5. City Of Ottawa Transportation System Management Strategy Update - Information Report And Guiding Principles For Future Strategy

Mise À Jour Sur La Stratégie De Gestion Du Système De Transport De La Ville D’ottawa – Rapport D’information Et Principes Directeurs Pour Une Future Stratégie

Committee Recommendation

That Council receive this report for information.

Recommandation du comité

Que le Conseil prennent connaissance du présent rapport.

Documentation

1. Deputy City Manager’s report, City Operations, dated 2 November 2009 (ACS2009-COS-PWS-0029).

Report to/Rapport au:

Transportation Committee

Comité des transports

and Council/et au Conseil

2 November 2009 / le 2 novembre 2009

Submitted by/Soumis par:

Steve Kanellakos, Deputy City Manager/Directeur municipal adjoint

City Operations/Opérations municipales

Contact/Personne ressource:

John Manconi, General Manager/directeur générale, Public Works/ Travaux publics

613-580-2424, extension 2110, John.Manconi@ottawa.ca

City Wide/À’L’échelle de la Ville

Ref N°: ACS2009-COS-PWS-0029

SUBJECT:	City of Ottawa transportation system management strategy UPDATE - information report and Guiding principles FOR FUTURE strategy
OBJET:	MISE À JOUR SUR LA sTRATÉGIE DE GESTION DU SYSTÈME DE TRANSPORT DE LA VILLE D’oTTAWA – RAPPORT D’INFORMATION ET PRINCIPES DIRECTEURS POUR UNE FUTURE STRATÉGIE

REPORT RECOMMENDATION

That Transportation Committee and Council receive this report for information.

RECOMMANDATION DU RAPPORT

Que le Comité des transports et le Conseil prennent connaissance du présent rapport.

EXECUTIVE SUMMARY

A module on Transportation System Management (TSM) was developed as part of the 1997 Regional Municipality Ottawa-Carleton Transportation Master Plan, which specified the direction and details for TSM strategies to be implemented over the following decade. Recommendations from this plan included: establishing a central control facility capable of implementing traffic and incident management plans, increasing the rate of signal timing updates, installation of Traffic Monitoring Cameras and driver advisory systems. All of the TSM module recommendations have been implemented and an update to the TSM Strategy is timely.

This report represents the first of two key milestones for the City of Ottawa TSM Strategy update:

1. TSM Strategy Update Information Report - reporting on the TSM history in the City of Ottawa, update on TSM strategies undertaken since 1997, results of ideas and opportunities identified by a focus group of users and stakeholders, and the results of a benchmarking of TSM best practice review of peer municipalities across North America;

2. New TSM Strategy – a recommendation report that will request approval for the new TSM Strategy scheduled for Transportation Committee and Council in Spring 2011.

TSM Strategy Update Information Report

Supporting the first milestone, staff undertook two tasks: a focus group workshop and a benchmark survey. The workshop was held the 29 September 2009 and obtained input from 33 participants that represented 29 agencies and/or user groups. The day was structured to provide the participants with an opportunity to brain-storm and discuss the future vision of TSM in Ottawa, the issues, challenges and opportunities in achieving those visions, and the strategic direction needed to help bridge the gap between the current and the future vision of TSM in Ottawa.

The workshop was successful with the delivery of a vision, guiding principles, identification of key results areas (Governance, Behaviour Modification, Recourses, and Technology and Data), and direction to move forward by seizing opportunities and overcoming issues and challenges.

The second task, a benchmark survey that was undertaken in the month of October gathered valuable information on how Ottawa relates to other Canadian and U.S. jurisdictions in terms of TSM related performance, approach and best practices. From a preliminary review of the information obtained it appears that the City is performing well and is at the forefront in many areas of TSM delivery and accomplishments.

New TSM Strategy

Next steps in achieving the second milestone will be the development of a recommendation report for the new TSM Strategy that will include the following key guiding principles:

· Integrate and optimize all modes of transportation

Applying TSM strategies to ensure that all modes of transportation are integrated and optimized into the transportation system. For example, 85% of transit service is delivered on roads operating in mixed traffic. TSM systems are relied upon to ensure traffic movement does not impede transit where no dedicated transit lane or facility can be provided;

· Integrate information systems with all transportation networks

Ensuring that information systems from all governmental agencies within the National Capital Area are integrated so that regardless of where a user of the transportation network is located within the National Capital Region, they can get access to the same information in real time;

· Develop sustainable transportation alternatives that are affordable and environmentally safe and accessible

Applying TSM strategies that are aligned with Pedestrian Plan, Cycling Plan and Transportation Demand Management (TDM) Plans and ensuring that the strategies are sustainable, affordable, environmentally friendly, safe and accessible for all users of the transportation network; and,

· Educate residents on how to utilize TSM strategies to enhance safety, efficiency and convenience of the transportation network

Educating residents on the benefits of TSM strategies and how these strategies enhance safety, efficiency and convenience of the transportation network as well as how the strategies roll into the City’s Strategic Plan where Transportation, as one of the nine service priorities, states that the City of Ottawa will strive to manage growing transportation demands in ways that reinforce the values and aspirations of its residents by maximizing the efficiency of existing systems to reduce the need for new infrastructure and services.

As the new TSM strategy is developed, the guiding principles will provide valuable assistance as the City moves towards a sustainable, efficient, cost effective, accessible and environmentally sound transportation system. It will also serve to confirm the Department’s traffic operations and safety mandate with Council and the public.

The final TSM plan will be developed in conjunction with staff, subject matter experts, advisory committees and the public. It will focus on but will not be limited to improvements to better manage the transportation networks for all modes, supporting the pedestrian/cycling/transit and TDM strategic plans and including day-to-day incident and congestion detection, as well as traffic signal optimization and prioritization for transit vehicles. It will also outline direction to bring the traveler advisory information system to a higher and more significant level that will be integrated and coordinated with other area levels of government to better inform and engage both the public and commercial users of our transportation network. Results will provide a system that is consistent with the new 511 information platforms that are currently being developed across North America. It will provide a resource plan to ensure that the existing TSM infrastructure is maintained and identify future resources to ensure the efficient management of the transportation system within the City of Ottawa. It will also set out a plan to proactively examine and evaluate all alternate technologies related to traffic signal, traffic camera, detection and communication systems to ensure the City’s traffic control systems and sub-systems are robust, sustainable, optimized and cost effective. Forecasting technology, demographics, growth patterns, vehicle types etc will be critical to ensuring the plan can meet the demands of the community for the next decade.

RÉSUMÉ

Publié en 1997, le Plan directeur des transports de la municipalité régionale d’Ottawa-Carleton comprenait un module sur la gestion du système de transport qui précisait les orientations et les détails des stratégies à mettre en œuvre durant les dix années suivantes. Au nombre des recommandations de ce plan, on retrouvait la création d’un établissement de contrôle central en mesure de déployer des plans de gestion de la circulation et des incidents, des mises à jour plus fréquentes du chronométrage des feux et l’installation de caméras de surveillance de la circulation et de systèmes d’orientation pour les conducteurs. Toutes ces recommandations ayant été mises en œuvre, le temps est venu d’actualiser la stratégie de gestion du système de transport de la Ville d’Ottawa.

Ce processus compte deux étapes clés, dont la première est décrite dans le présent document :

1. Rapport d’information sur la mise à jour de la stratégie de gestion du système de transport : présentation de l’historique de la stratégie à Ottawa, retour sur les stratégies de gestion du système de transport mises en place depuis 1997, retombées des idées formulées et des possibilités ciblées par un groupe de consultation formé d’utilisateurs et d’intervenants, et résultats d’une analyse comparative des pratiques exemplaires en matière de gestion du système de transport dans diverses municipalités similaires de l’Amérique du Nord.

2. Nouvelle stratégie de gestion du système de transport : rapport de recommandations au sujet de la nouvelle stratégie devant être approuvé par le Comité des transports et le Conseil municipal au printemps 2011.

Rapport d’information sur la mise à jour de la stratégie de gestion du système de transport

Deux activités réalisées par nos employés ont facilité l’atteinte du premier objectif, soit un atelier réunissant les membres d’un groupe de consultation et une enquête de référence. L’atelier, qui s’est déroulé le 29 septembre 2009, nous a permis de recueillir les commentaires de 33 participants, qui représentaient 29 organismes et groupes d’usagers. Cette journée était organisée de manière à favoriser le partage d’idées quant à l’avenir de la gestion du système de transport à Ottawa. Les problèmes, les possibilités et les défis liés à nos visées ainsi que l’orientation stratégique qui nous permettra de passer du système actuel à celui que nous voulons implanter étaient donc à l’ordre du jour.

L’atelier s’est avéré un succès puisqu’il a contribué à préciser la vision et les principes de base ainsi qu’à cibler quatre points stratégiques (gouvernance, modification du comportement, recours, technologie et données) sur lesquels nous devons nous concentrer afin d’atteindre nos objectifs, et l’orientation à privilégier pour aller de l’avant en profitant des possibilités qui s’offrent à nous tout en surmontant les problèmes et les défis.

La deuxième activité, soit l’enquête de référence qui a été lancée en octobre, nous a permis de recueillir des renseignements précieux sur la façon dont Ottawa se compare à d’autres municipalités canadiennes et américaines en termes de performance, d’approche et de pratiques exemplaires en matière de gestion des systèmes de transport. Selon l’examen préliminaire des renseignements récoltés, il semble que la Ville fait bonne figure et occupe même le premier rang dans plusieurs catégories liées à la prestation et aux réalisations.

