Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
11-07-2016
Final cit,1llgC0Il General Government Committee Agenda Date: November 7, 2016 Time: 9:30 AM Place: Council Chambers, 2nd Floor Municipal Administrative Centre 40 Temperance Street Bowmanville, Ontario Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Michelle Chambers, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at mchambers(a)clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Audio Record: The Municipality of Clarington makes an audio record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be audio recording you and will make the recording public by publishing the recording on the Municipality's website. Noon Recess: Please be advised that, as per the Municipality of Clarington's Procedural By-law, this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by the Committee. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non -audible mode during the meeting. Copies of Reports are available at www.clarington.net CIabn General Government Committee Agenda Date: November 7, 2016 Time: 9:30 AM Place: Council Chambers 1 Call to Order 2 New Business — Introduction 3 Adopt the Agenda 4 Declaration of Interest 5 Announcements 6 Adoption of Minutes of Previous Meeting 6.1 Minutes of a Regular Meeting of October 17, 2016 Page 5 7 Delegations 7.1 Rod and Rhonda MacDonald Regarding the Lakebreeze Townhomes located at 300-330 Lakebreeze Drive, Newcastle 7.2 Trish McAuliffe, Durham Health Coalition, Regarding a Proposed Integration of Ajax Pickering Hospital with Lakeridge Health 8 Communications - Receive for Information 8.1 CLOCA Minutes of the Central Lake Ontario Conservation Authority Page 25 Minutes dated October 18, 2016 8.2 Tyrone Minutes of the Tyrone Community Centre dated Page 28 Community October 19, 2016 Centre Minutes 8.3 GRCA 2017 Ganaraska Region Conservation Authority 2017 Page 29 Budget Preliminary Budget 8.4 Metrolinx Debi A. Wilcox, Regional Clerk/Director of Legislative Page 61 Response Services, The Regional Municipality of Durham — Durham Region's Response to Metrolinx's Paper Entitled "Discussion Paper for the Next Region Transportation Plan, Greater Toronto and Hamilton Area" — Environmental Bill of Rights Registry No. 012-8405 (2016 -COW -35) Page 2 CIabn General Government Committee Agenda Date: November 7, 2016 Time: 9:30 AM Place: Council Chambers 9 Communications — Direction 9.1 Durham Alexander Harras, Manager of Legislative Services/Deputy Page 153 Region Clerk, Town of Ajax — Durham Regional Transit and Seniors Transit Residences (Motion to Endorse) 9.2 Ontario's Tara Mieske, Clerk/Planning Manager, Township of North Page 155 Electrical Frontenac — Request for Support for Ontario's Electrical Bills Bills (Motion for Direction) 9.3 MTO Jill Hughes, Director, Transportation Policy Branch, Ministry Cycling of Transportation - Public Consultation on Cycling Program Program (Motion for Direction) 10 Presentations No Presentations 11 Engineering Services Department No Reports 12 Operations Department No Reports 13 Emergency and Fire Services Department 13.1 ESD -004-16 Emergency Services Activity Report — 2nd Quarter of Page 156 2016 14 Community Services Department 14.1 CSD -015-16 2017 Community Event Sponsorship Requests — Fall Page 162 Intake Page 3 CIabn General Government Committee Agenda Date: November 7, 2016 Time: 9:30 AM Place: Council Chambers 15 Municipal Clerk's Department 15.1 CLD -032-16 Changes to the Municipal Elections Act Page174 15.2 CLD -034-16 Municipal Elections - Ranked Ballot Elections Page 185 16 Corporate Services Department No Reports 17 Finance Department 17.1 FND-016-16 Bowmanville Museum Process Review 18 Solicitor's Department No Reports 19 Chief Administrative Office No Reports 20 New Business — Consideration 20.1 Motion Regarding Highway 407 Phase 2A Extension 20.2 Motion Regarding Celebrate Agriculture, 2017 Legacy Project 21 Unfinished Business No Reports 22 Confidential Reports No Reports 23 Adjournment Page 209 Page 216 Page 4 Clarftwn General Government Committee Minutes October 17, 2016 Minutes of a meeting of the General Government Committee held on Monday, October 17, 2016 at 9:30 AM in the Council Chambers. Present Were: Mayor A. Foster, Councillor S. Cooke, Councillor R. Hooper, Councillor J. Neal, Councillor C. Traill, Councillor W. Woo Regrets: Councillor W. Partner Staff Present: C. Clifford, A. Allison, M. Berney T. Cannella, J. Caruana, F. Horvath, M. Marano, N. Taylor, J. Gallagher, M. Chambers, B. Radomski 1 Call to Order Mayor Foster called the meeting to order at 9:30 AM. 2 New Business — Introduction Councillor Neal added a New Business item, regarding an organizational review, to the New Business — Consideration section of the agenda. Councillor Traill added a New Business item, regarding a sign exemption request for the Rotary Club of Courtice, to the New Business — Consideration section of the agenda. 3 Adopt the Agenda Resolution #GG -490-16 Moved by Councillor Hooper, seconded by Councillor Cooke That the Agenda for the October 17, 2016 General Government Committee meeting be adopted as presented, with the addition of the following New Business items: • Organizational Review • Sign exemption request for the Rotary Club of Courtice Carried 4 Declaration of Interest Councillor Cooke declared an interest in the New Business Item regarding a sign exemption request for the Rotary Club of Courtice. Councillor Neal declared an interest in the New Business Item regarding a sign exemption request for the Rotary Club of Courtice. -1- 5 Clarftwn 5 Announcements General Government Committee Minutes October 17, 2016 Members of Council announced upcoming community events and matters of community interest. 6 Adoption of Minutes of Previous Meeting Resolution #GG -491-16 Moved by Councillor Cooke, seconded by Councillor Hooper That the minutes of the regular meeting of the General Government Committee meeting held on September 26, 2016, be approved. Carried 7 Delegations 7.1 Sally Barrie, Director of Home Support and Deb Kalogris, Administrator of Home Support, Community Care Durham, Regarding an Update on Community Care Durham Sally Barrie, Director of Home Support, and Deb Kalogris, Administrator of Home Support, Community Care Durham (CCD) were present regarding and update on CCD. They made a verbal presentation to accompany a handout. Ms. Barrie provided background information on CCD. She noted that the future of health care is providing an opportunity for healthier living at home. Ms. Barrie added that the services and programs that are offered by CCD will decrease the cost to our health care system. Ms. Barrie reviewed the mission of CCD and noted that their main goal is to enhance the quality of life for the residents in the Region of Durham. She explained that they rely heavily on volunteers to provide services. Ms. Barrie continued by summarizing the many programs and services that are offered by CCD. She added that they have partnerships with Whitby Shores and surrounding hospitals. Ms. Barrie reviewed their operating budget and explained that the majority of their funding comes from LH IN. She added that they have a plan for 2016-2019 that has been created to support the LHIN goals. Ms. Barrie stated that the programs and services that they offer will allow people to live a healthier lifestyle and home and will be a benefit to all residents. She concluded by thanking the Municipality for their continued financial support and their commitment to Community Care. Ms. Barrie offered to answer any questions from the Committee. -2- A Clarftwn General Government Committee Minutes October 17, 2016 Resolution #GG -492-16 Moved by Councillor Woo, seconded by Councillor Traill That the delegation of Sally Barrie, Director of Home Support and Deb Kalogris, Administrator of Home Support, Community Care Durham, regarding an update on Community Care Durham, be received with thanks. Carried 8 Communications - Receive for Information 8.1 Minutes of the Ganaraska Region Conservation Authority dated September 15, 2016 Resolution #GG -493-16 Moved by Councillor Traill seconded by Councillor Hooper That Communication Item 8.1, Minutes of the Ganaraska Region Conservation Authority dated September 15, 2016, be received for information. Carried 8.2 Kathryn McGarry, Minister of Natural Resources and Forestry — Introduction of Legislation to Amend the Aggregate Resources Act Resolution #GG -494-16 Moved by Councillor Cooke, seconded by Councillor Woo That Communication Item 8.2 from Kathryn McGarry, Minister of Natural Resources and Forestry regarding an introduction of legislation to amend the Aggregate Resources Act, be received for information. Carried 9 Communications— Direction 9.1 Brenda Metcalf, Agricultural Advisory Committee of Clarington — Request to Endorse Resolution of the Agricultural Advisory Committee Resolution #GG -494-16 Moved by Councillor Neal, seconded by Councillor Traill That the following Agricultural Advisory Committee of Clarington resolution, be referred to the October 24, 2016 Planning and Development Committee: -3- Clarftwn General Government Committee Minutes October 17, 2016 Whereas Ontario -grown corn, soybeans and wheat crops generate $9 billion in economic output and are responsible for over 40,000 jobs; Whereas Ontario farmers are stewards of the land and understand the importance of pollinators to our environment and ecosystems; Whereas the Ontario government is implementing changes to ON Reg 63/09 that would prevent any Certified Crop Advisor (CCA) from carrying out a pest assessment if they receive financial compensation from a manufacturer or retailer of a Class 12 pesticide; Whereas the reduction of CCAs would force corn and soybean farmers to terminate their relationships that they have built with experts that understand their unique crop requirements, soil types, and field conditions, placing undue delays on planting crops; Therefore, be it resolved that the Agricultural Advisory Committee of Clarington supports the efforts of the Member of Provincial Parliament for Huron -Bruce to eliminate barriers to employment opportunities for CCAs and allow Ontario farmers the freedom to engage in business with the expert of their choice; and That Clarington Council be advised of this resolution. Motion Lost Resolution #GG -495-16 Moved by Councillor Hooper, seconded by Councillor Woo That the following Agricultural Advisory Committee of Clarington resolution, be endorsed by the Municipality of Clarington: Whereas Ontario -grown corn, soybeans and wheat crops generate $9 billion in economic output and are responsible for over 40,000 jobs; Whereas Ontario farmers are stewards of the land and understand the importance of pollinators to our environment and ecosystems; Whereas the Ontario government is implementing changes to ON Reg 63/09 that would prevent any Certified Crop Advisor (CCA) from carrying out a pest assessment if they receive financial compensation from a manufacturer or retailer of a Class 12 pesticide; Whereas the reduction of CCAs would force corn and soybean farmers to terminate their relationships that they have built with experts that understand their unique crop requirements, soil types, and field conditions, placing undue delays on planting crops; Clarftwn General Government Committee Minutes October 17, 2016 Therefore, be it resolved that the Agricultural Advisory Committee of Clarington supports the efforts of the Member of Provincial Parliament for Huron -Bruce to eliminate barriers to employment opportunities for CCAs and allow Ontario farmers the freedom to engage in business with the expert of their choice; and That Clarington Council be advised of this resolution. Carried 9.2 Sandra Kranc, City Clerk, City of Oshawa — Seeking Emergency Financial Assistance in Order to Continue to Support the Economic Participation of Those Furthest from the Labour Market in Durham Region Resolution #GG -496-16 Moved by Councillor Woo, seconded by Councillor Traill That Communication Item 9.2 from Sandra Kranc, City Clerk, City of Oshawa regarding seeking emergency financial assistance for the Durham Region Employment Network (DREN) in order to continue to support the economic participation of those furthest from the labour market in Durham Region, be received for information. Motion Withdrawn Councillor Hooper left the meeting at 10:00 AM. Resolution #GG -497-16 Moved by Councillor Neal, seconded by Councillor Traill That Communication Item 9.2 from Sandra Kranc, City Clerk, City of Oshawa regarding seeking emergency financial assistance in order to continue to support the economic participation of those furthest from the labour market in Durham Region, be referred to Council meeting of October 31, 2016 for staff to provide a report/memo on how many Clarington residents have been employed as a result of the Durham Region Employment Network (DREN). Carried Councillor Hooper returned to meeting at 10:02 AM. 9.3 Lynn Dollin, President, Association of Municipalities of Ontario — Support for Closing the Municipal Fiscal Gap Resolution #GG -498-16 Moved by Councillor Cooke, seconded by Councillor Traill That the following Association of Municipalities of Ontario resolution, be endorsed by the Municipality of Clarington: -5- Clarftwn General Government Committee Minutes October 17, 2016 Whereas recent polling, conducted on behalf of the Association of Municipalities of Ontario indicates 76% of Ontarians are concerned or somewhat concerned property taxes will not cover the cost of infrastructure while maintaining municipal services, and 90% agree maintaining safe infrastructure is an important priority for their communities; And Whereas infrastructure and transit are identified by Ontarians as the biggest problems facing their municipal government; And Whereas a ten-year projection (2016-2025) of municipal expenditures against inflationary property tax and user fee increases, shows there to be an unfunded average annual need of $3.6 billion to fix local infrastructure and provide for municipal operating needs; And Whereas the $3.6 billion average annual need would equate to annual increases of 4.6% (including inflation) to province -wide property tax revenue for the next ten years; And Whereas this gap calculation also presumes all existing and multi-year planned federal and provincial transfers to municipal governments are fulfilled; And Whereas if future federal and provincial transfers are unfulfilled beyond 2015 levels, it would require annual province -wide property tax revenue increases of up to 8.35% for ten years; And Whereas Ontarians already pay the highest property taxes in the country; And Whereas each municipal government in Ontario faces unique issues, the fiscal health and needs are a challenge which unites all municipal governments, regardless of size; Now Therefore Be It Resolved that the Council of the Municipality of Clarington supports the Association of Municipalities of Ontario in its work to close the fiscal gap; so that all municipalities can benefit from predictable and sustainable revenue, to finance the pressing infrastructure and municipal service needs faced by all municipal governments. Carried -6- 10 Clarftwn General Government Committee Minutes October 17, 2016 9.4 Gabriel Medel, Blackbird Constructors 407 GP — Highway 407 East Phase 2 Noise By-law Exemption Request Resolution #GG -499-16 Moved by Councillor Woo, seconded by Councillor Cooke That the exemption for Blackbird Constructors 407 General Partnership, regarding the 407 East Phase 2 construction project, to the Municipality's Noise By-law, from mid October to November 30, 2016, be approved. Carried 9.5 Clark Somerville, FCM President and Regional Councillor, Halton Hills Request for Contribution to the Haiti Emergency Fund Resolution #GG -500-16 Moved by Councillor Woo, seconded by Councillor Hooper That Communications Item 9.5 from Clark Somerville, FCM President and Regional Councillor, Halton Hills regarding a request for contribution to the Haiti Emergency Fund, be received for information. Carried 10 Presentations 10.1 Samantha Burdett, Policy Advisory, Diversity and Immigration, Regional Municipality of Durham Social Services Department, Regarding the Diversity and Immigration Community Report Card, Year Four Samantha Burdett, Policy Advisory, Diversity and Immigration, Regional Municipality of Durham was present regarding the diversity and immigration community report card, year four. She made a verbal presentation to accompany an electronic presentation and a handout. Ms. Burdett provided an overview of the demographics related to diversity in the Municipality of Clarington and the Region of Durham. She summarized the highlights from 2011-2015. Ms. Burdett reviewed the Diversity and Immigration Community Plan 2016-2019. She continued by outlining the four priority areas which included: create a culture of inclusion, support labour market attachment of newcomers, engage employers in attracting and retaining a diverse workforce, and to support two- way integration of diverse population. Ms. Burdett provided details on the Local Diversity and Immigration Partnership Council - supporting excellence. She concluded by thanking the Committee and offering to answer any questions. -7- 11 Clarftwn General Government Committee Minutes October 17, 2016 Resolution #GG -501-16 Moved by Councillor Hooper, seconded by Councillor Woo That the delegation of Samantha Burdett, Policy Advisory, Diversity and Immigration, Regional Municipality of Durham Social Services Department, regarding the Diversity and Immigration Community Report Card, Year Four, be received with thanks. Carried 10.2 Mike Patrick, Founding President, Clarington Board of Trade (CBOT) & Owner of Bowmanville Foundry, Lawson Gay, President, CBOT & Owner of Gay Construction and Laura Sciore, Vice -President, CBOT & Owner The Cooperators/Sciore & Associates, Regarding the Presentation of Economic Development Plan 2021 Mike Patrick, Founding President, Clarington Board of Trade (CBOT) & Owner of Bowmanville Foundry, Lawson Gay, President, CBOT & Owner of Gay Construction and Laura Sciore, Vice -President, CBOT & Owner The Cooperators/Sciore & Associates were present regarding the presentation of the Economic Development Plan 2021. They made a verbal presentation to accompany an electronic presentation and a handout. Mr. Patrick provided background information on how the CBOT was created and details on the economic development model. He added that the current arrangement has been very successful. Mr. Patrick explained that the focus of the CBOT has been on leadership and he noted some of the past presidents and past directors of the CBOT. He stated that the staff at the CBOT does an excellent job and added that they rely heavily on volunteers. Mr. Gay continued by explaining that the business consulting and retention is strong. He added that that Clarington is experiencing growth and need to focus more on collaboration to continue to move forward. Mr. Gay reviewed the discussion platforms for the CBOT. He provided details on how the CBOT is creating opportunity, attracting investment and reaching out to the workforce. Mr. Gay concluded by outlining their commitment to economic development in Clarington. Ms. Sciore provided details on Clarington's New Reality and reviewed some of the current projects in Clarington. She added that they are committed to connecting these projects with local businesses and suppliers. Ms. Sciore provided an overview of the Plan 2021 which included supporting sector growth, new programs to foster local growth and tracking their efforts. She explained that they are working towards achieving these goals by focusing on specialized economic development. Ms. Sciore reviewed the services offered by the Municipality of Clarington to show where the tax money is being allocated and noted they amount for economic development. Ms. Sciore provided an overview of the proposed work plan for 2017 to 2021. She concluded by noting the value of relationships, trust and respect cannot be under estimated. Ms. Sciore thanked the Committee and offered to answer any questions. -8- 12 Clarington Recess Resolution #GG -502-16 General Government Committee Minutes Moved by Councillor Neal, seconded by Councillor Woo That the Committee recess for 10 minutes. Carried The meeting reconvened at 10:58 AM with Mayor Foster in the Chair. October 17, 2016 Mike Patrick, Founding President, Clarington Board of Trade (CBOT) & Owner of Bowmanville Foundry, Lawson Gay, President, CBOT & Owner of Gay Construction and Laura Sciore, Vice -President, CBOT & Owner The Cooperators/Sciore & Associates, Regarding the Presentation of Economic Development Plan 2021 — Continued Mike Patrick, Lawson Gay, Laura Sciore and Shelia Hall answered questions from members of the Committee. Suspend the Rules Resolution #GG -503-16 Moved by Councillor Neal, seconded by Councillor Traill That the Rules of Procedure be suspended to allow Members of Committee to ask questions of Mike Patrick, Lawson Gay, Laura Sciore and Shelia Hall regarding the presentation of the Economic Development Plan 2021, a second time. Carried Recess The Committee recessed at noon for their one hour scheduled break as per the Procedural By-law. The meeting reconvened at 1:00 PM with Mayor Foster in the Chair. Alter the Agenda Resolution #GG -504-16 Moved by Councillor Neal seconded by Councillor Cooke That the Agenda be altered to consider Addendum to Report CAO -004-16, Clarington Board of Trade Contract Renewal, at this time. Carried M 13 Clarington General Government Committee Minutes October 17, 2016 19.1 CAO -004-16 Clarington Board of Trade Contract Renewal Resolution #GG -505-16 Moved by Councillor Neal, seconded by Councillor Traill That Report CAO -004-16 be received; That the Municipality of Clarington enter into an agreement with the Clarington Board of Trade with regard to Economic Development in the amount of $300,000 for 2017, with a 2% increase in 2018; That the agreement be reviewed prior to the expiry of January 1, 2019; That the 2017 allocation of $300,000 be a preapproved amount in the 2017 budget; That the Interim CAO report back on possible performance targets for the Clarington Board of Trade contract; That the Mayor and the Clerk be authorized to execute an agreement with the Clarington Board of Trade; and That all interested parties listed in Report CAO -004-16 and any delegations be advised of Council's decision. Motion Lost (See following motions) Resolution #GG -506-16 Moved by Councillor Neal, seconded by Councillor Traill That the foregoing Resolution #GG -505-16 and Report CAO -004-16, regarding the Clarington Board of Trade Contract Renewal, be referred to the Interim CAO for a report back to the Council meeting of October 31, 2016. Lost on the following recorded vote: Council Member Yes No Declaration of Absent Pecuniary Interest Councillor Traill X Councillor Woo X Councillor Cooke X Councillor Hooper X Councillor Neal X Councillor Partner X Mayor Foster X -10- 14 Clarington General Government Committee Minutes October 17, 2016 The foregoing Resolution #GG -505-16 was lost on the following recorded vote: Council Member Yes No Declaration of Absent Pecuniary Interest Councillor Traill X Councillor Woo X Councillor Cooke X Councillor Hooper X Councillor Neal X Councillor Partner X Mayor Foster X Resolution #GG -507-16 Moved by Councillor Woo, seconded by Councillor Cooke That Report CAO -004-16, Clarington Board of Trade Contract Renewal be referred back to the Interim CAO; and That the Interim CAO be asked to report on specific accountability measures, reqarding the Clarington Board of Trade Economic Development agreement, to the Council meeting of October 31, 2016. Carried Later in the Meeting (See following motion) Resolution #GG -508-16 Moved by Councillor Traill, seconded by Councillor Neal That the foregoing Resolution #GG -507-16 be amended by adding the following at the end: "Including recommendations with respect to reviewability." Motion Lost The foregoing Resolution #GG -507-16 was then put to a vote and carried. Mayor foster left the meeting at 2:02 PM. -11- 15 Clarftwn Councillor Neal chaired this portion of the meeting. 11 Engineering Services Department General Government Committee Minutes October 17, 2016 11.1 EGD -037-16 Ontario Community Infrastructure Fund - Execution of Agreement Resolution #GG -509-16 Moved by Councillor Hooper, seconded by Councillor Cooke That Report EGD -037-16 be received; That the Mayor and Clerk be authorized to execute the funding agreement between the Province and the Municipality of Clarington as attached to report EGD -037-16; That the By-law attached to Report EGD -037-16 be approved; and That all interested parties listed in Report EGD -037-16 and any delegations be advised of Council's decision. Carried 12 Operations Department No Reports for this section of the Agenda. 13 Emergency and Fire Services Department No Reports for this section of the Agenda. Councillor Hooper chaired this portion of the meeting. 14 Community Services Department 14.1 CSD -014-16 Roof -Top Solar Projects — Feed -in -Tariff Program, Version 5.0 Resolution #GG -510-16 Moved by Councillor Woo, seconded by Councillor Traill That Report CSD -014-16 be received; That Council indicates its support for the construction and operation of roof -top solar projects anywhere in the Municipality by passing the resolution attached to Report CSD -014-16 (Attachment 1) as follows: WHEREAS capitalized terms not defined herein have the meanings ascribed to them in the FIT Rules, Version 5.0; -12- 16 Clarftwn General Government Committee Minutes October 17, 2016 AND WHEREAS the Province's FIT Program encourages the construction and operation of Rooftop Solar generation projects (the "Projects"); AND WHEREAS one or more projects may be constructed and operated in the Municipality of Clarington; AND WHEREAS pursuant to the FIT Rules, Version 5.0, Applications whose projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in the Applicant being offered a FIT Contract prior to other Persons applying for FIT Contracts; NOW THEREFORE BE IT RESOLVED THAT Council of the Municipality of Clarington supports the construction and operation of the Projects anywhere in the Municipality of Clarington; That this resolution's sole purpose is to enable the participants in the FIT Program to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Projects, or for any other purpose; and That this resolution shall expire twelve (12) months after its adoption by Council That the Mayor and Clerk be authorized to execute a Roof -top Solar Panel Lease Agreement for the three specific projects, provided such Agreement is acceptable to the Municipal Solicitor; and That Veridian Connections and Solera Sustainable Energies Company be advised of Council's decision. Carried Councillor Traill chaired this portion of the meeting. 