Metrolinx: Transforming the Way We Move - A Network Wide Approach. Greg Percy, Chief Operating Officer November 1, 2016

Transcription

1 Metrolinx: Transforming the Way We Move - A Network Wide Approach Greg Percy, Chief Operating Officer November 1, 2016

2 2 Greater Toronto & Hamilton Area

3 Total Population in the GTHA Total Population Population Growth Hamilton Hamilton 50% Halton Halton 99% Durham D u r h a m 96% York York 73% Peel Peel 52% Toronto Toronto 30%

4 2010s 1970s 1980s 1990s 2000s

5 2010s 1970s 1980s 1990s 2000s

6 2010s Future 1970s 1980s 1990s 2000s

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8 A Region under Pressure Average Commute: 82 minutes Economic Costs: $6 billion Pollution: 500,000 tonnes

9 The Issue with Transportation Over 1/3 of GHG emissions Insufficient coordination with land use Casualties and injuries Inequalities Hidden but real costs for governments and households Inefficiency: For example

10 95% 10

11 70% 11

12 Who is Metrolinx? Metrolinx was created in 2006 by the Province of Ontario as the first Regional Transportation Agency for the Greater Toronto and Hamilton Area. Mission: Champion, develop and implement an integrated transportation system for our region that enhances prosperity, sustainability and quality of life

13 Metrolinx Mandate Plan Build Operate

14 The Regional Transportation Plan Since 2008, Metrolinx has been guided by its Regional Transportation Plan which is a multimodal, long range plan for the GTHA Developed in consultation with municipalities, residents and many stakeholders across the region Provides strategic direction for planning, designing and building a regional transportation network that enhances our quality of life, our environment, and our prosperity Sets out an action plan to guide the transformation of the transportation system RTP is being reviewed and updated so that it is reflective of the last decade of changes in the GTHA

15 10 Key Strategies 1. Build a Comprehensive Regional Rapid Transit Network 2. Enhance and Expand Active Transportation 3. Improve the Efficiency of the Road and Highway Network 4. Create an Ambitious Transportation Demand Management Program 5. Create a Customer First Transportation System 6. Implement an Integrated Transit Fare System 7. Build Communities that are Pedestrian, Cycling and Transit Supportive 8. Plan for Universal Access 9. Improve Goods Movement Within the GTHA and With Adjacent Regions 10.Commit to Continuous Improvement 15

16 BUILDING THE RAPID TRANSIT NETWORK EXPANDING GO TRAIN SERVICE 76 KM OF NEW LIGHT RAIL TRANSIT 52 KM OF NEW BUS RAPID TRANSIT UP EXPRESS UNION STATION PRESTO More service on all lines Electric trains, every 15 minutes or better in both directions, for most GO customers Under construction: Eglinton Crosstown In design / planning: Finch West Sheppard East Hurontario Hamilton Partially in-service, with remainder under construction: Viva in York Region Mississauga Transitway Express air-rail link from Union Station to Pearson airport Started service June 6, 2015 Expanding and revitalizing the heart of the regional network One fare card that connects the region Deployed on: GO Transit Seven 905 transit systems Ottawa TTC by end of 2016

17 Regional Express Rail Overview The Project Regional Express Rail (RER) is a $13.5 Billion 10-year capital program to dramatically expand GO rail services across the GTHA The RER program is scalable. RER can be further expanded upon with new stations, and other regional (and potentially national) rail investment RER leverages and improves the performance of most other rapid transit investments A major feature of the program is the phasing in of electric trains, namely electrical multiple units (EMU s) to provide fast, frequent service within the network. These vehicles will be acquired as part of the capital program

18 RER Vision 18

19 RER Infrastructure Needs Bringing new transit options and new levels of service doesn t come easy Metrolinx is undertaking one of the largest infrastructure projects in North America There is community-level disruption required to build a region-wide, integrated transit network 350 km of additional track on existing GO lines A new fleet of vehicles Expanded and additional train layover and maintenance facilities 130 bridge expansions Numerous potential rail-road and railrail grade separations Renovations at 60 existing GO stations New GO stations across the region

20 The Right Moment for Electrification Compared to other developed countries, Canada s national railway network has the smallest proportion that is electrified Only one electrified passenger railway line in Canada 30 km in Montreal Historically less economical to pursue electrification here compared to Europe: diesel available at lower cost, lower train frequencies and longer distances Global cities with frequent regional rail networks all make use of electric trains Metrolinx s pending introduction of high-frequency service throughout the GO network is the game-changer than makes electrification viable in the GTHA

21 Network Electrification Electrification is central to building a faster, more reliable GO train service. A network wide Transit Project Assessment Project (TPAP) is underway to plan and design the required infrastructure. Benefits A faster, more attractive service A more efficient, reliable service Modest reductions in train noise as electric trains are typically quieter on average Reductions in rail greenhouse gas emissions Infrastructure Changes Electric substations Overhead catenaries Rolling stock