Nouvelle stratégie de gestion du système de transport

Pour franchir la deuxième étape clé, nous devons élaborer un rapport de recommandations pour la nouvelle stratégie de gestion du système de transport, qui comprendra les importants principes directeurs suivants :

· Intégrer et optimiser tous les modes de transport

Appliquer les stratégies de gestion du système de transport de façon à optimiser et à intégrer tous les modes de transport du système. Par exemple, 85 % des services de transport en commun sont offerts sur des routes à circulation mixte. Nous nous fions donc aux systèmes de gestion pour que la circulation ne nuise pas à la prestation du service aux endroits où il n’y a pas de voie ou d’autre installation réservée au transport en commun;

· Intégrer les systèmes d’information à tous les réseaux de transport

Veiller à ce que les systèmes d’information de tous les organismes gouvernementaux de la région de la capitale nationale (RCN) soient intégrés afin que les usagers du réseau de transport, peu importe où ils se trouvent, accèdent aux mêmes renseignements en temps réel;

· Élaborer d’autres méthodes de transports durables, abordables, écologiques et accessibles

Appliquer les stratégies de gestion du système de transport qui correspondent au Plan de la circulation piétonnière, au Plan sur le cyclisme d’Ottawa et au Programme de gestion de la demande en transport et veiller à ce que les stratégies soient durables, abordables, écologiques, sécuritaires et accessibles pour tous les usagers du réseau de transport;

· Informer les résidents de la façon dont les stratégies de gestion du système de transport améliorent la sécurité, l’efficacité et la commodité du réseau de transport

Informer les résidents des avantages que procurent les stratégies de gestion du système de transport et de la façon dont celles-ci améliorent la sécurité, l’efficacité et la commodité du réseau de transport. Poursuivre en leur expliquant comment ces stratégies se fondent au plan stratégique de la Ville, dont le transport est l’un des neuf services prioritaires. Dans son plan stratégique, la Ville précise qu’elle mettra tout en œuvre pour répondre à la demande de transport croissante de ses résidents en adoptant des méthodes qui renforcent les valeurs et les aspirations de ces derniers, tout en maximisant l’efficience des systèmes existants, et ce, afin de réduire les besoins en nouvelles infrastructures et en nouveaux services.

Pendant l’élaboration de la nouvelle stratégie de gestion du système de transport, ces principes directeurs seront d’une aide précieuse à la Ville, qui pourra ainsi établir un système de transport durable, efficient, rentable, accessible et écologique. Ces principes serviront également à affermir le mandat du service en matière de sécurité et de circulation routière auprès du Conseil et du public.

Participeront à l’élaboration du plan final de la stratégie de gestion du système de transport le personnel, les experts en la matière, les comités consultatifs et le public. Même si d’autres dossiers seront abordés dans ce nouveau plan, celui-ci sera surtout axé sur l’amélioration du système de transport dans son ensemble et sur le soutien aux plans stratégiques pour les réseaux piétonniers, cyclables et de transport en commun ainsi qu’au plan de gestion de la demande en transport. Il y sera aussi question de la détection quotidienne des incidents et de la congestion de la circulation, de l’optimisation des feux et de la priorité à accorder aux véhicules de transport en commun. Enfin, on y proposera un moyen de bonifier notre système d’orientation de manière à ce qu’il soit harmonisé avec les autres modèles régionaux mis en place par le gouvernement; ce faisant, il nous sera plus facile de communiquer avec nos usagers publics et commerciaux et de les renseigner. Au final, ce système s’apparentera aux nouvelles lignes de renseignements 5-1-1 qui sont actuellement mises en place partout en Amérique du Nord. La stratégie comprendra un plan de ressources qui nous permettra d’assurer le maintien de l’infrastructure actuelle et de cibler les ressources que nous devrons plus tard exploiter pour gérer efficacement le système de transport d’Ottawa. Elle contiendra enfin un plan d’analyse et d’évaluation proactives des technologies alternatives liées aux feux de circulation, aux caméras de surveillance et aux méthodes de détection et de communication afin de garantir la robustesse, la durabilité, l’exploitation optimale et la rentabilité des systèmes et des sous-systèmes de la Ville. Il sera essentiel de prévoir les technologies, les données démographiques, les tendances de croissance, les types de véhicules et d’autres facteurs pour garantir la capacité du plan à répondre aux demandes de la communauté au cours de la prochaine décennie.

BACKGROUND

A module on Transportation System Management (TSM) was developed as part of the 1997 Regional Municipality Ottawa-Carleton Transportation Master Plan that specified the direction and details for TSM strategies to be implemented over the following decade. Recommendations from this plan included: establishing a central control facility capable of implementing traffic and incident management plans, increasing the rate of signal timing updates, installation of Traffic Monitoring Cameras and driver advisory systems. All of the TSM module recommendations have been implemented and an update to the TSM Strategy is timely.

The City of Ottawa updated its Transportation Master Plan (TMP) in 2008. As part of this update it was recognized that the TSM module required an update to incorporate new strategies and technologies that support the goals of the 2008 TMP and provide a framework for the next decade.

The Traffic Operations Audit that was completed in 2009 recommended the development of a strategic plan to include performance measurements and that the plan be presented to Committee and Council for approval. Management agreed with this recommendation and the new TSM strategy will provide this strategic direction.

This report represents the first of two key milestones for the City of Ottawa TSM update:

1. TSM Strategy Update Information Report – reporting on the TSM history in the City of Ottawa, update on TSM strategies undertaken since 1997, results of ideas and opportunities identified by a focus group of users and stakeholders, and the results of a benchmarking of TSM best practice review of peer municipalities across North America.

2. New TSM Strategy – a recommendation report that will request approval for the new TSM Strategy scheduled for Transportation Committee and Council in Spring 2011.

DISCUSSION

TSM is an approach in planning, engineering, and communicating aimed at optimizing the safety, efficiency and capacity of the existing transportation system through the use of effective, low cost improvements, as opposed to expensive capital improvements.

Operating and managing the transportation system is key to the safe and efficient movement of people and goods. Transportation System Management (TSM) strategies and technologies provide transportation solutions that promote multi-modal travel options, reduce fuel consumption and emissions, relieve congestion, and optimize the use of existing infrastructure. TSM strategies can be applied to an entire transportation system, major corridors or individual locations.

TSM measures can benefit all modes of travel by maximizing the efficient operation of our transportation system through the development and deployment of technology-based improvements to our transportation networks. TSM strategies can include:

• Accessible pedestrian signals;
• Bicycle signals, detectors and pavement markings;
• Transit priority measures;
• Traveler advisory information systems;
• Emergency vehicle preemption;
• Improvements to traffic signal control hardware/software;
• Installation of traffic camera network to better manage the transportation networks for all modes;
• Incident and congestion detection and management; and,
• Traffic signal timing optimization

Transportation System Management is one of two transportation management tools used by the City to address travel demand issues, and it should not be confused with the other, Transportation Demand Management (TDM). Where TSM deals with the operation and management of the system to facilitate mode choice, TDM deals with managing and influencing mode choice. For example TSM helps commuters through the existing transportation system in the most efficient and effective manner possible (be it by transit, vehicle or bike), while TDM both tries to influence that choice (i.e. encouraging transit use) while modifying the existing system to increase capacity. Although TSM will have an influence on mode choice it does so in a support role for TDM initiatives/goals/objectives such as those identified in the Transportation Master Plan and supporting Pedestrian, Cycling and Transit Priority plan policies. As it does for TDM it also supports initiatives/goals/objectives in other city plans such as economic development, environment sustainability, and health and wellness plans.

Transportation System Management technologies have the ability to delay or avoid road building (transportation supply measures) by optimizing existing infrastructure.. It should be noted that over 85% of transit service is delivered on roads operating in mixed traffic. TSM systems are relied upon to ensure traffic movement does not impede transit where no dedicated transit lane or facility can be provided.

Status of Current TSM Strategies and Technologies

The 1997 TSM plan, which was developed by the RMOC has been an effective tool that identified a number of new technologies and strategies to improve and optimize the transportation system for all modes of transportation. The recommended projects in the 1997 plan have been implemented including the following strategies and techniques:

• Ensuring pedestrian accessibility and promoting pedestrian use of the transportation system through the Audible Pedestrian Signals Program, Pedestrian Countdown Timers Program and through site-specific design considerations;
• Supporting cycling on the roadway system through bicycle detection and signals;
• Implementing transit priority measures to minimize delays to buses at intersections and along congested roadways;
• Development of a state of-the-art central traffic control system;
• Traffic management center capable of implementing traffic and incident management plans;
• Enhancing traffic signal efficiency to reduce stops and delays at intersections resulting in reduced emissions, reduced fuel consumption, reduce motorist frustration and improved safety;
• Increase road safety and reduce collisions associated with red light running through the Red Light Camera Program;

• Implementing emergency vehicle traffic signal pre-emption to assist in the reduction of response times for emergency Fire Vehicles – pilot programs in Barrhaven and Bells Corner with more locations under review;
• Efficient communication facilities between local traffic control equipment and the central control facility (public works aggressive approach to pursuing new technologies and new methods has saved the City of Ottawa over 1 million per year in Communications costs);
• Real time monitoring of critical locations by way of Traffic Monitoring Cameras;
• Provision of real time advisory information;
• Enhanced construction management; and,
• Provision of incident management and clearance strategies, including the creation of the Traffic Incident Management Group.

Detailed summary of each of the above items is shown in attachment 1 - Current Status of TSM Strategies.

TSM Benchmarking Surveys

The City of Ottawa participated in the 2007 National Traffic Signal Report Card conducted by the National Transportation Operations Coalition (NTOC). The NTOC is comprised of a number of organizations including the Institute of Transportation Engineers (ITE), the International Municipal Signal Associations (IMSA) and the U.S. DOT Federal Highway Administration (FHWA).

