Document 1
A Guide to Preparing A Transit Ridership
Growth Plan
·
Province of Ontario
·
Canadian Urban Transit Association
·
Ontario Community Transportation Association
·
Transport Canada
·
Representatives of Municipal Transit Systems
(Conventional
& Specialized)
·
Representatives of Municipal Planning Departments
Preamble
This Guide..……………………………………………………………
Provincial
Context and Requirements ……………………………..….
Acknowledgements
………………………………………………..…..
Context
Current Community
Conditions ………………………………………..
Key Assumptions
………………………………………………………
Objectives
………………………………………………………………
Conventional Transit
Initiatives ………………………………………………………………
Growth Management
………………………………………………
Urban Design
& Site Planning ……………………………………...
Increasing System
Capacity ………………………………………
Improving Service
Design and Delivery …………………………..
Pricing and Fare
Media ……………………………………………
Marketing and
Education ………………………………………….
Evaluation and Performance Measures ………………………………..
Specialized Transit
Context ………………………………………………………….….….
Initiatives ………………………………………………………………
Expanding Capacity ………………………………………………..
Enhancing Customer Service ………………………………………
Evaluation and Performance Measures ………………………………..
Appendix A – Glossary
…………………………………….………….……
Appendix B – Resources
……………………………………….….…..…….
This document is a guide to assist
municipalities in preparing their transit ridership growth plans. It is a generic “best practice” guide;
outlining general strategies to achieve ridership growth and suggesting
commonly used initiatives for both conventional and specialized transit that
municipalities may wish to consider.
It was developed jointly by the Province of
Ontario, the Canadian Urban Transportation Association (CUTA), the Ontario
Community Transportation Association (OCTA), the Association of Municipalities
of Ontario (AMO), Transport Canada, representatives of municipal transit systems
and representatives of municipal planning.
Neither
the format nor the initiatives suggested in this guide are mandatory. It is
expected that each municipality will employ the initiatives and format that
best suits its local circumstances and priorities.
In October 2004, the Province announced its intention to
invest two cents a litre of the provincial gas tax in public transit in order
to ensure that local public transportation services continue and increase overall
ridership through the expansion of public transportation capital infrastructure
and levels of service.
The development of a municipal transit ridership growth plan is a requirement for receiving gas tax funding. The plan needs to be developed, approved in principle by council and submitted to the Ministry of Transportation by March 31, 2006. If the municipality already has a ridership growth plan, there is no need to re-write it. The municipality can submit the existing plan to meet the requirements of the gas tax funding.
If certain components of the ridership growth strategy are already included in other municipal documents, the links should be referenced and the appropriate sections of those documents attached to the ridership growth plan.
In areas where
the transit system serves more than one jurisdiction, the ridership growth plan
must be developed in consultation with all municipalities served by the system
and must address the needs of each municipality. The plan needs to be approved in principle
by the councils of all involved municipalities.
Municipalities contracting transit services from an adjacent municipality, have the option of participating in a joint plan or preparing their own.
The Province recognizes that increasing transit ridership, is not solely an operations issue. Improved service frequency and accessibility alone will not persuade the public to use public transit. Having in place transit supportive land-uses adjacent to transit routes is critical to improving ridership.
The Places to Grow Act, 2005 and the new Provincial Policy Statements under the Planning Act provide municipalities with direction for managing growth. This initiative will enable growth and development to be more strategically planned over the long term. .
As part of
the overall strategy to build strong communities, the government has been
developing and consulting on tools to manage growth. The Guide to Preparing
A Transit Ridership Growth Plan is one such resource.
In developing
the ridership growth plan, the following should be considered:
· The plan should outline both capital and operating initiatives for meeting its objectives.
· The plan should outline initiatives to address both conventional and specialized transit, where such services are provided.
· The Official Plans of the municipalities within which service is being provided
· In addition to specific transit initiatives, the municipal plan should consider the provincial Transit-Support Land Use Guidelines (2004),
· Coordination among transit operators in adjacent municipalities, inter-regional transit providers and private operators
· The plan should include performance measures to allow the municipality to assess how it is meeting its ridership growth objectives and targets.
· The level of detail provided in the plan may be different for each time horizon, ranging from broad strategic directions for the long term to detailed specific initiatives for the short term.
· Transit ridership may be affected by external factors, not always within municipal control (e.g. blackout, medical epidemic, economic cycles, etc.). These factors should be identified and noted when evaluating the success of the plan.
· Similar to other longer-term municipal strategic initiatives, the ridership growth plan needs to be reviewed and updated consistent with the municipal practice for such plans.
Note:
In addition to the
development of a ridership growth plan, each municipality receiving gas tax
funding is also required to annually report to the province on how it is
using the dedicated gas tax funds to build transit ridership. A template for the required annual report
is currently being developed and will be provided to municipalities as part
of the 2005 Dedicated Gas Tax Program Guidelines and Requirements. |
Acknowledgements
This guide was
developed by a joint working group, consisting of the following members:
Amelia
Shaw |
- Transport Canada |
Barbara
Breston |
- Ministry Of
Transportation |
Béatrice
Schmied |
- Ontario Community
Transportation Association |
Ben Chartier |
- Oshawa Handi
Transit |
Bill
Dawson |
- Toronto Transit
Commission |
Brian
Rosborough |
- Association of
Municipalities of Ontario |
Charles
Fitzsimmons |
- Ontario Community
Transportation Association |
Daniela
Kiguel |
- Ministry Of
Municipal Affairs And Housing |
David
Onodera |
- Timmins Transit |
Dorothy
DeVuono |
- Brantford Operation Lift |
Eric
Hodgins |
- Barrie Planning |
Fatima
Abdulrasul |
- Ministry Of
Transportation |
George
Kaveckas |
- Barrie Transit |
Irene
McNeil |
- York Region |
Larry
Ducharme |
- London Transit |
Lou
Carpentier |
- Kingston Access
Services |
Mark
Sture |
- St. Thomas Transit |
Mona
Abouhenidy |
- Ottawa Planning |
Noam
Saidenberg |
- Ministry Of
Transportation |
Pat
Larkin |
- OC Transpo
Specialized Services |
Pat Sutherland |
- Quinte Access |
Philippe
Bellon |
- Canadian Urban
Transportation Association |
Susan
O’Connor |
- Transport Canada |
Vivi
Chi |
- Ottawa Planning |
Context |
The municipal ridership growth plan should be developed within the context of present and anticipated
future conditions that affect transit and should support broader municipal
objectives and policies as described in this section.
