TransLink Open Board Meeting June 23, 2016 Response to Prior - - PowerPoint PPT Presentation

TransLink Open Board Meeting

June 23, 2016

Response to Prior Public Delegations

Public Delegations

CEO Report

Kevin Desmond, TransLink CEO

Questions?

Update from BC Rapid Transit Company

Vivienne King, President & General Manager

7

TRANSLINK OPEN BOARD MEETING June 23, 2016: Vivienne King President & General Manager British Columbia Rapid Transit Company

8

SkyTrain and West Coast Express Meeting Performance Levels

Performance

Expo & Millennium WCE

On Time Performance

95.4% 98.0%

Percentage of Service Hours Delivered

99.6% 99.6%

Customer Satisfaction

8.2 8.5

Mystery Shopper

95.0% 97.9%

Safety

9

• Received the Certificate of

Recognition (COR) for continuing to demonstrate results in developing and implementing safety and management systems against industry based standards demonstrated by a $239,000 rebate in fees

Asset Management

10

Modernisation of Methodology & Processes

• Aging infrastructure is safe

and reliability is expected

• The focus across coming

months will be on the required investment & finding innovative ways to maintain the system while still delivering effective customer service

Evergreen Operational Readiness

• Co-ordination, recruitment, training plans, testing

and commissioning and working closely with the province project team to be ready for handover as scheduled

11

McNeil Recommendations Operational Improvements

12

We are here 1 2 3 4 5 6.1 6.2 7, 12 8 9 ` 10 11 13 14 15 16 17 18 19 20 Q4 2014 Q4 2015 Q4 2016 Q4 2017 Q4 2018 Q4 2019 Study and Scoping Activities Design and Implementation Work Complete/Closed McNeil Recommendations

Schedule Overview

• 9 recommendations implemented/closed
• 11 recommendations at various stages of completion

Knowing the Business

13

• As the leader of the rail business of TransLink, continue

to travel the system, join frontline and ground staff to understand the business more intimately so we can put the customer first!

Questions?

Coast Mountain Bus Company Report

Haydn Acheson, President & General Manager

Hamilton Transit Centre

Questions?

Transit Police Report

Doug LePard, Transit Police Chief

Operational Priority

Sexual Offending

157 189 225 311 342 50 100 150 200 250 300 350 400 2011 2012 2013 2014 2015

NOTE: Data includes all incidents reported to Transit Police (including assists to other JPD)

Reported Sex Crimes 2011 - 2015

Slide Title

Non-emergency Reporting:

• Telephone
• 604 515 8300
• 87-77-77 SMS Text Line
• text messages are received by our
• perators 24/7 who can respond

immediately

• OnDuty App
• connects all Transit Police

channels into one single mobile application

See Something, Say Something!

Questions?

Risk & Capital Committee

Compass Update

Mark Langmead, Director, Compass Operations ,

Compass Timeline

www.compasscard.ca www.askcompass.ca 26

Nov Jan Compass Cards for sale everywhere Dec Feb Traditional Monthly FareCard sales end Demo full gate closures begin Apr FareSavers sales end Gate closure April 4 to 8 Fare inspections with HHUs taking place with both Transit Police and Transit Security Mar Marketing campaign for gate closure “Compass is your key”

Compass Transition

Compass Support

• Additional staff provided customer support at

stations, bus loops and select retail locations during transition

• Customer feedback received was positive

www.compasscard.ca www.askcompass.ca 27

Compass Adoption

Expectations for Compass were set based on industry best practice and the experience of other transit agencies

Expected adoption rate in first 6 months: Monthly Passes 100% Stored Value 90% Achieved adoption rate in first 3 months: Monthly Passes 100% Stored Value 95%

www.compasscard.ca www.askcompass.ca 28

Compass Usage

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95% of all fares are paid with Compass

• 915,000 cards used to travel in last three months
• $140 million in Compass revenue YTD

www.compasscard.ca www.askcompass.ca

Increased Revenue

• May YTD fare revenue increased by $7.5 million over

2015

• April and May 2016 fare revenue up 8% over 2015

www.compasscard.ca www.askcompass.ca 30 $39.12 $39.17 $40.39 $40.31 $40.05 $38.25 $39.78 $41.44 $43.30 $43.75 $- $10.00 $20.00 $30.00 $40.00 $50.00 Jan Feb Mar Apr May Revenue million $

Fare Revenue by Month

2015 2016

Bus Farebox Cash

24% reduction in cash used on buses corresponds with:

• Quick and easy boarding for customers
• Discount over cash fares with Compass Card Stored Value
• Seamless transfer to SkyTrain/SeaBus

www.compasscard.ca www.askcompass.ca 31 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 5,000,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $

Bus Farebox Cash

2015 2016

Where Customers buy Compass Cards

Compass Cards are available at:

• SkyTrain and West Coast Express
• Canada Line and SeaBus
• Compass Customer Service Centre
• 18 London Drugs CVM’s
• BC Ferries (terminals and on board)
• 350 retail locations (pre-loaded cards)
• Compasscard.ca
• By phone

www.compasscard.ca www.askcompass.ca 32

Compasscard.ca Website Usage

508,000 visits in May 52% of visits with a mobile device Website sales include:

• Monthly passes
• DayPasses
• Stored Value

www.compasscard.ca www.askcompass.ca 33

Compass Ridership

www.compasscard.ca www.askcompass.ca 34 5 10 15 20 25 30 35 Jan Feb Mar Apr May System-wide Tap-Ins and Farebox boardings (millions) 2016 Months WCE SeaBus Canada Line SkyTrain Bus

Passenger Boardings

Customer Benefits Realized

50% of Compass Cards are registered Benefits include:

• AutoLoad passes and Stored

Value

• balance protection (7,400 to

date)

• convenience

Each month 110,000 Customers use AutoLoad to renew passes and top up Stored Value

www.compasscard.ca www.askcompass.ca 35

Customer Feedback

Customer feedback has been positive Survey results indicate that:

• Over three quarters are “very or somewhat” satisfied
• verall
• Approximately 8 in 10 are satisfied (very or somewhat)

with the “ease of paying fares by tapping in/out of transit”

• Similarly, 8 in 10 are satisfied with the “ease of loading

fare products onto the Compass Card” Other feedback indicated the opportunity to improve tax receipts

www.compasscard.ca www.askcompass.ca 36

Opportunities for Improvement

Gate directionality to address crowding by Fare Gate Control

• Station traffic flow is being adjusted by setting

some gates to enter only mode – vary by time of day Line-ups at certain vending machine locations during Peak periods

• Assessing the number and location of Compass

Vending Machines to reduce peak queuing

www.compasscard.ca www.askcompass.ca 37

Next Steps

• Evergreen extension
• HandyDART Account Based payments
• Website enhancements – addition of Bike Parkade,

and Pre-authorized Debit functionality

• Utilizing data for decision making and improving

service

• Reviewing the addition of new and emerging payment

methods

www.compasscard.ca www.askcompass.ca 38

Questions?

Pattullo Bridge

Sany Zein, Acting Vice-President, Management and Engineering

• Late April to Early October 2016
• Rehabilitate the deck to extend the

service life another 6 to 7 years

• Remove existing asphalt and

concrete deck to the top of rebar

• Perform deck repairs where

needed

• Clean/repair/replace deteriorated

reinforcement

• Place concrete overlay
• Reinstate lane markings and center

delineators

Deck Rehabilitation Scope

• Stage 1: Construction along east side of the bridge deck
• Stage 2: Construction along the centre of the bridge deck
• Stage 3: Construction along the west side of the bridge deck

Managing Traffic On The Bridge

Communications Campaign

• Dedicated project webpage
• 57 portable changeable message signs
• A digital-first communications strategy
• Media advisories

• 1-lane / direction
• 30 km/h speed limit
• Selected night-time and weekend

full closures

• Trucks permitted and sidewalk
• pen

Traffic Management

• Traffic adapted and settled within one week
• 30,000 fewer crossing/day on Pattullo
• Traffic migration being monitored and

mitigated

Pattullo Replacement Project Overview

Scope: A new, four-lane bridge funded primarily by user pricing, designed not to foreclose future expansion to six lanes. Current phase: achieve procurement readiness by Fall

• 2017. Subject to funding, the

goal is for a new Bridge to

• pen in late 2022.

Recent Progress

• 2015: Project screened-in by P3 Canada
• March 2016: Business Case submitted to P3 Canada
• May 2016: MoU signed by TransLink, New Westminster

and Surrey

• Provincial business case under preparation
• Environmental assessment at pre-application stage
• Technical design work underway
• First Nations consultation underway
• June / July 2016: Public Consultation Round 1

– Focus on community connections

• Round 1: June 13 – July 11, 2016

– June 13 – 25: Open houses and small group meetings – June 13 – July 11: Online consultation

translink.ca/pattulloreplacement

Public Consultation

Community Connections

June- July 2016

EA Public Comment Description & Key Areas

• f Study

Fall 2016

Community Connections Refinements

Fall 2016

EA Public Comment Application Review

Spring 2017

Questions?

Stakeholder Relations and Service Committee

Access Transit Update

Tim Savoie, Vice-President

51

Goals

• 1. Outline steps underway to review :
• Structural changes to Access Transit
• HandyDART policy and service delivery
• 2. Recommend an approach to ensure fare gate accessibility

for those unable to tap

52

TransLink’s Vision for Accessible Transit

“A seamless and inclusive public transit system that welcomes every member of the region's diverse community with a fully integrated range

• f bus, rail, SeaBus and custom transit services

that is inviting, responsive, safe, comfortable and affordable and that fully meets the needs of all people to access transit vehicles, amenities, information, customer service, training and

• ther programs."