The results from this study were based on the 2007 Traffic Signal Operations Self Assessment survey created to collect information and assess traffic signal operations practices. There were six topics considered in the survey including management, signal operations at individual intersections, signal operations in coordinated systems, signal timing practices, traffic monitoring and data collection and maintenance with questions addressing polices and practices. The City of Ottawa participated in this survey in 2006 and results were released in 2007.

The overall findings from the 2007 National Traffic Signal Report Card indicate that traffic signal operation for the City of Ottawa scores a B, while overall traffic signal operation in Canada scores a D+ and the United States scores a D-.

To further evaluate TSM in Ottawa, a supplementary and broader benchmarking exercise was conducted in the fall of 2009 to compare Ottawa’s TSM to that of other comparable peer municipalities in North America. Twenty municipalities/state agencies from across Canada and the United States were contacted to participate in the survey, of those the cities of Toronto, Victoria, Winnipeg, Mississauga and Burlington, Niagara Falls and Kansas DOT responded. City of Ottawa also participated to establish its place in the benchmarking process.

The survey included a general TSM questionnaire as well as specific categories dealing with Pedestrian/Cycling, Transit, Traffic Engineering, Traffic Management and Transportation Demand Management.

The survey results indicated that the City of Ottawa has adopted Transportation System Management (TSM) and Intelligent Transportation System (ITS) strategies that provide transportation solutions to help relieve congestion, optimizes the use of existing infrastructure, and promotes multi-modal travel. While 50% of the other jurisdictions have adopted TSM or ITS Strategies, the majority of respondents have not integrated and expanded their traffic signal control system, traffic camera system, Variable Message Signs and incident detection management systems in the same manner as Ottawa

On pedestrian, cycling and transit issues, it was found that the City of Ottawa compares well with other jurisdictions in encouraging the use of other transportation modes such as walking, cycling, and use of public transit services by providing information on the website, distributing brochures and seasonal advertisements. In addition, there is official cycling and walking plans and maps of cycling routes available to the public.

The survey also found that while three of the eight agencies including the City of Ottawa have a dedicated incident management program, the City of Ottawa is the only jurisdiction among the participants that has preplanned detour routes or emergency detour routes for important links and bridges in the event of major road closure due to collision or infrastructure failure or compromise, although other jurisdictions have adopted the EDR program.

City of Ottawa is recognized as a leader in transportation operations and management, in fact, peer municipalities from across the world have visited Ottawa to see our systems and exchange ideas with the City of Ottawa staff on how to better manage the transportation systems. Some of the delegations that visited Ottawa include major Canadian municipalities such as Vancouver, Toronto, Montreal, Winnipeg, York and Surrey. International delegates that visited include visitors from South Africa, Australia, China, UAE (Dubai), US and Venezuela.

Having a good transportation management system plan benefited the city by;

• Avoiding or delaying costly road building;
• Management of numerous special and unique events that come with being the Nations capital such as presidential or royalty visits, large scale G8/G20 meetings, and multitude of demonstrations as well as the day to day construction, traffic and incident management of the City; and
• Allowing us to manage severe weather events, strikes etc.

Development of a New TSM Strategy:

The development of this new TSM strategy will ensure that the City of Ottawa continues to:

• Improve the current capabilities to manage the transportation system for all modes, including pedestrian and cycling, transit, vehicles.
• Minimize peak-period delay and congestion due to planned events or unforeseen incidents such as collisions, breakdowns, fires, or police investigations;
• Assist travelers to make better routing choices through technologies such as variable message signs, the internet, and radio broadcasts; and,
• Use technology to enhance Intelligent Transportation Systems through the deployment of relatively low-cost technologies, for instance using communication systems to observe traffic patterns and change signal timing.

In support of these directives, two sub initiatives were undertaken: a TSM Focus Group workshop and a benchmarking and best practices survey of other municipalities, as described previously.

TSM Focus Group Session

On September 29, 2009, the City of Ottawa hosted a focus group workshop to discuss the direction the City’s Transportation System Management should take over the next 10-15 years. The intent was to get input from a variety of stakeholders and system users. Invited guests included representatives from the local pedestrian, cycling and accessibility advisory committees, Universities, Transport Canada, MTO, MTQ, Ville de Gatineau, STO, OC Transpo, Ottawa Police service, Ottawa Fire Service, Ottawa Paramedics Service, taxi companies, other Stakeholders as well as the City’s Public Works and Planning departments. The information gathered will be used to assist in the development of the updated TSM plan.

The day was structured to provide the participants with an opportunity to brainstorm and discuss the following:

1. The future vision of TSM in Ottawa;

2. The issues, challenges and opportunities in achieving those visions; and,

3. The strategic direction needed to help bridge the gap between the current TSM and the future vision of TSM in Ottawa.

Experts in human behaviour, human factors and future trends provided information on human attitude and perception when dealing with transportation, human factors as it relates to transportation management and to encourage participants to leave their past experiences behind and focus on going forward with open minds during the brainstorming sessions.

The participants were asked to envision Transportation System Management in the City of Ottawa in the year 2020. The groups came up with 4 key guiding principles for the TSM plan that are:

· Integrate and optimize all modes of transportation

Applying TSM strategies to ensure that all modes of transportation are integrated and optimized into the transportation system. For example, 85% of transit service is delivered on roads operating in mixed traffic. TSM systems are relied upon to ensure traffic movement does not impede transit where no dedicated transit lane or facility can be provided.

· Integrate information systems with all transportation networks

Ensuring that information systems from all governmental agencies within the National Capital Area are integrated so that regardless of where a user of the transportation network is located within the National Capital Region they can get access to the same information in real time.

· Develop sustainable transportation alternatives that are affordable and environmentally safe and accessible

Applying TSM strategies that are aligned with Pedestrian Plan, Cycling Plan and Transportation Demand Management (TDM) Plans and ensuring that the strategies are sustainable, affordable, environmentally friendly, safe and accessible for all users of the transportation network.

· Educate residents on how to utilize TSM strategies to enhance safety, efficiency and convenience of the transportation network

Educating residents on the benefits of TSM strategies and how these strategies enhance safety, efficiency and convenience of the transportation network, as well as how the strategies roll into the City’s strategic plan where Transportation, as one of the nine service priorities, states that the City of Ottawa will strive to manage growing transportation demands in ways that reinforce the values and aspirations of its residents by maximizing the efficiency of existing systems to reduce the need for new infrastructure and services.

Based on the guiding principles the participants were asked to identify the four highest key result areas (KRAs) and in doing so, identify issues and challenges required to achieve a consolidated TSM vision for the City of Ottawa. The KRAs, the stakeholders identified were:

1. Governance;
2. Behaviour modification;
3. Technology and information; and,
4. Resources.

A summary of each key result area highlighting the key strategic direction for each area is shown below:

1. Governance issues included getting public and political buy-in to TSM from the multiple jurisdictions within the National Capital area by recruiting champions for TSM, removing jurisdictional barriers, having policies in place to support TSM, and developing industry partners.

2. Behaviour Modifications, although more aligned with TDM initiatives, included type of incentives to promote alternate modes of transportation; providing public awareness of the benefits of alternate modes of transportation through education and training along with managing expectations regarding transportation system performance to encourage a better equilibrium regarding modal split. It was noted that TSM initiatives should be in place to support TDM.

3. Technology & Information included the integration of data and information of all stakeholders of the transportation system; providing real time information that is accurate, reliable and relevant to all the users of the transportation system; being leading edge; and using best practices to proactively adapt to available technology while ensuring that it is accessible to all user groups of the transportation system.

4. Resources included the ability of retaining staff and ensuring that staff have the required skill set; selecting technologies that are affordable; identifying potential user-pay opportunities; and ensuring that the City proactively works with the private sector through various means. It was also noted that proper financing was integral part of this area to ensure that TSM can be maintained, new initiatives can be implemented and expansion of the plan to meet the needs of the community can be incorporated.

A summary of the focus group session is shown in Attachment 2 – TSM Focus Group Summary.

Next Steps

The results from the focus group and benchmarking exercise will provide the baseline and guiding principles for developing a new strategy that will be the blueprint for City of Ottawa’s Transportation System Management (TSM) in the next 10 to 15 years. It will also serve to confirm the Department’s traffic operations and safety mandate with Council and the public.

Consultation with transportation system users and stakeholders including the public will continue into the new year as will research on new and proven technologies. This information combined with that obtained in the Focus Group, Benchmarking Survey and identified best practices will form a number of sub strategies to be looked at and assessed during the Spring and Summer months of 2010. Bringing all the information together and setting a final strategy will be undertaken in the Fall of 2010 and Winter of 2010/2011 with a final report to Transportation Committee in the Spring of 2011. Public Works staff will lead and coordinate all components of this initiative.

The final TSM plan will focus on but will not be limited to, improvements to better manage the transportation networks for all modes, supporting the pedestrian/cycling/transit and TDM strategic plans and including day-to-day incident and congestion detection, as well as traffic signal optimization and prioritization for transit vehicles. It will also outline direction to bring the traveler advisory information system to a higher and more significant level that will be integrated and coordinated with other area levels of government to better inform and engage both the public and commercial users of our transportation network. Results will provide a system that is consistent with the new 511 information platforms that are currently being developed across North America. It will provide a resource plan to ensure that existing TSM infrastructure is maintained and identify future resources to ensure the efficient management of the transportation system within the City of Ottawa. It will also set out a plan to proactively examine and evaluate all alternate technologies related to traffic signal, traffic camera, detection and communication systems to ensure the City’s traffic control systems and sub-systems are robust, sustainable, optimized and cost effective.