15 Municipal Clerk's Department 15.1 CLD -028-16 Ban on Door -to -Door Sales of Home Services Sector Activities Resolution #GG -511-16 Moved by Councillor Cooke, seconded by Councillor Neal That Report CLD -028-16 be received; That the City of Markham's Resolution of May 3, 2016 requesting a Ban on Door -to - Door Sales of Home Service Sector activities be endorsed (Attachment 1 to Report CLD -028-16) as follows Whereas the Provincial Government implemented the Stronger Protection for Ontario Consumers Act in April 2015 to address, among other things, aggressive and misleading door-to-door sales tactics; -13- 17 Clarftwn General Government Committee Minutes October 17, 2016 Whereas Ontarians over the last twelve months continue to experience unsolicited, aggressive and misleading sales tactics at their door from companies seeking to sell home energy products, despite this provincial legislation; Whereas the door to door agents acting on behalf of these companies misrepresent their purpose and/or identity, often posing as utility inspectors and government agents needing to gain access to the homes of Ontarians, Whereas people across Ontario, and in particular Markham residents, have been targeted by these door to door misrepresentations and misleading sales tactics; Whereas one such company has been recently charged with 142 breaches of the Consumer Protection Act due to this fraudulent and misleading sales conduct, previous attempts by the Province to protect Ontarians have failed; Whereas the province has implemented a ban on door-to-door sales for electricity and natural gas contracts by passing the Strengthening Consumer Protection and Electricity system Oversight Act, 2015; Now therefore be it resolved that Council: 1) Urge the Provincial Government to ban all door-to-door sales in the home services sector(more specifically the sale or lease of HVAC equipment, water heaters, water filtration systems and other related home energy products and services by door-to-door sales agents) as soon as possible, and before the spring session of the Ontario legislature concludes; 2) Issue an Alert via News Release and other forms of communication to Markham residents to warn them about ongoing door-to-door sales activities, and encourage Markham residents to sign the online petition at Change.org; 3) Encourage other GTA municipalities to join with Markham in calling on the Province to act; 4) That staff be authorized and directed to do all things necessary to give effect to this resolution. ;and That all interested parties listed in Report CLD -028-16 and any delegations be advised of Council's decision by the Department. Carried 15.2 CLD -030-16 Appointment to the Newcastle Arena Board Resolution #GG -512-16 Moved by Councillor Hooper, seconded by Councillor Cooke That Report CLD -030-16 be received; That Gord Blaker be thanked for his contribution to the Newcastle Arena Board; -14- lu Clarftwn General Government Committee Minutes October 17, 2016 That the vote be conducted to appoint one citizen representative for a term ending December 31, 2018 or until a successor is appointed, to the Newcastle Arena Board for the Municipality of Clarington, in accordance with the Appointments to Boards and Committees Policy; and That all interested parties listed in Report CLD -030-16 and any delegations be advised of Council's decision. Carried The following appointment was made in accordance with the voting process outlined in the Council Appointments to Boards and Committees Policy for the Newcastle Arena Board for a term ending December 31, 2018 or until a successor is appointed: • Peter Kennedy 15.3 CLD -031-16 Appointment of Parking Officers Resolution #GG -513-16 Moved by Councillor Neal, seconded by Councillor Woo That Report CLD -031-16 be received; That the By-law attached to Report CLD -031-16, as Attachment 1 be approved, to appoint CLOCA as Private Parking Enforcement Officers for private property under the ownership and jurisdiction of CLOCA; and That all interested parties listed in Report CLD -031-16 and any delegations be advised of Council's decision. Carried Councillor Neal chaired this portion of the meeting. 16 Corporate Services Department 16.1 COD -021-16 Co-operative Tender No. C2016-056 — Supply and Delivery of Winter Sand Resolution #GG -514-16 Moved by Councillor Traill, seconded by Councillor Hooper That Report COD -021-16 be received; Clarftwn General Government Committee Minutes October 17, 2016 That Vicdom Sand & Gravel (Ontario) Limited with a total bid amount of $205,504.32 (net H.S.T. Rebate) for the Municipality of Clarington's requirements of winter sand being the lowest responsible bidder meeting all terms, conditions and specifications of Tender C2016-056 be awarded the contract to supply approximately 17,500 tonnes of winter sand, as required by the Municipality of Clarington's Operations Department; That pending satisfactory pricing and service and approval by the Durham Purchasing Co-operative, the Purchasing Manager be given authority to extend the contract two additional one year terms; and That the funds expended be drawn from the Operations Department Winter Control/Sanding/Salting Miscellaneous Operating Supplies Account 100-36-383-10300-7112. Carried 17 Finance Department 17.1 FND-012-16 Acceptance of Letters of Credit from Credit Unions Resolution #GG -515-16 Moved by Councillor Traill, seconded by Councillor Woo That Report FND-012-16 be received; and That letters of credit be accepted from Credit Unions provided that they comply with the required terms established satisfactory to the Municipal Treasurer or Municipal Solicitor, as listed below: a) The Credit Union is a member of the Central 1 Credit Union; b) The Central 1 rating from Dominion Bond Rating Service for medium and long term senior notes and Deposits is A (High) or better and short term notes is R-1 (middle) or better; c) The Credit Union is listed on the annual and quarterly reports list for the largest 100 Credit Unions based on asset size issued by Canadian Credit Union Association; and d) The developer or other company posting the letter of credit is responsible for supplying (or arranging to supply) to Clarington documented proof of the Credit Union's standing. Carried -16- 20 Clarftwn General Government Committee Minutes October 17, 2016 17.2 FND-014-16 List of Applications for Cancellation, Reduction, Apportionments or Refund of Taxes Resolution #GG -516-16 Moved by Councillor Hooper, seconded by Councillor Woo That Report FND-014-16 be received; That the list of applications, attached to Report FND-014-16 as Attachment 1, for cancellation, reduction, apportionments or refund of taxes be approved; That Council's authority pursuant to Sections 356 (Division into parcels), 357 (Cancellation, reduction, refund of taxes), 358 (Overcharges) and 359 (Increase of Taxes) of the Municipal Act, 2001, be delegated to the Treasurer as authorized under Section 23.2 of the Municipal Act, 2001; and That a By-law be passed delegating Council's authority under Sections 356, 357, 358 and 359 of the Municipal Act, 2001 to the Treasurer. Carried 17.3 FND-015-16 2016/2017 Insurance Program Resolution #GG -517-16 Moved by Councillor Woo, seconded by Councillor Cooke That Report FND-015-16 be received; That the general insurance placement, in conjunction with the other member municipalities of the Durham Municipal Insurance Pool, with the Frank Cowan Company for an integrated pooling arrangement that includes integrated insurance coverages and common self -retention deductible levels for the period July 1, 2016 to June 30, 2017, at an approximate cost to Clarington of $943,554 be confirmed; and That Clarington's share of the $1.7 million surplus funds, amounting to $223,550 be utilized for risk management and claims prevention projects as identified. Carried 18 Solicitor's Department No Reports for this section of the Agenda. 19 Chief Administrative Office 19.1 CAO -004-16 Clarington Board of Trade Contract Renewal Report CAO -015-16, Clarington Board of Trade Contract Renewal was considered earlier in the meeting during the presentation portion of the agenda. -17- 21 Clarftwn 19.2 CAO -005-16 Fall Tourism Update General Government Committee Minutes October 17, 2016 Mayor Foster returned to the meeting at 2:27 PM and resumed the Chair. Resolution #GG -518-16 Moved by Councillor Hooper, seconded by Councillor Cooke That Report CAO -005-16 be received for information. Carried Recess Resolution #GG -519-16 Moved by Councillor Traill, seconded by Councillor Woo That the Committee recess for 10 minutes. Carried The meeting reconvened at 3:11 PM with Mayor Foster in the Chair. Closed Session Resolution #GG -520-16 Moved by Councillor Neal, seconded by Councillor Neal That, in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing a matter that deals with personal matters about an identifiable individual, including municipal or local board employees. Carried Rise and Report The meeting resumed in open session at 3:26 PM with Mayor Foster in the Chair. Mayor Foster advised that one item was discussed in "closed" session in accordance with Section 239(2) of the Municipal Act, 2001 and no resolutions were passed. 22 Clarftwn General Government Committee Minutes October 17, 2016 20 New Business — Consideration 20.1 Motion Regarding Electronic Message Boards for Community Events in Courtice Resolution #GG -521-16 Moved by Councillor Neal, seconded by Councillor Cooke That Staff be directed to provide a report on the cost and potential locations of an electronic message board for community events in Courtice. Carried 20.2 Sign Exemption Request for Rotary Club of Courtice Councillor Cooke declared a pecuniary interest in New Business Item regarding a sign exemption request for the Rotary Club of Courtice he is the President of the Courtice Rotary Club. Councillor Cooke left the room and refrained from discussion and voting on this matter. Councillor Neal declared a pecuniary interest in New Business Item regarding a sign exemption request for the Rotary Club of Courtice he is a member of the Courtice Rotary Club. Councillor Neal left the room and refrained from discussion and voting on this matter. Resolution #GG -522-16 Moved by Councillor Traill, seconded by Councillor Woo Whereas the Municipality of Clarington Sign By-law 2009-123 allows for temporary signs for Community Groups to announce a community function or event sponsored by a non-profit organization; And Whereas the Sign By-law allows signs for a Community Group on the property where the event will be held or, by Council policy, on municipally owned property; and And Whereas the Courtice Rotary is requesting to place a sign on a privately owned property located on the south side of Bloor Street east of Townline Road leading up to the "Welsh Men's Choir Concert" on November 19, 2016; Now therefore, be it resolved that, subject to the Courtice Rotary obtaining the owner's consent, staff be directed to issue a sign permit for the Courtice Rotary for the two week period leading up to the event from November 4, 2016 to November 19, 2016 for the property on the south side of Bloor Street east of Townline Road as long as it remains undeveloped. Carried -19- 23 Clarftwn Councillor Cooke returned to the meeting. Councillor Neal returned to the meeting. 20.3 Organizational Review Resolution #GG -523-16 General Government Committee Minutes October 17, 2016 Moved by Councillor Neal, seconded by Councillor Traill That the Interim CAO report back at the first General Government Committee meeting in December, 2016 on a Request for Proposal for an external review of the Clarington organization structure. Motion Withdrawn Resolution #GG -524-16 Moved by Councillor Neal, seconded by Councillor Traill That the Interim CAO be directed to prepare a report providing Members of Council with information regarding the process, costs and outcomes of other municipalities' organization structure reviews. Carried 21 Unfinished Business There were no items considered under this section of the Agenda. 22 Confidential Reports There were no items considered under this section of the Agenda. 23 Adjournment Resolution #GG -525-16 Moved by Councillor Neal, seconded by Councillor Cooke That the meeting adjourn at 3:56 PM. Mayor Carried -20- Deputy Clerk CENTRAL LAKE ONTARIO CONSERVATION AUTHORITY MINUTES NO. 7 AUTHORITY MEETING Tuesdav, October 18, 2016 - 5:00 P.M. MEETING LOCATION: 100 WHITING AVENUE, OSHAWA AUTHORITY'S ADMINISTRATIVE OFFICE, BOARDROOM Present: Don Mitchell, Chair John Aker Shaun Collier Joe Drumm Adrian Foster Derrick Gleed Ron Hooper John Neal Gerri Lynn O'Connor Nester Pidwerbecki Tom Rowett Elizabeth Roy C. Darling, Chief Administrative Officer B. Boardman, Administrative Assistant/Recording Secretary H. Brooks, Director, Watershed Planning & Natural Heritage D. Hope, Land Management & Operations Supervisor C. Jones, Director, Planning & Regulations P. Sisson, Director, Engineering & Field Operations R. Wilmot, GIS Systems Supervisor Absent: Bob Chapman, Vice Chair Excused: Joe Neal David Pickles The Chair called the meeting to order at 4:59 p.m. DECLARATIONS of interest by members on any matters herein contained - NONE ADOPTION OF MINUTES Res. #91 Moved by J. Aker Seconded by S. Collier THAT the Authority minutes of September 20, 2016 be adopted as circulated. CARRIED CORRESPONDENCE (1) Conservation Ontario Council Minutes from Meeting #2/16 Re: Thank you letter for Minister McGarry (Agenda pg. 1) (2) Conservation Ontario Council Minutes from Meeting #3/16 Re: Minutes of Meeting from September 26, 2016 (Agenda pg. 2) Res. #92 Moved by E. Roy Seconded by R. Hooper THAT the above correspondence be received for information. CARRIED Cont'd 25 AUTHORITY MEETING MINUTES NO. 7 — OCTOBER 18, 2016 — PAGE 2 DIRECTOR, DEVELOPMENT REVIEW & REGULATION (1) Staff Report #5489-16 (Agenda pg. 12) Re: Permits Issued for Development, Interference with Wetlands and Alteration to Shorelines and Watercourses — September 1 to September 30, 2016 Res. #93 Moved by J. Drumm Seconded by J. Aker THAT Staff Report #5489-16 be received for information. CARRIED (2) Staff Report #5485-16 (Agenda pg. 14) Re: City of Oshawa Permit Application for Fill Cap at Harbour Lands and Marina Lands J. Aker thanked C. Darling and C. Jones for their hard work on this project. Res. #94 Moved by J. Drumm Seconded by J. Aker THAT permit application RPRG4991-1 be approved subject to implementing conditions to be determined by staff, and, THAT consistent with City of Oshawa Staff Report DS -16-178, the City of Oshawa is requested to investigate the opportunity for future hydraulic improvements to the Simcoe Street South Bridge crossing of the Oshawa Creek when the infrastructure is considered for rehabilitation or replacement and that any potential improvements are subject to Council budget approval at its sole discretion. CARRIED DIRECTOR, ENGINEERING & FIELD OPERATIONS (1) Staff Report #5492-16 (Agenda pg. 23) Re: Conservation Areas Inspection Policy Res. #95 Moved by T. Rowett Seconded by N. Pidwerbecki THAT Staff Report #5492-16 be received for information; and, THAT the Board of Directors endorse the Central Lake Ontario Conservation Authority Conservation Areas Inspection Policy. CARRIED CHIEF ADMINISTRATIVE OFFICER (1) Staff Report #5491 (Agenda pg. 40) Re: 2017 Meeting Schedule — Board of Directors Res. #96 Moved by J. Aker Seconded by S. Collier THAT Staff Report #5491-16 be received for information; THAT the 2017 Meeting Schedule for Board of Directors be adopted. CARRIED (2) Verbal Report #5491 Re: CLOCA's 60th Anniversary — Annual General Meeting C. Darling notified members of the date for the AGM as well as offered suggested host locations as the CLOCA office would not accommodate the number of people anticipated to attend. J. Aker requested that we invite past chairs to the AGM as well as the dignitaries that C. Darling noted. Cont'd 1 AUTHORITY MEETING MINUTES NO. 7 — OCTOBER 18, 2016 — PAGE 3 A. Foster arrived at 5:04pm G. L. O'Connor arrived at 5:05pm CONFIDENTIAL MATTERS (1) CONFIDENTIAL Staff Report #5490-16 (Agenda pg. 41) Re: Property Matter Res. #97 Moved by S. Collier Seconded by A. Foster THAT the meeting convene "In Camera". CARRIED Res. #99 Moved by J. Aker Seconded by S. Collier THAT the meeting reconvene; and, THAT the discussion of the "In Camera" session be received for information. CARRIED ADJOURNMENT Res. #100 Moved by S. Collier Seconded by R. Hooper THAT the meeting adjourn. CARRIED The meeting adjourned at 5:10 p.m. 27 Tyrone Community Centre Meeting October 19, 2016 Present: Joy Vaneyk-chairman; Cecile Bowers -Secretary; Paul Rowan; Alvin Hare; Corinne VanDeGroothveen; Walter Loveridge; Larry Quinney and Dave Taylor. Absent: Treasurer: Claude Godin. Regrets: Danielle Carroll; Marlene Craig; Kat Caplan; Justin Vachon. Adoption of June 5 minutes M/S by Larry Quinney and Dave Taylor. CARRIED. Adoption of minutes of September 22, 2016, mainly preparation for our upcoming Fortieth Anniversary The only monetary note was that Councillor Corrina Traill brought a cheque for $500.00 from Town of Clarington, that was to help with our advertising for September's Fortieth Anniversary celebrations. It was noted that Chris Duke, who installed our new countertop in the kitchen, will be coming back to fix up one area near the dishwasher. His labour cost was $1800.00. No report on bookings as Danielle was not able to attend meeting but regarding the November 12th booking for Tyrone United Church, we were asked if they could get in early to start cooking meat, etc. Agreed they could be in by 9 a.m. Joy noted that since Danielle will be incapacitated at end of November, Joy will be showing the hall to those wishing to rent. Maintenance: Larry reported that the floor polishing is done every three months. He mentioned there are several bookings on Fridays and again early on Saturdays, that he could use extra help with the cleaning on the Saturday mornings at 7 a.m. Corinne had helped for last rental and Joy volunteered to help for upcoming ones. Dance Report: Dave noted that last dance had attendance of 113 people. After discussion, the dance for January 7th it was decided to stick with the D.J. Joy to get permit for the 2017 dances. Old Business: Some items were read from the Time Capsule that had been set out on September 24. Decided there may still be more to come. Joy and Corinne will donate the $40.00 made from their euchre on Sept. 27 and October 25, the money will be donated to the Tyrone Community Centre. Breakfast with Santa is December 10: Need helpers for Crafts; Face Painting, kids music and entertainment, cooks and servers. Cecile and Corinne volunteered to do Face Painting once again. Board Christmas Party Dec. 10 at Orono Firehall Bistro ... Joy needs to confirm numbers by November 18. She has paid the $200.00 deposit. The word Tyrone is missing from front of Building.... Brian Miehe is working on making it for us. Discussion about a public skating rink in our park .... Paul Rowan and Danielle will look into the rules and regulations with Fred Horvath. Dave noted that the Tyrone Announcement sign by roadway needs fixing or replacing... looking into that. Cecile volunteered Ralph to cut a limb off that hangs over our Tyrone signboard by road. M/S by Dave Taylor and Larry Quinney to adjourn. CARRIED. WY --1 41 Gan2araska CONSERVATION October 21, 2016 Ms. Anne Greentree Municipal Clerk The Municipality of Clarington 40 Temperance Street Bowmanville, ON L1C 3A6 Dear Ms. Greentree; Ganaraska Region Conservation Authority 2216 County Road 28 Port Hope, ON L I A 3V8 Phone: 905-885-8173 Fax: 905-885-9824 www.grca.on.ca MEMBER OF CONSERVATION ONTARIO At the October 20, 2016 Full Authority Board meeting the members received the 2017 Preliminary Budget for information. The members requested that the budget be forwarded to the watershed municipalities for their consideration of the 2017 levy included in the budget. The Ganaraska Region Conservation Authority with the four other conservation authorities within the Region of Durham have been in budget discussions since early summer. The Clarington levy will be set based on the guidelines set forth by the Region of Durham for the five Durham Region conservation authorities. The proposed 2017 general levy proposed for your municipality is $432,845.59. A copy of the 2017 preliminary budget has been enclosed for review by your council over the next 45 days. It is important that your municipality's comments be received prior to the November Full Authority meeting which is scheduled for December 8, 2016, as the decision is binding once the vote is taken and the levy is proposed. The Board trusts the enclosed information will be acceptable to your council and looks forward to a continued partnership with your municipality. Should you have any questions please contact the undersigned. Yours truly, ( a T��j Linda J. Laliberte, CPA, CGA CAO/Secretary-Treasurer Encl. 29 w 0 2017 Preliminary Budget it trasI4,pra CONSERVATION October 2016 GANARASKA REGION CONSERVATION AUTHORITY Introduction Membership Structure Mission Statement 2017 Budqet 2017 Budget Presentation Format W Budget Summary FA Watershed Manaqement Watershed Studies Resource Inventory and Environmental Monitoring Flood Protection Services GIS Services & Remote Sensing 2017 Preliminary Budget Presented to the Full Authority October 20, 2016 Page Watershed Stewardship 1 Fisheries Services 2 Clean Water -Healthy Land Partner Projects 3 Conservation Land Manaaement 4 Passive Recreation Ganaraska Forest Centre Ganaraska Forest 6 Corporate Services 6 Corporate/Finance Management 7 Office Services 9 Corporate Communications Environmental Advisory Services Municipal/Public Plan Input & Review 11 Development Plan Input 11 Watershed Ecology 11 Levy Reserves and Operatina Surplus/Deficit Paqe 13 13 13 15 15 16 18 18 18 BLOM 20 W INTRODUCTION N The objects of an Authority are to establish and undertake, in the area over which it has jurisdiction, a program designed to further the conservation, restoration, development and management of natural resources other than gas, oil, coal and minerals. Ganaraska Region Conservation Authority Established 1946 Watershed Municipalities Municipality of Clarington Town of Cobourg Municipality of Port Hope Township of Hamilton Township of Alnwick/Haldimand City of Kawartha Lakes Township of Cavan Monaghan The watershed covers an area of 361 square miles and has a population of 75,572 W 2017 Full Authority W Town of Cobourg — Forrest Rowden* Municipality of Clarington — Wendy Partner** Township of Alnwick/Haldimand — Raymond Benns Township of Hamilton — Mark Lovshin Township of Cavan Monaghan — John Fallis Municipality of Clarington —Willie Woo Town of Cobourg — Brian Darling Municipality of Port Hope — Louise Ferrie-Blecher, Jeff Lees City of Kawartha Lakes — Heather Stauble * denotes Chair ** denotes Vice -Chair The Full Authority usually meets the 3rd Thursday of every month or at the call of the Chair. The Ganaraska Region Conservation Authority's Shared Vision: "Clean water healthy land for healthy communities." Our Shared Values: To Explore is to Value Knowledge To Learn is to Value Collaboration To Lead is to Value Excellence To Evolve is to Value Innovation The Ganaraska Region Conservation Authority's mission is to w Enhance and conserve across the Ganaraska Region Watershed by serving, educating, informing and engaging. Ganaraska Region Conservation Authority 2017 Committees Ganaraska Forest Recreational Users Committee Jay Sherwin, Sharon Foster, Randy Cunningham, Tom Hamblin, Brian Sheppard, Anne Vavra, Ulla Jensen, Hugh McDonald, Ron Keeler, Rob Cox, Graham McGregor, Dan Davies, Garry Niece 2. W 2017 ul PRELIMINARY BUDGET 2017 PRELIMINARY BUDGET PRESENTATION FORMAT All columns in the budget are the budgeted figures with the exception of the column headed as the 2016 Projected Totals, which are the approximate year-end totals. The 2016 Other Funds shown are budget figures and may have been adjusted and as a result may be reflected by decreases in the 2016 Projected Totals. For example if "Other Funds" budgeted are not expected to be realized then the spending in those areas will probably be decreased where possible to compensate for lack of revenue. In cases where the funding received for a capital project was not spent, it has been carried forward as deferred reven ue. PROGRAM AREAS Watershed Manaaement and Health Monitorinq, • Costs are those required to develop the framework and management strategy to provide a rational approach to natural systems protection, restoration and use Environmental Advisory Services • Costs associated with providing environmental review of development proposals submitted by municipalities, general public and developers W Watershed Stewardship Costs associated with providing service and/or assistance to watershed residents and municipalities on sound environmental practices that will enhance, restore or protect properties Conservation Land Manaaement • Costs associated with land or buildings either owned or managed by the Authority and may have active programming on conservation lands Corporate Services • Costs associated with the management and program delivery SOURCES OF FUNDING Provincial Grant - The Ministry allocates funding within corporate services, flood forecasting and warning, watershed planning and technical studies and limited administrative support. Municipal - General Levy - shared by member municipalities for all program areas for which all municipalities benefit equally. The general levy includes a base levy of $13,874.86 Other Funds - includes water management fees, forest centre revenues, winter trails and forest memberships, timber management, as well as capital levies for completion of projects in the watershed municipalities. 