The ridership growth plan could start by describing the current environment within which transit operates (physical, political, social, economic, fiscal and environmental), the existing transit system (fleet characteristics, etc.) and the current transit ridership levels.
Reference should be made here to the broader municipal policies and expectations for achieving economic,
social and environmental goals (e.g. improve air quality, reduce congestion
levels, reduce road construction, maintenance and servicing costs, etc.). These
are outlined in relevant municipal plans and policies, such as the Official
Plan, Transportation Master Plan, Transit Service Plan, Transit Business Plan,
budget and other strategic initiatives that impact transit.
Efforts should be made to integrate
into the strategy relevant provincial objectives and policies that support
increased transit ridership, such as Places to Grow initiative and the new
Provincial Policy Statement.
Since the Ridership Growth Plan is a long term plan, assumptions
regarding the future environment within which transit will operate need to be outlined.
Typical assumptions may include:
·
Population, demographics and social trends
ˇ Growth forecasts
ˇ Employment rate and trends
ˇ Geographic distribution
ˇ Demographics
ˇ People with disabilities
ˇ Other
·
Economic forecast
ˇ Future state of the economy
ˇ Employment growth
ˇ Other
·
Future land use
ˇ Future land use pattern
ˇ Municipally identified areas for re-development, or intensification e.g.urban growth centres
ˇ Extent and pattern of sprawl
ˇ Density targets
ˇ Corridors, nodes, and major transit station areas identified for intensification
ˇ Major activity centres
ˇ Regionally significant economic corridors
ˇ Anticipated road expansion
ˇ Other
·
Future travel patterns
ˇ Travel modes and multi-modal accessibility
ˇ Ridership profile of customers
ˇ Future key travel corridors
ˇ Travel patterns into / within / out of the municipality
ˇ Congestion pattern (levels, directions, timing, etc.)
ˇ Availability of alternative modes
ˇ Other
·
Availability and use of technology
ˇ Smart cards
ˇ Global Positioning Systems (GPS)
ˇ TSP (Transit Signal Priority)
ˇ APC (Automated Passenger Counting)
ˇ Communications technology
ˇ Other
·
Funding availability
ˇ Fare box revenues
ˇ Advertising and other operating revenues
ˇ Municipal
ˇ Provincial
ˇ Federal
ˇ Local non-profit fund raising
ˇ Other
·
Political climate
ˇ Council support
ˇ Community rate payer associations
ˇ Key stakeholder interests (Transportation Management Associations, Urban League, Chamber of Commerce, etc.)
ˇ Provincial / federal trends and expectations
ˇ Other
·
Impact of transit ridership growth
ˇ
Environmental
impacts (e.g. pollution reduction)
ˇ Economic impacts (e.g. congestion relief)
ˇ Social impacts (e.g. community access)
ˇ Other
·
Other relevant assumptions.
Much of the data regarding these
assumptions is available from the municipal Official Plan studies, municipal
Transportation Master Plan, Transit Business Plan and other relevant planning
documents, including the Provincial Policy Statements and provincial Places
to Grow initiatives.
Transit-specific data is also available from the annual Ontario Urban
and Specialized Transit Fact Books prepared by the Canadian Urban Transit
Association on behalf of the Ministry of
Transportation.
It is important to understand that while the ridership
growth strategies and objectives are developed with these assumptions in mind,
the future conditions reflected in the assumptions may often be outside the
control of the municipality. Changes in these future conditions may have a direct
impact on transit ridership and on achieving ridership growth targets.
Therefore, when evaluating the success of the ridership growth strategy, it is
important to recognize the degree to which the key assumptions have
materialized and assess the corresponding impact on ridership.
The ridership growth plan is a comprehensive strategy for increasing transit ridership in a sustainable fashion. It can be an important tool in transit planning and a valuable element in municipal transportation planning.
The main objective of the ridership growth plan is to develop and put in place key strategies to achieve ridership growth. These strategies will help to focus the municipal efforts and will point to the initiatives most suitable for the municipality.
Typical strategies for increasing transit ridership include:
· Supporting transit sustainability through growth management initiatives
· Encouraging transit use by making the urban environment more transit friendly
· Making the transit system more attractive by improving the quality of service
· Enhancing the system capacity to accommodate ridership growth
· Pricing and incentives/disincentives
· Marketing and education
Similar to other
planning and policy documents, the ridership growth objectives and targets
should be set for the short, medium and long term. While each municipality may
choose time horizons that suit its purposes and programs, the following time
horizons may be useful and practical:
· Long range: to coincide with the municipal Official Plan horizon
· Medium range: to coincide with the capital and operating program (5-7 years)
· Short term: to coincide with the annual budget cycle
Conventional Transit
|
Each municipality should employ a range of strategies to achieve its ridership growth objectives. The strategies can include a variety of initiatives covering land use planning policies, parking provisions, road design features, service design and delivery, marketing and education tools, pricing features, etc. These initiatives are inter-connected and may be complementary or conflicting. When developing the municipal plan, these inter-relationships and synergies must be recognized, understood and balanced.
The initiatives outlined in this guide have been
successfully used in various municipalities. However, given the differences
between municipalities, not all the initiatives are suitable or feasible for
all municipalities. It is expected that each municipality will employ those
initiatives that best suit its circumstances and priorities.