RURAL IMPLICATIONS

The TSM strategy has a focus on addressing operational and management issues for the City transportation network that experiences heavy flow, congestion and reliance on alternative travel modes. The majority of network that experiences these conditions exists within the urban boundary. For those rural areas that may experience such conditions, such as rural village main streets or at barriers such as river crossings the approach to addressing TSM issues would be applied in the same way as in the urban area.

CONSULTATION

Consultation occurred through the focus group session, which included various stakeholders such as pedestrians, cyclists, transit, emergency services; research bodies, regulatory bodies, academics, business interests, trucking interests, various levels of government, the area school boards transportation authority, accessibility groups, tourism, CAA and IT systems. Engaged consultation will be ongoing as we commence Phase II of the project.

CITY STRATEGIC DIRECTION

The initiatives identified in this report are in support of the following City directions:

1. Service Priorities for the City Strategic Plan 2007 - 2010, in particular:

Transportation Priority, Objective 1 - Improve the City's transportation network to afford ease of mobility, keep pace with growth, reduce congestion and work towards modal split targets.

2. Transportation Master Plan (TMP) 2008 - Strategic Direction Section 3.4 Managing the Transportation System -
Action Item 3  Prepare and Implement an Incident Management Strategy, and
Action Item 4  Prepare and Implement a Multimodal Traveller information Strategy
and, in support of directives in,
Chapter 4 - Active Transportation: Walking and Cycling
Chapter 5 - Public Transit
Chapter 6 - Roads and Motor Vehicle Use

LEGAL/RISK MANAGEMENT IMPLICATIONS

There are no legal or risk impediments associated with this report.

FINANCIAL IMPLICATIONS

There are no financial implications associated with this report.

SUPPORT ING DOCUMENTATION

Attachment 1 – Status of TSM Strategies (Immediately follows the report)

Attachment 2 -TSM – Focus Group Summaries (Immediately follows the report)

DISPOSITION

Public Works staff will develop the updated TSM Strategy in 2010/2011 and will be tabled at Transportation Committee and Council in the Spring of 2011.

DOCUMENT 1

STATUS OF TSM STRATEGIES

History

Throughout the 1990’s, the Regional Municipality of Ottawa-Carleton (RMOC) developed a traffic signal control system and the groundwork was in place to form the basis for a future traffic incident management centre. In 1997, the first traffic signal controller, developed and tested in-house, was installed at Elgin and Gilmour. Total control over both central and local traffic signal control systems ensured that future TSM, transit priority, pedestrian, cycling and emergency vehicle pre-emption requirements could be fully accommodated. In 1997, the first live traffic video camera was installed at Baseline and Greenbank and traffic operators at the Traffic Control Centre (175 Loretta St.) could view traffic in real time and make adjustments to ensure traffic signal timing matched traffic patterns.

Today, the City of Ottawa owns and operates a network of over 1000 traffic signals, 120 traffic cameras, a fleet of 25 variable message signs and a traveler information map-based traffic website. These devices are essential in maintaining optimal traffic flow and providing up-to-date information to all users of the transportation network. The traffic operations room at the Traffic Control Centre was refurbished in 2005 to provide for multi-agency management of the City of Ottawa’s transportation system. The City’s Traffic Control Centre has evolved into a centralized resource from which agencies respond to incidents and emergencies. This provides a coordinated response to major traffic incidents on both the City road and provincial highway networks.

Traffic Management Centre – 175 Loretta

The Traffic Control Centre operates from 6 a.m. until 7 p.m., Monday to Friday with an on-call team available 24 hours day, 7 days a week. Monitoring is extended into evening and weekend periods when incidents or special events in the City causing major disruptions to normal traffic patterns occur.

Traffic control operators continuously monitor the Traffic Control System and video images from traffic monitoring cameras. Operators are immediately able to adjust the traffic signal timing and phasing for all traffic signals. Problems detected by the system or reported by the public are either directly resolved by operators or immediately dispatched to maintenance crews. Reports are relayed to the media in order to inform the public of traffic conditions.

This central traffic control facility is capable of implementing traffic and incident management plans.

Central Traffic Signal Control System

A centralized traffic control system allows for traffic signals to communicate with a central computer so that the signals can be monitored and adjusted. This system allows for real time changes to signal timing in response to traffic conditions on the road network. The second-by-second data information on the state of traffic signals allows for both transportation system management and signal coordination control for intersections.

The City of Ottawa currently owns, operates and maintains a central traffic controlled system referred to as the STCS (Signal & Traffic Control System). Currently, 1003 of 1062 traffic signals in the City of Ottawa are under second-by-second central system control. This represents 95% of the traffic signals under system control. In 1997, 88% of the traffic signals were under system control. The system currently utilized is fully state-of-the-art and a number of modifications are made yearly to both the hardware and software of the system to keep pace with TSM needs.

The transportation network is continually expanding with unique travel patterns and operations on many of the arterial roadway corridors. The STCS is continually reviewed and improved upon, resulting in better performance of the transportation system.

The System reliability is extremely high as the systems are up and running 99 percent of the time. All traffic signals have the ability to run off-line in the event of communications disruptions or central control failure. The traffic management centre is equipped with a backup generator in the event of a power failure.

Communications

One of the main components of this system is the ability to communicate back and forth to the signals and cameras in a real-time, reliable manner. For years, the City relied solely on Bell Canada for the use of their communication cables and infrastructure. However, this route was not satisfactory due to their increasingly high costs and reliance on their service. As well, the Bell ISDN lines used for the traffic surveillance cameras provide low bandwidth video resulting in low-grade picture quality and low update frame rates (1-3 frames per second).

Traffic signals communication:

To overcome these limitations, Traffic Operations began building its own cable network in the early 1980’s. Signals were removed from Bell and placed onto this new network. This initiative proved hugely successful and included the benefits of no monthly maintenance fees and self-reliance to schedule, perform and maintain high-level communication performance. It is now common practice for the City to install new communication cable as part of all major road reconstruction projects. To date, over 53% of traffic signals have been linked onto it. The cost savings in monthly fees are significant. The average monthly cost of a signal on Bell is $132.00, whereas a signal on City cable is $0.

Another innovative strategy newly employed is the use of a remote Multi drop box. This is a piece of traffic hardware used to organize and communicate traffic information back and forth from Loretta Street to up to 160 signals using a single ISDN line (regular copper wire). The Multi drop box is installed on the street in remote areas where each signal would normally require many kilometres of cabling and Bell lines to communicate back to Loretta. Instead, these signals are attached to the local Multi drop box and communicate using one ISDN line. Cost savings in decreased cable requirements, installation and maintenance are immediate. This method has been used in several locations where local networks of cables are installed. To date, it is deployed in Orleans, Barrhaven and along Carling Avenue. Based on current use, the average cost per signal using this method is $47 as compared to $132 using traditional communications methods.

As well, Traffic Operations is the first in Canada to deploy a Wireless GSM (Cellular) network to communicate with traffic signals. This project has proven very successful and there are currently 180 signals using it for communications. Applying this new technology yields significant savings since the average monthly communications cost for one signal is $41 compared to $132 using traditional communications methods.

Traffic Video Network:

Fibre optic cable offers the best results in terms of ease of installation, real-time clear resolution, reliability and low maintenance and it has been used on several main north/south roadways on the network. However, the conversion to fibre optic cable has been quite a task due to the cost of laying the fibre and the large geographical area of signal locations in Ottawa. A recent agreement with the Ministry of Transportation of Ontario (MTO), allowing the City of Ottawa to link into its fibre optic cable, which runs along the length of the Queensway (Hwy 417) will provide Traffic Operations with an east-west backbone from which it can connect its own fibre optic lines and tie in new ones. Traffic Operations is converting a 31 km stretch of roadway in southwest Ottawa to fibre network including all signals and cameras along the route. The fiber network not only provides more reliable and better quality video, it offers the means to reduce the communication costs. More recently, Traffic Operations began deploying Wimax (wireless portable internet) new technologies to stream video over the internet at an average cost of $53 per month, as compared to $424 using traditional Bell ISDN lines.

To ensure the entire communication system is performing efficiently, the effective availability is logged in the traffic system each day for all systems. It is a measure of the percentage time the STCS is communicating with traffic controllers on the street. It measures the effectiveness of the STCS communications links. Since 2004, this data has shown at least a 97% effective availability each year. This high level of performance is also attributed to the active monitoring of the system and preventative signal maintenance.

Traffic Operations continues to pursue opportunities to reduce communications costs. The most promising technology is IP based and second-by-second wireless communications. Traffic Operations is currently testing this operation and hopes to start implementation in 2010.

Public Works aggressive approach to pursuing new technologies and new methods has seen tangible savings. The monthly costs of the system today would be $113,788 for traffic signals and $49,181 for traffic cameras for a total of $162,969. Instead, our costs are $58,555 for the signals and $20,786 for the cameras for a total of $79,341. This gives a total of $83,628 or 49% savings. As our success has proven, we are always researching cutting edge technologies to improve quality and reduce cost.

Traffic Control Equipment

The local state of-the-art traffic controller infrastructure has been developed in-house. This allows for implementation and development of special features that provide practical and problem driven resolution to site specific operational issues. Some typical features include:

• Upload/download feature allows signal-timing modification to be implemented from the office using the centralized traffic control system. This reduces the number of site visits required by signals crews by over 200 trips per year;

• Emergency vehicle preemption system allows emergency fire vehicles to respond quickly to incidents;

• Special features added to incorporate audible pedestrian signals;

• Numerous features ensure optimal transit priority through signalized intersections;

• New communication features to reduce cost and expand capability;

• Added features to improve traffic signal timing during major snow events

• Railway preemption features added to ensure safe and efficient operations where railways intersect signalized intersections; and,

• Expanded pedestrian, bicycle and vehicle detection testing and monitoring.