22 Rapid Transit - Eglinton Crosstown LRT 19 km long: 10 km underground and remainder running on surface in dedicated lanes Valued at $5.3B Up to 60% faster than current bus service Over 100,000 homes and businesses within 750 metres Coordinated planning along corridor to ensure transit-supportive land use: Eglinton Connects and mobility hub planning Joint development initiatives in partnership with private sector Tunnelling is complete; station construction now underway

23 Rapid Transit - Finch & Sheppard LRT Metrolinx to own and TTC to operate Finch West LRT 11 km, connecting Humber College to new Finch West station on Spadina subway extension Valued at approx $1B Now in market, three pre-qualified private consortia are responding to an RFP to design, build, finance and maintain Construction anticipated from 2017 to 2021 Sheppard East LRT 13 km, extending eastwards from existing TTC subway line at Don Mills Valued at approx $1B To be constructed following the completion of the Finch West LRT

24 Rapid Transit - Hurontario & Hamilton LRTRT Funded by Moving Ontario Forward GTHA transit fund Hurontario LRT Extending from Port Credit GO to Steeles Ave. Includes 22 stops, including connections to two GO Transit lines, Brampton Züm, and the Mississauga Transitway Environmental Assessment completed in 2014; anticipated construction start in 2018 and in-service in 2022 Hamilton LRT East-west LRT from McMaster to Queenston Circle Connections with GO service Preliminary design completed in 2013; anticipated construction start in 2019 and in-service in 2024

25 Rapid Transit - Bus Rapid Transit York Viva BRT Rapidways dedicated lanes in the centre of the road that will allow buses to move out of congested traffic Connections with all three GO lines in York Region First phase opened August 2013; further segments opening incrementally to 2019 Mississauga Transitway New bus-only roadway for MiWay Bus Rapid Transit routes as well as through GO buses 18 km east-west corridor spanning Mississauga, with buses travelling uninterrupted beyond the transitway to Pearson Airport and TTC subway First phase opened November 2014; further segments opening incrementally to 2017

26 Alternative Financing and Procurement Metrolinx has found that the Province of Ontario s Alternative Financing and Procurement (AFP) model, is a valuable tool for ensuring major projects are delivered on-time, on-budget, and meeting or exceeding our performance expectations. Repackages design, construction and contracting strategies, as compared to traditional delivery, to create a single, accountable party responsible for project delivery (the AFP Contractor ) Ensures appropriate public control and ownership Integrates key project components performance-based specifications, encouraging creativity in both the design and construction means and methods to allow the private sector to manage risks more effectively Establishes an up-front, contractual commitment to deliver with a high level of quality while creating mechanisms to deliver to minimize the impact to the community Substantial payment occurs only after construction is completed

27 Planning Future Projects RELIEF LINE Long-term solution to a local and regional problem: congestion on Yonge line New commitment of $150m to advance design YONGE NORTH SUBWAY EXTENSION 7.4 km extension north to Hwy 7 in Richmond Hill New commitment of $55m to advance design BRAMPTON QUEEN STREET RAPID TRANSIT Review of bus and light rail rapid transit between Downtown Brampton and Vaughan EGLINTON CROSSTOWN WEST EXTENSION Extension of Eglinton Crosstown across Etobicoke to Pearson Airport area DURHAM-SCARBOROUGH BUS RAPID TRANSIT 36 km route connecting Scarborough, Pickering, Ajax, Whitby and Oshawa via Ellesmere / Highway 2 New commitment of $10m to advance design DUNDAS STREET BUS RAPID TRANSIT 37 km integrated route from Kipling TTC station to Burlington

28 What We Have Learned

29 Review of The Regional Transportation Plan Metrolinx is required to review the GTHA multimodal regional transportation plan under the Metrolinx Act (2006) at least every ten years, in alignment with Ontario s Growth Plan for the Greater Golden Horseshoe. A review of The Big Move at this time allows Metrolinx to: Evaluate and incorporate evidence-based research, new analysis and innovative approaches Assess progress, change and the impacts of committed provincial investments on the region s transportation system Continue to strengthen our relationships with stakeholders by advancing and aligning the provincial, regional and local priorities that together can achieve the shared vision for the GTHA s transportation system. The Corporation shall, at least every 10 years after subsection (1) comes into force, complete a review of the transportation plan required by clause (1) (a) and make any necessary changes to the transportation plan to ensure that it complies with the prescribed provincial plans and policies in accordance with clause (2) (d). 2006, c. 16, s. 6 (4).

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31 Addressing the evolving mobility needs of Youth, Millennials and Seniors

32 The magnitude of the challenge

33 Integrating new technologies and services into our transportation system The Smartphone Revolution Always connected On-demand, location-based services Seamless payment New Services A constellation of new on-demand services Competitors or complements? Mobility as a Service (MaaS): Bundling of services to address all needs; Single method of payment; E.g. Transit + Bikesharing + Carsharing + Ridesourcing

34 Discussion Paper The Discussion Paper is informed by extensive technical analysis and background research, as well as consideration of lessons learned and stakeholder feedback

35 Join the Conversation! FEEDBACK AND INPUT Deadline to comment on the Discussion Paper has been extended to November 30, 2016

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