Growth Management Initiatives |
Land use patterns have a significant impact on
transit ridership and on cost-effectiveness of transit investments. To enhance
its success and viability, transit must be supported by land use planning
initiatives that promote sustained, phased community growth. These initiatives
require the transit operators to work
closely with other municipal departments, especially the Planning,
Transportation and Works Departments.
· Improve
coordination between Transit, Transportation, Planning, Public Works and
Finance departments.
· Ensure the
involvement of the transit agency in reviewing planning and major development
proposals at an early stage (e.g. Official Plans and amendments, subdivisions,
site plans)
· Include
transit-supportive provisions in the municipal Official Plan and in community
or secondary plans such as:
ˇ Direct new
growth within existing the built-up
areas, serviced or planned to be serviced by transit
ˇ New growth in
greenfields should be built out at
transit-supportive densities.
ˇ Stage
development within growth areas in a phased manner to avoid “leap frogging”
ˇ Restrict
conversion of agricultural land to low-density urban use
ˇ Delay /defer
construction of road capacity that encourages urban sprawl
· Increase
employment and residential densities along current and planned major transit
corridors
· Encourage
compact developments with mixed uses that are transit and pedestrian friendly
· Design street
configurations and urban form that supports the early integration and sustained
viability of transit services into new sections of the community
· Provide
transit service to new subdivisions as people start moving in to help establish
transit use
· Provide
transit service to major destinations early on (employment, shopping,
education, etc.)
Urban Design and Site
Planning Initiatives |
Supportive
urban design can make transit more convenient and will contribute to ridership
growth.
· Include
transit-supportive provisions in municipal planning documents:
ˇ Official Plan
ˇ Community or
secondary plans
ˇ Zoning
By-laws
ˇ Subdivisions
ˇ Site plans
ˇ Transportation
Master Plan
ˇ Master Trail
Plan
ˇ Municipal
Accessibility Plan
ˇ Other
relevant documents
· Require
transit-supportive design features in all new developments or re-developments
(e.g. incorporate transit stops in all new subdivisions and other trip
generators, locate bus stops near major retail and business entrances, get the
built form closer to street, provide a grid pattern of streets instead of
cul-de-sacs and dead-end streets)
· Improve
customer convenience through location and design of bus stops.
· Designate
areas around transit stations for higher-density pedestrian- and transit-
oriented development (car-oriented uses such as big-box retail would be
discouraged)
· Incorporate
pedestrian and cycling amenities in road design (e.g. dedicated bike lanes,
curb cuts)
· Use parking
policies to influence travel mode
ˇ Reduced
availability of long-term parking
ˇ Reduced
parking along major transit routes
ˇ Use pricing
and location of public parking to discourage driving
ˇ Reduce
parking requirements for new developments
· Provide
incentives to developers for transit-supportive developments
· Municipalities
are encouraged to develop urban design manuals for transit supportive
development.
Note:
Initiatives to Increase System Capacity |
Ridership growth must be supported by sufficient capacity of the
transit system. Capacity can be enhanced by increasing the fleet size,
enhancing usage of the existing fleet and by improving service efficiency.
· Increase
number of vehicles
· Increase
service frequency
· Extend period
of operation (peak / off peak, evenings, weekends, etc.)
· Expand
geographical coverage by adding new routes and extending existing routes
· Enhance
service standards for headways, loading, wait time, on-time performance, etc.
· Enhance
related support services
· Reduce
service interruptions through the use of newer vehicles, proper maintenance,
improved incident management, etc.
· Improve
scheduling and dispatching
· Improve
on-road monitoring
ˇ
Where feasible, use advanced technology such as scheduling
software, computer-aided dispatching equipment, mobile data terminals or
automatic vehicle location equipment
· Use transit
priority measures
· Enforce
parking restrictions, turn restrictions, HOV lanes, Yield to Bus, etc.
· Employ
effective route planning (e.g. two-way service, direct, etc.)
Initiatives to Improve Service
Quality |
Convenience, reliability, predictability, and dependability are the
main features of a transit system that will attract drivers out of their cars
and on to transit. The following
initiatives suggest improvements to service design and delivery that will
enhance the quality of service and will make transit more attractive:
· Improve adherence
to schedule
ˇ
Reduce service interruptions through newer vehicles, better
maintenance, better incident management, etc.
ˇ
Improve scheduling and dispatching
ˇ
Improve on-road monitoring
ˇ Use advanced
technology such as scheduling software, computer-aided dispatching equipment,
mobile data terminals or automatic vehicle location equipment, where feasible
· Provide real
time information to customers
· Use transit
priority measures such as:
ˇ
Reserved bus lanes
ˇ
Bus-priority traffic signals
ˇ
Left-turn restrictions on major transit routes
ˇ
Parking restrictions on major routes during rush hour
ˇ High
occupancy vehicle lanes (HOV) or high occupancy toll lanes (HOV lanes that
allow access to low occupancy vehicles if drivers pay a toll)
· Improve
coordination and integration between modes
· Improve
coordination and integration between neighbouring systems
· Implement
rapid transit services such as:
ˇ
Express buses in mixed traffic or in separated transit lanes
ˇ Bus rapid
transit (BRT) and light rail transit (LRT) systems on dedicated lanes, with
enclosed and secure stations, high-capacity vehicles, rapid boarding, pre-board
payment systems, and convenient pedestrian and bicycle access
ˇ
Expanded subway lines
· Enhance
service standards for headways, loading, wait time, on-time performance, etc.
· Develop an
effective incident management plan
· Enforce
parking restrictions, turn restrictions, HOV lanes, Yield to Bus, etc.
· Provide real
time information on delays (online / telephone)
· Consider
“Proof of Payment” method to speed up boarding
· Provide more
flexible service (e.g. special needs, special events, shuttles, taxi feeder
service, demand-responsive service, partnerships with other transportation
providers, community buses, etc.)