10/512016 4. Ganaraska Region Conservation Authority 2017 Preliminary Budget 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget PROGRAM AREAS: W Watershed Management & Health Monitoring 1,101,980 1,075,780 52,836 169,783 879,361 1,006,640 52,836 168,604 785,200 V Environmental Advisory Services 184,670 178,258 11,400 63,734 109,536 185,334 11,400 63,934 110,000 Watershed Stewardship 271,639 220,766 0 19,900 251,739 227,459 0 15,400 212,059 Conservation Land Management 1,315,620 1,302,972 0 37,031 1,278,589 1,247,629 0 67,629 1,180,000 Corporate Services 679,952 668,962 36,226 622,726 21,000 688,662 36,226 620,436 32,000 TOTAL BUDGET 3,553,861 _ 3,446,738 100,462 913,174 2,540,225 3,355,724 100,462 936,003 2,319,259 10/512016 4. W WATERSHED C* MANAGEMENT WATERSHED MANAGEMENT AND HEALTH MONITORING Watershed management and health monitoring program costs are those required to develop the framework and management strategy to provide a rational approach to natural systems protection, restoration and use. Flood protection services fall within this department, which include costs associated with providing watershed residents with an effective and efficient system that will reduce their exposure to the threat of flood damage and loss of life. Watershed Plans & Stratecxies — Projects undertaken by the Conservation Authority to provide a broad understanding of ecosystem function and status and to make recommendations for appropriate environmental resource management, land use change, land management change, or redevelopment and restoration, on a watershed basis. Climate Change Strategy — funded by the Region of Durham and Municipality of Port Hope. Resource Inventory and Environmental Monitorinq — The groundwater program, funded by the Region of Durham, Municipality of Port Hope and the Township of Hamilton is also reflected under this area. The Municiipaliity of Clarington, with Port Hope, Cobourg and Hamilton are funding watershed monitoring. w Flood Protection Services Flood Forecastinq and Warnina — Procedures, undertaken by the Conservation Authority, required to reduce the risk of loss and property damage due to flooding through the forecasting of flood events and issuing of flood warnings, alerts and advisories to prepare those who must respond to the flood event. Flood/Erosion Control Structures — Preventative maintenance to the flood and erosion control structures throughout the watershed, which is, funded 50% by the province and 50% by general levy. Floodolain Reaulations — Includes costs associated with implementing the fill and floodplain regulations required ensuring the integrity of the watershed floodplain management system. Natural Heritaae Maooina - A natural heritage mapping for the watershed is continuing using funds from the Municipality of Clarington. GIS Services & Remote Sensinq Port Hope/Northumberland and Other CA's GIS Partnership - GRCA staff continue with these partnerships. WATERSHED MANAGEMENT AND HEALTH MONITORING: WATERSHED PLANS & STRATEGIES 2017 Preliminary Budget 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget 30,000 29,000 0 150 30,000 29,150 118,000 114,000 12.000 15,110 130,000 129,110 5,000 Climate Change Strategy 0 Wages & Benefits 5,000 Motor Pool 18,000 TOTAL 18,000 Annual Watershed Rport Card Update 15,000 Wages & Beneffts Expenses 15,000 TOTAL 63,900 Partner Flood Mapping -KRCA 3,600 Wages and Benefits 600 Epenses O TOTAL 69,000 RESOURCE INVENTORY& ENVIRONMENTAL MONITORING Resource Management Wages & Benefits Expenses TOTAL Lake Ontario Shoreline - Northumberland Wages & Benefits TOTAL Lake Ontario Shoreline Erosion Mapping Wages & Benefds ExpenseslConsulting Total Groundwater Wages & Benefits Materials, Expenses Motor Pool Capital Asset Replacement TOTAL 2017 Preliminary Budget 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget 30,000 29,000 0 150 30,000 29,150 118,000 114,000 12.000 15,110 130,000 129,110 5,000 5,000 0 0 5,000 5,000 18,000 18,000 18,000 18,000 15,000 15,000 0 15,000 15,000 63,900 64,000 3,600 3,000 600 300 900 900 69,000 68,200 30,000 0 0 0 30,000 30,000 0 20,000 2,000 22,000 0 126,500 3,500 0 0 130,000 130,000 0 5,000 0 0 5,000 0 5,000 10,000 0 0 18,000 10,000 0 0 15,000 66,400 3,000 200 900 0 0 69,000 70,500 101512016 0 30,000 20,000 Durham; 10,000 Port Hope 0 22,000 22000 Durham 0 130,000 KRCA 0 5,000 0 0 0 10,000 10,000 Port Hope 33,000 Durham 18,000 Port Hope; 18,000 Hamilton 0 1,500 69,000 6. Watershed Monitoring Wages & Benefits Expenses, Training, Consulting Equipment (Auto System, Meters) Equipment Repairs Motor Pool Capital Asset Replacement TOTAL Water Quality Sampling (PWQMN) Wages & Benefits Expenses TOTAL Low Water Response Wages & Benefits Expenses TOTAL FLOOD PROTECTION SERVICES Flood Forecasting & Warning Wages & Benefits Training and Development Motor Pool Gauge and Station Maintenance Computer services Equipment, manual, model, network Office services Capital Asset Replacement TOTAL Flood Control Structures Wages & Benefits Taxes Insurance, Expenses Capital Asset Replacement TOTAL 2016 2016 2016 2016 2016 Other 2017 2017 Budget Projected Grant Levy Funds Preliminary Grant 6,000 Total 10,500 10,400 Budget 63,500 62,800 103,550 40,000 59,350 9,200 61,400 15,500 16,500 2,000 1,600 14,000 1,000 700 29,430 12,836 16,564 1,760 0 2,000 2,000 2,000 2,452 2,000 11,525 11,525 13,025 93,525 95,977 0 11,264 82,261 94,185 3,000 3,100 3,000 500 400 500 3,500 3,500 0 3,000 500 3,500 3,600 3,600 3,600 0 25 0 3,600 3,625 0 1,400 2,200 3,600 73,200 73,200 800 800 3,900 3,800 900 700 200 600 6,000 5,200 10,500 10,400 8,850 8,850 104,350 103,550 40,000 59,350 9,200 10,800 14,700 13,530 2,000 1,600 3,500 3,500 29,400 29,430 12,836 16,564 101512016 2017 2017 Other Levy Funds 9,000 6,000 SEP, 300CSJ 69,500 12,000 Hamilton; 15,000 Port Hope 5,000 Cobourg; 35,000 Durham; 2500 Mi 2,000 MOECC Reimbursement 1,500 Capital Asset Replacement Reserve 0 12,185 82,000 0 3,000 500 MOECC 0 1,400 2,200 LWR Team - MNR 73,200 800 3,900 900 200 6,000 10,500 28,850 20,000 Capital Asset Replacement Reserve 5,000 124,350 40,000 59,350 25,000 5,000 Durham; 11,200 13,500 1,600 3,500 0 29,800 12,836 16,964 0 Erosion Control Structures Wages & Benefits Materials, Expenses Capital Asset Replacement TOTAL Floodplain Regulations Wages & Benefits Training and Development Motor Pool/Truck Purchase Materials and Supplies Legalexpenses Capital Asset Replacement TOTAL Dam Safety Wages & Senefits NExpenses Capital Asset Replacement TOTAL Natural Heritage Mapping Wages & Benefits Materials, Expenses TOTAL Natural Hazard Mapping - Clarington Floodifne Update - NDMP Wages & Benefits Expenses TOTAL Cobourg Storm Sewer System Analysis Wages & Benefits Expenses/Consulting TOTAL MNRF Floodplain Mapping Wages & Benefits Expenses ORCA Partner TOTAL 2016 2016 2016 Budget Projected Grant 0 Total 1,000 1,300 81,000 0 2,000 2,000 3,000 3,300 79,000 76,917 300 0 1,000 1,572 300 107 2,000 0 1,117 1,117 83,717 79,713 6,000 7,333 5,000 1,644 7,488 7,488 18,488 16,465 29,300 28,700 1,700 1,175 31,000 29,875 15,000 14,600 15,000 14,600 52,000 26,000 29,000 24,000 81,000 50,000 94,400 94,400 35,000 35,000 30,000 30,000 159,400 159,400 2016 2016 Other 2017 2017 Levy Funds Preliminary Grant Budget 1,000 10/5/2016 2017 2017 Other Levy Funds 0 3,000 0 27,000 Permit fees 0 58,717 27,000 0 7,488 0 0 31,000 Durham 0 0 15,000 Durham 0 0 55,000 25000 Cobourg {deferred 30000 0 0 112,500 112500 MNRF 8. 2,000 0 3,000 0 3,000 81,000 300 1,000 25,000 300 2,000 1,117 0 58,717 25,000 85,717 0 0 7,488 0 11,488 7,000 7,488 30,000 1,000 0 0 31,000 31,000 15,000 9 D 15,000 15,000 55,000 0 ] 0 81,000 55,000 63,000 49,500 ] 0 159,400 112,500 10/5/2016 2017 2017 Other Levy Funds 0 3,000 0 27,000 Permit fees 0 58,717 27,000 0 7,488 0 0 31,000 Durham 0 0 15,000 Durham 0 0 55,000 25000 Cobourg {deferred 30000 0 0 112,500 112500 MNRF 8. 101512016 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy 'Funds Preliminary Grant Levy Funds Total Budget National Disaster Mldigation Program - Clarington Risk Assessment Wages & Benefits 12,500 12,500 12,500 13,000 13,000 Public Safety Canada TOTAL 12,500 12,500 0 0 12,500 13,000 0 0 13,000 GIS SERVICES & REMOTE SENSING Port Hope GIS Partnership Wages & Benefits 22,000 22,800 21,100 Expenses 2,100 1,300 3,000 Capital Asset Replacement 900 900 900 TOTAL 25,000 25,000 0 0 25,000 25,000 0 0 25,000 Port Hope GIS SERVICES - Other CA's & Partners Wages & Benefits 22,000 35,852 22,000 Expenses 3,000 2,132 3,000 TOTAL 25,000 37,985 0 0 25,000 25,000 0 0 25,000 ORCA W Northumberland GIS Wages & Benefits 7,000 6,900 13,000 Expenses 0 8,000 TOTAL 7,000 6,900 0 0 7,000 21,000 0 0 21,000 Northumberland OTHER Source Protection Planning - TCC Wages & Benefits 86,000 86,000 86.000 Materials, Expenses & Training 2,000 2,000 2,000 88,000 88,000 0 0 88,000 88,000 0 0 88,000 TCC Source Protection Municipal Implementation - Northumberland County Wages & Benefits 19,500 19,500 26,500 Expenses 7,000 7,000 - Hamilton Township Wages & Benefits 24,500 24,500 25,000 2,000 Hamilton (SPMIF) Expenses 500 500 TOTAL 51,500 51,500 0 0 51,500 2,000 0 0 2,000 TOTAL WATER MANAGEMENT & HEALTH MONITORING 1,101,980 1,075,780 52,836 169,783 679,361 1,006,640 52,836 168,604 .785,200 F ENVIRONMENTAL ADVISORY SERVICES 4 U1 ENVIRONMENTAL ADVISORY SERVICES The environmental advisory services program costs are those associated with providing environmental review of development proposals submitted by municipalities, general public and developers. General levy and plan review fees for stormwater management fund this service area. Municioal/Public Plan lnout & Review — Includes municipal/public official plan review, comprehensive zoning bylaws, secondary plan review and general planning studies. Develooment Plan Inout & Review — Includes development driven review of plans of subdivision and condos, official plan amendments, land division review, site plans and zoning bylaws and variances. Ganaraska Region Conservation Authority also provides engineering services to neighbouring conservation authorities on a fee for service basis. Watershed Ecoloav — Includes the ecological program of the Authority. 10. 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget ENVIRONMENTAL ADVISORY SERVICES: MUNICIPAUPUBLIC PLAN INPUT & REVIEW 1,100 Wages & Benefits 55,600 Training and Development 200 Motor Pool 1,200 Materials & Supplies 500 Consulting 300 Legal Expenses 500 Capital Asset Replacement 1,567 TOTAL 59,867 DEVELOPMENT PLAN REVIEW 44,636 Wages & Benefds 58,500 Al Training and Development 500 Motor Pool 1,100 Materials & Supplies 1,000 ORCA Shared Planning 4,000 KRCA Peer Review 0 Legal Expenses 1,500 Liability Insurance 10,700 Capital Asset Replacement 1,567 TOTAL 78,867 WATERSHED ECOLOGY 500 Wages & Benefits 44,636 Expenses, Training 300 Motor Pool 100 Capital Asset Replacement 900 TOTAL 45,936 TOTAL ENVIRONMENTAL 500 56,532 55,600 0 200 1,127 1,200 720 500 0 100 0 500 1,567 1,567 59,946 11,400 48,467 0 59,667 11,400 48,267 58,700 63,500 58,500 448 500 1,127 1,100 900 1,000 4,000 1,000 4,000 0 20,000 0 0 1,500 8,100 8,500 1,567 1,567 0 60,000 Fees 4,000 ORCA 74,842 0 14,367 64,500 76,667 0 12,667 64,000 42,000 47,700 570 300 0 100 900 900 43,470 0 900 45,036 49,000 0 3,000 46,000 Durham ADVISORY SERVICE 184,670 178,258 11,400 63,734 109,536 185,334 11,400 63,934 110,000 101512016 11. WATERSHED STEWARDSHIP WATERSHED STEWARDSHIP The watershed stewardship program costs are those associated with providing and/or assistance to watershed residents on sound environmental practices that will enhance, restore or protect their properties. Land Stewardship Clean Water-Healthv Land - The Clean Water -Healthy Land program is a stewardship program funded by Durham Region, Trees Ontario, Oak Ridges Moraine Foundation and landowners. For Durham Region landowners, this program is subsidized by the Region of Durham. This program is also offered by the Municipality of Port Hope, the Town of Cobourg 4�k through Lakefront Utilities Commission (LUI) and Hamilton Township for the landowners, within the municipalities in 00 partnership with the Conservation Authority. Partner Proiects - Includes the participation in the Conservation Authorities Moraine Coalition (CAMC) 12. 10/5/2016 13. 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget WATERSHED STEWARDSHIP: LAND STEWARDSHIP Fisheries Review 9,500 6,500 9,500 Fish Trap 14,000 18,978 14,200 Expenses 2,500 1,500 2,300 Motor Pool 1,000 900 500 Capital Asset Replacement 400 400 400 TOTAL 27,400 28,278 0 13,400 14,000 26,900 0 12,900 14,000 CFO Clean Water - Healthy Land Stewardship Wages & Benefits 3,800 4,569 4,500 Contractor 21,000 18,000 18,500 Motor Pool 700 569 300 Materials & Supplies 48,600 42,000 33,000 Capital Asset Replacement 500 500 500 74,600 65,639 0 0 74,600 57,000 0 0 57,000 70,000 tree plant Financial AssEstartce Program Landowner Program Projects 115,039 75,000 119,109 Kawanha Farm Stewardship Collaborative 1,000 1,000 1,000 CWHL Program Admin/Expenses 8,000 8,000 8,000 63109deferred TOTAL 124,039 84,000 0 0 124,039 128,109 0 0 128,109 20,000 Durham 20,000 Part Hope 198,639 149,639 0 0 198,639 185,109 0 0 185,109 10,000 LUI 15,000 Hamilton Ontario Community Environmental Fund Wages & Benefits 14,500 14,500 Contractor 6,000 6,000 Expenes 2,150 2,150 TOTAL 22,650 22,650 0 0 22,650 Partner Projects OPG Projects 9,350 9,300 9,350 9,350 9,350 OPG FisheriesRED MNR Partner Project 1,100 1,100 1,100 1,100 deferred CAMC 12,500 10,900 6,000 5,000 2,500 2,500 Durham TOTAL 22,950 20,200 0 6,500 16,450 15,450 0 2,500 12,950 TOTAL WATERSHED STEWARDSHIP _ 271,639 220,766 0 19,900 251,739 227,459 0 15,400 212,059 13. 0 Ul CONSERVATION LAND MANAGEMENT CONSERVATION LAND MANAGEMENT This program area includes all expenses associated with land or buildings either owned or managed by the Authority. This area is divided into passive recreation and programmed recreation. Passive Recreation — The costs associated with lands and buildings that do not have active programming. The expenses included are the costs for owning or managing the land. Programmed Recreation — The direct costs associated with delivering active programming on Conservation Authority lands. This includes the Ganaraska Forest Centre and the Ganaraska Forest. Ganaraska Forest Centre - For over thirty-eight years, the Ganaraska Region Conservation Authority has provided a unique outdoor education experience to elementary and secondary students at the Ganaraska Forest Centre. The outdoor education facility offers both day use and residential education programming. Such programs offered are: map reading, orienteering, forest studies and stream and pond study. As well, the facility is rented out to Scouts and Girl Guides for weekend use. it is the intent that the Centre will operate on a "cost recovery" basis in the future and its source of income is V1 a user fee schedule with general levy funding only a portion of the public programs. The new Centre opened in the fall of I—L 2009. The Centre has been increasing the number of school visits being booked at the new facility. As a result, a third outdoor education instructor was added to address the increase in bookings. Again this year, Ontario Power Generation will sponsor the Spring Water Awareness Program, which was expanded into Courtice and Bowmanville, and a contest for a day visit at the Forest Centre. The OFAH/GFC Conservation Dinner program provides some revenues to the program for equipment requirements. The Forest Centre continues to be a popular venue for weddings which has also resulted in an increase in revenue. Ganaraska Forest — On April 15t, 1997, the Conservation Authority took back management of the Ganaraska Forest from the Ministry of Natural Resources. Revenue from the forest comes from the sale of timber and membership fees. For 2017, the revenue from timber contracts are estimated at $260,000.00. The membership revenue expected is $298,000.00. The partnership with Treetop Trekking continues and an increase in revenues which is estimated at $48,000.00. During 2017, funds will be set aside to complete the Ganaraska Forest Management plan which began in 2016 14. 10/5/2016 15. 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget CONSERVATION LAND MANAGEMENT: PASSIVE RECREATION Wages & Benefits 91,000 92,000 12,000 86,000 Staff Expenses, Training 400 200 400 Maintenance of C.A.'s 12,500 8,500 5,000 Equipment Fuel & Repairs 3,000 2,508 3,000 Motor Pool 8,000 8,743 6,000 Taxes 6,900 6,173 6,400 Insurance 8,600 8,539 8,600 Signage 28,000 22,000 25,000 2,000 Capital Asset Replacement 14,867 19,867 37,000 19,867 5,000 Capital Asset Replacement Reserve TOTAL 173,267 168,529 0 99,267 74,000 137,267 0 132,267 5,000 PROGRAMMED RECREATION: U1Ganaraska Forest Centre N Wages & Benefits 439,500 430,000 244,500 435,000 250,500 GFC Bookings Training and Development 300 330 75,000 300 Books, Equipment (includes Westons) 13,200 15,000 1,100 9,000 Office Services (Stationary, Copier) 1,500 1,600 28,000 1,600 32,000 Conservation Dinner Building Maintenance 59,000 59,602 7,200 50,000 7,200 Cabin Rental Hydro 36,000 35,000 28,000 36,000 33,000 Nature Nuts Camps Propane 16,000 13,500 3,600 14,000 3,600 Employment Programs Postage 600 600 3,500 600 3,500 OPG Telephone 1,700 1,476 2,000 1,400 2,000 M Internet Charges 3,200 2,918 2,500 2,900 2,500 Solar Generation Motor Pool 2,600 2,314 108,500 800 158,000 Wedding (23 - 2017) Credit Card Services 3,000 2,981 4,000 3,000 4,000 PVNC Advertising & Publications 2,900 2,843 1,000 Staff Expense 200 50 200 Waste Disposal 1,250 1,213 1.250 Security 2,500 2,500 2,500 Kitchen Equipment 2,000 3,237 2,000 Food/Catering 45,000 60,000 55,000 Public Programs 500 628 500 Insurance 11,800 11,104 11,500 Nature Camp Supplies & Expenses 7,900 3,815 4,000 Taxes 900 700 900 Capital Asset Replacement 40,638 47,638 67,538 26,900 Capital Asset Replacement Reserve TOTAL 692,188 699,049 0 184,288 507,900 700,988 0 177,788 523,200 15. Ganaraska Forest & Trail Head Centre Wages & Benefits Training and Development Equipment Purchase Equipment Maintenance Motor Pool Road Maintenance & Tree Maintenance Pay Duty/Volunteer Program Advertising Tall Grass Prairie Restoration Tree Marking Telephone Hydro & Propane Materials & General Expenses & Postage Taxes U1 � Insurance WSignagetMaps/Brochures Special Events Garbage Disposal Forest Management Plan Office Services Credit Card Services Membership & Remote Site Expenses Capital Asset Replacement TOTAL TOTAL PROGRAMMED RECREATION TOTAL CONSERVATION LAND MGMT 2016 2016 2016 2016 2016 Other 2017 2017 2017 2017 Other Budget Projected Grant Levy Funds Preliminary Grant Levy Funds Total Budget 251100 240,000 400 600 21200 18,600 3,400 3,200 5,000 4,500 11,000 8,000 4,400 4,400 400 0 16,991 16,991 24,600 22,000 2,300 2,300 8,600 8,600 4,000 6,520 31,000 31,300 8,700 8,600 3,000 3,730 100 100 1,300 1,400 38,800 18,800 1,000 2,200 2,700 2,655 9,800 9,524 19,374 21,374 450,165 435,394 1,142,353 1,134,443 290,000 253,000 800 600 2,000 400 48,000 3,400 4,000 4,500 18,000 260,000 4,400 400 18,991 0 299,898 1,200 2,300 8,600 4,000 31,300 8,800 3,000 100 1,500 25,000 20,000 10,000 1,000 2,700 9,800 30,374 0 (246,524) 696,689 409,374 0 (62,236) 1,204,589 1,110,362 1,315,620 1,302,972 0 $7,031 1,278,589 _ 1,247,629 10!5!2016 298,000 Memberships 800 Canteen 48,000 Treetop Trekking 4,000 Gan Sn Club Cleaning & Snowplow Paint 260,000 Forest Contracts 30,000 Deferred 11,000 Capital Asset Replacement Reserve 0 (242,426) 651,800 0 (64,638) 1,175,000 0 67,629 1,180,000 161. Ul ' CORPORATE SERVICES A CORPORATE SERVICES This budget area is composed of the wages and benefits of staff of the Conservation Authority, whose main function is to provide coordination, support and services to all programs rather than specific programs. All expenses associated with the Full Authority members are directed to this area. As well, expenses associated with the operations of the administration building. Specific items include: Coroorate/Finance Manaaement - includes all administrative and financial staff wages, benefits and expenses, members expenses as well as corporate expenses for the Conservation Authority, which includes the levy to Conservation Ontario. Office Services — includes all wages and benefits for IT staff as well as expenses, supplies, equipment, computer services, maintenance and utilities for the main administrative building for the various program areas. U1 Corporate Communications — includes wages and benefits for staff working on communication projects as well as community and public relations expenses„ website maintenance as well as any information costs. All publications, advertising and Authority staff uniforms are included in this program area. 17. 1 01512 01 6 2016 2016 2016 Other 2017 2017 2017 2017 Other Grant Levy Funds Preliminary Grant Levy Funds Budget 323,000 49,000 4,600 10,000 4,500 6,000 23,000 7,800 4,800 9,117 9,000 700 9,000 36,226 398,331 9,000 442,517 36,226 397,291 9,000 2016 2016 Budget Projected 3,500 Total CORPORATE SERVICES: CORPORATE/FINANCE MANAGEMENT 11,000 Salaries, Wages & Benefits 325,000 321,000 Workers Compensation 49,000 48,286 Staff Expenses, training 4,600 5,665 Members Allowance & Expenses 10,000 9,000 Chair/Vice Chair Honorarium & Expenses 4,500 4,407 CAO's Expenses 6,000 5,904 Conservation Ontario Levy 21,908 21,908 Legal Fees 7,800 7,000 Audit Fees 4,800 4,702 Insurance 9,249 8,800 Donations, bursaries, members gifts 700 800 TOTAL 443,557 437,472 OFFICE SERVICES U A l Wages & benefits - IT & temp support 3,700 2,400 Office & computer equipment & support 20,000 20,000 Xerox & P1B Leasing, P.O. Box, Internet 12,500 11,900 Payroll/Credit Card Services 6,500 5,500 IMSystem 10,000 10,000 IMSystem - Wages 23,600 21,000 Postage 3,200 2,254 Stationary & Supplies 4,800 4,509 Telephone 4,200 4,100 Light, Heat & Hydro 20,300 24,000 Taxes 2,500 3,750 Office Maintenance 29,900 28,195 Health & Safety 2,300 1,700 General-courier,meetings, subscriptions 4,900 4,319 Capital Asset Replacement 33,595 33,595 TOTAL 181,995 177,222 CORPORATE COMMUNICATIONS 23,000 Capital Asset Replacement Reserve Wages & Benefits 40,000 42,450 Publications & Advertising 5,000 2,938 Special Events & Marketing 6,000 6,000 Uniforms 3,000 2,480 Capital Asset Replacement 400 400 TOTAL 54,400 54,268 TOTAL CORPORATE SERVICES 679,952 668,962 TOTAL OPERATING BUDGET 3,553,861 3,446,738 1 01512 01 6 2016 2016 2016 Other 2017 2017 2017 2017 Other Grant Levy Funds Preliminary Grant Levy Funds Budget 323,000 49,000 4,600 10,000 4,500 6,000 23,000 7,800 4,800 9,117 9,000 700 9,000 36,226 398,331 9,000 442,517 36,226 397,291 9,000 2,000 3,500 10,000 11,000 11,000 10,500 5,800 4,500 10,000 10,000 23,000 22,500 3,200 3,300 4,600 4,600 4,200 4,800 24,000 17,000 3,850 1,000 28,000 24,000 2,000 2,000 4,500 56,595 23,000 Capital Asset Replacement Reserve 0 169,995 12,000 192,745 0 169,745 23,000 40,000 4,000 6,000 3,000 400 0 54,400 0 53,400 0 53,400 0 36,226 622,726 21,000 688,662 36,226 620,436 32,000 100,462 913,174 2,540,225 3,355,724 100,462 936,003 2,319,259 Ul LEVY V GANARASKA REGION CONSERVATION AUTHORITY 2017 GENERAL LEVY 2016 2017 Levy Levy Municipality of Clarington 421,130.69 432,845.59 Town of Cobourg 207,666.49 213,153.15 V1 Municipality of Port Hope 163,411.52 167,019.08 00 Township of Alnwick/Haldimand 10,383.18 10,652.89 Township of Hamilton 104,201.88 105,795.31 Township of Cavan Monaghan 3,610.70 3,700.97 City of Kawartha Lakes 2,769.54 2,836.01 19. ul RESERVES and %D OPERATING SURPLUS RESERVES and OPERATING SURPLUS The Ganaraska Region Conservation Authority has two reserves. Capital Asset Replacement Reserve The Ganaraska Region Conservation Authority developed a Capital Asset Replacement plan in 2016. The goal of every capital asset management plan is to define the use of assets in order to streamline productivity and delivery with minimal loss of capital. This reserve will replace the equipment reserve that had been previously established in 1992 and does not include any grant dollars. This reserve is allocated to major maintenance and replacement of the Ganaraska Region Conservation Authority's capital assets. This reserve is an essential part of GRCA's ongoing fiscal responsibility framework, as it guides the purchase, maintenance, and disposal of every asset GRCA needs in order to conduct business. a1 Forest Purchase Reserve C This reserve was established in 2001 with a $10,000.00 donation by the Township of Cavan Monaghan to be used for costs associated with a land purchase within the Peterborough County jurisdiction. Operatinq Surplus/Deficit The Ganaraska Region Conservation Authority's operating surplus is attributable to the change in recording tangible capital assets at cost in accordance with the recent change in Public Sector Accounting Board (PSAB) rules. 20. October 14, 2016 Mr. Bruce McCuig' a President and -CEO Lei Metrolinx 97 Fr i Street West J�'ronto, ON M5J 1 E6 The Regional Municipality of Durham RE: Durham Region's response to Metrolinx's paper entitled "Discussion Paper for the Next Regional Transportation Corporate Services Plan, Greater Toronto and Hamilton Area" — Environmental Department - Legislative Services Bill of Rights Registry No. 012-8405 (2016 -COW -35), Our File: LOO 605 ROSSLAND RD. E. PO BOX 623 WHITBY ON L1N6A3 Mr. McCuaig, please be advised that Committee of the Whole of Regional CANADA Council considered the above matter and at a meeting held on October 905-668-7711 12, 2016, Council adopted the following recommendations of the 1-800-372-1102 Committee: Fax: 905-668-9963 www.durham.ca A) That Report #2016-dOW-35 of the Commissioner of Planning & Economic Development be endorsed and submitted to Metrolinx Matthew L. Gaskell as Durham Region's response to the Environmental Bill of Rights Commissioner of g p g Corporate Services Registry No. 012-8405 regarding the Metrolinx Discussion Paper for the Next Regional Transportation Plan (RTP), including the following key comments and recommendations: i) That Metrolinx retain Simcoe Street as a rapid transit corridor in its GTHA Rapid Transit Network in 2025 (Funded and Completed Projects) and Projects under Development;' ii) That the transportation needs in the emerging community of Seaton be considered as a key update to the Metrolinx RTP Review, including road widening and transit services along the Steeles Avenue/Taunton Road West corridor and GO Rail extension to Seaton; iii) That Metrolinx consider the public transportation needs of rural residents in the next Regional Transportation Plan; iv) That the new RTP include a clear focus on improving local transit systems and providing operating funding to support expansion of the grid of frequent transit networks, higher density development and a feeder system for Regional Express Rail (RER) in Durham Region; "Serylc-eEx4eflence for ourcorri{nurrr#les" If this information is required in an accessible format, please contact the Accessibility Co-ordinator at 1-800-372-1102 ext. 2009. 