2013/2014 Strategic Priorities Fund Application Overview

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1 2013/2014 Strategic Priorities Fund Application Overview Bob Paddon, Executive Vice President Strategic Planning and Public Affairs TransLink 3 December 2013

2 Strategic Priorities Fund Application Context Gas Tax Program started in 2005 to provide stable and long-term funding for infrastructure projects that: - Reduce GHGs - Achieve Cleaner Air - Achieve Cleaner Water Funds are administered by UBCM and Management Committee In Metro Vancouver, 100% is dedicated to regional transit In 2012 Metro Vancouver Board requested TransLink consult with MV prior to submission to UBCM 1 A better place to live based on transportation excellence

3 Strategic Priorities Fund Application Context SPF funds can be used for capital expenses only; cannot be used for operating costs Initially, SPF-funded projects focused on capital expansion e.g. increase to fleet size Today, TransLink s operating deficit means no service expansions are possible TransLink s entire fleet replacement program relies upon SPF Funding Funds are also allocated to some state of good repair projects / projects to maintain service levels - Rehabilitation of SkyTrain vehicles - Replacement of aging infrastructure - Bus facilities, e.g. Hamilton Transit Centre 2 A better place to live based on transportation excellence

4 3 A better place to live based on transportation excellence Strategic Priorities Fund Application Projects in Year 9 Application Replacement of 132 conventional buses (in 2016 & 2017) Replacement of 3 trolley overhead rectifiers at Metrotown Replacement of SkyTrain Automatic Train Control Equipment West Coast Express Rail Car Buyout (15 of 28 vehicles) Surrey Transit Centre CNG Retrofit

5 Strategic Priorities Fund Application Vehicle Replacement Schedules TransLink s vehicle replacement schedule is consistent with other Canadian operators - 40' and 60' conventional buses 17 years / 1,000,000 km - Community Shuttle bus 6 years / 450,000 km - HandyDart 6 to 8 years / 200,000 to 250,000 km Newer vehicles emit much lower Criteria Air Contaminants (CACs) than older vehicles Vehicle procurement schedule: up to 2 years 4 A better place to live based on transportation excellence

6 Strategic Priorities Fund Application Fuel Types/Propulsion System Technology Each fuel type has trade-offs: - Hybrid Diesel-Electric: - Best for use in urban core areas with a lot of stop-and-go - Lower emissions than Diesel or CNG overall - Compressed Natural Gas (CNG): - Lower fuel cost than diesel - Best for use in suburban settings with longer distances between stops - Slight emissions advantages over diesel - Do not perform as well as hybrids or Diesels in urban settings - Diesel - Appropriate for conventional vehicles in urban & suburban settings, and where CNG buses cannot operate near Trolleys - Greatest operational flexibility - Excellent performance on Vancouver s steep hills 5 A better place to live based on transportation excellence

7 Strategic Priorities Fund Application SPF Amendments Amendments are a natural and necessary part of the SPF process: 1. SPF requires that projects are submitted for funding before commencing 2. Lower costs are achieved through procurement process - e.g. Canadian dollar strength, competitive market 3. Scope may change slightly in response to refinements in service planning - e.g. distribution of Shuttles vs. Conventional Buses 4. Amendments allow funds conserved to be applied toward other projects 6 A better place to live based on transportation excellence

8 Strategic Priorities Fund Application Amendments in Year 9 Application Unspent funds from Years 5, 6 and 7 due to lower than anticipated contract costs and rebalancing of vehicle needs Amendments allow realized savings to be applied toward other projects: - Addition of West Coast Express rail car buyout, funded partially by prior year projects - Increase to funding for Hamilton Transit Centre Amendment to restate Smart Card Bus Upgrades project in Year 6: - To reflect only the bus-based portion of costs - To increase funding to utilize funds conserved on other projects 7 A better place to live based on transportation excellence

9

10 Overview What is Goods Movement? Strategy Need and Approach Challenges Strategic Directions for Discussion Input from Committee on Issues and Priorities

11 What is Goods Movement?

12 What is Goods Movement?

13 Completed Many Studies 2008 Truck Survey 2011 Streamlining Opportunities Permits, Regulation & Enforcement 2011 MRN Dangerous Goods Routes Study 2011 Metro Vancouver Industrial Land Strategy 2012 Enhancing Planning Capacity in the Metro Vancouver Region 2013 Applied Freight Research Initiative Sector Profiles Global and Local Context Papers

14 Need to Bring it Together: Regional Goods Movement Strategy Context Challenges Potential Policies and Strategies Discussion & Feedback 2014