· Provide commuter
parking (Park n’ Ride)
ˇ
Expanded commuter parking near stations
ˇ
Preferred parking for pass-holders and car-poolers
· Improve links
between municipal transit and other transportation modes (inc. airports,
trains, intercity bus terminals)
· Improve transfers
between transit modes
· Improve
transit facilities
ˇ
Better pedestrian access, especially at high use stops
ˇ
Improved safety (security personnel on system,
closed-circuit surveillance in terminals, increased lighting, designated
waiting areas, etc.)
ˇ
Improved riding comfort (seating, lighting, HVAC, etc.)
ˇ
Improved attractiveness, cleanliness and ambience of
terminals and vehicles
ˇ
Reduced vehicle fumes and noise
· Improve
design of vehicles and facilities to better accommodate persons with
disabilities and other special needs (this will also help to convert riders
from specialized to conventional transit)
ˇ
In compliance with the Accessibility for Ontarians with
Disabilities Act (AODA) requirements, buy only fully-accessible vehicles
· Accommodate
cyclists on the transit system (e.g. bike racks on buses, bike routes and
bicycle parking at stations and transit stops)
· Introduce
convenient payment methods
ˇ
Easy access to tickets and passes at local merchants and
vending machines
ˇ
Electronic “smart cards” for local and cross boundary travel
ˇ
Payment via payroll deductions (with or without discount)
ˇ
“Proof of payment” method
ˇ
Payment methods that reflect specific market needs, such as
passes (daily / weekly / monthly); arrangements with large institutions and
employers for reduced-fare or monthly passes (e.g. University / College
U-Pass); summer passes for students (covering summer break)
· Provide
better public access to updated, real-time information
ˇ
User friendly online / telephone / paper information
providing general information, maps, schedules, contacts, etc.
ˇ
More effective display of transit information in shelters
and on buses
ˇ
Electronic display of vehicle arrival times at terminals and
bus stops
ˇ
Announcement of stops on all vehicles (could be automated)
ˇ
Integration with 511 telephone system
ˇ
IVR (interactive voice response) telephone system
· Collaborate
on developing integrated traveller information systems and services, so that
customers can have one-stop access to transit information, instead of needing
to contact two or three separate agencies for service information
· Develop local
and regional automated trip planning capability on the website that provides
routing and fare information by entering origin and destination
· Provide staff
training
ˇ Regular
training program for transit staff (could be jointly with other jurisdictions
to reduce costs)
ˇ
Special training regarding accommodation of persons with
disability
ˇ
Award programs to recognize employees who provide excellent
service
Pricing and Fare Media Initiatives |
While passengers are willing to pay for
convenience and dependability, transit pricing affects ridership levels.
Transit pricing has to balance cost recovery with maintaining and growing
ridership. The objective of the
following initiatives is to use pricing and fare media to support the existing
ridership base and attract new riders to the system.
· Provide fare
incentives to attract specific markets (students, seniors, business, others)
· Reward
frequent users with bulk discount through passes (loyalty programs)
· Encourage
employer programs
· Encourage
peak or off-peak travel by special discounts
· Ensure fare
increases are reasonable (e.g. at rate of inflation)
· Develop
multi-jurisdictional fare integration
· Provide open
transfers in all directions for a short specified period (e.g. 90 minutes) to
encourage transit use for “errand running”
Marketing and Education Initiatives |
Like any product or service,
ridership growth must be supported by a good marketing strategy to influence transit
use. The objective of the marketing strategy is to identify consumer needs and
preferences, tailor services to meet these needs, promote their use and
increase transit profile in general.
· Ensure public
participation in transit planning
ˇ Encourage and
provide for interaction with the community through advisory / advocacy groups
and other mechanisms
ˇ Use public
hearings, open committee meetings, public information sessions, workshops and
other forums to obtain input from the public regarding service options and
other transit initiatives
ˇ Use surveys
to identify needs, suggest opportunities and measure success
ˇ Use
complaints, enquiries and suggestions from the public as input and feedback
ˇ Identify
concerns regarding transit initiatives early in the decision-making process
(both individual concerns and concerns of environmental, political, business
and other groups)
ˇ Encourage
transit staff to provide input and suggestions for service improvement
·
Use market research to better understand consumer needs, preferences,
and concerns
ˇ Tools include
customer surveys, customer satisfaction surveys, travel diaries, trend
assessment, etc.
·
Develop branding to increase transit profile
ˇ For transit
in general or for certain routes or services
· Develop
marketing campaigns targeting current and potential customers, key influencers
and specific groups (students, shoppers, business, etc.)
· Partner with
other organizations for marketing and advertising campaigns (other
jurisdictions, local events, local tourism, etc.)
· Advertise
events and services through press releases, newsletters, brochures, direct mail
and electronically
·
Use the back and side of the bus to promote transit whenever
possible
·
Be creative in both marketing and advertising
ˇ Theme days
(transit days, smog/clean air, “bring a buddy on the bus”, etc.)
ˇ Free rides on
smog days
ˇ Weekend
family pass
· Build
relationships with key community influencers and the media in support of
transit
·
Provide private service providers incentives for increased
ridership
The objective of the education
strategy is to increase awareness of the importance of transit by underlining
its social, environmental and economic benefits. Education campaigns may increase support for transit and help
build a future ridership base.
·
Use education campaigns targeting specific groups such as:
ˇ The public in
general - to raise awareness of the benefits of transit, to explain fare
policy, etc.