The City continues to closely follow the development of local traffic controller hardware and software initiatives. Recently, Traffic Operations created specifications and tendered both cabinet and controller acquisition.

A team of skilled technicians perform installations, proactive maintenance, and emergency repair at all traffic signals within the City. Signals are checked on a regular maintenance schedule each year.

Traffic Monitoring Cameras

Traffic monitoring cameras are an integral component of traffic monitoring and incident verification. The components of the system include cameras located in the field, camera control accessories, and monitors in the traffic control centre, storage media, and a communications network. This system was initiated in 1997 and currently 120 intersections are equipped with traffic cameras located at the most critical intersections in the City of Ottawa. Location selection was based on varying criteria of which intersection congestion and overall network importance played key roles. On average, 15 new cameras are installed per year. The camera feeds are also available to the public over the Internet.

Traffic Operators can pan, tilt and zoom the traffic cameras from the Traffic Control Centre. They observe traffic conditions for all approach directions, adjacent intersections and corridors. Intersections are constantly monitored and signal timing is continually adjusted to alleviate congestion and reduce delays. Real-time traffic reports are relayed to the media in order to inform the public of traffic conditions.

The Ministry of Transportation of Ontario (MTO) also provides camera feeds from their 13 traffic cameras located along Highway 417 into the City of Ottawa Traffic Operations Room. This allows for monitoring and adjustment of traffic signals in response to incidents on the highway.

If a specific traffic incident is not visible with the existing camera network, two portable traffic cameras on trailers are available that can provide traffic monitoring on an as-required basis.

System Performance

The City of Ottawa participated in the 2007 National Traffic Signal Report Card conducted by the National Transportation Operations Coalition (NTOC). The NTOC is comprised of a number of organizations including the Institute of Transportation Engineers (ITE), the International Municipal Signal Associations (IMSA) and the U.S. DOT Federal Highway Administration (FHWA).

The results from this study were based on the 2007 Traffic Signal Operations Self Assessment survey created to collect information and assess traffic signal operations practices. There were six topics considered in the survey including management, signal operations at individual intersections, signal operations in coordinated systems, signal timing practices, traffic monitoring and data collection and maintenance with questions addressing polices and practices. The City of Ottawa participated in this survey in 2006 and results were released in 2007.

The overall findings from the 2007 National Traffic Signal Report Card indicate that traffic signal operation for the City of Ottawa scores a B, while overall traffic signal operation in Canada scores a D+ and the United States scores a D-.

Excerpt from the 2007 National Traffic Signal Report Card:

“Traffic signal operations must be viewed as a continually evolving process with the ultimate goal of improving the level of operations nationwide. If the nation supported its signals at an A grade level, quality of life and protection of the environment would benefit significantly, including:

• Reductions in traffic delay ranging from 15–40 percent; reductions in travel time up to 25 percent; and reductions in stops ranging from 10–40 percent;

• For example, a driver who spends two hours in the car commuting to and from work and running errands would save 117.5 hours per year as a benefit of improved signal timing.
• Reductions in fuel consumption of up to 10 percent;.
• A driver who uses one tank of gas a week would save five full tanks per year per household, or approximately $240.14 Nationwide, this would amount to a savings of almost 17 billion gallons of motor fuel per year;
• Reductions in harmful emissions (carbon monoxide, nitrogen oxides and volatile organic compounds) up to 22 percent;
• According to the Surface Transportation Policy Project, motor vehicles are the largest source of urban air pollution; and,
• In addition, the U.S. Environmental Protection Agency estimates that vehicles generate 3 billion pounds of air pollutants yearly.”

Real Time Traffic Advisory Information

Communicating road and traffic information to resident and travelers in the City of Ottawa is achieved by employing a centralized and comprehensive information systems capable of relaying “traveler information” both pre-trip and during travel in the form of form of the following initiatives:

• Portable variable message signs (25 total);
• Dedicated radio communication via 99.7 FM (English) & FM101.9 (French) ; and,
• City of Ottawa Interactive Traffic Website (www.traffic.ottawa.ca).

The portable variable message signs (PVMS) are centrally or remotely controlled and display messages relating to upcoming or on-going construction project detours, traffic incident detours and when required safety messages relating to road conditions.

The City utilizes the broadcasting services provided by Information Radio to report on current traffic conditions, road construction activities, and road closures due to construction or special events. In the winter, information on overnight winter parking regulations and road maintenance is provided. Information Radio (Ottawa) operates a low-powered FM radio stations in English (99.7FM) and in French (FM101.9) broadcasting a 10-minute loop of safety and community information to residents of Ottawa. This broadcast also includes traffic updates every 5 minutes during the rush hours. City staff is also able to broadcast on Information Radio in the event of major traffic incidents, emergency road closures, detour routes of planned or unplanned road closures and citywide emergencies where we need to convey a specific message to the public.

In 2008, Traffic Operations developed a dynamic and interactive online map using Google Maps and live data feeds to provide comprehensive traffic information, making it easier for people to get relevant up to date information so they can make informed decision on their route when traveling around Ottawa. The map includes information about traffic incidents, construction detours and special events, and parking lot location and vacancy. It also displays live traffic web cams for major intersections.

Enhanced Construction and Utility Management

All construction related activities in the city are posted (according to level of impact) on the City’s general website as well as the interactive map based website to inform residents of road closures, detours and other impacts related to construction projects.

Incident Management and Clearance Strategies

Traffic volumes in the City of Ottawa have increased continually over the last 10 years. Many intersections are no longer able to handle the traffic demand and regularly become congested during peak periods. Because of the pressure on the road network, a lane or roadway closure due to an accident, fires, construction, special events that affect roadway capacity can quickly lead to major congestion and extensive delays.

In 2007, the Traffic Incident Management unit was established to manage incidents and to reduce the impacts of incidents on safety and congestion of the traveling public. Traffic incident management is the process of coordinating the resources of a number of different partner agencies to detect, respond to, and clear traffic incidents as quickly as possible while protecting the safety of on-scene responders and the traveling public.

To satisfy the need for a coordinated response to traffic incidents and communication of critical information between the various agencies responsible for the safety and operation of the National Capital Region’s roadways, bridges and highway networks, as well as agencies that rely heavily on its use, the City of Ottawa has initiated a partnership with emergency respondents (i.e. Police, Fire, EMS) as well as other road authorities and neighbouring jurisdictions and created the national capital region Traffic Incident Management Group (TIMG)

The Traffic Incident Management Group (TIMG) is a consortium of agencies that have a vested interest in the operation of the national capital region’s roads, highways and bridge network. This group is a blend of internal City of Ottawa departments as well as external stakeholders from all levels of governments such as municipal, provincial and federal authorities.

The TIMG group is comprised of the following agencies:

Internal Partners

Traffic Management Fleet Services By-law Services

Media Relations Traffic Operations Ambulance

Fire Services Surface Operations Paramedic Services

Ottawa Police Services OC Transpo

External Partners

Gatineau Police Services Ontario Provincial Police RCMP

Quebec Provincial Police Ontario Ministry Transp. Gatineau Transit (STO)

Quebec Ministry of Transp. Gatineau Fire Services

The TIMG group meets bi-monthly in a round table forum to discuss upcoming events, conduct post-mortems on events that have transpired and generally share information on incidents pertaining to the roadway, highways and bridge networks. TIMG also meets on an emergency basis to establish “plans of attack” for major planned and unplanned incidents.

Any single large incident may have dozens of agencies responding to specific needs. The main goals of the traffic incident management are to:

· Protect both on-scene responders and the traveling public;

· Reduce delays and associated impacts on travelers;

· Reduce the possibility of secondary incidents; and,

· Ensure that response resources tied up at incidents are put back into service quickly.

The role of City in a traffic incident management is to:

· Work closely and effectively deal with major incidents with partner agencies including Ottawa Police, OC Transpo, STO, Ontario Provincial Police, Ministry of Transportation of Ontario, City of Gatineau, Sureté du Québec, and the Ministry of Transportation of Québec;

· Perform extensive monitoring of traffic with traffic cameras and staff in the field;

· Create and deploy special response plans and real-time traffic management strategies including signal timing modifications, police assistance, flexible lane designations controlled through variable message signs (VMS), installation of detour routes; and,

• Communicate to the public the impacts to the road network of the incident via the web, media, Variable Message Signs.

City of Ottawa Traffic Management and Operations staff in cooperation with counterparts from the TIMG group has responded to a number of significant events including unscheduled road works, emergency utility work, special events including the Ottawa Marathon weekend, Scotiabank Place and Lansdowne Park Events, collisions and road closures, and severe weather event.

A few examples include:

OC Transpo Bus Strike

During the OC Transpo Bus Strike (Dec. 2008 to Jan. 2009) TSM became critical as traffic volumes and congestions increased significantly. The traffic control centre hours were extended and it became the command centre for City of Ottawa, OC Transpo, Ottawa Police, Parking and Bylaw, Paramedics, City of Gatineau and STO. On a daily basis, a coordinated response was initiated including daily briefings and the collaborative resolutions of traffic and/or safety issues.

The increase demands on the transportation system resulted in the lengthening of peak periods. The new am peak period became 6:00 to 10:00 am and the pm peak period 14:00 to 19:00 pm. A significant number of signal changes were made in response to changing traffic conditions.

