W
923
165
51
W
394
132
52
W
1308
120
Appendix A5
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Appendix A6
Task 1.6: Synopsis
Implications and Potential Directions
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appendix a - Region of Durham

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