ˇ Youth
(schools, scouts, etc.) - to help build future ridership
ˇ New
immigrants - to introduce them to the system, teach them how to make
connections between different routes and modes and explain the various payment
methods
ˇ Travel
training for specialized transit users - to encourage conversion to the
conventional system as it get more accessible
ˇ Transit
employees - to ensure employees are aware of changes in culture and public
expectations, to provide sensitivity training, etc. This will improve customer
satisfaction
· Develop and
distribute information material including a map of the local and neighbouring
transit systems, detailed information on fares and passes, key phone numbers
and tips on using the system
ˇ Use
strategically-placed transit personnel throughout the system to answer
questions and provide guidance (e.g. GO Transit’s “transit ambassadors”)
EVALUATION AND PERFORMANCE MEASURES
|
A ridership growth plan must include
performance measures to allow the municipality to evaluate its success in
achieving its ridership growth objectives.
These measures are intended to monitor trends and year to year progress within each community
and are not intended for comparison with other municipalities.
·
The ridership growth plan is developed with certain
assumptions in mind regarding the future (e.g. expected funding levels,
efficiency level of the system, population and demographic characteristics,
economic and social trends, etc.).
Changes to the future conditions that are reflected in these assumptions
may have a direct impact on transit ridership and on achieving ridership growth
objectives and targets. Therefore, it
is important to note the degree to which the key assumptions have materialized
and assess their impact on the ridership growth plan.
·
It is important to recognize that implementing a ridership
growth plan may not necessarily result in immediate growth in ridership. Usually, the plan takes time to mature and
yield sustainable results.
·
To make the evaluation manageable and easy to understand, it
is recommended that simple, acceptable and established performance measurements
be used, consistent with those set out in the annual Ontario Urban Transit Fact
Book.
·
Not all the proposed performance measures can be
quantified. A descriptive assessment
can be used for the unquantifiable measures.
·
A consistent and clear methodology for monitoring progress
Note:
While the performance measures outlined here are commonly
used in ridership growth plans, none is mandatory. Each municipality can use
those measure that are applicable to its situation and consistent with its
operation. |
Table
1: Available Performance Measures -
Conventional Transit
Strategy |
Performance Measures* |
Ridership
Growth |
·
Regular service
passenger trips ·
Regular service
trips per revenue service hour ·
Regular service
passenger trips per capita ·
Ridership makeup
by market segment (i.e. students, seniors) ·
Transit mode
share, if available |
Growth
Management |
·
Integration of
transit supportive land use planning in the municipal planning process ·
Achievement of
transit supportive densities ·
Achievement of
intensification objectives to support increased transit ridership . ·
Increase density
along major transit routes, nodes and major transit stations |
Urban
Design |
·
Parking / sq.
ft. ·
Average parking
cost ·
Pedestrian and
transit oriented design requirements ·
Percentage of
population within X metres to transit services ·
Road design
(sidewalks, curb cuts, bicycle lanes) ·
Average distance
between bus stops ·
Urban design
manual |
System
Capacity |
·
Number of
revenue vehicles ·
Regular service
revenue hours ·
Regular service
revenue kms ·
Number of new
routes ·
Number of route
extensions ·
Number of routes
with improved frequency ·
Regular service
revenue hours per capita ·
Number of peak
service transit vehicles |
Quality of Service |
Reliability ·
Service
interruptions per X kms ·
Average
interruption time ·
Deviation from /
adherence to schedule Accessibility ·
Percent of
population within walking distance to transit ·
Number and % of
accessible transit vehicles ·
Number and % of
accessible routes / stops ·
Number
passengers switching from specialized transit Comfort / convenience ·
Average fleet
age ·
Number of
transit vehicles with air conditioning ·
Average
operating speed (veh kms/service hour) ·
Percentage of
stops with passenger shelters ·
Average
passengers per vehicle ·
Mode integration Customer satisfaction ·
Number of
customer inquiries, complaints etc. per X riders ·
Results from
customer satisfaction surveys |
Pricing
|
·
Average fare by
fare category ·
Percent change
in fares versus inflation ·
Use of passes ·
Parking spots /
full time student ·
Volume incentive
pass programs |
Marketing
& Education |
Marketing
/ Education ·
Availability/distribution
of transit information ·
Transit
education programs ·
Advertisement ·
Branding
initiatives Public
attitude / acceptance to transit
·
Number of
published articles, editorials, and letters to the editor as well as survey
results, etc. ·
Percentage of
population using transit at least once per year |
Other
|
Innovation
·
Investment in
support services (maintenance, planning) ·
Smart
transportation technology Other
|
* Definitions of the performance measures
from the Transit Fact Book are found in Appendix A.
Specialized Transit
|
For the purpose of this exercise,
specialized transit is a public transit system that provides various
transportation services for persons with disabilities that meet eligibility
criteria for the respective services.
Within the context of specialized transit, “ridership
growth” is viewed as improving the system’s capacity to meet unmet, latent and
growing demand while delivering service that meets the customer needs at a fair
and equitable price.
In addition to adding more service, improving capacity
of specialized transit can involve implementing innovative service options that
bring into play local transportation resources (accessible transit, taxis,
volunteer services, private operators, etc.) to address the multitude of
delivery needs.
Success of the ridership growth plan would result in growth in the number of passenger trips taken by traditionally eligible clients on the entire local transit system (including both conventional and specialized services).
This approach to ridership growth is required due to the
unique nature of specialized transit and its customers as well as the unique
challenges it faces. These challenges impact both the demand and the service’s
ability to respond:
Demographics: With the aging of the population there is a
corresponding growth in age-related illness and disabilities that may impact an individual’s
transportation needs (e.g., kidney failure which requires dialysis, severe arthritis,
visual disabilities, etc.).
Health
Care Restructuring: The shift
in emphasis from traditional hospitalization to outpatient treatment, the
increasing role of regional care facilities, and the changes in the provision
of dialysis result in increased demand for specialized transit services.
Legislative
Requirements: Various pieces of
legislation, such as the Ontario Human
Rights Code, Canada Human Rights Code,
Accessibility for Ontarians with
Disabilities Act, Highway Traffic Act
and others, directly affect both the customer base (by defining disability) and
the service requirements and standards. While the legislation sets
requirements, it does not provide the funding required for complying with them.