417 Bridge Work

The Island Park Dr./HWY 417 Bridge Replacement Project resulted in the full closure of HWY 417 from 8:00 pm Sat. Aug 11, 2007 to 11:00 am Sunday August 12, 2007. The Rapid Bridge Lift was the first of its kind in the City of Ottawa. While this construction method resulted in a significant time reduction, the complete closure of HWY 417 required extensive planning and a Traffic Management Plan.

Traffic Operations Staff, MTO, OPP, police, fire and paramedics were involved in the planning and implementation. Once again the City of Ottawa’s Traffic Control Centre became a major resource for all parties involved. The Staff present in the command centre made real-time adjustments to accommodate traffic volumes along detoured routes including, Carling, Baseline and surrounding areas. Maintaining the flow of the large volume of diverted traffic was critical to ensure the safety and efficiency of all road users.

Severe Weather Events Management

Severe weather conditions affect the capacity and operation of the transportation system. On days with major weather incidents, global changes are made to the traffic system to account for the extended a.m. and p.m. peak hours as well as local traffic conditions at each signal due to increase vehicle spacing and reduced travel speeds. Additional staff members are present in the traffic control centre to monitor and adjust timing at major intersections throughout the city. Roads and Traffic Operations, OC Transpo, STO, Ottawa Police and Parking and Bylaw are present during severe weather. From the traffic control room, Roads and Traffic Operations staff closely monitors the conditions of the roadway system and identify areas that may require additional salting or snow removal.

Scotiabank Place Events

Events hosted at Scotiabank Place considerably change the regular traffic patterns in the area. Increased congestion beyond the normal peak period congestion is observed along major corridors including Hwy 417, Hunt Club Rd., Baseline Rd., Carling Ave., Eagleson Rd., Terry Fox Dr., Hazeldean Rd/Robertson Rd. and Stittsville Main St.

The City of Ottawa, Traffic Engineering develops and implements a variety of incident management measures to deal with such disruptions. Real-time traffic management is undertaken prior to, during and after major events, which includes a Traffic Operations staff member onsite at Scotiabank Place, signal timing modifications, lane closures, pedestrian control and police assistance. Staff members work with Scotiabank Security and Parking and the Ottawa Police to ensure the safe and efficient progression of traffic during traffic ingress and egress for major events. Recently, VMS signs have been introduced within the area have helped to improve the traffic flow and reduce the egress times. Approximately 65 events per year require these traffic management measures.

Traffic Incident management

In 2007,the Traffic Incident Management unit was established to manage incidents and to reduce the impacts of incidents on safety and congestion of the traveling public. Traffic incident management is the process of coordinating the resources of a number of different partner agencies to detect, respond to, and clear traffic incidents as quickly as possible while protecting the safety of on-scene responders and the traveling public.

Over the past couple of years, the traffic incident management unit undertaken initiatives to support the TSM strategies and with the cooperation of partner TIMG agencies:

• Developed emergency detour routes for the Interprovincial bridges between Ottawa and Gatineau;
• Developed emergency detour routes for OC Transpo buses to get buses around any given OC station incase of incident at the stations; and,
• Developed emergency detour routes for Hwy 416, Hwy 417 and OR 174.

To further manage incident in the City of Ottawa the Traffic Incident Management unit:

• Deployed 2 mobile traffic cameras for use at incident scenes where fixed cameras are not available;
• Expanded its fleet of VMS boards to 25 units;
• Purchased Incident Management signage to be deployed at incident scenes to warn drivers;
• Equipped traffic management inspector’s trucks with LED directional arrows to help with traffic management at incident scenes; and,
• Purchased VMS boards to be installed at permanent location in the city for traveler information use.

Traffic Incident Management unit coordinates and manages the activities of the multi-agency Traffic Incident Management Group (TIMG). It also responds and manages to major incidents (collisions, fire, road collapse etc.) that impact the movement of people and goods on city roads. The unit responded to 119 incidents in 2008 and 62 incidents in the first 6 months of 2009.

Audible Pedestrian Signals & Pedestrian Count Down Timers

A number of measures and programs have been implemented to ensure accessibility for all pedestrians and to promote pedestrian use of the roadway system.

In 1996, a total of thirty-six audible signals were in place to assist visually impaired pedestrian. Currently, audible signals are installed at all new signalized locations, location being rebuilt and locations that are prioritized under the Audible Signal Program created in 1999. A total of 401 locations are now equipped with audible pedestrian signals.

In the City of Ottawa, pedestrian displays, consisting of the walking pedestrian (“Walk”) symbol and stop hand (“Don’t Walk”) symbol, are in place at virtually all of the City’s signalized intersections. Pedestrian displays are always timed so as to allow for a safe and complete crossing; however, some pedestrians misunderstand the meaning of the displays and express concerns that not enough crossing time has been provided. In an effort to provide a better understanding of these displays, traffic manufacturers have developed a numerical countdown device that displays to pedestrians, during the flashing “Don’t Walk” interval, the number of seconds remaining to complete their crossing.

Since December 2008, at all new signalized location, locations being rebuilt and locations that are prioritized under the Pedestrian Countdown Signal Installation Program, pedestrian countdown signals for all approaches are installed. A total of 62 locations are equipped with pedestrian countdown timers.

Other features implemented to ensure pedestrian accessibility include:

• Provisions of ramps at most intersection to improve the mobility of pedestrians with wheel chairs, strollers, shopping cares;
• Displaying pedestrian indication in advance of vehicular displays at some intersection to give priority to pedestrians and to separate pedestrian flow and the flow of vehicles completing a right turn, currently implemented at 24 locations;
• Minimize cycle lengths or release from synchronization all locations where feasible to minimize delays for pedestrians;
• And provision of pedestrian push buttons to enable call of pedestrian phases at location of low pedestrian demand; and,
• Continual review of new pedestrian detection technologies.

Cycling

Cycling on the roadway system is supported through a variety of measures. Measures that have been implemented include:

• Placement of markers (yellow dots identify the location of the highest probability of bicycle detection);
• Field tuning of the sensitivity of all detector loop to ensure high probability of bicycle detection;
• Bike Boxes Pilot project; and,
• Special signals for cyclists

Transit Priority

Transit priority measures are designed to minimize delays to buses at intersections and along congested roadways. This helps to insure a better level of service to passengers and reduce travel times.

The City has implemented a number of measures to accomplish this, including signal timing updates, transit priority signals, queue jumps and demand for service indicating systems. There are currently 70 intersection equipped with transit priority measures with additional locations reviewed annually.

Transit Priority is an important, extremely cost effective, way to improve transit service. Transit Priority improvements advance customer service by providing faster and more reliable service. Improvements empower transit’s bottom line by enabling it to operate more service with the same resource and by attracting more passengers. Transit Priority is especially relevant because a significant amount of transit service today shares right of way with other traffic.

Signal Timing Updates

Enhancing traffic signal efficiency has proven to be an extremely cost-effective way to optimize the current roadway capacity as well as improve safety. Among common improvements is the installation of computerized traffic signal systems, upgrading the operation of individual traffic signals and implementing synchronized signal timing.

According to the Institute of Transportation Engineers (ITE), signal timings should be updated at least every 5 years, with 3 years being the accepted industry standard. The key objective of Traffic Operations Signal Timing Update Program is primarily to reduce stops and delays at intersections which results in reduced emissions, reduced fuel consumption, reduced motorist frustration and improved safety. Current staffing availability permits the detailed review of approximately 200 intersections each year. This is an increase of 100 intersections a year since 1997.

The following example shows the results of a signal timing update completed in 2009 for the Terry Fox Corridor (Winchester to Campeau). Travel time studies determine the amount of time required to travel from one point to another on a given route. Information is collected on the location, duration and causes of delay. The data obtained from travel time studies give a good indication of the level of service that exists on the corridor:

	Before & After
	% Change
Northbound	AM	PM	OFF Peak
Signal Delay	-74	-35	-35
Total Corridor Delay	-74	-36	-33
Average Travel Time Corridor	-26	-24	-3
Average # of Corridor Stops	-62	-51	-21
Mean Travel Speed	35	31	3
	Before & After
	% Change
Southbound	AM	PM	OFF Peak
Signal Delay	-9	-55	-54
Total Corridor Delay	-10	-56	-54
Average Travel Time Corridor	-6	-25	-17
Average # of Corridor Stops	-35	-48	-44
Average Travel Speed	7	32	17

The signal delay is the time stopped at the signal and the chart shows that this time was reduced significantly (i.e.: 74% in the AM peak hours). The total delay is a combination of signal delay and mid-block delay and it was also reduced significantly, again by 74% in the AM peak. The average time to travel the corridor was reduced by around 25% for both AM and PM peak periods. The average number of times a vehicle had to stop through the corridor was reduced by 62% in the AM peak and 51% in the PM peak and the average corridor speed increased by 35% and 31% respectively. All these improvements indicate that there has been a significant reduction in congestion and stops/delays.

In 2009, Traffic Operations will optimize traffic signal timing at approximately 200 intersections. This optimization will result in saving approximately 990,000 liters of gasoline for every 1000 motorists during the AM and PM peak hours. This reduction in gasoline consumption is equivalent to 2300 metric tons of CO₂ each year. Since this only looks at peak periods the actual savings when applied to all hours of the day is substantially higher.

The following except was obtained from the Benefits of Retiming Traffic Signals, Institute of Transportation Engineers (ITE) Journal, April 2004:

“Signal retiming is one of the most cost effective ways to improve traffic flow along a corridor. Traffic signal retiming can significantly reduce delays and stops experienced by motorist, which can improve safety and reduce fuel consumption and emissions. Typically, the benefit to cost ratio for signal retiming is about 40:1”

Signal timing is reviewed and optimized on both a planned systematic basis and also on an unscheduled basis. Unscheduled changes are completed in response to observed changes in traffic patterns due to new developments, public inquiries and due to traffic incidents such as collisions, construction activities, lane closures, and weather conditions. Approximately 1800 unscheduled individual timing changes are done each year.