61 -2- v) That the new RTP recommends that provincial funding be made available to ensure that active transportation infrastructure and affordable housing become key elements of any Mobility Hub development; vi) That a key element of the new RTP should explore opportunities to move freight on other modes besides trucks, such as through the Port of Oshawa and through development of the Pickering Airport, which is a key element of the Regional Official Plan; vii) That the Province and Metrolinx develop a policy guideline with regard to all the new technologies and services. In addition, it is recommended that Metrolinx, in partnership with municipalities and established leaders, pilot some of the emerging technologies discussed in the Discussion Paper, such as electric buses, dynamic transit, etc.; and viii) That in order to improve the transparency and accountability for decisions on expenditures, municipal representation should be restored to the Metrolinx Board; and B) That a copy of Report #2016 -COW -35 be forwarded to Metrolinx and Durham's area municipalities for their information. Please find enclosed a copy of Report #2016 -COW -35 for your information. Debi A. Wilcox, MPA, CMO, CMM III Regional Clerk/Director of Legislative Services ❑ Engineering ❑ Finance Services ❑ Operations '\9 Planning Services ❑ Other: Municipal Clerk's Fite —Z) Legal B. Bridgeman, Commissioner of Planning and Economic Development Services 62 DW/# DIST UTION A Mayer, Senior Policy Advisor, Ministry of Transportation REVIEWc: A � File Harras, Deputy Clerk, Town of Ajax original To: original To: ❑ Council Dir�on 103 GG Direction ❑PDDirectioT Gettinby, CAO/Clerk, Township of Brock ❑ Council Iniormah'on 6 GG Information ❑ I'D lnierrnJ Greentree, Clerk, Municipality ofCIaringt_on_ Copy To: S Kranc, Clerk, City of Oshawa __ s __ ❑Mayor ❑Members of ❑ Ward Councillc® Shields, Clerk, City of Pickering Council N Wellsbury, Clerk, Township of Scugog ).]CRO ❑Clerks ❑CommunicatioD Leroux, Clerk, Township of Uxbridge ❑Community Ll Corporate ❑Emergency C. Harris, Clerk, Town of Whitby Services Services Services ❑ Engineering ❑ Finance Services ❑ Operations '\9 Planning Services ❑ Other: Municipal Clerk's Fite —Z) Legal B. Bridgeman, Commissioner of Planning and Economic Development Services 62 If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564 The Regional Municipality of Durham 01 Report To: Committee of the Whole From: Commissioner of Planning and Economic Development Report: #2016 -COW -35 Date: October 5, 2016 Subject: Durham Region's response to Metrolinx's paper entitled "Discussion Paper for the Next Regional Transportation Plan, Greater Toronto and Hamilton Area" — Environmental Bill of Rights Registry No. 012-8405 Recommendations: 1) THAT the Committee of the Whole recommends to Regional Council that Report #2016 -COW -35 be endorsed and submitted to Metrolinx as Durham Region's response to the Environmental Bill of Rights Registry No. 012-8405 regarding the Metrolinx Discussion Paper for the Next Regional Transportation Plan (RTP), including the following key comments and recommendations: a) THAT Metrolinx retain Simcoe Street as a rapid transit corridor in its GTHA Rapid Transit Network in 2025 (Funded and Completed Projects) and Projects under Development; b) THAT the transportation needs in the emerging community of Seaton be considered as a key update to the Metrolinx RTP Review, including road widening and transit services along the Steeles Avenue/Taunton Road West corridor and GO Rail extension to Seaton; c) THAT Metrolinx consider the public transportation needs of rural residents in the next Regional Transportation Plan; d) THAT the new RTP include a clear focus on improving local transit systems and providing operating funding to support expansion of the grid of frequent transit networks, higher density development and a feeder system for Regional 63 Report #2016 -COW -35 Page 2 of 7 Express Rail (RER) in Durham Region; e) THAT the new RTP recommends that provincial funding be made available to ensure that active transportation infrastructure and affordable housing become key elements of any Mobility Hub development; f) THAT a key element of the new RTP should explore opportunities to move freight on other modes besides trucks, such as through the Port of Oshawa and through development of the Pickering Airport, which is a key element of the Regional Official Plan; g) THAT the Province and Metrolinx develop a policy guideline with regard to all the new technologies and services. In addition, it is recommended that Metrolinx, in partnership with municipalities and established leaders, pilot some of the emerging technologies discussed in the Discussion Paper, such as electric buses, dynamic transit, etc.; and h) THAT in order to improve the transparency and accountability for decisions on expenditures, municipal representation should be restored to the Metrolinx Board. 2) THAT a copy of Report #2016 -COW -35 be forwarded to Metrolinx and Durham's area municipalities for their information. Report: 1. Purpose 1.1 On August 18, 2016, Metrolinx released a documented entitled "Discussion Paper for the Next Regional Transportation Plan, Greater Toronto and Hamilton Area" (Discussion Paper) requesting comments by October 31, 2016 (refer to Attachment 1). 1.2 The purpose of this report is to provide an overview, and a Regional response to the Discussion Paper. 2. Background 2.1 The Provincial Transportation Agency, Metrolinx, is required to review the Greater Toronto and Hamilton Area's (GTHA) Regional Transportation Plan (RTP) (i.e. The Big Move, 2008) every ten years. The release of the Discussion Paper for public and municipal comment represents the first step in the review process. Me Report #2016 -COW -35 2.2 Metrolinx's review of The Big Move aims to: Page 3 of 7 a. Evaluate and incorporate evidence -based research, new analysis and innovative approaches; b. Assess progress, change and the impacts of committed provincial investments on the GTHA's transportation system; and c. Continue to strengthen 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. 2.3 The Discussion Paper is based on a series of background reports that aim to update project progress, provide insight and support future direction of the GTHA's transportation needs. 3. Overview and Comments 3.1 The Discussion Paper provides an opportunity for municipalities, agencies, and the public to comment on plans, projects and priorities for the GTHA's transportation system through to 2041. The Discussion Paper recognizes that the planning context of the GTHA has changed in the GTHA since 2008 when the Big Move was first released. Many ongoing and new challenges are impacting the transportation system, such as climate change and recent advancement in technology and business models such as autonomous cars and paid ride sharing. The RTP will also formulate an investment plan for the $15.5 Billion that the Province dedicated in 2015 to advance the "Next Wave" of projects in the GTHA. As a first step towards the update of the RTP, the Discussion Paper proposes to update the Big Move's Vision, Goals and Objectives. 3.2 The reasons for reviewing and updating the Vision, Goals and Objectives are to: a. Ensure the Vision continues to resonate with that of stakeholders; b. Clarify the distinction between the Vision, Goals and Objectives; c. Consolidate the 13 existing Goals with a greater focus on transportation; d. Reduce redundancy between the Goals and Objectives, and e. Better align the Objectives with existing or desired data, including the Key Performance Indicators (KPIs) described in the The Big Move Baseline Monitoring Report (2013). The key triple bottom line messages found within the original Vision are still relevant and have been left largely intact, with some minor modifications. The 13 original 65 Report #2016 -COW -35 Page 4 of 7 Goals and 37 Objectives have been consolidated into 6 Goals and 19 Objectives in the proposed draft (refer to Attachment 1, page 22). 3.3 The Discussion Paper also reflects on the past achievements, focuses on current transportation needs and provides a plan to move forward on implementation. It urges stakeholders to think about transportation in a broad GTHA perspective. There is a continued emphasis on increasing transit mode share and solutions that can complement the Province's rapid transit investments, such as transit service and fare integration across all service providers. Through this Discussion Paper, Metrolinx is also seeking further stakeholder input on opportunities for transit, congestion management, active transportation support, creation of safer and more complete streets and freight movement. Leveraging the Transit Investment 3.4 The 2008 Big Move envisioned a list of rapid transit corridors across the GTHA within a 25 year horizon (to 2033). Within Durham Region, the Big Move recommended rapid transit lines along Highway 2, Steel es/Tau nton, 407 East Transitway, Seaton GO Rail, GO rail extension to Bowmanville, and Simcoe Street in Oshawa . The Discussion Paper carries that vision forward and includes a map of GTHA wide rapid transit projects that are expected to be funded, completed, or under development by 2025 (Refer to Figure 4 of Attachment 1, page 17). Within Durham Region, the map identifies rapid transit along Highway 2 and the GO Rail extension to Bowmanville. However, this map does not show dedicated rapid transit along Simcoe Street in Oshawa. The ongoing work of the Durham Region Transportation Master Plan (TMP) Update has demonstrated that there is a need for a dedicated right-of-way for rapid transit along Simcoe Street. Simcoe Street is already home to major trip generators such as the University of Ontario Institute Of Technology, Durham College, Downtown Oshawa, Lakeridge Health Hospital and the future Oshawa GO station and should be recognized in the RTP. Therefore, it is recommended that Metrolinx retain Simcoe Street as a rapid transit corridor in "Figure 4: GTHA Rapid Transit Network in 2025 (Funded and Completed Projects) and Projects under Development". 3.5 In 2009, Ministry of Transportation completed the Durham/Toronto/York Area Transportation Study which showed a significant amount of population growth in the study area. Infrastructure will be needed in the coming years along the Steeles Avenue/Taunton Road West corridor to address the growing needs in Seaton and vicinity. Metrolinx should consider the findings of the Durham/Toronto/York Area Transportation Study to assist with improving transit and alleviate congestion in this . • Report #2016 -COW -35 Page 5 of 7 corridor. Therefore, it is recommended that the transportation needs in the emerging community of Seaton be considered as part of the RTP Review, including improvements along the Steeles Avenue/Taunton Road West corridor, and GO rail extension to Seaton. 3.6 A large portion of the GTHA is rural. However, the Discussion Paper focuses on large urban centres and dense corridors, while lacking consideration of the needs of rural residents. The ongoing work on the Durham Region TMP Update addresses the growing transit needs of rural residents. The use of new mobility options, such as dynamic transit shuttles, could be one way of better serving rural communities and should be addressed in the RTP. Therefore, it is recommended that the needs of rural residents be addressed in the review of the RTP. 3.7 The Discussion Paper makes an assumption that the nine local transit authorities will make it a top operational priority to provide a feeder service to the Regional Express Rail (RER) 15 minute service. This initiative may not occur given competing demands for local service (e.g. campus bus service). Considerable investment will be needed in the level of "frequent transit networks" in Durham to create a bi- directional transit network with all day 10 or 15 minute service headways. Therefore, it is recommended that the new RTP include a clear focus on improving local transit systems and providing operating funding to support expansion of the grid of frequent transit networks, higher density development and a feeder system for RER in Durham Region. A Connected and Aligned Region 3.8 One of the priorities of The Big Move was for Metrolinx to develop a system of connected mobility hubs', which is still a work in progress. The RTP should consider the importance of active transportation in the development of Mobility Hubs, by improving funding and to consider the growing concern around affordable housing as a component to mobility hub development. Therefore, it is recommended that provincial funding be made available to ensure active transportation infrastructure funding and affordable housing become a key elements of any Mobility Hub development. 1. Mobility hubs are major transit stations and the surrounding areas with significant levels of planned transit service and high residential and employment development potential within an approximately 800m radius of the rapid transit station. 67 Report #2016 -COW -35 Page 6 of 7 3.9 The efficient movement of goods across the GTHA is important for the regional economy. Beyond the highway system, goods movement should also take into consideration the potential for more freight to move by rail, water and air in order to alleviate an already congested highway network. Moving more goods by rail and water will also help reduce the negative environmental consequences of goods movement and help the Province better reach its climate change goals. Therefore, it is recommended that a key element of the new RTP should explore opportunities to move freight on other modes besides trucks, such as through the Port of Oshawa and through development of the Pickering Airport, which are key elements of the Regional Official Plan. The Next Generation of Mobility 3.10 The Discussion Paper gives considerable attention to various applications related to use of new technologies and services e.g. ride sharing, autonomous vehicles, etc. for the transportation sector. In order to avoid having a patchwork of different policies across the GTHA, policy guidelines should be developed across the region. Therefore, it is recommended that the Province and Metrolinx develop a policy guideline with regards to all the new technologies and services. In addition, it is recommended that Metrolinx, in partnership with municipalities and established leaders, pilot some of the emerging technologies discussed in the Discussion Paper, such as electric buses, dynamic transit, etc. Metrolinx Board 3.11 The Discussion Paper recognizes the complexity of governance over transit in the GTHA. The original Metrolinx Board was made up of elected representatives to guide and advance shared goals across the GTHA. However, the current board does not include elected officials or representatives from the GTHA municipalities. Though the Board meets quarterly in public, there is no formal mechanism for the public or the partner municipalities to participate in the public meetings. The Board also meets in private. Therefore, it is recommended that in order to improve the transparency and accountability for decisions on expenditures, municipal representation should be restored to the Metrolinx Board. 4. Next Steps 4.1 The second phase of the RTP Review by Metrolinx (late 2016 to early 2017) will involve developing scenarios for the transportation network, updating the RTP strategies and producing a draft RTP. Report #2016 -COW -35 Page 7 of 7 4.2 The third and final phase (mid to late 2017) of the RTP Review will include the preparation of the final RTP, along with an implementation plan. 5. Conclusions 5.1 The comments in this report are intended to assist Metrolinx in identifying opportunities for improvement of the next Regional Transportation Plan for the GTHA and to ensure that Durham's interests are identified. 5.2 Various Regional departments were consulted in the preparation of this report, including, Works, the CAO's Office, and Durham Region Transit. 5.3 It is recommended that this report be forward to Durham's area municipalities for information. 6. Attachments Attachment #1: Discussion Paper Respectfully submitted, Original signed by B. E. Bridgeman, MCIP, RPP Commissioner of Planning and Economic Development Recommended for Presentation to Committee Original signed by G.H. Cubitt, MSW Chief Administrative Officer Discussion aper for the Next Regional Transportation Plan GREATER TORONTO AND HAMILTON AREA fjN�METROLINX fl An agency of the Government of Ontario =W. mm ABOUT METROLINX AND THE REGIONAL TRANSPORTATION PLAN As the regional transportation agency for the Greater Toronto and Hamilton Area (GTHA), Metrolinx is committed to planning, building and operating transportation that supports a high quality of life, a thriving, sustainable and protected environment and a strong, prosperous and competitive economy. Under provincial legislation, Metrolinx has a mandate to provide leadership in the co-ordination, planning, financing, development and implementation of an integrated, multi -modal transportation network that conforms with the policies of Ontario's Growth Plan for the Greater Golden Horseshoe and complies with other provincial transportation policies and plans in the regional transportation plan area. Metrolinx is also responsible for the operation of the regional transit system, GO Transit, the PRESTO electronic fare payment system and the UP Express airport rail link. Metrolinx works closely with provincial ministries and the region's municipalities and transit agencies to implement the Regional Transportation Plan, and engages with civic, academic, business and community partners to realize the collective vision for the region's transportation system, as set out in the Regional Transportation Plan. As Metrolinx embarks on a review of The Big Move — the first Regional Transportation Plan — we are marking a decade of championing multi -modal, connected and integrated mobility solutions in the Greater Toronto and Hamilton Area. The next Regional Transportation Plan will be made available in mid -2017. 71 Table of Contents EXECUTIVE SUMMARY 2 4 WHAT DO YOU THINK? 46 1 OPENING UP THE CONVERSATION 6 Discussion Questions 47 1.1 A Dynamic Region 8 APPENDIX 1: PROFILE OF THE REGION 48 1.2 Thinking as One Region 11 Regional Growth Context 49 2 TEN YEARS OF PROGRESS 12 Population Growth in the GTHA 49 2.1 The Big Move: Meeting the Challenge 13 Employment Growth in the GTHA 50 2.2 Expansion of the Rapid Transit System 16 Travel Demand 53 3 THF NFXT PLAIV Making Transportation and Land 3.1 A Shared Vision: Updating the Vision, Use Work Together 55 Goals and Objectives 21 Performance of the Region's Building the Plan 24 Transportation System 57 3.2 Leveraging the Transit Investment 25 What modes do we use? 57 GO Regional Express Rail: A Critical Catalyst 25 How much do we drive? 60 Continuing Transit Expansion 27 What is the impact on the climate? 61 People -Centred Transit 28 How long does it take to get to work? 64 An Integrated Fare System 30 Is transit available and does it provide access? 64 Mobility Hubs 31 Is transit accessible to those who need it the most? 67 3.3 A Connected and Aligned Region 32 How safe are our roads? 71 Supporting Active Transportation 32 Does freight move safely and efficiently? 72 Creating Safer, More Complete Streets 35 APPENDIX 2: Background Research and 74 Managing Congestion 35 Analysis to Support the RTP Review Moving Urban Freight 37 Reducing the Demand for Travel 37 .^.��4� 7. r7'T -`— -"ENTS Designing for All Modes 38 LIST OF FIGURES 78 Sustainable Funding 40 REFERENCES 79 3.4 The Next Generation of Mobility 42 Emerging New Mobility Options 42 Embracing New Mobility Opportunities 44 72 Executiv- Summary A review of the GTHA's first Regional Transportation Plan (RTP), The Big Move, is underway. The review of the RTP provides an opportunity to take stock of and build on the foundation of Big Move projects. It supports us working together as a region toward the completion of an updated RTP in 2017. The RTP guides the work being done to transform the way people and goods move in the Greater Toronto and Hamilton Area. Its Vision, Goals and Objectives provide a blueprint to support decision-making by municipalities, agencies, and the provincial government. Developed and implemented jointly with a diverse range of partners and stakeholders, the RTP sets out how the transportation system contributes to a high quality -of -life, thriving, sustainable and protected environment and a strong, prosperous and competitive economy, now and into the future. This discussion paper presents an opportunity for the public, and all partners and stakeholders in planning, building and implementing the region's transportation system, to reflect on how well it is working today in the context of the Growth Plan for the Greater Golden Horseshoe, and on its performance in the future. BUILDING MOMENTUM Since 2008, great progress has been made, with 94% of The Big Move actions and policies completed/continuous or in progress. Together with Metrolinx, provincial ministries, municipalities, transit agencies, and stakeholders have implemented a wide range of Big Move transportation improvements. These efforts are transforming, and will continue to transform, mobility in the Greater Toronto and Hamilton Area. Some examples include: The GO Regional Express Rail program is being implemented across the region, bringing two-way all -day rapid transit service to the region. The region's first Light Rail Transit line is under construction along the Eglinton Avenue corridor. Bus Rapid Transit is operating and continuing to be expanded in York Region and Mississauga. UP Express has reached its one-year service milestone, connecting riders between Union Station and Lester B. Pearson International Airport. The Toro nto-York-Spad in a Subway Extension is under construction — the first subway line to extend outside the City of Toronto. Strategies to improve goods movement have been introduced across the region. Ontario's #CycleON strategy is supporting municipalities in expanding cycling infrastructure and programs. Hamilton and Toronto have introduced bike -sharing programs. Municipalities have integrated mobility hubs into official plans and transportation master plans. Transit agencies and municipalities are improving specialized transit coordination and delivery to facilitate cross -boundary travel. The Triplinx regional transportation app and the PRESTO smart card are making getting around the region easier. 73 THE REGION'S TRANSPORTATION SY'S'i k -M: KEY FACTS' ................................................................................................................................... jL 566 km of rapid transit in the GTHA • 668 million transit trips taken in the GTHA annually 64 GO train stations • 69.5 % million GO transit annual boardings (2015) 2 million PRESTO customers Includes GO Service Area and Ottawa. • 300,000+ daily Union Station transit users 553 5 3.46 qkm of provincial At municipal million cars owned highways expressways in the GTHA within the GTHA Don Valley Parkway, Gardiner Expressway, Includes 407 ETR (107km) Allen Road, Red Hill Valley Parkway, Lincoln M. Alexander Parkway .................................................................................................................................... 33 3 13.6 carpool international million daily trips lots in the airports made by GTHA GTHA residents Lester B. Pearson International Airport, John C. Munro Hamilton International Airport, Billy Bishop Toronto City Airport ..................................................................................................................................... 1 2 3 ferry : freight intermodal: major ports terminal terminals Toronto Brampton, Vaughan Toronto, Hamilton, Oshawa Discussion Paper for the Next Regional Transportation Plan 3 74 KEEPING THE MOMENTUM GOING Keeping this momentum going, leveraging current investments and continuing to work as a region by incorporating new and projected growth into our planning can drive the transportation system to keep up with and manage growth in a sustainable way. Progress is being made and every level of government has recognized the need to make significant investments in the region's transportation system. The provincial 2014 Moving Ontario Forward plan is an unparalleled provincial commitment to invest $31.513 over ten years for transit, transportation and other priority infrastructure projects across the province including approximately $1613 for priority rapid transit projects in the GTHA. Public awareness of the mobility challenge and the need for timely solutions is being voiced across the region, creating the momentum that will help shape the updated WORKING TOGETHER RTP. Civic, business, academic and neighbourhood organizations have weighed in, contributing to a vibrant dialogue about the future of one of the world's most liveable urban regions. Since the release of The Big Move, the planning context has continued to shift. This discussion paper reflects on past changes and how we can incorporate them into current and future efforts. Climate change and new mobility, for example, are altering the way we plan, build and operate transportation. There are new technologies, such as real-time trip planning and ride -sharing applications that need to be built into planning for mobility in the region. The region is moving out of a "catch-up" era and focusing on collaborative planning to better optimize investments, reflecting the perspective and growing experience of this region to create a regional transportation system that works into the future. The scope and timing of the Regional Transportation Plan review addresses the requirements of The Metro/inx Act, 2006 and aligns with the Province of Ontario's review of The Growth Plan for the Greater Golden Horseshoe, which continues to call for compact development that makes the best use of land in the region, and an effective and integrated transportation system to keep people and goods moving sustainably. The two plans work together to direct the region's population and employment growth to align with the transportation system. The updated RTP will work in concert with the efforts of the Province to manage growth and address climate change to 2041, another ten years beyond The Big Move's original long-range planning horizon. 