53

HandyDART Service Today

Total trips delivered HandyDART bus trips delivered Taxi trips delivered % Total Trips by HandyDART taxi % Unaccommodated Trips of All Requests 2010 1,281,044 1,255,584 25,460 2% 1.9% 2011 1,337,578 1,320,321 17,257 1.3% 2.6% 2012 1,208,917 1,187,427 21,490 1.8% 4.8% 2013 1,181,371 1,137,453 43,918 3.7% 5.5% 2014 1,168,861 1,094,500 74,361 6.4% 3.1% 2015 1,204,788 1,104,937 99,851 8.3% 1.6%

Over 1 million trips, provided primarily by bus; taxis used to supplement service to manage unaccommodated trip requests

54

Peer City Comparison

Initial scan shows Custom Transit Services in this region are in line with peer Canadian cities on key performance measures Complaints per 1000 boarding Unaccommodated Trips On-time performance Vancouver 1.1 1.6% 89.2% Toronto 1.7 1.8% 84.7 Montreal 1.4 0.5% n/a

55

Need for Policy Framework

• Service policies and standards

evolved without comprehensive policy framework – Difficult to evaluate performance of the service against public policy objectives

56

Recent Feedback : Key themes

• Responsiveness to customer

concerns

• HandyDART and taxi service

standards and quality

• HandyDART service model and
• perations

57

Three-pronged Approach

Management proposes:

• 1. Immediate structural changes to Access Transit
• 2. HandyDART Policy review
• 3. HandyDART Service delivery model review

58

Immediate Structural Change

TransLink CEO Transportation Planning and Policy Vice President GM and President Coast Mountain Bus Company Manager, Access Transit Planning Director, Access Transit Service Delivery Manager, Access Transit Service Delivery Supervisor, Customer Care

Provide a consistent line of accountability to better serve customers

Access Transit Service Delivery : Accountable for all aspects of service delivery, reporting directly to President and GM of CMBC Access Transit Planning : Accountable for strategy and policy for access transit, ensuring accessibility is addressed in all plans and projects and across all modes

59

HandyDART Policy Review

• Identify opportunities to

improve effectiveness and best meet customer needs

• Benchmarking of operational

policies and practices:

– e.g. reservation policy, trip denial policy, no shows, eligibility, and travel training – Where are we ahead, behind or in line with other jurisdictions? Where do we want to be?

• Establish customers and

stakeholder advisory group

• Review completion Q3 2016

60

HandyDART Service Delivery Model Review

• Review to consider range of

potential delivery models

– What services are delivered in- house/contracted – ‘Public-sector’ comparator to assure

• bjective assessment
• Evaluation based on key criteria

– Cost-effectiveness, service quality, customer experience etc. – Accountability

• Completion : Fall 2016
• Extension of current contract to

allow time for comprehensive review

Policy Eligibility Registration Booking Scheduling Dispatch Delivery Customer Service

61

Fare Gate Accessibility for Customers Unable to Tap

• Challenge: provide fare gate access for customers travelling

independently whose disabilities prevent them from tapping

• Policy direction and public expectation to maintain

accessibility of conventional system

• Permanent technological solutions to take more than a year

to implement therefore an interim solution is also needed

62

Objectives

• Support TransLink policy for an ac

accessib ible tr transportation system

• Engage cu

customers an and stakehold lder groups on potential solutions

• Balance customer, stakeholder and financial objectives to

determine the most effective ap approach in the near and long-term

63

Potential Near-term Solutions

Potential Solutions Net financial impact* (for 1 year)

Improved Station Assistance Service** (SAS) and Adapted Assistive Devices (AD)

$0.5m

Extended staffing

$12- 31m

Depending on level of staffing

Extended gate opening

$8.4m

*Net financial impact reflect costs and revenue impact if gates left open. Revenue impacts are relative to all gates closed. ** SAS is an expansion of existing VIP program for customers with vision loss

64

Potential Long-term Solutions

• Intercom/Video Remote

Gate opening ($2.5-3.0m)

• Reader-based gate
• pening ($2-5m)

– Existing Compass reader, lowered (short-range) – Long range (RFID)

• existing gates
• standalone door
• Implementation ~18

months

65

Actions Taken

• Engagement with customers directly impacted
• Engagement with key stakeholders and Province
• Evaluation of options, accounting for customer, stakeholder,

financial and other objectives

66

What We Learned: Customer Engagement

• Wide-spread support for implementation of permanent reader-

based solution.

• Customers see gate staffing as benefiting all customers, not just

those who cannot tap.

• Some but not all of those individuals interviewed currently use

an assistive device (e.g. wristband, retractable lanyard).

• Concerns with Station Assistance Service for some who have

difficulty placing a phone call.

• Appreciation that prior to fare gates implementation, TransLink

was the most accessible transit system experienced internationally.

67

What We Learned: Stakeholder Engagement

• Disability Alliance BC (DABC) emphasized the need for

quick implementation of long-term solution, preferably a card reader-based solution

• Acceptance that an interim solution is required if the

long-term solution is reader-based

68

Recommendation

Solutions considered customer benefit, stakeholder acceptability, financial impact, ability to implement and reputational risk. Near-term: Expand Station Assistance Service and Provide Assistive Devices Long-term: Long range (RFID) enabled access via a standalone door

69

Long-term RFID Access

70

Next Steps

• Move quickly to design and implement permanent

solution

• Ongoing engagement of customers in near-term and

permanent solutions

• Initiate implementation plan for full gate closure in mid-

July

Questions?

Audit Committee

Human Resources and Governance Committee

Thank you