Red Light Camera Program

The Red Light Camera Program operated by the City of Ottawa is part of a joint program with other Ontario Municipalities. The Program was originally developed as part of pilot project for municipalities within Ontario to reduce the occurrence of red light running. The Program was made permanent in 2004 and continues to operate in Ottawa in an effort to increase road safety and reduce collisions associated with red light running. Council also approved the expansion of the original program to provide additional cameras and sites. There are currently 19 sites and 10 cameras. The program is in the process of expanding to 34 sites with a total of 13 cameras.

Emergency Vehicle Pre-Emption

Emergency vehicle pre-emption assists in reducing response times for emergency vehicles. Request for pre-emption capabilities originate from the Fire Department and are evaluated and implemented by Traffic Engineering on a site-specific basis. The Fire Department is responsible for the financial costs associated with the implementation of pre-emption systems and signal improvements (if required).

Since December 2006, Traffic Operations has implemented GPX Pre-empt Systems as pilot projects in Barrhaven and in Bells Corners. The GPX Pre-empt System is a method of providing an emergency vehicle pre-emption using a GPS receiver installed on the vehicle communicating with the traffic system using GPRS to provide a green indication for emergency vehicles.

Normally, in order to provide a green indication for an oncoming vehicle, necessary equipment must be installed at the local intersection. This equipment is costly. But since the GPX technology uses the traffic control system at Loretta for preemption costly extra hardware at the local intersection is not required.

GPS Preemption requires that certain equipment be installed on the emergency vehicle consisting of a GPS receiver, GPX module (processor) and GSM/GPRS (or CDMA/X1) wireless modem integrated into a single package.

This equipment determines the geographical position of the vehicle (using GPS). When the processor identifies a signalized intersection is being approached the emergency vehicle then transmits a request for pre-emption to the central traffic signal system. The central traffic signal system, in turn, commands the traffic signal to provide a green indication for the oncoming vehicle. This method leverages the existing traffic control system and associated communication network.

DOCUMENT 2

TSM – FOCUS GROUP REPORT

1. Introduction

On September 29, 2009, the City of Ottawa hosted a focus group to discuss the direction the City’s transportation system management (TSM) should take over the next 10-15 years. The intent was to get input from a variety of stakeholders and system users. Invited guests included representatives from the local pedestrian, cycling and accessibility advisory committees, Transport Canada, MTO, MTQ, Ville de Gatineau, STO, OC Transpo, local emergency service departments, taxi companies, as well as the City’s Public Works and Planning departments. The information gathered will be used to help develop the City’s updated TSM plan.

The day was structured to provide the participants with an opportunity to brainstorm and discuss the following:

Ø The future vision of TSM in Ottawa;

Ø The guiding principles, issues, challenges and opportunities in achieving those visions; and,

Ø The strategic direction needed to help bridge the gap between the current TSM and the future vision of TSM in Ottawa.

2. Focus Group Attendance

Representatives from each of the following organizations or City Departments were invited to participate in the focus group and share their opinions of the future of TSM in Ottawa.

Accessibility Advisory Committee

Canadian Automobile Association (CAA)

Carleton University, Faculty of Engineering and Design

City of Ottawa Communications and Customer Service

City of Ottawa Emergency and Protective Services

City of Ottawa Information Technology Services

City of Ottawa Planning and Growth Management

City of Ottawa Police

City of Ottawa Public Works

City of Ottawa Transit Services Department

CNIB

Concordia University

Coventry Connections

Globis Data

Greater Ottawa Truckers Association

Information Radio

ITS Canada

Mayor's Technology Advisor

Ministry of Transportation Ontario

Transport Québec

National Research Council (NRC)

National Capital Commission (NCC)

OC Transpo

Ottawa Chamber of Commerce

Ottawa Construction Association (OCA)

Ottawa Student Transportation Authority (OSTA)

Ottawa Tourism and Convention Authority

Pedestrian and Transit Advisory Committee

Public Works and Government Services Canada

Roads and Cycling Advisory Committee

Société de transport de l’Outaouais (STO)

Thompson Technologies

Transport Canada

Transportation Association of Canada (TAC)

Ville de Gatineau

On the day of the event, 33 people attended the focus group, including the four facilitators, and various speakers. Prior to the workshop, the attendees were assigned to one of four working groups. Every effort was made to ensure that the groups were arranged in such a way that there would be a wide range of perspectives within each group.

3. Summary of Speakers’ Remarks

3.1.Human Behaviour and Transportation Management

Human behaviour specialist, Dr. John Zacharias discussed human attitude and perception when dealing with transportation.

He stated that typically individuals will choose their mode of transportation based on their individual perceptions. For example, if public transit is not perceived to be convenient and safe, many people will not choose to use that form of transportation if there are other modes available to them.

Dr. Zacharias stressed the importance of helping to change the perceptions people have of different modes.

3.2.Human Factors

Dr. Maurice Masliah presented the topic of human factors as it relates to transportation management. Dr. Masliah introduced the topic to the group by defining human factors as:

“The scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data, and other methods to design in order to optimize human well-being and overall system performance” (definition as per the Human Factors and Ergonomics Society).

Dr. Masliah explained that humans have inherent limitations and can only do one task at a time effectively. These limitations can have an effect on the amount of information they can absorb with in a short time-frame, which would result in unsafe driving conditions.

Through the design concept of Positive Guidance safety and operations can be improved by providing drivers with all of the information that they require, presented in the right way, with enough time so the brain will have time to process the information and act appropriately.

Key concepts of Positive Guidance are Primacy, Spreading, Expectancy and Redundancy and Coding, which are described as follows:

Primacy – Information being provided to the driver should be prioritized based on importance.

Spreading – Information should be provided over time and space. The driver gives 1-2 seconds of attention per sign, which then gets processed and a decision then response are executed.

Expectancy – Expectancy violations can adversely impact performance. Design should work with the expectancies of drivers to improve responses.

Coding and Redundancy – Coding can speed comprehension of signage on the road. Using standard shapes and colours for specific signs can increase the processing time since the driver does not have to read the sign, but can identify the action required by looking at the shape and colour. Redundancy can also reduce the processing time by providing the same message more than once. Along with signs, pavement markings can add extra stimulation to the brain.

Dr. Masliah closed his presentation with the request that everyone consider of the principles of Positive Guidance when thinking about the future of TSM in Ottawa.

3.3.Thinking Towards the Future

Randy Park, a Foresight Facilitator presented the topic of thinking to the future. He presented some information during the morning session, which encouraged people to maintain an open-mind during the brainstorming sessions.

He described the process of thinking as: filter – taking in information – processing information – decision solution – results. He mentioned that everybody has a filter that their brain uses to block unnecessary information. He encouraged the participants to remove the filters through which they take in information to help facilitate the brainstorming process.

Mr. Parks went on to say that typically a decision is made in the present based on past experiences and that there is not one future but many possible futures. He suggested that the participants should focus on the different possible futures.

Following the lunch break, Mr. Park spoke a second time. The following is a summary of what he discussed.

Looking to, and preparing for, the future is always a challenge. It is easy to get caught in the "prediction trap" of extrapolating from the past into the future. Once a prediction has been made there is a natural tendency to look for information that confirms that prediction.

When a system contains a large technology component, such as TSM, it is often thought that the challenge is predicting what new technology will exist a decade or two from now. It is rare for us not to have at least a glimpse of future technologies. In fact, it typically takes much longer for technology to reach the implementation stage than most people realize.

With TSM, forces outside the control of TSM likely cause the biggest risks in terms of decision-making. These would include things such as the percentage mix of different modes of transit, the growth or decline of traffic volume, the types of vehicles on the road, the types of trips taken in the future, and the price of energy in the future. The latter will have a significant impact on many of the other unknowns. If TSM is built just for one mode of transportation, the possibility exists that it might become obsolete.

Development and implementation of traffic management technologies has been significant in the past decade or so. TSM includes approaches such as high occupancy vehicle lanes, road tolls at various rates to influence and control behaviour, and lane control signals which open or close lanes, set speed limits, and even switch lane directions. Currently these approaches are primarily used on highways, though congestion charges have been used in cities and lane control signals are occasionally used on city streets. These technologies could be used to a much greater extent to manage city traffic. This could be especially important in a situation where the modal mix is unknown. Using traffic management to reconfigure lane usage from truck to auto to transit to bicycle as required could not only use existing road space more effectively but also provide a mechanism for incentives or disincentives for specific modes of transportation. This approach could be implemented with existing technologies; it would simply require the political support.

The decline of conventional energy sources has had a significant impact on the auto industry. Although it is plausible that there may be little change in the format of personal vehicles, it is also plausible that significant increases in oil prices could radically alter the vehicles people use for personal transportation. Although electrically powered cars that look like today's gasoline powered cars are planned by many major auto manufacturers, it is also possible a complete rethink of personal transportation could result from oil prices that rise several hundred percent. The future of personal transportation could be much smaller vehicles that take less space on the road and have lower top speeds. Their need for space on the roadways would be between a bicycle and a conventional automobile. TSM that could dynamically allocate lane space would allow for much easier integration of this type of vehicle with other traffic.

In the context of TSM, it is not so much climate change that is a driver as the actions of politicians in response to the demands of citizens. Many of the approaches that address higher energy prices also address climate change. Their implementation might be hastened if governments introduce climate change policies such as carbon taxes. TSM could also be used in an active way to realize carbon reduction goals.