75 WHAT IS INCLUDED IN THE DISCUSSION PAPER? We are re -igniting a conversation about a shared vision for the region's transportation system that looks at where we have been, what we need to do and the way to get there. Throughout the paper we ask you to take a look at transportation planning in a regional context and to start thinking about the links between land use and transportation. Opportunities for transit, managing congestion, supporting active transportation, creating safer more complete streets and moving freight are some examples of topics that need your input to shape how our communities grow and how we will move around the region in the future. This review of the RTP recognizes the need for on-going investment in transportation infrastructure to support growth and to update the RTP from the foundation provided by The Big Move. The emphasis on increasing transit mode share remains, to be accomplished through solutions that complement rapid transit investments, and address diverse market needs. This discussion paper proposes updating the original Big Move vision, goals and objectives, as well as exploring: • Opportunities to leverage the committed transit investments; • Opportunities to connect and align the transportation system in the region; and • Opportunities for exploring and incorporating new mobility. WE WANT TO HEAR FROM YOU This discussion paper is meant to spark a conversation across the region. At the end of the paper you will find the section called "What Do You Think?" intended to guide consideration of the Regional Transportation Plan's review, and we want to hear from you. The regional plan draws on the expertise of individuals 76 The updated RTP will be developed from a new baseline and incorporate emerging best practices and transportation innovations, aligned with current provincial plans, policies and guidelines. 4 FTI, and groups across the region. We need and welcome your feedback, experiences and participation in the process of updating the Regional Transportation Plan. This will help us collectively as we continue to improve connections in the Greater Toronto and Hamilton region over the next 25 years. Discussion Paper for the Next Regional Transportation Plan 5 1 Opening Up The Conversation A coordinated and integrated regional transportation plan is essential to address the challenges residents of this region face. The Regional Transportation Plan (The Big Move) is being updated with input from a wide range of partners, stakeholders and the general public. This is the beginning of our year-long conversation to determine the next Regional Transportation Plan. MANDATE TO REVIEW. The review of the Regional Transportation Plan (RTP) is a requirement of the Metrolinx Act, 2006, which states that the RTP must be reviewed at least every ten years. This discussion paper outlines Metrolinx's review of the Regional Transportation Plan. It includes an assessment of progress since 2008 and a look ahead to opportunities and challenges to inform the future update of the RTP. It invites readers to answer key questions as part of a public conversation about what the next plan should try to accomplish, and how. Using the input received for this discussion paper, Metrolinx and its municipal partners will work towards the next RTP. A draft updated Regional Transportation Plan is planned for public comment in mid -2017, with the final RTP to be completed later that year. An Implementation Plan will follow, to be developed jointly with municipalities, identifying detailed processes, the roles of various partners and stakeholders, and a range of investment strategy tools to put the RTP into action. Many technical and academic research reports have informed this review and will inform the development of the next RTP. More information is available at www.metrolinx.com/theplan. Discussion Paper for the Next Regional Transportation Plan 7 78 1.1 A Dynamic Region THE REGION: KEY FACTS 89242km2 size of the GTHA 1,5 times the size of Prince Edward Island 8 THE GREATER TORONTO AND HAMILTON AREA (GTHA) is a growing and prosperous metropolitan region. Its diverse and talented population, dynamic economy and robust institutions have helped it become an increasingly attractive place to live, work and invest. The GTHA is one of the fastest-growing regions in North America, expected to add approximately 110,000 new residents every year from 2011 to 2041, joining the 7 million people who are already here .2 The need to keep the region moving over the long-term — to get people and goods where they need to go — is a complex task that involves several levels of government, service providers, businesses, communities, institutions and all of us as individuals. OUR LIVES ARE INCREASINGLY MORE COMPLEX. More and more the demands of our lives require a greater variety of trips and destinations, and the region's transportation system needs to be able to grow and evolve to meet our ever-changing needs. This means we need a more multi -modal system, providing a range of options for people to get around, including driving alone or carpooling, cycling, walking, and taking local transit or taking GO 9 30 municiple transit municipalities agencies /.2 regional transit agency million people (2015) 79 Transit. Today, 79% of trips are made by car .3 The transportation system also provides not only for people to move but also goods movement — by truck, rail and bicycle. The regional transportation system functions across many jurisdictions (see Figure 1). Together, the connectivity between the parts of the system has a large impact on how easily people and goods can travel in this region. Many different partners and stakeholders are involved in how each part of the system functions independently and how the different parts function together as a coordinated, integrated transportation network. THE BIG MOVE is the current 25 -year multi -modal Regional Transportation Plan (RTP) for the Greater Toronto and Hamilton Area (GTHA), adopted in 2008. It is the first regional transportation plan covering the entire GTHA. The plan was developed to conform to the Growth Plan for the Greater Golden Horseshoe 2006 (Growth Plan)' which together with the Greenbelt Plan sets out the Province's long term vision for where and how the region should grow. It has been the basis of prioritizing investment and initiatives over the last ten years. 'An updated proposed Growth Plan for the Greater Golden Horseshoe (2016) has been released by the Ontario Growth Secretariat for public comment and feedback. Figure 1: Map of the Greater Golden Horseshoe, including the GTHA and the GO Service Area Dufferin Wellington Caledon Guelph Waterloo Hamilton Brantford Brant Simcoe _ Hamilton ® Toronto Barrie,. -- - — Halton York Kawartha Lakes GeorginIV Brock Rest of GO East Gwillimbury �. Newmarket Uxbridge King Aurora- Whitchurch- scugog Stouffville Richmond Vaughan .Hill Pickering Markham � O shd Clarington 6y Haldimand Niagara GO Transit Service will be added to Brantford in Fa/I2016. Lake Ontario Peterborough Peterborough. Northumberland Greater Golden Horseshoe Hamilton ® Toronto • Halton York • Peel Durham Rest of GO Rest of Greater Service Area Golden Horseshoe Discussion Paper for the Next Regional Transportation Plan 9 so ><vF Since 2008, the Province, Metrolinx, GTHA municipalities and transit agencies have invested historic levels of funding, as well as energy and experience, to support the growth and mobility of the region. The region is now beginning to experience the impact of investments in rapid transit infrastructure. Many projects from The Big Move have received committed funding, are being built or are complete, allowing for a reset of the foundation for the next 25 years, to 2041. The next Regional Transportation Plan will be recalibrated to reflect the accomplishments of regional and local area municipalities, transit agencies, Metrolinx, the Province and others to implement The Big Move. We now know so much more about the region and the transportation system, which creates an even better position from which to develop the next plan. THE REGION'S TRANSIT SYSTEM Local Transit in the GTHA is provided by nine agencies: the Toronto Transit Commission (TTC), the Hamilton Street Railway; Oakville Transit, Burlington Transit and Milton Transit in Halton Region; Brampton Transit and Mississauga Transit in Peel Region; York Region Transit/Viva in York Region; and Durham Region Transit. WN SO MUCH HAS CHANGED. The world in 2016 is different than it was in 2008. Many of the factors that influence transportation needs and solutions have changed - economic trends, development patterns, municipal priorities, funding gaps and opportunities, energy and climate change concerns, income distribution, technology and new business models - and this will lead to different objectives and responses. NEW WAYS OF DOING THINGS. The transportation "toolbox" has expanded over the last decade. There are more, and better, ways to meet the region's goals - such as the Triplinx online travel planner, the PRESTO electronic fare card, new cycling facility designs, and best practice guidelines for creating mobility hubs and transit- and freight -supportive communities. Regional transit is provided by GO Transit trains and buses in the GTHA, and beyond. Seven GO Train lines radiating across the region from Union Station operate in weekday peak periods, with some off-peak and weekend service, and multiple GO Bus routes also extend across the regional service area. UP Express airport rail service provides access between Union Station rail terminal and Lester B. Pearson International Airport. NEW HORIZON YEAR - 2041. As the ten-year anniversary of The Big Move approaches, the current review of Ontario's plans for the Greater Toronto and Hamilton Area and for the Greater Golden Horseshoe will use a planning horizon of 2041 rather than 2031. That represents an additional decade of population and employment growth to be served by the region's planned transportation system. Regional planning initiatives will be aligned, taking into consideration the same horizon year. 1.2 Thinking as One Region Metrolinx was created in 2006 to ensure the region's transportation system would function as a whole — greater than just the sum of its parts — to meet current and future needs of the growing population. People travel across municipal boundaries because many activities of our daily lives — work, higher education, leisure, recreation and health care — are organized within the broader region. Municipal governments have transportation and land use plans that support local goals and objectives in moving people and goods within their boundaries, but people's trips and the movement of goods — to meet daily needs for work, school, business and other activities — take place within a single economic region. To function effectively to meet diverse transportation needs, the transportation system and its key elements (e.g. transit, road and freight systems) need overall coordination and integration to deliver maximum benefits for all. A VISION FOR GROWTH IN THIS REGION. Through the Provincial Policy Statement and the Growth Plan for the Greater Golden Horseshoe (Growth Plan), the Province of Ontario has committed to a vision of a vibrant, compact and transit -supportive region. The Growth Plan sets the vision for the region and its urban structure, and Metrolinx and municipalities are required to conform to the Growth Plan and work to implement this vision in the Greater Toronto and Hamilton Area. The Province is undertaking a coordinated review of the four provincial land -use plans that cover the Greater Golden Horseshoe area, including the Growth Plan, the Greenbelt Plan, the Oak Ridges Moraine Conservation Plan, and the Niagara Escarpment Plan. Many of the proposed amendments to the four plans are aimed at building more complete communities, mitigating the impacts of climate change, and better linking transit to where people live and work. The proposed amendments to the Growth Plan, released in May 2016, provide an even stronger framework for a more compact and transit -supportive region. Higher intensification rates (60%), higher designated greenfield area targets (80 people and jobs per ha) and major transit station area targets, as well as strengthened policies around settlement area expansion, will collectively provide significant support for optimizing provincial transit investments. BLUEPRINT FOR A REGIONAL TRANSPORTATION SYSTEM. In 2008 The Big Move — the first RTP for the region — was established by the Metrolinx Board of elected representatives to guide and advance shared goals and objectives for mobility in the GTHA. Today, the RTP helps us to create, recognize and act on the opportunities that come from thinking, planning and moving as one region. As a guiding document, the RTP describes what the Province, Metrolinx and municipalities should address to support optimal mobility and access within the region. It outlines the policies, infrastructure and services required to meet shared goals like managing congestion, Ful improving the commuting experience, limiting emissions and intensifying development. The Ontario Ministry of Transportation has also commenced a process to develop a long-term multi -modal transportation plan for the broader Greater Golden Horseshoe region, that will build on the RTP and the Growth Plan, and look ahead at the transportation challenges and opportunities for 2051 and beyond. DELIVERING ON THE PLAN'S PROMISE. Since the creation of the RTP, the Province of Ontario has supported Metrolinx in delivering on the plan. The Moving Ontario Forward program of over $31.5 billion for the next 10 years is of historic proportion and is an investment that many stakeholders have identified as being long overdue. Ontario climate change initiatives complement both the policy directions, and the infrastructure investments to take the region even further beyond the 25 year horizon of the RTP and the Growth Plan. Ontario climate change initiatives complement policy directions and infrastructure investments in order to take the region beyond the 25 -year horizon of the RTP and the Growth Plan. Together with numerous local supporting actions by municipalities, the private sector, and the not-for- profit sector, we are increasingly moving forward with a more coherent and integrated vision of a sustainable future for the region. Discussion Paper for the Next Regional Transportation Plan 11 z Ten Years of Progress This section describes progress made in implementing The Big Move's strategies and actions. It begins with an overview of progress to -date, followed by a description of the many committed projects in the Regional Transportation Plan that are now either completed, continous or in progress. 2.1 The Big Move: Meeting the Challenge THE BIG MOVE set out ten strategies to achieve its Vision, Goals and Objectives (See Figure 2). The plan sets out a bold shift in thinking about all modes of transportation: the shift from a focus on moving vehicles to prioritizing the movement of people, proposing a change in perspective about how our system is designed and how it functions. 5ii Build a comprehensive regional rapid transit network ....................... Today, progress is represented by the fact that 94% of the plan's actions and supporting policies are complete/ continuous or in pwqit;�s (see Figure 2).4 (See The Big Move Priority Action and Supporting Policy technical paper for full list.) PUTTING THE TEN STRATEGIES IN MOTION. While putting major rapid transit investments in motion, Metrolinx and its many partners have also been implementing numerous projects and initiatives that reflect the full breadth of the ten strategies in The Big Move. Together, these initiatives are having an impact on mobility in the region. The Big Move Baseline Monitoring Report (2013) provides a comprehensive review of progress on all of the actions and policies in The Big Move. The Status* of The Big Move's 92 actions and Policies .........................................................,............. 31.5% 6.5% Complete / Continuous To be Initiated Based on The Big Move Baseline Monitoring Report, Appendix B: Inventory of Initiatives, 2013 (with updates) Ten Strategies of The Big Move Enhance and expand Improve the efficiency Create an ambitious active transportation of the road and transportation demand highway network management program ......................... ......................... ......................... Build communities that Implement an integrated are pedestrian, cycling and Plan for universal access transit fare system transit -supportive ........................ ......................... ...................... Improve goods movement within the GTHA and with adjacent regions ......................... Create a customer -first transportation system ......................... Commit to continuous improvement ......................... Discussion Paper for the Next Regional Transportation Plan 13 84 ♦Q EXAMPLES OF THE BIG MOVE IN ACTION Strategy #2 01* ENHANCE AND EXPAND ACTIVE TRANSPORTATION .......................................... I ........ ......... • Metrolinx added walking and cycling bridges and underpasses across major highways, rail lines and waterways • Public transit agencies added bike racks to all GTHA transit buses • Ontario introduced the provincial #CycleON strategy • Municipalities provided new walking and cycling facilities — from trails to painted or separated bicycle lanes — and updates to active transportation plans • Hamilton and Toronto, launched their bike -sharing programs Strategy #4 �! CREATE AN AMBITIOUS TRANSPORTATION DEMAND MANAGEMENT PROGRAM ........................................................... • Municipalities and Metrolinx expanded the Smart Commute workplace program to provide TDM programming for approximately 330 members (with 720,000 employees), and launched many initiatives to support active school travel 14 Stratecou # BUILD A COMPREHENSIVE REGIONAL RAPID TRANSIT NETWORK • Metrolinx is introducing GO Regional Express Rail and launched UP Express • The City of Toronto, Metrolinx and their partners are revitalizing Union Station • Metrolinx is continuing construction on the Eglinton Crosstown LRT in Toronto, and has provided the GO rail extension to Kitchener -Waterloo • Mississauga's MiWay is completing a bus rapid transit system • York Region is upgrading its bus system with separated rapidways, under VivaNext Strategy #7 IMPROVE THE EFFICIENCY OF THE ROAD AND HIGHWAY NETWORK • MTO is building new carpool parking lots, high -occupancy vehicle lanes on 400 -series highways, and extensions to Highways 410, 404, 407 and 427 • Metrolinx introduced priority parking for carpool users at 49 GO Transit stations • Municipalities added capacity to arterial roads across the region per 6CREATE A CUSTOMER -FIRST TRANSPORTATION SYSTEM • Metrolinx launched the Triplinx regional travel planning tool • Toronto, Hamilton, Brampton, Durham and York Region transit agencies and Metrolinx introduced real-time information for transit services • Metrolinx supported the Call -One joint paratransit booking centre during the 2015 PanAm Games • Metrolinx and local transit providers are developing a seamless network wayfinding program X IMPLEMENT AN INTEGRATED TRANSIT FARE SYSTEM • Metrolinx, UP Express and all transit agencies (except Milton) have adopted the PRESTO fare card system • Metrolinx and GTHA transit providers outside Toronto have fare integration agreements providing discounted travel on municipal transit to -and -from GO services O1 Strategy #8 PLAN FOR UNIVERSAL ACCESS • Metrolinx established the regional Accessibility Advisory Committee comprised primarily of people with disabilities, to provide input on the accessibility elements of a broad range of Metrolinx projects • Municipalities and transit agencies are improving specialized transit coordination and delivery including establishing a Memorandum of Understanding that recognizes eligibility between specialized transit service providers to facilitate cross -boundary travel Strategy #10 COMMIT TO CONTINUOUS IMPROVEMENT • Metrolinx has undertaken new research into a variety of transportation questions and supported local initiatives across the region, such as Milton's dynamic transit pilot project • Collaborative partnerships have been established with the University of Toronto's Transportation Modelling Group, as well as with local and regional municipalities, non- governmental organizations and academic institutions • • Strategy # BUILD COMMUNITIES THAT ARE PEDESTRIAN, CYCLING AND TRANSIT -SUPPORTIVE ............................................................ • Metrolinx introduced Mobility Hub Guidelines and the GO Transit Rail Parking and Station Access Plan (now being updated in the context of GO RER) • MTO published the Transit -Supportive Guidelines • Municipalities have integrated mobility hubs into official plans and transportation master plans • Metrolinx and GTHA municipalities have initiated parking studies, such as Mississauga's parking strategy for the City Centre Strategy #9 IMPROVE GOODS MOVEMENT WITHIN THE GTHA AND WITH ADJACENT REGIONS • Metrolinx undertook the GTHA Urban Freight Study, established the multi -sectoral GTHA Urban Freight Forum and an urban goods movement data framework • Ontario published the Freight -Supportive Guidelines • GTHA regions are taking a strategic approach to goods movement, with a range of studies and plans, such as the Region of Peel's Goods Movement Strategic Plan Discussion Paper for the Next Regional Transportation Plan 15 2.2 Expansion of the Rapid Transit System i[y One of the most dramatic shifts that followed The Big Move was the expansion of the region's rapid transit system, starting with the early successes of the 2008/2009 "Quick Wins" program. The priority projects identified by the RTP garnered the "First Wave" of investments that totalled over $16 billion. Through the Moving Ontario Forward program in 2015, an additional $15.5 billion has been proposed to advance the "Next Wave" projects in the GTHA. Figure 3 presents a map of rapid transit in 2008, and Figure 4 presents a map of funded GTHA rapid transit projects expected to be completed by 2025, as well as "Next Wave" projects that are being advanced through further planning and design. A HUGE STEP FORWARD: GO REGIONAL EXPRESS RAIL: The impact of the RTP reverberated in 2015 when the Province of Ontario announced its commitment to faster, more frequent, GO rail service with electrification on core segments of the network including UP Express. This initiative will transform the GO rail network from a largely rush-hour service into an all -day, two-way rapid transit network, increasing transit ridership, reducing trip times and helping to manage congestion. The GO RER concept was set out in The Big Move and is continuing to be implemented through the Province's Moving Ontario Forward plan. Today, GO RER is creating new potential across the region, with a view to improving convenience, unlocking development potential, and making employment centres more accessible with 15 -minute frequent train services. Rush-hour GO rail services will also be expanded in order to make connections to other transit systems more convenient and to reduce customers' reliance on schedules. GO RER will provide four times the number of trips in off- peak periods, such as evenings and weekends, and twice the number of trips during peak rush-hour periods. Upgrading most of the GO rail system from diesel to electric engines on core areas of the network will enable faster travel speeds, more frequent service, and reduced operating costs and emissions. Every area of the GTHA will see improvements with GO RER. GO ridership is anticipated to almost double — an increase to approximately 127 million customers — within five years of completion.' -V' HALTON HAMILTON PEEL zm TORONTO X YORK DURHAM 1. Lakeshore West Line �Yrtxlbtur E.ser-een 2. Milton Line Regional Rapid Transit Infrastructure - 2008 3. Georgetown Line 4. Barrie Line 6iating in 2008 5. Richmond Hill Line 8. Stourtville Line Rapid Transit 7. Lakeshore East Line GO Rail 8. Elooanforth Subway r -D c e "'OurR\a 9. Yonge-University-Spadina Subway l k r/ 10. Sheppard Subway Off -Peak Service 11. Scarborough Rapid Transit _ �Yrtxlbtur E.ser-een 75. Rc� Vnx E»';..rr-,^e,�.:L c�`••••n•,, dca�cMa�aner,�m is kTrH a .:�w«.„mA.n, +^, Fgoc�r.rA.sMm r).i�a•16a.1a,�-,A >,Irsn,m FdHd,Ed�eid � � � ti6nrLltadiswsaY,vrLsririwr VifipA,cea=[.suud>aem lP luta tGenn'If�aarrtk'+�rEmanienn ;3t 5ti4A�,hraU7 tuft SnNa n #reW.'wtWn,{wrEN aV. krhryi, S.Gr,YG.yrown. GOO" AF^* K "Wog" jr..[w W =r� � R tlrswrr,.,. (Ark]d7�11,., F.P4 rrpunum p tieti96rLfirA51 arc]Yrk lf,xnun St IA JQLdlh1ilWt LsfA 1 MlirE +u (.R GR d1 HanyancRr 5 wGdl;nr k"111010kr+v+I +YWW �«"•.e 11 sr.'t'�gr ---WayR.Lrrtuh m:�..q*W Ik. G6 ir.r['s * • r tnr Epy 2e..peem+,rar[.ura�.En r.