Growing
Expectations: There is a
growing expectation for universal access to the community. For individuals with disabilities, this may
require specialized transportation services.
Delivery
Challenges: The diverse needs
of the customers compete with each other for the available limited capacity,
making it difficult to equitably accommodate all.
Low productivity: Productivity of specialized transit in terms
of passengers per hour is typically low due to the individualized nature of the
services and the uniqueness of its customers.
Factors impacting the efficiency of specialized transit include
individual “door to door” or “curb to curb” trips, cross boundary trips,
customer mobility which may require individual
assistance and specialized vehicles, lack of certainty resulting from daily
scheduling and re-scheduling, size and topography of service area, etc.
Financial
challenges: Specialized transit
systems often face greater financial challenges than conventional transit,
including:
· Insufficient municipal funding, often resulting in the need for fundraising.
· Higher operating costs per trip while maintaining fares close to those of the conventional transit.
· Pressures to control costs, raise fares or limit service due to limited funding have greater impact on specialized transit due to the high cost of specialized transit trips.
Within the context of specialized transit, ridership
growth initiatives focus on two main objectives:
- Enhancing and
expanding capacity of the system to accommodate the demand
- Enhancing the
quality of service for customers
The following initiatives have proved successful and useful
for various municipalities. Given the differences between municipalities, not
all the initiatives are suitable or feasible for all municipalities. It is
expected that each municipality will consider those initiatives that best suit
its circumstances and priorities.
Initiatives to Expand Capacity |
· Expand
fleet
·
Extend service hours / days (peak, off-peak, evening,
weekend, etc.)
·
Expand service area coverage to un-served and under-served areas
·
Enhance scheduling, dispatching, booking systems (e.g.
automation, centralized system, better on-road monitoring)
·
Utilize available capacity of other local transportation
resources
ˇ Taxi or
mini-van services
ˇ Taxi scrip
program
ˇ Partnerships
with other service providers (e.g. volunteer community groups)
·
Join forces with other community groups
·
Convert current customers to the conventional system,
wherever possible, by increasing accessibility of the conventional system
·
Advocate for better municipal funding for specialized
transit
·
Build community partnerships (forums, improved dialog to
share info about new services, programs, etc.)
Initiatives to Enhance Customer Service |
· Improve the
booking process
ˇ Expand
reservation hours
ˇ Improve
pre-booking time
ˇ Introduce
same-day service
ˇ Allow
reservations for multiple trips
ˇ Introduce
online trip booking
ˇ Improve
telephone booking, (e.g. decrease call hold time)
ˇ Develop
interactive voice response telephone system
·
Improve cross boundary trips
ˇ Work with
neighbouring municipalities towards a common service policy, including
harmonized hours of service, eligibility criteria, transfer points and timing,
single fare, etc.
· Improve
access to information
ˇ User friendly
online / telephone / paper information system, providing general information,
booking information, other service policies, etc.
ˇ Provide real
time information to customers (online / telephone)
ˇ Ensure choice
of colours, font size, etc. for all information products is appropriate for
customer base
ˇ Offer
information and education programs in collaboration with health care providers,
senior citizen facilities, social services agencies, shopping centres, etc.
especially for “beginners”
ˇ Enhance
community outreach to provide forums for dialogue with the community and with
advocacy groups
· Educate
health care and social services providers regarding services and system use
· Improve
community accessibility
ˇ Improve
accessibility throughout the community (e.g. curb cuts, sidewalks, access to
bus stop locations)
ˇ In consistence
with the AODA requirements, include persons with disabilities in the review
process of community, subdivision and site plans
ˇ Ensure that
drop-off and pick-up points are kept clear, are in close proximity to entrance
and exit locations and are fully accessible
ˇ Ensure all
subdivisions are accessible by specialized vehicles
· Better
customer service training for employees & contractors
ˇ
Ensure all employees receive appropriate training (including
OCTA’s Skilform Program)
Evaluation and Performance
Measures
|
Performance
measures are necessary for evaluating the municipality’s success in achieving
its objectives. These measures are not
intended for comparison with other municipalities.
·
It is important to recognize that implementing the ridership
growth plan may not necessarily result in immediate growth in ridership. The strategy will take time to mature and
yield sustainable results.
·
To make the evaluation manageable and easy to understand, it
is recommended that simple, acceptable and established performance measurements
be used, consistent with those set out in the annual Ontario Specialized
Transit Fact Book.
Note:
While the
performance measures outlined here are commonly used in ridership growth
plans, none is mandatory. Each municipality can use those measure that are
applicable to its situation and consistent with its operation. |
Table 2:
Available Performance Measures - Specialized Transit
Strategy |
Performance Measures* |
Enhancing system capacity |
·
Ridership by
eligible persons– total trips ·
Fleet size
(dedicated / non-dedicated) ·
Capacity of
fleet for wheelchair / ambulatory customers ·
Service hours /
days of operation ·
Call centre
hours / days of operation ·
Km/eligible
passenger (dedicated vehicles) · Eligible passenger trips / hour (dedicated) · Trips / registrant · Trips / hour · Unaccommodated trips Conversion to Conventional · Eligible passengers converting to conventional system · Strategies to encourage conversion to conventional system ·
Number of
accessible conventional routes/vehicles/stops · Road accessibility (curb cuts, stops, etc.) |
Quality of Service |
·
Convenience of
the registration system ·
Average
telephone hold time ·
Average pick-up
/ drop off window · Adherence to schedule (pick-up, drop-off) · Pre-booking time · Call centre hours / days of operation · Customer satisfaction rating (calls, complaints, etc.) · Results of customer satisfaction surveys |
Other |
·
Innovation (e.g.
vehicle leasing strategy, fleet management, etc.) ·
System
automation (GPS, MDT) · Improvements to scheduling / dispatching / booking system ·
Integration of
specialized and conventional systems (e.g. community buses, transfers) · Demand management strategies (e.g. travel training programs, etc) ·
Incident
management · Municipal accessibility (e.g. number of new curb cuts) |
Ridership |
· Ridership (ambulatory and wheelchair) |
* Definitions
of the performance measures from the Transit Fact Book are found in Appendix A.