15 Consultation Process Moving Goods: Local and Global Context Discussion Papers Regional Goods Movement Strategy Consultation Key Regional Stakeholders: Regional Goods Movement Strategy Municipal Staff (MRTAC) Metro Vancouver YVR Port Metro Vancouver Ministry of Transportation and Infrastructure Transport Canada Metro Vancouver Gateway Council BC Trucking Association

16 Consultation Questions 1. Are all the regional challenges for goods movement identified? 2. Are all the potential regional policy directions and actions identified? 3. What are the highest priorities for regional action on goods movement? 4. What roles should different agencies play to lead or foster regional collaboration with respect to goods movement? How can stakeholder agency roles be established?

17 Goods Movement Context Goods are moved to, from and through the region by sea, rail, air and road- main focus of discussion guide is roadway movements Goods serve a combination of local, regional, national and international destinations- different considerations for each Metro Vancouver s goods movement challenges are unique to it s role in Canada s domestic and international trade TransLink has a mandate to support economic development and movement of goods and people, but only partial authority Strategy requires broad partnerships

18 Expected Regional Growth

19 Goods Movement Drivers 60% of heavy truck and 95% of light truck movements serve local destinations 37% are Asia Pacific Gateway related trips 21% regional employment transportation logistics

20 Goods Movement Challenges

21 Investment Challenges Significant past road investment Port Mann/Highway 1 Improvement Project South Fraser Perimeter Road Roberts Bank Rail Corridor Program Golden Ears Bridge Coast Meridian Overpass MRN investment Rapid transit and bus RTS Future Investment Priorities Maintain existing network in State of Good Repair Replace aging facilities Address bottlenecks and safety issues New transit infrastructure needs

22 Traffic Management Challenges Increasing competition for limited road space by all modes Fragmented municipal regulations for truck movements

23 One Plan for the Region? Multiple agencies and roles with trucking Requires regional agreement Partnership Challenges Transport Canada TransLink PERMITTING ICBC BCTA BC MoTI (CVSE) Municipalities CBSA Port Metro Vancouver RCMP Local Police Peace officer Municipal By-law Officer TransLink s role to date: Convener & Researcher Truck routes and Dangerous Goods Roadway Investments Transit REGULATIONS ENFORCEMENT 15

24 Authority Responsibility

25 Goods Movement and the Regional Transportation Strategy RTS Strategic Framework has set the following targets: Half of all trips made by walking, cycling and transit Reduce the distance people drive by one-third Supports passenger and goods objectives Approach Continued, strategic investment Get better use out of what we have Partner coordinate policies and land uses Six key strategic directions identified

26 Potential Policies and Strategies Invest I. Make strategic investments to Support goods movement efficiency and performance. Transit, bicycle and pedestrian infrastructure to reduce vehicle trips Regional Goods Movement Network System Investments Pattullo Bridge Rail Crossing Improvements Connectivity to Industrial Land

27 Manage II. More effectively manage and utilize the existing infrastructure that serves the movement of goods III. Streamline regulations and policies for goods movement across the region IV. Pursue a data-driven and outcomesbased approach to goods movement planning, decision-making, and evaluation

28 Example of Manage Manage II. Effectively manage and utilized goods infrastructure Increased Transportation Demand Management? Intelligent Transportation Systems? III. Streamline regulations and policies Designate all MRN as part of Goods Network? Harmonized Truck Weight/Size/Noise Regulations? Centralize standards/permitting?

29 Partner V. Become more effective at regional goods movement coordination and integrated planning Private Sector Public Agency Goods Movement Task Force Multi- Jurisdiction Public Agency Goods Movement Group VI. Coordinate land use plans with priorities for goods movement Coordinate Land Use Plans and Regional Planning Initiatives with Priorities for Goods Movement

30 Next Steps Continue Consultation with Stakeholders on Discussion Guide (Dec & January) Incorporate Input, Prioritize Strategies, Define Roles Prepare draft Goods Movement Strategy for Consultation (Spring)

31

32 Metro Facts in Focus Series Supporting the implementation of the Regional Growth Strategy through timely research and analysis: Transportation Urban Centres and Frequent Transit Development Areas Housing and Transportation Food and Agriculture Industrial Lands etc.

33 Policy Backgrounder #1 Part of the Metro Facts in Focus Series Input to broader transportation activities in 2014 Background information about goods movement Historical data, projections, infrastructure Issues Upcoming policy backgrounders on goods movement: Short Sea Shipping Trucking

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