�� u r:—b,—, :,yCyaey ffiJ pwlFar -A Discussion Paper for the Next Regional Transportation Plan 17 88 RTP QUICK WINS and FIRST WAVE PROJECTS The first steps to implement The Big Move included: $740 million worth of "Quick Wins:' Completed projects include an expansion of GO Transit's bus and rail fleet, the acquisition of new buses for municipal transit agencies, the introduction of the "DRT Pulse" enhanced bus service in Durham and the addition of bike racks on every bus in the GTHA. "First Wave" projects. The implementation of the rapid transit network identified in The Big Move began in earnest with the commitment of significant funding to a "First Wave" of transit projects drawn from the Plan's list of Top Priority transit projects. While several projects have been completed, many are currently in the planning or building phases of implementation. Projects partially or fully operational, since 2008: York Region VivaNext rapidways (first major segment opened 2013). This project includes more than 34 km of dedicated express bus lanes on major roads including Highway 7, Yonge Street and Davis Drive. Mississauga Transitway (first segment opened 2014). This 18 km corridor that parallels Highway 403 and Eglinton Avenue will allow buses to run unhindered by general traffic when fully completed, connecting the TTC subway system, Mississauga City Centre and employment hubs such as the Airport Corporate Centre. UP Express (Opened 2015). This direct rail link between Toronto Pearson International Airport and Union Station offers 15 -minute frequency with stops at Weston and Bloor GO stations. GO Transit rail service expansion (on-going). Multiple projects to expand the extent, quality and quantity of regional rail service as identified in The Big Move have been completed since 2008, including the introduction of hourly bi-directional mid- day service on the Kitchener line between Union and Mount Pleasant and the extension of the Lakeshore West line to the new West Harbour station in Hamilton. The extension of the Richmond Hill line to the new Gormley station will open in late 2016. This GO expansion has been supported by upgrades to Canada's busiest transportation hub, Union Station, as prioritized in 2008 as "Big Move #3". Completed and ongoing work includes revitalization of the train shed and switches as well as expanded concourses, new PATH connections, and a second subway platform intended to accommodate a significant increase in passenger flow. 18 89 Projects currently being planned, designed or built (but not complete): Toronto -York Spadina Subway Extension (Planned opening late 2017). This extension from Downsview Station to Vaughan Metropolitan Centre will be the first subway line to extend outside of the City of Toronto. Eglinton Crosstown LRT (Planned opening 2021). This 1 9k route, with more than 10km underground, will carry riders across Toronto from Weston Road to Kennedy subway station. Finch West LRT (Planned opening 2021). This 11 km line will run from the Finch West subway station now under construction at Keele Street to Humber College. Sheppard East LRT (dates to be determined). This line will run almost 13km from Don Mills subway station to east of Morningside Avenue. Scarborough Rapid Transit (dates to be determined). The funding for the Scarborough Rapid Transit project identified in The Big Move in 2008 has been reallocated to a replacement project led by the City of Toronto, the extension of the Bloor Danforth subway. The Scarborough subway extension is currently in the planning phase. RTP NEXT WAVE PROJECTS A "Next Wave" of projects was initially identified in 2012, drawing from the balance of The Big Move's list of Top Priority projects. The proposed scope of GO rail expansion would be further enhanced following the provincial government's 2014 commitment to GO Regional Express Rail. Projects with full funding commitments include: GO Regional Express Rail (Phased implementation 2014- 2024). The GO RER program is a $13.5 billion capital investment to transform the GO network from a commuter -oriented service to a comprehensive regional rapid transit option. Service levels on all seven GO rail lines will expand and electric service, (every 15 minutes or better in both directions throughout the day), will be introduced on core areas of five lines: Lakeshore East, Lakeshore West, Kitchener, Barrie and Stouffville. UP Express electrification will also be achieved through the GO RER program. Hurontario LRT (Planned opening 2022). This 20 -km service between Port Credit and the Brampton Gateway terminal at Steeles Avenue will link four mobility hubs and support planned urban growth areas. It will connect to the Mississauga Transitway and planned Dundas Street BRT as well as the Milton and Lakeshore West GO lines. Hamilton LRT (Planned opening 2024). This project will run across the lower portions of the City of Hamilton, connecting McMaster University to Queenston Circle through the city's downtown core. It will connect to West Harbour GO station as well as a future pedestrian link to Hamilton GO Centre. Additional Next Wave projects with planning and design underway include: Relief Line. This new rapid transit line would provide new access NEXT WAVE GTHA jobs and residents within 800m of rapid transit RAPID TRANSIT PROJECTS WILL :......................................................... ENABLE MORE : 2011 Rapid transit network 2031 Rapid transit networks PEOPLE TO REACH JOBS 9 % of residents of residents 21% AND MEET OTHER DAILY NEEDS USING of �/ /O jobs O 19 of jobs O 33 /o TRANSIT. options to the GTHNs largest employment area, downtown Toronto, and relieve Yonge subway line congestion. Yonge North Subway Extension. This proposed extension from Finch Station in Toronto to Highway 7 in Richmond Hill would be the second subway extension reaching beyond the City of Toronto, connecting to Viva BRT lines running to the north, west and east as well as the Richmond Hill GO line. Dundas Street BRT. This 40km east -west transit project would cross the western GTHA, connecting Brant Street in the City of Burlington to Kipling subway station in Toronto. It would connect the Milton GO line, the Bloor-Danforth subway and the Hurontario LRT. Durham -Scarborough BRT. This new line would run from the Scarborough Civic Centre in Toronto to downtown Oshawa in Durham Region via Highway 2, connecting the downtown cores of Pickering, Ajax, Whitby and Oshawa to one another and offering Durham residents improved access to the TTC rapid transit network. The implementation of all Next Wave rapid transit projects has been forecasted to create up to: ......................................... 900,000 person-years of employment and contribute up to $130B to Ontario's economy Discussion Paper for the Next Regional Transportation Plan 19 90 KI The Next Plan The next Regional Transportation Plan will build on the foundation provided by The Big Move. This section explores the opportunities and challenges that have arisen since 2008. Some of these are outlined in the box on the next page. A SHARED REGIONAL VISION By updating the Regional Transportation Plan's Vision, Goals and Objectives. M% st BRINGING ALL PUBLIC TRANSIT SYSTEMS TOGETHER By expanding, improving and integrating the GTHA's family of transit services. �•L MORE THAN JUST TRANSIT NEW MOBILITY By improving the travel experience and cooperation By preparing for a potential transformation by better integrating active transportation, road of urban transportation, sparked by advances efficiency, congestion management, goods movement, in technology and business model innovation transportation demand management and supportive brought by new entrants to the land uses. transportation sector. 3.1 A Shared Vision: Updating the Vision, Goals and Objectives A STRATEGIC FOUNDATION. The policies and actions in a long-range transportation plan should be based on a strong conceptual foundation. In 2008, that foundation was set by municipal leaders, key stakeholders and the general public. Now, as part of developing the next RTP, Metrolinx has begun consulting in order to review and update The Big Move's Vision, Goals and Objectives. The aim of the review and update of the RTP Vision, Goals and Objectives is to: • Ensure the Vision continues to resonate with that of stakeholders; • Clarify the distinction between the Vision, Goals and Objectives; • Consolidate the 13 existing Goals with a greater focus on transportation; • Reduce redundancy between the Goals and Objectives, and • Better align the Objectives with existing or desired data, including the Key Performance Indicators (KPIs) described in the The Big Move Baseline Monitoring Report (2013). The key triple bottom line messages found within the original Vision still hold in 2016 and have been left largely intact, with some minor modifications. The 13 original Goals and 37 Objectives have been consolidated into 6 Goals and 19 Objectives in the proposed draft. Figure 5 illustrates the original and proposed RTP Goals. Discussion Paper for the Next Regional Transportation Plan 21 92 Proposed Updated Vision, Goals, and Objectives VISION "In 2041, the region's integrated transportation system will allow people to get around easily and will contribute to a high quality -of -life, a thriving, sustainable and protected environment, and a prosperous and competitive economy. It will: • Offer a variety of options for getting around reliably, comfortably, conveniently and safely, contributing to a high quality -of -life; ORIGINAL GOALS A. Transportation Choices B. Comfort and Convenience (split) J. Multi -Modal Integration K. Interconnectedness B. Comfort and Convenience (split) D. Safe and Secure Mobility C. Active and Healthy Lifestyles • Make it easy to choose modes of travel that reduce our environmental footprint and contribute to a thriving, sustainable and protected environment; and • Connect people to jobs, move goods and deliver services efficiently throughout the region, supporting a strong, prosperous and competitive economy." PROPOSED GOALS A. CONNECTIVITY, CONVENIENCE ' AND INTEGRATION B. EQUITY AND ACCESSIBILITY O, ' C. HEALTH, COMFORT AND SAFETY %Vd UH. Foundation of an Attractive and Well -Planned Region ® D. A WELL-PLANNED REGION F. A Smaller Carbon Footprint and Lower Greenhouse Gas Emmissions E. EXEMPLARY ENVIRONMENTAL G. Reduced Dependence on Non -Renewable Resources I FOOTPRINT +? I. Prosperity and Competitiveness L. Efficiency and Effectiveness F. PROSPERITY AND E. Fairness and Transparency ' COMPETITIVENESS C�J M. Fiscal Sustainability 22 93 GOAL A: CONNECTIVITY, CONVENIENCE AND INTEGRATION .................................... OBJECTIVES 1. People have appropriate, realistic options to move easily and reliably from place to place. 2. People have the information they need to optimize their travel decisions. 3. Transit services and fares are seamlessly integrated. 4. All transportation modes are coordinated. C� GOAL D: A WELL- PLANNED REGION OBJECTIVES 11. The transportation system supports compact and efficient development. 12. Integrated transportation and land use planning reduces the need for travel and encourages walking, cycling and taking transit. 13. Transit infrastructure and services have the capacity to meet demand. GOAL B: EQUITY AND ACCESSIBILITY ......................... OBJECTIVES 5. Transit offers affordable access to jobs, services and major destinations, and is competitive for most trips. 6. Transit fleets and transportation infrastructure, services and technology are accessible to users of all ages and abilities. GOAL E: AN EXEMPLARY ENVIRONMENTAL FOOTPRINT .............................. OBJECTIVES 14. The transportation system is adaptive and resilient to the stresses of a changing climate, uses resources efficiently, and fits within the ecosystem's capacity. 15. The transportation system contributes to the achievement of provincial targets for greenhouse gas emission reductions. GOAL C: HEALTH, COMFORT AND SAFETY OBJECTIVES 7. Walking and cycling are attractive and realistic choices for most trips. 8. Transit offers an attractive, high-quality user experience. 9. People feel safe and secure when travelling, with continuous progress toward eliminating injuries and deaths from transportation. 10. Goods are moved safely and securely. <s> GOAL F: PROSPERITY AND COMPETITIVENESS OBJ ECTIVES 16. Travel times are predictable and reasonable. 17. The transportation system offers value to users and governments by providing economical, reliable and environmentally sustainable movement of people and goods. 18. Governments promote innovation in the transportation sector. 19. Sustainable, coordinated funding supports transportation operations, maintenance and expansion. ,Q. CROSS TOWN TRAVEL TIMES CUT IN MISSISSAUGA WITH BUS RAPID TRANSIT (BRT) MISSISALIGA, PEEL REGION Upon full implementation in 2017, the BRT will serve 5 million riders annually, saving riders an average of between 15 and 18 minutes on a crosstown journey. It features heated waiting areas, WiFi, full accessibility, and multi -modal integration with bicycle lockers at each of its 12 stations. Discussion Paper for the Next Regional Transportation Plan 23 Building the Plan The updated Vision, Goals and Objectives will provide the foundation for evaluating initiatives for the next Regional Transportation Plan. Just as The Big Move featured a series of transportation projects, prioritized to realize the Vision, Goals and Objectives, the next plan will feature both priority transportation projects and region -wide programs alongside complementary initiatives. This plan development process will inventory a wide variety of programs, policies and projects, including projects that have not been initiated to date from The Big Move; ideas from provincial and municipal partners, stakeholders and the public; as well as those that are generated internally through Metrolinx's research and development. In order to develop the next regional plan, Metrolinx will apply an initial screening to determine what should proceed to the next step of the process and how they should be bundled with complementary programs or projects for the evaluation phase. The projects, programs and policies will be assessed against their expected contributions toward achieving the Vision, Goals, and Objectives of the RTP, and to advancing the RTP key performance Screener! ScsaHn�,y C?uE C�uR Further Planning. to lnduide lie op srsireasa Gres m FETE` FSI f'fP $ Pmpie��nGak�ern 24 RTP Screening 95 indicators. The evaluation criteria will be both qualitative and quantitative, and will be designed to capture changes that can positively influence travel outcomes (e.g. reduced journey times, improved transit access) or quality -of -life (e.g. reduced emissions, improved safety or physical activity). An overview of the proposed approach is shown in Figure 6. The RTP screening is applied at the early stages of planning, whereas the Metrolinx Business Case multi - account framework and the Metrolinx Project Prioritization Framework occur later in the planning process. All of these processes are used to assist Metrolinx in delivering results. 3.2 Leveraging the Transit Investment The Big Move's approach to addressing the need to "catch up with growth" was to recommend a dramatic expansion of major transit infrastructure across the region. While considering the need for additional infrastructure, the updated Regional Transportation Plan will focus more on the need to make the best possible use of the region's transit assets and maximize the return on prior investments. This section discusses a number of ways in which Metrolinx and its partners can do this, thereby making transit and other modes an even more valuable and integral part of daily life for millions of the region's residents. The next RTP will recognize the need to attract new riders while also investing in those who are already using transit today, providing them with greater access, frequency, reliability, speed, affordability, comfort and convenience. Creating a more seamless regional transit experience for customers will present several challenges: better integrating GO Transit with nine municipal transit systems (and integrating the nine with each other); providing better connections between transit and other modes; leveraging the power of new mobility technologies and business models while avoiding their pitfalls; meeting public expectations, and overcoming fiscal challenges. A variety of strategies are needed to address the different transit markets in the region. A range of options exist depending on conditions in any given market area. For example, areas with slower growth and lower densities need different approaches from areas with higher growth and higher densities. Some options — like shared mobility — may have the greatest potential to address gaps in an existing low growth area with low transit mode share, while the biggest impact in a high growth, high transit mode share area may be made by enhancing local transit service, or by combining enhanced local service with other options. However, no option needs to be considered in isolation from others (see Figure 7). DESIGNATES BUS -ONLY LANES AJAX, DURHAM REGION Durham Region's first bus -only lanes opened in the Town of Ajax along 1.4km of Highway 2 in 2014. The street redevelopment included cycle lanes along this main corridor. GO Regional Express Rail: A Critical Catalyst The next RTP will need to reinforce the commitments and progress that the GO Regional Express Rail is delivering by 2024. This program is now more than just lines in The Big Move. The next RTP will need to reflect the specifics of the committed program currently under construction and represent specific implications for addressing growth in the region for an additional ten years out, to 2041.8 NEW AND EXISTING STATIONS. As part of GO RER, Metrolinx is proposing several new station locations that will add to the 64 existing GO stations, pending funding confirmations. The next RTP will further support development of GO stations as important hubs for daily activity, and not simply arrival and departure points. Increasing commercial and residential densities, in line with the proposed Growth Plan, around station areas and addressing GO station parking lots and facilities will be an important aspect for the systems success. Since 2008, parking at GO stations has grown by 19,000 spaces to a total of 72,000 spaces system- wide, making Metrolinx the largest parking provider in North America. Discussion Paper for the Next Regional Transportation Plan 25 96 EMERGING More frequent services (e.g. establishment/expansion of frequent grid -network) HIGH GROWTH Improve first-mile/last-mile connections to rapid transit STABLE 6, SUBURBAN Demand -responsive transit or partnerships with new mobility providers (e.g. rideshare or ride - matching applications) Basic transit service that provides connectivity to key nodes (e.g. community transit services) INTEGRATION LOW GROWTH V 0 BRAMPTON TRANSIT GETS PEOPLE MOVING ... '...................I.....I URBAN & GROWING Increase capacity of existing services (e.g. higher frequency, larger vehicles) More rapid/higher order transit (e.g. higher speeds, fewer stops) Stronger frequent transit network .J ................ • • • HIGH TRANSIT MODE SHARE • •> BRAMPTON, PEEL REGION Since its launch in September 2010, Brampton Transit's Zum has increased transit ridership by increasing service levels, providing state - of -the art buses, infrastructure improvements, and customer -focused technologies. Transit priority signals and bus lanes help Zum buses to be reliable. Brampton Transit's ridership has increased 72% from 12.3 million riders in 2009 (prior to Zum) to 21.2 million riders in 2015. 26 97 URBAN & STABLE Transit Priority measums (e.g. queue jump lanes, signal priority, reserved lanes on arterial roads, or HOWHOT lanes on freeways) Road pricing and More rapids parking pricing (e.g. new express bus service) Transit pricing More transit connections (e.g. peak/off-peak fares) --i- 7enerator, (e.g. new regional bus connections) rFARE AND <.- LOW TRANSIT MODE SHARE .................... ERVICE STABLE 6, SUBURBAN Demand -responsive transit or partnerships with new mobility providers (e.g. rideshare or ride - matching applications) Basic transit service that provides connectivity to key nodes (e.g. community transit services) INTEGRATION LOW GROWTH V 0 BRAMPTON TRANSIT GETS PEOPLE MOVING ... '...................I.....I URBAN & GROWING Increase capacity of existing services (e.g. higher frequency, larger vehicles) More rapid/higher order transit (e.g. higher speeds, fewer stops) Stronger frequent transit network .J ................ • • • HIGH TRANSIT MODE SHARE • •> BRAMPTON, PEEL REGION Since its launch in September 2010, Brampton Transit's Zum has increased transit ridership by increasing service levels, providing state - of -the art buses, infrastructure improvements, and customer -focused technologies. Transit priority signals and bus lanes help Zum buses to be reliable. Brampton Transit's ridership has increased 72% from 12.3 million riders in 2009 (prior to Zum) to 21.2 million riders in 2015. 26 97 URBAN & STABLE Transit Priority measums (e.g. queue jump lanes, signal priority, reserved lanes on arterial roads, or HOWHOT lanes on freeways) ALL MODE ACCESS TO STATIONS. Convenient station access for pedestrians, cyclists, transit customers, drivers and car- poolers is a key to making GO RER service a success. While parking at GO stations will remain important for many communities across the region, Metrolinx is also working with local transit providers and municipalities to make it easier to reach stations by other modes, to reduce the reliance on more parking spaces at GO stations as ridership grows with GO RER service enhancements. That is, to optimize the investment in GO RER and maximize potential ridership, it will be necessary to increase the station access transit mode share. An important part of achieving this goal will be providing bus facilities at GO stations, and transit priority measures on and off the station sites. In addition, it will involve working with transit agencies to adjust local transit services to match GO RER service levels, to provide convenient, effective transfers for passengers travelling in both directions throughout the day, and with municipalities to support travel behaviour change with programming, campaigns, awareness and support. Innovation will also need to be encouraged to develop new, attractive and cost-effective on - demand services to stations. Continuing Transit Expansion CREATING CONNECTIVITY. In considering what future rapid transit projects are needed in the GTHA, the next RTP will take as its starting point The Big Move's many completed/ continuous, in progress or to be initiated projects (see Chapter 2). It will then consider what the remaining gaps and additional needs are for transit capacity to service regional growth to 2041, ten years beyond The Big Move's planning horizon of 2031. In general, the next plan will focus on additions to the rapid transit network by improving its reach where needs are identified (e.g. through minor extensions), connectivity could be improved (e.g. through the addition of "missing links" between different corridors and strengthening connections to GO RER), or by servicing emerging corridors with high transit ridership potential (e.g. strengthening the GO bus network to complement GO RER). RE -ENFORCING THE GROWTH PLAN. Figure 8 shows areas in the GTHA that were dense enough (i.e. having at least 50 residents plus jobs per hectare) to support cost-effective transit service delivery as of 2011 (in dark green), and development areas that were not transit -supportive in 2011 but will be by 2031 (in lightest green). New, sufficiently dense development areas are generally well -aligned with existing rapid transit lines, or with future rapid transit or GO RER corridors. The Growth Plan identifies and sets policies for Urban Growth Centres and Major Transit Station Areas to align density and transportation. More specifically, the proposed Growth Plan has policies in the following areas: • Sets out a vision for regional growth, with a strong focus on intensification along nodes and corridors served by transit, and promoting transit as a first priority for moving people. • Strengthens policies around complete communities, sets density targets for major transit station areas, identifies priority corridors (which align with committed and funded projects), includes policies to improve the design of transit stations and station areas and promotes transit service integration. • Includes employment policies that seek to better connect jobs and transit, strengthens transit connections to key trip generators and office parks, and includes strengthened TDM policies. • Introduces strategic growth areas, frequent transit, active transportation and complete streets terminology. Discussion Paper for the Next Regional Transportation Plan 27 Transit Suppaniva Donsity T,ha tSuppar4vaJ4ea Gd Rai Lice and Stw► mx*Nl {}d RAL—�&N.f.rc++.r��unrcl.�aer.4 M In 2011 PApid Tnrrat iE.w" ,Mi N w area of =1 Rapti Tw�'C r6hey+c�r rt.�rct�+e r f 'MI Ik6aNlnd'- Fag4a,4Tran"14wNmrk People -Centred Transit OFFERING A MORE INTEGRATED AND INTUITIVE TRANSIT EXPERIENCE. The next Regional Transportation Plan will emphasize the key role of the GTHA's nine local transit systems in providing service to support GO RER and other rapid transit services. Over time, the goal of offering transit users a consistent, familiar experience regardless of where they travel in the region will become even more important. As in The Big Move, transit systems are adopting common approaches to planning and delivering service — from the criteria used to define frequent transit networks, to common transfer policies and customer information 28 platforms. The streamlining of cross -boundary transit trips, which today are complicated by different routes, schedules, fares and hours of services between adjacent communities, will help to advance this goal. Taking transit across boundaries should be as seamless as driving across boundaries. FOCUSING ON CUSTOMER NEEDS. A customer -centered approach as part of transit planning and service decision-making (e.g. fare systems, schedule information and trip planning) supports efforts to increase ridership through infrastructure and service investments. Many transit agencies are adopting customer charters with measurable objectives for customer service, and reporting on their progress. More transit agencies are working to provide real- time transit schedule information to their customers. Metrolinx's traveller information system, Triplinx, now offers GTHA-wide transit trip planning assistance, and over time will be enhanced to offer fare calculations, bike share information and real-time next arrival schedules. Metrolinx Design Excellence is working to advance good design in order to build ridership and improve the customer experience. It integrates design thinking into all significant Metrolinx capital investments at an early stage, broadening the organization's focus beyond engineering and infrastructure delivery toward fostering constructive city building across the region. Areas of focus include architecture, landscape architecture, urban design, public realm and customer experience. Metrolinx is also renovating a number of GO stations to improve safety and comfort, such as adding lighting and heated shelters. Metrolinx also has a new back-up power standard for stations and facilities in the event of power outages. Establishing safety -enhancing features to increase customers' sense of personal security is also important to understand and incorporate into customer -centered planning." Metrolinx is also pursuing opportunities to provide additional amenities and services at GO stations to improve the customer experience. For instance, the GO- Zipcar partnership, launched in 2014, has already expanded to thirteen 9 Transit Suppanive bgnsity TnVat Suppom aPram �-�..