Appendix A
Glossary |
The following definitions are taken from the Ontario Conventional and Specialized Transit Fact Books.
Average Operating Speed: Revenue vehicle kilometres divided by revenue vehicle hours. |
Regular Service Passenger Trips: All passenger trips for which the fare system applies, including those paying full fare, reduced fare, riding free (e.g. employees, mail carriers, police officers), or with passes/tickets purchased by other agencies (e.g. school boards). |
Revenue Vehicle Hours: Annual vehicle hours operated by active revenue vehicles (e.g. buses, railcars, etc.) in regular passenger revenue service, including scheduled and non-scheduled service; does not include auxiliary passenger service (e.g. school contracts, charters, cross-boundary services to adjacent municipalities), deadheading, training, road tests, or maintenance. |
Revenue Vehicle Kilometres: Annual kilometres travelled by active revenue vehicles (e.g. buses, railcars, etc.) in regular passenger revenue service, including scheduled and non-scheduled service; does not include auxiliary passenger service (e.g. school contracts, charters, cross-boundary services to adjacent municipalities), deadheading, training, road tests, or maintenance. |
Total Vehicle Hours: Total vehicle hours operated by active revenue vehicles (e.g. buses, railcars, etc.) including regular passenger service, auxiliary passenger service (e.g. school contracts, charters, cross-boundary services to adjacent municipalities), deadheading, training, road tests, or maintenance. |
Total
Vehicle Kilometres: Total annual kilometres travelled by active revenue
vehicles (e.g. buses, railcars, etc.) including regular passenger service,
auxiliary passenger service (e.g. school contracts, charters, cross-boundary
services to adjacent municipalities), deadheading, training, road tests, or
maintenance. |
Dedicated Service: Service provided in vehicles exclusively dedicated to the transport of persons with disabilities (e.g. vans, smalls buses). This service can be provided internally or under contract. |
Non-Dedicated Service: Service available to persons with disabilities provided by non-exclusive vehicles, usually taxis under contract. |
Taxi Scrip / User Subsidy Program: Provides eligible users with coupons that are purchased at a discount and can be used on participating taxi services. |
Acronyms |
AMO |
- Association of
Municipalities of Ontario |
AODA |
- Accessibility for
Ontarians with Disabilities Act |
APC |
- Automated Passenger
Counting |
AVL |
- Automated Vehicle
Location |
BRT |
- Bus Rapid Transit |
CUTA |
- Canadian Urban Transit
Association |
GPS |
- Global Positioning
System |
HOV |
- High Occupancy Vehicle |
HVAC |
- Heating, Ventilation,
Air Conditioning |
IVR |
-
Interactive Voice Response |
LRT |
- Light Rail Transit |
MDT |
- Mobile Data Terminal |
OCTA |
- Ontario Community
Transportation Association |
RGP |
- Ridership Growth Plan |
TSP |
- Transit Signal Priority |
Appendix B
Resources |
This appendix has been included to provide municipalities with some links to innovative practices, publications and contacts that may be useful in developing their ridership growth plan.
GENERAL
GUIDES AND INFORMATION |
Transit Supportive Land Use Planning Guide, MTO and MMAH, 1992
This document,
prepared jointly by the Ministry of Transportation and Ministry of Municipal
Affairs provides examples of planning and urban design initiatives that
encourage transit use. Highly
recommended. Available online at: http://www.mah.gov.on.ca/userfiles/page_attachments/business/transuppguid/transuppguid-e.pdf.
U-Pass Toolkit: The Complete Guide to Universal Transit
Pass Programs at Canadian Colleges and Universities, Canadian Urban Transit Association, 2004.
This document is a guide to developing a student pass program. Available online at: http://www.cutaactu.ca/pdf/U-PassToolkit.pdf. For further information, contact: CUTA (416-365-9800).
Public Transportation Partnership for Tomorrow, APTA
This document provides useful information on marketing campaigns. Available at: http://www.publictransportation.org/ads/.
Many articles about various aspects of ridership growth and transit in general can be found through the Archives of this USA on-line magazine. Available online at: http://www.metro-magazine.com/.
The Transit Cooperative
Research Program
TCRP provides tools for solving problems in the transportation industry. Documents are downloadable online at http://www.tcrponline.org/index.cgi
Report 50 – A Handbook of Proven Marketing Strategies for Public Transit
Report 55 – Guidelines for Enhancing Suburban Mobility Using Public Transportation
Research Results Digest, No 29,
August 1998 – Transit Ridership Initiatives
Based on interviews with more than 50 transit system managers in the USA, the report provides a number of general observations on key factors and initiatives that have led to ridership increases. Available online at: http://gulliver.trb.org/publications/tcrp/tcrp_rrd_29.pdf.
Research Result Digest No. 69, April 2005
- Evaluation
of Recent Ridership Increases
This
digest assesses key factors and initiatives that led to ridership increases at
28 transit agencies, nationwide, for the period 2000 to 2002.
http://trb.org/publications/tcrp/tcrp_rrd_69.pdf
Federal Urban
Transportation Showcase
Urban transportation showcases are multi-year initiatives that demonstrate and evaluate integrated approaches to reducing GHG emissions. Showcases must include several coordinated measures within a transportation and land use planning framework. Several initiatives are related to municipal transit service and operations, and promotion and support. Information can be found online at: http://www.tc.gc.ca/programs/environment/UTSP/casestudylibrary.htm. For more information, contact: Surface Policy Branch, Transport Canada (613-998-1848).
A Handbook of Innovative Transit Services to Serve Market
Niches, Canadian Urban Transit
Association, Strategic Transit Research Program Report No. 18, October 2001.