In the past few decades there has been, in North American society, a large shift away from services provided by governments, and regulations enacted by governments, to a marketplace oriented society. When times were good and economic growth was strong, most citizens didn't pay much attention to this shift. But in the past year with the economic crisis caused in part by lax government oversight of the private sector, there may be an increased appetite from citizens for more government involvement, especially if the benefits are clear to the taxpayers. TSM could make a strong case regarding the value of investing in TSM technologies.

We do live on a finite planet. The challenge of energy sources and climate change are both manifestations of this fact. Although it is uncertain at what point in time limits to growth might result in day to day changes in lifestyle, as the average citizen becomes more aware of the situation they may ask their politicians to respond to this challenge. It would be another manifestation of the prediction trap to simply extrapolate past transportation growth into the future.

One final point that comes from my work in the field of system dynamics is the importance of recognizing that few systems are simply cause and effect; in almost every case there is interaction, feedback loops, and delays in responses. Some of these can be mapped out and anticipated ahead of time. In fact, using system dynamic, experiments can be performed to gain insights into what effect proposed changes might have. Note that many of the feedback loops in these types of system are nonlinear. That is, demand for transit can go up significantly with a small increase in convenience. And the result of a feedback loop could be that higher demand for transit results in more resources allocated to transit, resulting in a better system that more people want to use.

4 Vision and Guiding Principles Exercise

During the visioning exercise the groups were asked the complete the following sentence “In 2020 the TSM in the City of Ottawa …” The groups identified the following visions and guiding principles during their respective brain-storming sessions and presented these key ideas to the other workshop participants.

Group 1

In 2020, the TSM in the City of Ottawa is…

· Ensuring an improved environment for all users;

· Providing improved data / information for:

o Road users

o System management

o Mediums

· Using integrated systems.

Group 2

In 2020 the TSM in the City of Ottawa is…

· Ensuring an effective multi-modal network;

· Using integrated and connected network / systems / information content;

· Providing an effective and accurate travel information system; and,

· Using sustainable technology that’s deployed to support the TSM vision.

Group 3

In 2020 the TSM in the City of Ottawa …

· Ensuring an accessible real-time and integrated info for all users in the Capital Region;

· Enabling a positive experience for using the transit system (enjoyable, affordable, reliable);

· Using state of the art technologies for the transportation of people and goods; and,

· Providing incentives supported by policy to encourage higher occupancy vehicles and encouraging alternate modes of transportation.

Group 4

In 2020 the TSM in the City of Ottawa is…

· Using information technology to move people and goods more efficiently;

· Using a 24 hour/ 7 day a week integrated TSM centre;

· Providing an efficient system for all modes to help influence mode choice; and,

· Sustainable, affordable, “green”, safe and accessible.

Consolidated Vision

Following the group presentations, the workshop participants collaborated to come up with the following vision and guiding principles for the future TSM in Ottawa.

In 2020, the TSM in the City of Ottawa…

· Provides an integrated information systems, linking people, technology and the public institutions, for all users in the Capital Region,

· Will integrate and optimize all modes of transportation through appropriate policies and incentives,

· Provides sustainable transportation alternatives through appropriate infrastructure, and,

· Provides improved user perception of safety, efficiency and convenience.

5. Issues, Challenges and Opportunities

Following the visioning exercise, the workshop participants were again asked to break into their respective groups to discuss some of the issues, challenges and opportunities in achieving the consolidated vision of TSM in Ottawa, identified during the visioning exercise. Once the groups had identified the issues and challenges, the facilitators and City staff grouped the issues and challenges into themes or “Key Result Areas”. Four Key Result Areas were identified and are as follows:

· Governance;

· Behavior Modification;

· Technology and Information; and,

· Resources.

5.1 Governance

The issues, challenges and opportunities identified by the four groups that fell into the Governance Key Result Area include the following:

· Buy-in

o Public and political will;

· Multiple jurisdictions involved;

· Decision making required which may not necessarily be popular;

· Removing jurisdictional barriers;

· Policies:

o Multi-modal considerations may require trade-offs between competing needs;

o Land use planning to promote alternative mode choice.

5.2 Behaviour Modification

The issues, challenges and opportunities identified by the four groups that fell into the Behaviour Modification Key Result Area include the following:

· Incentives (pricing, fee structure, physical elements)

o Putting in place and/or removing or adding disincentives;

· Awareness (transportation, environmental);

· Perception, education and training; and,

· Managing expectations.

5.3 Technology and Information

The issues, challenges and opportunities identified by the four groups that fell into the Technology and Information Key Result Area include the following:

· Integration;

· Data and information

o Just in time (JIT), real-time

o Needs assessment, fact based.

· Leading edge

o Adapting and proactive to available technology;

· Accessible to different user groups

o Including visually impaired, etc.;

· User friendly;

· Energy considerations;

· Infrastructure; and,

· Best practices.

5.4 Resources

The issues, challenges and opportunities identified by the four groups that fell into the Resources Key Result Area include the following:

· Monetary costs

o Affordability

o Energy consideration

o Capital and operational costs;

· User pay opportunities

o Revenue generation;

· Human resource issues

o Trained and skilled staff – Full – Time Equivalents

o Replacement of retiring staff;

· Succession planning;

· Private sector investment and partnership opportunities

o Stakeholders including aging population; and,

· Adapting to resource availability

o Feasibility.

6. Strategic Directions

During the last break-out session, each of the four groups was asked to brain-storm the strategic directions for one of the four Key Result Areas.

6.1 Governance

The following is a list of the strategic actions identified:

· To develop and deliver educational program;

· To establish business case / cost model and substitutes;

· To establish dialog between the other jurisdictions and stakeholders;

· To develop a shared or common vision with other jurisdictions;

· To identify available resources;

· To establish an inter-jurisdictional working (steering) committee;

· To establish a TSM authority;

· To develop a reporting system;

· To develop standards;

· To recruit a high level / influential champion(s);

· To develop industry partners

o Good movement

o Taxi

o Tourism

o Chamber of Commerce;

· To develop a decision making model

o Standard use of ROW

o Conflict resolution

o Minimum standards

o Various priorities;

· To link TSM with emergency alert system

o Local, provincial and country wide

o Social media.

6.2 Behaviour Modification

The following is a list of the strategic actions identified:

· To ensure all users are aware of benefits of switching from automobile use to alternate modes

o List the health benefits

o Identify environmental benefits (sustainability)

o Identify the cost savings (City…);

· To support / influence the policy makers (authorities involved) to ensure the right infrastructure is in place for safety, accessibility (all users), reliability, sustainability

o Establish Champion

o Identify user demands / needs – user feedback

o Ensure TSM involvement at the planning stage;

· To manage user expectations regarding transportation system performance to encourage better equilibrium regarding modal split and better informed decisions

o Monitor user expectations

o Do a public information campaign

o Comparative costs, times, levels of congestions, environmental concerns

· To set in place a user incentive structure in order to influence a better modal split to make optimal use of existing infrastructure

o Set in place pricing that encourages high vehicle occupancy, use of transit and alternative modes of transportation

o Establish signal priority to improve transit and HOV service

· To implement (influence) disincentives to encourage responsible use of the transportation system

o Institute surcharges on peak use (high level of service)

o Reduce the amount of downtown parking

· To change user perception of using alternative modes (public transit) in order to remove the stigma of using certain modes (paradigm shift / culture shift)

o Improve the perception of safety, etc.

o Promote benefits of alternative modes using publicity, campaigns, etc.

· To focus TSM education on target audiences

o Youth, elderly, aging population, commuters, transit dependent population, handicapped, etc.

o Target new Canadians with a language of their choice (other than English or French)

6.3 Technology / Information

The following is a list of the strategic actions identified:

· To develop a data collection program to achieve TSM goals (TBD)

o Must have strategic plan and governance to be effective

o Assumes funding and FTE’s

· To upgrade traffic control technology to a common baseline

· To identify and implement automated detection team or transit

· To identify and implement automated detection team for cyclists and pedestrians

· To identify and implement traffic speed detection technology

· To leverage (effectiveness) capability of current technology

o E.g. Flashing green arrow

· To adopt a proactive approach to deliver 511

· Provide traffic info to assist / enable data integration for other stakeholders

· To determine the value and risks of sharing TSM data with public and use in City’s other planning and decision making process

· To actively participate in getting traffic delay info to travelers

· To identify opportunities to remove traffic control devices

· To continue to implementation of previous TSM strategies

· Identify and implement technologies to facilitate disabled and senior drivers, cyclists and pedestrians

· To link TSM with emergency alert system

o Local, provincial and country wide

o Social media

· To provide traffic info to assist / enable data integration for transit stakeholders.

6.4 Resources

The following is a list of the strategic actions identified:

· To retain staff

o Provide training

o Provide benefits

o Provide advancement opportunities

o Instill a sense of ownership

o Recognition

o Mentoring program

o Provide proper equipment to do the job

· To select technologies that are affordable

o Proven technologies

o Recognized standards

o Low maintenance costs

o Low operating costs

o More fuel efficient

o Value based purchasing

· To identify potential user-pay opportunities

o Parking fees

o Value-added traveler information

o Electric vehicle charging stations

o Congestion pricing

o Road pricing

· To ensure opportunity for private sector involvement

o Wi-fi on buses

o Carpool lots shared with private uses

o Value-added traveler information subsidized by public sector (through advertising, etc.)

o Encourage private development with transit stations

· To identify required skill set for hiring staff as the system develops

· To ensure proper budget planning to have available budget to implement, expand and maintain the TSM plan

· To link TSM with the emergency alert system

o Local, provincial and country wide

o Social media