�3a,o�...e -..-. f.O R�Lira ud�Imlcvr fEwwryl p°.°"y°v" SO 1z.i L- U.4 e. a iiiilIn 84717 Transit iEw ft !t Ww urea W 2431 Trw t ru7a.r�rx r,.. ,1 24181 4lydarin+! Ju,m1. Nequ Tfmmm dNN,n7A stations across the region. In addition, by the end of 2016, all but one of the GTHA transit agencies will use the PRESTO electronic fare card that enables integrated payment and fare structures, in order to simplify the payment system for customers. EXPANDING THE GRID OF FREQUENT TRANSIT NETWORKS. Transit systems across the GTHA are focusing on complementing their downtown - focused or GO station -focused radial networks with frequent transit networks (FTNs) that offer more frequent transit service (generally every 10 minutes or less) on direct, grid -based routes anchored by major hubs including GO and rapid transit stations. In 2015 the TTC introduced a Frequent Transit Network — a grid of 100 10 minute minimum bus and streetcar service on major routes Increasing the frequency of transit service on a grid system serves local trips better and can build capacity and attractiveness in a "virtuous cycle", attracting more riders and justifying additional service. A regional FTN would benefit from consistent practices (e.g. priority measures, service standards and marketing) across transit systems to deliver a level of service that is consistently aligned with transit supportive densities across the region. There are several areas outside Toronto that have densities supportive of frequent transit services that could be anchored by connections to GO RER, as shown in Figure 9. Numerous municipalities in the GTHA have implemented planning efforts and Discussion Paper for the Next Regional Transportation Plan 29 analysis to designate new frequent transit network lines in their Official Plans. PRESERVING AND IMPROVING CONNECTIVITY TO KEY DESTINATIONS. One advantage of a frequent transit network is that it can service multiple commercial and employment areas, increasing access to jobs and services for residents throughout the region. It can also involve community-based transportation services, an important component to improving connectivity in low-density communities. With a focus on meeting the transportation needs of a specific population(s), community transportation also has the potential to play a growing role with the emergence of flexible, demand - responsive approaches to delivering transportation services. MOVING PEOPLE, NOT JUST VEHICLES. A conventional objective of road operations is to move as many motor vehicles as possible, regardless of how many people they carry. This results in all vehicles being given equal priority on roadways. In congested areas, this can lead to slow speeds, low reliability and higher operating costs for transit, as transit vehicles (buses and streetcars) are reduced to moving at the speed of traffic. Shifting the focus to moving as many people as possible (rather than vehicles) would give priority to transit vehicles, resulting in more efficient operations, higher speeds, greater reliability, and ultimately, increased ridership. Transit priority measures include the creation of reserved transit lanes on arterials and expressways, transit priority signals and queue jump lanes. Many of the highest -frequency, highest -demand transit routes across the GTHA (e.g. those operating on grid -based frequent transit networks) would likely return the greatest value from a concerted effort to give buses priority in mixed traffic situations. An Integrated Fare System A TRANSFORMATIVE OPPORTUNITY. The vast majority of trips on public transit (other than GO Transit) across municipal boundaries are far from seamless, and discourage additional customers. Co -fare arrangements that encourage cross boundary transit use have been in place between GO Transit and local operators for many years. The exception remains between TTC services and other transit systems currently requiring a second fare. 9 TORONTO IMPROVES SURFACE TRANSIT TORONTO The Toronto Transit Commission is adding 50 new buses that will serve 24 of the city's busiest bus routes during peak hours to reduce crowding. In 2015, the TTC launched its Frequent Transit Network. All streetcar routes and 52 bus routes now constitute a 10 -minute -or -better service network. 30 101 As well, additional travel time — obstacles arise from the historically independent operations of GO Transit and the GTHA's nine municipal transit systems. The growth in transit use across boundaries has created demand for a more connected, integrated user experience. Transit fare integration can lead to more competitive transit options and an effectively expanded transit network, and be a transformative step for transit in the region. Since 2008, the emergence of the PRESTO electronic fare card and payment system has provided a strong foundation and opportunity to comprehensively re -think regional transit fare structures. It provides convenience to customers while enabling integrated payment and fare structures. In the future, PRESTO will continue to offer the primary electronic fare payment system for the region and provide a regional platform for integrated fares. It will also develop its technology and products to efficiently allow for more convenience, flexibility and integration, such as the ability for customers to use credit and debit cards for tapping onto the PRESTO system. AN INTEGRATED, HARMONIZED APPROACH TO FARES. The existing approach to fares in the region is complex, and a new solution requires planning and collaboration to support the development of transit services between municipalities. Metrolinx is addressing this challenge for the first time on a system -wide basis, developing a modelling platform that is tailored to the GTHA's unique circumstances. Different regional fare structures are being analyzed in consultation with municipalities and transit agencies. This investigation k 4t W {Li1f065N CUl1B,17, i r r - ` ff .w.y, C"' �.Mnr ■:mew rrur weswxr i rtu�, ��ritEhHfin ��i-�anr i ip7�:+�r.:Y'. :n C..ES WF5T• .� Wh4 YVll CCM"[ �,�aa.m.=i. #.ii srtrt[s �i i�aan xtus�e"l:Ei.in ;•�"� namNrwie ctwix • •aw�.swcesa�n dxf'Li+l 40 DCN 6Kk44A4P MANiri *i OOfi Y�$"6LmPflq 4UW4?r - l4YfYCiCCII GC! ■ Source: Metrolinx Mobility Hub Guidelines, 2011 will help to develop a potential vision for transit fares in the region that will consider short-, medium- and long-term opportunities. An integrated, harmonized and customer -first regional fare structure, with a consistent and fair approach to calculating and paying fares, has the potential to simplify the customer experience and transit system operations. For many years GO Transit has been operating with a co -fare agreement with all GTHA local transit operators except the TTC. Improved agreements between transit agencies could minimize the barriers created by transfers. Fare structure is foundational to an integrated fare system, but in addition, work will need to advance with municipalities and the Province to also address issues of fare concessions (e.g. discounts for seniors, students), fare products (e.g. weekend passes, family rates) and fare price. Issues of equity and access will also be key considerations for the region. Mobility Hubs A COMPLEX CHALLENGE. One major recommendation in The Big Move was to create a system of 51 "mobility hubs" (see Figure 10). A mobility hub is an area that is a tangible demonstration of the benefits of integrating land use and transportation. Each mobility hub includes a major rapid transit station in its immediate surroundings, and serves a critical function as the origin, destination, or transfer point for a significant number of trips. Each is a place where different modes of P.9Ul°fA\dO* transportation come together, and where an emphasis is needed on serving the "first mile" and "last mile" of transit trips, and on supporting higher -density transit -supportive development. The creation of successful mobility hubs requires effective land use and transportation planning, committed private sector partners, and strong stakeholder engagement and commitment to a common vision. ACCELERATING ACTION. The next RTP offers an opportunity to review and refine the criteria for the designation of mobility hubs, and to consider updates to the list of mobility hub locations in view of new rapid transit plans or development activities. Ontario's proposed Growth Plan amendments would prioritize integrated land use and transportation planning in "strategic growth areas", including mobility hubs. Discussion Paper for the Next Regional Transportation Plan 31 102 y L+Cryrv'caiw 4arrza i . - CI Cxwm a CIPOKW IA Cfi k 4t W {Li1f065N CUl1B,17, i r r - ` ff .w.y, C"' �.Mnr ■:mew rrur weswxr i rtu�, ��ritEhHfin ��i-�anr i ip7�:+�r.:Y'. :n C..ES WF5T• .� Wh4 YVll CCM"[ �,�aa.m.=i. #.ii srtrt[s �i i�aan xtus�e"l:Ei.in ;•�"� namNrwie ctwix • •aw�.swcesa�n dxf'Li+l 40 DCN 6Kk44A4P MANiri *i OOfi Y�$"6LmPflq 4UW4?r - l4YfYCiCCII GC! ■ Source: Metrolinx Mobility Hub Guidelines, 2011 will help to develop a potential vision for transit fares in the region that will consider short-, medium- and long-term opportunities. An integrated, harmonized and customer -first regional fare structure, with a consistent and fair approach to calculating and paying fares, has the potential to simplify the customer experience and transit system operations. For many years GO Transit has been operating with a co -fare agreement with all GTHA local transit operators except the TTC. Improved agreements between transit agencies could minimize the barriers created by transfers. Fare structure is foundational to an integrated fare system, but in addition, work will need to advance with municipalities and the Province to also address issues of fare concessions (e.g. discounts for seniors, students), fare products (e.g. weekend passes, family rates) and fare price. Issues of equity and access will also be key considerations for the region. Mobility Hubs A COMPLEX CHALLENGE. One major recommendation in The Big Move was to create a system of 51 "mobility hubs" (see Figure 10). A mobility hub is an area that is a tangible demonstration of the benefits of integrating land use and transportation. Each mobility hub includes a major rapid transit station in its immediate surroundings, and serves a critical function as the origin, destination, or transfer point for a significant number of trips. Each is a place where different modes of P.9Ul°fA\dO* transportation come together, and where an emphasis is needed on serving the "first mile" and "last mile" of transit trips, and on supporting higher -density transit -supportive development. The creation of successful mobility hubs requires effective land use and transportation planning, committed private sector partners, and strong stakeholder engagement and commitment to a common vision. ACCELERATING ACTION. The next RTP offers an opportunity to review and refine the criteria for the designation of mobility hubs, and to consider updates to the list of mobility hub locations in view of new rapid transit plans or development activities. Ontario's proposed Growth Plan amendments would prioritize integrated land use and transportation planning in "strategic growth areas", including mobility hubs. Discussion Paper for the Next Regional Transportation Plan 31 102 3.3 A Connected and Aligned Region This section discusses several areas outside the realm of public transit services where the Regional Transportation Plan could offer stronger guidance in response to region -wide opportunities. Most of these are within the jurisdiction of municipal governments, rather than Metrolinx. Many are also being considered from the perspective of broader, province -wide interests as part of the Ministry of Transportation's long-term Greater Golden Horseshoe transportation plan now underway. Considering opportunities through a regional lens will allow Metrolinx and its partners to identify ways of developing more consistent, connected and integrated transportation connections, infrastructure and services. Supporting Active Transportation CAPTURING MORE SHORT TRIPS. Cycling and walking are clean, healthy, affordable, flexible and available to almost everyone from children to seniors. The Big Move emphasized active transportation for these reasons, and public support for cycling and walking has grown since 2008. There is potential to increase walking and cycling for short trips in the GTHA. Residents make many short trips, but very few of these trips actually happen by active transportation; Figure 11 shows GTHA mode share grouped by cycling potential (e.g. trips are less than 5 km long and not taken to pick-up/ drop-off a passenger). Furthermore, one- third of all car trips have the potential to be cycled .12 A map showing the geographic distribution of cycling mode share in the GTHA in 2011 by origin is shown in Figure 12. 630/ Not Poteiivany Uyaauic 10/0 0/o Cycled walked Source: Transportation Tomorrow Survey, 2011. tip) 1% tentially clable 103 While overall GTHA average cycling and walking mode shares have not changed very much since 1991 (see Figure 28 in Appendix 1), there have been large increases for certain market segments, especially within downtown Toronto. Cycling trips in particular have increased substantially between 2006 and 2011, with the number of trips almost doubling and cycling mode shares increasing substantially for many market segments, as shown in Figure 31 in Appendix 1. Overall, active transportation is expected to increase slightly in most parts of the GTHA to 2031, as shown in Figure 28 in Appendix 1. IMPROVING ACTIVE TRANSPORTATION PLANS. There are many reasons for low rates of cycling to work. Walking and cycling plans can identify, cost and prioritize the measures needed to fill gaps in a community's infrastructure or services. Most GTHA municipalities have cycling plans, but about half do not have a plan to improve pedestrian infrastructure and services. This lack of attention to walking can also indirectly discourage transit use. By setting objectives with targets, active transportation plans can also guide data collection to help monitor and measure changes over time and help to coordinate routes that cross municipal boundaries, which is especially important for building networks. The proposed Growth Plan would require municipalities to plan for safe and continuous active transportation networks. In 2014, Ontario launched the #CycleON provincial cycling strategy which identified initiatives in progress, to undertake, and others that are long-term, and included two new programs: the Ontario Municipal I L -�uLTC'i A .Ia' SL } Source: Transportation Tomorrow Survey, 2011. Cycling Infrastructure Program to help municipalities build new and improve existing cycling infrastructure, and the Cycling Training Fund to help partners develop, enhance and deliver cycling skills training programs. OVERCOMING BARRIERS THROUGH INFRASTRUCTURE. An immediate way to make walking and cycling safer is through infrastructure, such as protected bike lanes and high -visibility pedestrian crossings. The best walking and cycling routes are straight lines, and providing attractive facilities on major roads can help people reach key destinations. Missing links and other obstacles create discontinuous networks and prevent people from walking or biking, even for short trips. Active travel can also be discouraged by snow and ice build- up on sidewalks, trails and roads during the winter. For some people, the barrier of not having a bicycle at hand for a given trip can be overcome through bike -sharing programs like those already operating in the cities of Toronto and Hamilton. Bike -sharing is also important for facilitating flexible, one-way or multi -modal (first -mile/ last -mile) trips. Regional coordination could make active transportation more attractive to people who travel around the region and want to cycle or walk in different areas; enhancing bike - sharing systems can actually stimulate Cycle Mode Sham in 1he GTHA Less1han0,5%--•GO"UM OW5µlwn 0-$4a - 1.0% iramV W 1 t o 2.0% Irk&� additional multi -modal trips as people take advantage of the systems to bike to and from major transit stations. LAND USE PLANNING AND DESIGN. The provincial requirement to intensify existing communities and reduce greenfield development supports active transportation, because increasing the density and mix of development can encourage shorter trips that are easy to make on foot or by bike. The proposed Growth Plan also encourages the development of a vibrant public realm and prioritizing quality urban design to encourage walking and cycling. Discussion Paper for the Next Regional Transportation Plan 33 104 In recent years, many organizations have identified the health benefits of physical activity, which has become more challenging to undertake for many reasons: the nature of work has changed and generally become more sedentary; greater numbers of people are living in low-density, car - based neighborhoods; and often, the relatively low number of stores, parks, schools, community facilities and job opportunities that can be reached by walking or cycling leads to fewer opportunities for physical activity. In 2014, GTHA Medical Officers of Health called for full funding and implementation of The Big Move, as well as stronger provincial policies to support transit and active transportation, and more effective integration of those modes into urban planning processes.13 In addition, promoting good design through municipal plans and by-laws can lead to greater comfort, security, accessibility and aesthetics that encourage active modes. There are opportunities for municipalities to mandate supportive land uses — from overall growth patterns to building setbacks — in their official plans, to adopting zoning by-laws that require bicycle parking at all trip destinations, and promoting development designs that connect new developments to nearby sidewalks and cycling facilities. Metrolinx is looking closely at improving "first-mile/last-mile" connections at GO stations to complement GO RER service expansion, as well as designing stations to protect for future transit - oriented development. Making it easier for GO customers to connect into and out of the regional transit network — using a variety of transportation modes — is a priority. STRATEGIES TO IMPROVE WALKI N G AND CYCLI N G SAFETY. International experience shows that higher volumes of pedestrians and cyclists are typically accompanied by lower collision rates involving those road users — an effect dubbed "safety in numbers". For this reason, steps to increase the number of pedestrians and cyclists across the region are also likely to improve their safety over time. Another effective approach is to improve the behaviour of all road users, such as through driver awareness campaigns, cycling skills training, and the enforcement of laws like those recently enacted in Ontario regarding passing distances, "dooring" of cyclists and clearing of pedestrian crossings. In order to better monitor progress toward safer walking and cycling, there remains a need for more consistent and comprehensive data collection by municipalities and policing organizations across the region. PROMOTING ACTIVE TRAVEL BY CHILDREN AND YOUTH. Today, fewer young people walk or cycle to school and other daily destinations than 25 years ago (see Figure 42 in Appendix 1).14 More are driven by their parents due to safety and security concerns, demands of the workplace, a lack of sidewalks and protected road crossings, and the trend away from smaller neighbourhood schools and facilities toward larger centralized ones. 15,16 Not only are children and their families driving to school, but are also reliant on car trips to access activities outside of school hours. Researchers believe that this reduction in active, independent movement is detrimental to the health and development of young people. It may also be shaping their future travel habits in unsustainable ways. PICKERING PEDESTRIAN � O� HAMILTON GETS MOVING ON TWO WHEELS ACCESS ENHANCED ..... HAMILTON REGION PICKERING, DURHAM REGION As part of efforts to increase cycling mode share and creating a multi- With the construction of a modal future, the City of Hamilton has adopted a cycling master plan, fully -enclosed pedestrian outlining future developments. The Cannon Street Cycle Track pilot bridge that spans 14 lanes of project, a 3km two-way physically separated cycle track, opened in fall Highway 401, the Pickering 2014. 2014 also marked the launch of Hamilton's "Sobi" bike sharing GO station is now a short walk system. Serving an area of over 40km2, the system provides a fleet of from new office development 750 bikes and 110 docking stations. in the City Centre. 34 105 0CITY OF TORONTO & WATERFRONT TORONTO TORONTO Waterfront Toronto unveiled the revitalized Queens Quay Boulevard in the summer of 2015 — a new Complete Street featuring a streetcar right-of-way, wide pedestrian thoroughfares, and a multi -use pathway that connects formerly fragmented waterfront trails. With a focus on active transportation, public space, and pedestrian realm improvements, Queens Quay sets an innovative precedent. Creating Safer, More Complete Streets A CHANGING VIEW ON THE ROLE OF ROADS. The vast majority of daily trips in the region — by foot, bike, car, bus and truck — are made on roads and highways, so making them safer and more efficient can strengthen the region's quality of life, economy and environment. At the same time, it is important to balance the mobility function of roads with their role as public spaces. There is growing recognition that roads need to be sensitive to their context, and support adjacent residential or commercial activities. A COMPLETE STREETS APPROACH. Complete streets are roads that are planned, designed, refurbished, reconstructed and built for all users regardless of mode, age or ability. They are safer, more efficient and attractive for transit -users, cyclists and pedestrians, as well as car and truck drivers, and they are considered and appropriately accommodated in their community context. They include elements such as lighting, benches, signage and wayfinding, trees, patios, utilities and stormwater management. While not every street can accommodate all potential users and functions, planning and design activities can explicitly integrate social, economic and environmental priorities to maximize quality -of -life. The City of Toronto is developing Complete Street Guidelines to direct future development in the city. The proposed Growth Plan would require municipalities to adopt a complete streets approach. VISION ZERO. A movement attracting recent attention in the region is Vision Zero, an international initiative based on the concept that no one should be killed or seriously injured while using the road transport system. From its origin in Sweden, Vision Zero has been adopted by national and local governments across Europe and North America. It promotes safety while preserving the key functions of roads, and integrates strategies related to road design, vehicle technology, education and enforcement. Managing Congestion The Regional Transportation Plan review presents an opportunity to revisit how congestion is managed across the region's municipalities to improve the speed and reliability of travel by car, bus and truck. Excessive congestion makes industry less competitive, can cause businesses to relocate, and make it difficult for companies to attract the skilled workers they need. Congestion costs the GTHA's residents and economy about $3.3 billion each year (about $1,600 per household) through delays to people and goods, vehicle operating costs and collisions, and $2.7 billion each year in lost economic activity that creates jobs. Without new strategies to better manage congestion, these annual costs are expected to rise to $8 billion for GTHA residents and $7 billion in economic activity by 2031." OPERATIONAL EFFICIENCY. While it is increasingly accepted that new and wider roads will not resolve congestion, making the most efficient use of roads remains part of the congestion management toolbox in many areas of the region. In many corridors, giving priority to transit vehicles, carpools, cyclists and pedestrians can minimize the demand for travel by car. To prioritize transit and reduce delays for all users, municipalities can remove bottlenecks by adjusting traffic signals, modifying road configurations, updating rules Discussion Paper for the Next Regional Transportation Plan 35 106 and enforcing on -street loading, stopping and parking regulations. Sophisticated tools to identify and remove collisions and other unexpected incidents, and to provide drivers with routing information for those events as well as for weather-related conditions, can preserve the road system's reliability. Operational