This report defines, identifies and describes the different types of current or emerging innovative transit services in Canada and abroad. For further information, visit http://www.cutaactu.ca/content.asp?ID=431 or contact: CUTA (416-365-9800).
Developing Travel Demand Management Programs: Action
Planning for Transit Systems, Canadian Urban Transit Association, Strategic Transit
Research Program Report No. 14, December 1995.
This report develops a simplified approach for stimulating transit demand management-related initiatives by transit managers. For further information, visit http://www.cutaactu.ca/content.asp?ID=108 or contact: CUTA (416-365-9800).
Examples of Municipal Ridership Growth Plans |
TTC's Ridership Growth Strategy, Toronto Transit Commission, March 2003
The TTC ridership growth strategy
outlines how the TTC will support achieving the City of Toronto’s Official Plan
objectives. It includes a large number
of initiatives. Available online at:
http://www.city.toronto.on.ca/ttc/ pdf/ridership_growth_strategy.pdf. For more information, contact: Superintendent of Route and System Planning, Toronto Transit Commission (416-393-4490).
London Transit
Commission Business Plan, London Transit, 2004-2006 Edition
This plan represents a mid-size transit system and describes objectives, initiatives and performance measures. For more information, visit http://www.londontransit.ca/Reports/LTC-BusPlan.pdf
Contact: General Manager, London Transit (519-451-1340 ext 337).
York Region Transit
5-Year Service Plan (2002-2006)
An executive summary is available on the YRT website: www.yorkregiontransit.com
Destination 2025: A Mobility Plan for the Pikes Peak Region: Specialized Transportation Plan, Colorado Springs, USA, 2000
This specialized transportation plan
establishes a 25-year plan for specialized transit service for the Colorado
Springs, USA. It includes a large
number of initiatives. Available online at:
http://www.ppacg.org/Trans/2025/2025plan.htm
Moving Forward: Durham Region Transit Improvement Plan, Durham Region, September 2003
This plan presents initiatives to improve
conventional and specialized transit across the region of Durham (including
Ajax, Oshawa, Pickering, and Whitby). Available
online at: http://www.region.durham.on.ca/departments/planning/RTTFFinalReport.pdf
The plan provides examples of ridership
growth initiative in a rapidly growing area characterized by poor transit
service and great reliance on the automobile.
Further information available online at: http://www.grta.org/rtap/intro.htm.
EXAMPLES OF MUNICIPAL INITIATIVES |
Service review leading towards a strategy to increase ridership of three specific market segments: students, industrial employees, and seniors. For more information, contact: Cornwall Transit Manager (613/930-2787 ext 2202).
Rapid TRANSIT
SYSTEM
York Region
An example of recent rapid transit system developed for a growing suburban area. The system includes high-end frequent buses, transit priority measures, easy payment methods, GPS, real time information.
Contact: General Manager, York Region Transit (905-762-1282)
Innovative Partnering With Employers
York
Region (Beaver Creek Business Area)
In both cases the local transit
system and the particular employer arranged for extended service into their
facility to encourage employee to commute by transit.
Contact: General Manager, York Region Transit (905-762-1282)
Director of Transit Services, City of Ottawa (613-842-3636 ext 2271)
Innovative Partnering With Tourism
Ottawa
(Corel Sports Centre)
OC Transpo offers a special direct service into the centre during games at slightly higher fares.
Contact: Director of Transit Services, City of Ottawa (613-842-3636 ext 2271)
CONVENIENT PAYMENT
Kingston: Employer-provided transit passes
Ottawa: Monthly pass payment via payroll deductions
GO Transit and York Region: Proof of Payment
Ottawa: “Bring a buddy on the bus” on clean air days
Windsor: Free service on smog days
York Region: “Viva” branding of BRT services
York Region: “Stay and Play” initiative with York Tourism
North Bay: Santa Claus days (half fare with donation to food bank)
Barrie: Joint advertisement with Kempenfest
TTC: transit promotion through ads on the buses
London: “Public Transit – Defining the Future”
York Region / Mississauga: Transit information kits for high school students
Contact: General Manager, York Region Transit (905-762-1282)
Director of Transit Services, City of Mississauga (905-615-3868)
Barrie: Transit information kits for Georgian College.
Contact: Traffic Transit & Parking Manager, City of Barrie (705-739-4220)
Waterloo Region / York Region
Transit education is part of the official school board syllabus for primary junior students.
Contact: Director of Transit Services, Waterloo Region (519-585-7597)
General Manager, York Region Transit (905-762-1282)
Specialized
transit
York Region
Fund raising from private
business to finance vans/taxis for the specialized transit
London / Hamilton
Have education programs to help
convert users to the conventional system
Ontario Ministry of Transportation
Transit Policy and
Programs Office
Urban and Rural
Infrastructure Branch
Ministry of Transportation
1201 Wilson Ave, Bldg
B, 2nd Floor
Downsview,
Ontario M3M 1J8
Information
regarding the Gas Tax Program: 416-235-3981
Information
regarding this Ridership Growth Guide: 416-235-4086
Canadian Urban Transit Association (CUTA)
55 York St., Suite 1401
Toronto, ON M5J 1R7
Phone: 416-365-9800
Fax: 416-365-1295
Website: http://www.cutaactu.on.ca/
Ontario Community Transportation Association (OCTA)
520 Temagami Crescent
Mississauga, Ontario
L5H 1S8
Telephone:
1-877-762-OCTA (6282) or 905-271-6663
Fax: 905-271-6613
Website: http://www.octa.on.ca
E-mail:
info@octa.on.ca
Information
regarding marketing is available through work of the OCTA Marketing Committee
Smart Commute Association of Black Creek (Transportation Management Association)
William Small Centre,
Room 120
4700 Keele Street
Toronto, Ontario M3J
1P3
Phone: 416-650-8059
Fax: 416-736-5879
Website: http://www.bcrtma.org/