efficiency is also extremely important for addressing access to and from GO rail stations. SMARTER ROADS. Advances in technology raise the possibility for "smart roads" to play an active role in managing congestion. Roadside or in -road sensors and road -to -vehicle communications have the potential for real-time operational adjustments (e.g. changes in signal timing or HOV lane eligibility) and driver information (e.g. weather or road surface conditions, routing advice). The emergence of Queen Elizabeth Way Highway 427 M Gardiner Expressway West Gardiner Expressway East and Don Valley Parkway Highway 404 between Highway 401 and Highway 407 Highway 401 Between Warden Ave. and Brimley Ave. 401 between McCowan Rd. and Westney Rd. Source: GO Bus Operations autonomous vehicles could also require significant road network upgrades to enable self -driving cars, buses and trucks. MANAGED LANES. While auto trips are not expected to be significantly impacted by recent transit commitments, the introduction of more high -occupancy vehicle (HOV) transit lanes on regional highways would affect auto times. Within the region, the Province of Ontario operates HOV lanes on Highways 403, 404 and the Queen Elizabeth Way, and will expand those by 2031 to create a 300km network of HOV lanes on 400 -series highways. Ontario has announced that, over time, some of those HOV lanes will be converted to HOT (high -occupancy toll) lanes that can be used by drivers of single -occupant vehicles who have purchased a permit; the Province can 0 100 200 300 Total Daily Passenger Delay (hours) also increase the minimum number of HOV occupants from two to three as lane demands grow. Ontario recently launched an HOT pilot project on the Queen Elizabeth Way. Buses and carpools move many more people than single -occupant vehicles and, where volumes warrant, consideration should be given to granting them priority on HOV lanes on freeways and arterial roads. Currently, the City of Toronto operates five arterial road HOV corridors, typically in weekday peak periods. The results of provincial pilot HOV lanes during the Pan/ParaPan American Games in summer 2015 were positive, and demonstrate the untapped potential of transportation demand management initiatives to improve the transportation system. HOV3+ lanes on the Gardiner and No HOV3+ lanes With HOV3+ lanes 400 500 600 Note: Passenger delay is measured as travel time greater than scheduled travel time multiplied by the number of passengers affected 36 107 the Don Valley Parkway had the largest impact on GO passengers in terms of reducing delay (see Figure 13). Regional highways are carrying an increasing amount of transit users on GO buses and local transit buses. Better travel times and reliability on highways used by buses could lead to a steep increase in bus ridership, while also decreasing bus operating costs. The benefits of HOV lanes for transit vehicles and carpoolers across the region could be accelerated by increasing both the scope and pace of their implementation. Moving Urban Freight A COMPLEX SECTOR WITH HIGH STAKES. The region's economy relies on the ability to move goods quickly, reliably, safely, and with acceptable costs and environmental impacts. The region's network of air, marine, rail, road and pipeline facilities involves both the public sector (Metrolinx, the Ministry of Transportation, municipalities, ports, airports) and the private sector (retailers, manufacturers, builders, railways, trucking companies, couriers and logistics providers, among others). Growing congestion and a greater industry reliance on logistics and efficient freight transport have raised the stakes around protecting freight's positive contribution to the region's economy. STRATEGIC GOODS MOVEMENT NETWORK. The existing truck route networks designated by GTHA municipalities are intended to protect sensitive neighbourhoods and road infrastructure from the impact of high heavy truck volumes, but they do not provide a constructive framework for supporting economic development. Some other regions in North America have identified a network of strategically important routes for truck freight. In this region, such routes might be under municipal or provincial jurisdiction, but represent the most efficient links between major goods - generating activity centres, intermodal terminals and regional gateways. A strategic goods movement network could act as a lens for prioritizing the location and timing of truck -friendly improvements to road geometry or operations, and for understanding the potential impact of new truck restrictions. IMPROVING COMPATIBILITY WITH LAND USE. Conflicts between goods movement and land use planning have become more acute as new residential and industrial developments extend the GTHA's urban boundary, and as redevelopment occurs in older neighbourhoods near freight -intensive areas. In addition, the growing popularity of last -mile deliveries stemming from the rise of on-line shopping could mean more traffic on local roads. However, several approaches to lessen these impacts are emerging. For example, land use plans and policies can cluster freight -intensive developments near efficient freight routes to facilitate shorter truck trips or to keep trucks from driving through sensitive areas. MTO has developed freight -supportive guidelines to help municipalities develop official plans, zoning and development approvals practices that protect the interests of businesses and residents. The proposed Growth Plan is strengthening its corridor protection policy to ensure that corridors for goods movement can be developed when they are needed in the future. COLLABORATION AND KNOWLEDGE -BUILDING. As a follow-up to The Big Move, Metrolinx's GTHA Urban Freight Study (2011) identified the need for better regional consultation and planning around goods movement. It also highlighted the need for new data collection and analytical tools to improve the understanding of freight patterns as e-commerce boosts the demand for express delivery to homes and businesses. REDUCING ENVIRONMENTAL IMPACTS. Action is needed to reduce freight's environmental effects such as air emissions, noise and vibration. Boosting the efficiency of the "last mile" of freight movements could help, and might include the creation of urban distribution centres that allow carriers to consolidate goods, share vehicles and increase the efficiency of deliveries; or the creation of low -emission zones where high -emitting vehicles are prohibited or must pay a fee to enter. Reducing the Demand for Travel EXPANDING TRANSPORTATION DEMAND MANAGEMENT (TDM). Transportation Demand Management (TDM) strategies use information, education and incentives to influence the demand for travel and support public investments in roads, transit, sidewalks and trails. TDM makes some travel choices (typically walking, cycling, transit, carpooling or teleworking) more attractive, and encourages people to try new ways of getting around. TDM measures can increase ridership on new rapid transit corridors — something of interest given the extensive plans for new transit Discussion Paper for the Next Regional Transportation Plan 37 aYORK REGION EXPANDS ITS CYCLING NETWORK YORK REGION Coupling transportation redevelopment with active transportation infrastructure, the Highway 7 East Viva BRT project included cycle lanes along its length. The Region also has plans for a multi -use path on Highway 7's protected centre median. facilities across the region. They can also minimize disruption during road and transit construction projects by encouraging the use of different modes or routes. INCREASING EFFECTIVENESS. While several years of TDM programming have laid a solid foundation for the GTHA, TDM's true potential has not yet been realized. Perhaps the best example of how it could support the region's transportation goals came during the 2015 Pan/Parapan American Games, when TDM's ability to balance travel demand with transportation capacity was demonstrated through the temporary expansion of the HOV lane network, supported by additional cost-effective strategies like travel planning tools, flexible working hours and communications.15 Employers also have a leadership role to play in implementing flexible working hours and other measures that would support more effective functioning of the region's transportation network. Opportunity exists to better integrate TDM into the land development process, including stronger policy (e.g. requiring TDM plans with applications), active transportation - supportive design and infrastructure (e.g. bicycle parking), programming (e.g. individualized marketing) and 38 funding mechanisms (e.g. dedicated development charges). Metrolinx has several tools (e.g. the PRESTO electronic fare card, the Triplinx travel planner, and various elements of the Smart Commute program) that could be used to give more support to TDM programming, and new tools could go further by enabling dynamic real-time ride -matching. Municipalities could also consider regulations requiring TDM programs in large workplaces, or financial tools such as parking charges or various forms of road pricing. Smart Commute also collaborates with local partners to support active and sustainable school travel through program implementation (e.g. School Travel Planning pilot, Bike to School Day), regional coordination (e.g. Active and Sustainable School Transportation Regional Hub), strategy development and research. A LOOK AHEAD. The contribution of TDM to the vision of the next RTP could be enhanced by creating an overarching policy framework that clarifies roles and improves coordination among all partners and stakeholders. At a regional level, clearer guidance could help municipalities improve TDM programs and performance measurement, and new policies and tools could support the delivery of major infrastructure 109 investments and optimize the uptake of new transit services. Funding tools could be used to encourage collaboration and implementation of a scalable set of TDM measures. The proposed Growth Plan requires that municipalities develop TDM plans to ensure that these strategies are considered in the planning process. Designing for All Modes The region's urban form — that is, the buildings, street -blocks, and road patterns that make up the structure of the region — has an impact on how well the transportation system can support the economy, and particularly the knowledge economy which relies heavily on attracting the "creative class". Today's developments will influence travel demand for decades. Throughout the region, and particularly in its fast-growing areas, there is an urgent need to make sure that new developments improve travel options for residents and employees, and that public investments enhance the regional transportation system and strengthen the economy. A number of municipalities have been working to push the envelope in requiring new developments to be more supportive of sustainable travel modes. DEVELOPMENT APPROVALS. Municipalities are influential when adopting policies, by-laws and approval practices that build support for walking, cycling, transit and carpooling into new homes, condos, offices, stores and institutions. For instance, municipalities can encourage developments that provide carpool parking, bicycle storage, showers and change rooms, and direct connections to nearby sidewalks and bus stops. PARKING STRATEGIES. Municipalities have a role to play in determining the amount of parking included in new developments; such as requiring parking structures rather than at -grade lots, promoting shared parking among neighbouring land uses and charging drivers to park in public places. Ineffective parking management in private developments can easily undermine major public investments and prevent the achievement of regional transportation goals. Behavioural research has shown that the provision of free or heavily discounted parking at the workplace is one of the key factors in commuters deciding to drive to work, even when transit alternatives are available.1 ," Residential parking availability plays a role in making car ownership more attractive, and updating zoning codes to reduce the amount of parking required in new housing developments can be another tool in reducing auto ownership and increasing transit and active mode share.20 It is also important to consider the future of parking with the eventual arrival of autonomous vehicles (see Section 3.4), as well as the potential impact of peer-to-peer parking. If less parking will be needed, opportunities for complete streets and other city - building initiatives may become easier to implement. Growth TTC 140 Operating Cost 120 Ridership Operating Revenue 100 80 60 40 20 0 2004 2006 2008 2010 2012 2014 Year 140 120 100 80 60 40 20 0 2004 Rest of GTHA (Excl. GO) 140 120 100 80 60 40 20 0 2004 2006 2008 2010 2012 2014 GO Transit 2006 2008 2010 2012 2014 Source: Canadian Urban Transit Association (CUTA) 110 Discussion Paper for the Next Regional Transportation Plan 39 Operating Cost $10.00 per Passenger $9.00 $8.00 $7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 0 10 Sustainable Funding The Regional Transportation Plan review also provides an opportunity to advance the public dialogue about transportation funding in the region. In many jurisdictions, long-range plans are aligned with fiscal plans that describe how proposed infrastructure and service will be provided. The RTP review also provides an opportunity to reconsider revenue tools as a means of influencing travel behavior, in addition to generating the funds needed to implement the strategies and policies for the region's transportation system. AN IMBALANCE BETWEEN COSTS AND FUNDING. As assets age and congestion mounts, the rehabilitation and expansion of the GTHA's transportation infrastructure is becoming more urgent. Transit ridership is accelerating while operating costs grow even faster, and transit systems are facing strong competition with other public services for the funds they need Milton Oakville York Burlington Durham Brampton Mississauga Hamilton 20 30 40 Toronto 50 60 70 80 Density in Urbanized Areas (Population + Employment per ha) to pay for maintenance, fuel, drivers and security (Figure 14). Even with the new federal funding for infrastructure committed in the 2016 budget as well as prior provincial commitments, it is becoming evident that new funding tools are required to continue planning, building and operating an effective regional transportation system. COMPLEX GOVERNANCE. Who plans transportation infrastructure, who builds it, and who pays for it involves the Province of Ontario, Metrolinx, regional and local municipalities, and nine transit agencies. While Metrolinx is a planning and coordinating body for transit infrastructure in the GTHA, its provincial and municipal partners also build major public works. While emerging on -demand services are presenting opportunities to enhance mobility, a complex web of long-standing provincial and municipal legislation and regulations are in place, developed over decades to reflect the public interest. However, today they are relatively 40 111 slow to respond to the emergence of on -demand services and pose a challenge to their complementary and orderly deployment across the region. OPERATIONAL CONSIDERATIONS. A dramatic increase in the quantity of transit service across the region will be needed to achieve the proposed vision, goals and objectives for the next Regional Transportation Plan and to support the transportation needs of the region. This is especially true in areas where rapid population growth is expected, current ridership is low, and transit services typically recover only a small proportion of their operating costs from the fare box. Increases in operating cost are generally related to service improvements, which can result in higher ridership (see Figure 14), particularly where densities are high enough to support transit use. However operating revenue does not always increase proportionally and many transit agencies may continue to suffer from low fare -box recovery rates. Operating costs are generally proportional to urban density (see Figure 15), and as a result, cost -recovery rates are typically lower in suburban municipalities. If transit agencies are going to increase service levels, particularly to match GO RER service levels, and leverage other investments in rapid transit infrastructure, solutions to funding enhanced operating costs will have to be found, including how partners work together to help manage operating costs that arise from strengthening regional -scale services. Another issue that will have an impact on the ability to increase transit service is that operating costs are increasing faster than ridership, particularly on GO Transit (Figure 14). Given the goal of keeping transit affordable and to generally maintain high levels of transit ridership, GO Transit fares have not kept pace with operating costs, with the gap widening between 2008 and 2014 (see Figure 16). TTc Other GTHA Agencies (excl. GO) GO Transit POSSIBLE FUNDING TOOLS. Metrolinx's 2013 Investment Strategy recommended raising $2 billion annually in new revenues for GTHA transit infrastructure and services, walking and cycling facilities, mobility hubs, roads and urban freight, and the preferred tools to generate these funds. It recommended four guiding principles to be applied to the selection of new funding tools: dedication of revenues to specific outcomes, fairness, regional equity and accountability and transparency. The update of the Regional Transportation Plan provides an opportunity to revisit or clarify these principles. Some revenue tools would serve two purposes: they would provide a more stable revenue source for funding transit infrastructure and operating cost shortfalls, and also be used to reshape the region. Road tolls or road pricing would have a significant impact on mode choice and would also encourage a more compact development pattern. Metrolinx has $0.00 $4.95 $5.30 I $6.91 I $2.00 $4.00 $6.00 $8.00 Operating Cost Per Passenger (dollars) 112 reviewed the investment practices of regional transportation authorities around the world, and found that the use of multiple funding tools can increase funds, but also change travel behaviour. Value capture financing is one approach that has been used internationally. When government makes key infrastructure investments, typically in water/sewer connections or transportation infrastructure, considerable "unearned" profits accrue to land developers. Value capture financing explicitly reclaims for government a portion of the profit that is unlocked due to governmental action and then leverages additional borrowing capacity against these future value capture payments .22,23 While development charges are quite common in Ontario, other types of value capture have not commonly been considered, and in some cases, a new legal framework may be requried to enable this type of financing. 2008 2014 ' Average Fare $10.38 $10.00 $12.00 Source: Canadian Urban Transit Association (CUTA) Discussion Paper for the Next Regional Transportation Plan 41 3.4 The Next Generation of Mobility Advances in mobility service models, autonomous and connected vehicle technologies, and mobile applications loom large over any future vision of transportation in the region. The next Regional Transportation Plan will lay the groundwork for an ongoing process of anticipating and responding to influential trends. Emerging New Mobility Options The travel choices available to residents for decades are being reinvented as new mobility models and technologies are emerging outside traditional government planning and delivery frameworks. They could bring benefits, but also controversy and complexity. TRANSPORTATION NETWORK COMPANIES (TNCs) (e.g. Uber, Lyft, BlancRide, Bridj) are rapidly becoming highly visible and disruptive forces in cities around the world. Through the flexibility of mobile communications and the "sharing economy, TNCs offer a wide variety of services. The most popular form involves travellers hiring non-commercial drivers to transport them to their destination, but can also facilitate ride -sharing, carpooling and ride -matching. Advanced multi -modal trip planning tools can now instantly pair carpool drivers and passengers for a trip, and facilitate digital payments to share driving expenses. Additionally they are leading to new options such as demand -responsive (on -demand) transit services with routes determined in real-time. TNCs have the potential to compete with personal cars and taxis as well as with public transit. At present, regulation is evolving, with some Canadian municipalities establishing local regulations, typically in isolation of one another in the same region. Commonly identified regulatory issues include car insurance, service for passengers with disabilities, security, competition with taxicabs, and mode shift from transit. By contrast to Canadian jurisdictions, a host of American states have passed statewide bills to regulate TNCs and ridesharing. Overall, these emerging new mobility models can be complementary to transit, provide more efficient services for segments of the population (e.g. aMILTON TACKLES THE FIRST AND LAST MILE ..................................................... .......... MILTON. HALTON REGION For the cost of a standard local transit fare, Milton's GO Connect Drop - Off evening service provides flexible shuttle service for each rider who arrives in Milton on the GO train. The service is provided to 110 riders each weekday evening, providing a local solution to the "first-mile/last- mile" challenge of accessing the GO station. 42 113 low density areas), and have the potential to fill gaps that transit has traditionally found challenging (e.g. first mile -last mile connections). However, there is a risk that the benefits of on -demand mobility services to the individual could eclipse the societal benefits of a more coordinated and balanced mobility system resulting, for example, in increased vehicle travel, less viable transit service, or less equitable access and mobility for those that have fewer options. Transportation network companies and ride -sharing companies are likely to increase demand for trips that were traditionally made by taxi mode in 2011. However, these companies also have plans to promote trips made by multiple travelers (e.g. Uber Pool and Lyft Line), which has considerable potential to decrease overall motorized vehicle kilometres travelled (vkt). At the same time, these improvements will only come about if most of the shared ride travelers were previously taxi riders or drivers. If TNCs draw significant ridership from former transit riders or from people using active modes, overall vkt could increase as a result of this new service. One recent study suggested that half of Uber users in San Francisco were drawing predominantly from transit and active modes. 14 CAR -SHARING is growing rapidly (see Figure 17), and reflecting that many younger professionals in dense urban areas may have a lessened interest in the expense of car ownership and maintenance. Between January 2014 and January 2015, car -sharing memberships in Canada grew by 50%.25 Shifts in technology and consumer behaviour Members 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Source: Shaheen and Cohen. Carsharing Market Overview, Analysis and Trends. 2015 (Jan) have led to new models of car -sharing, including peer-to-peer, and will likely become more popular as these models mature and innovate. Research suggests car -sharing has the potential to reduce car ownership and car use, but parking supply is a constraint to its growth, and opportunity exists to adapt traditional parking provision and policies to optimize its use.26 MOBILITY AS -A -SERVICE is an emerging model for marketing a comprehensive suite of multi -modal services. Travelers plan and pay for their mobility needs through a single portal that integrates the services of multiple providers (e.g. transit systems, car or bike share providers, taxis), and choose from several on -demand services for each trip. Treating transport as a service encourages providers to look at mobility from the perspective of customers and their needs, recognizing that desired changes to the transportation system (e.g. congestion relief) cannot be brought about by focused development of a single transport mode, but instead requires an integrated approach. CONNECTED VEHICLES use new technologies that allow vehicle -to - vehicle and vehicle -to -infrastructure communication to improve road safety, reduce congestion and emissions, and boost the effective capacity of roads without widening them. Connected vehicles represent an incremental and largely positive change to current road use; in Toronto, connected vehicles have the potential to reduce travel times by 37%, reduce emissions by 30%, and improve safety indicators by 45%.27 The United States Department of Transportation estimates that vehicle -to -vehicle connectivity could affect or eliminate up to 76% of multi -vehicle crashes involving light- duty vehicles .28 AUTONOMOUS VEHICLES (also called fully -automated vehicles, driverless cars or self -driving cars) can read their surroundings and make intelligent decisions about their direction, speed and interaction with other road users. Autonomous vehicles (AVs) could lead to the more flexible use of private cars, as well as to customized and lower-cost transit services. Their widespread use could improve safety for all road users (given that 90% of crashes are caused by human error), and enhance mobility options for non -drivers (e.g. seniors, youth and persons with disabilities). AVs could provide an effective solution to "first mile" and "last mile" barriers facing travelers trying to get to and from rapid transit stations (particularly in suburban areas), and could reduce the cost of long-distance trucking. Other potential benefits include improved traffic circulation, increased road capacity and reduced emissions Discussion Paper for the Next Regional Transportation Plan 43 114 — especially in conjunction with connected vehicle technologies. Their advancement may allow for the redeployment of road capacity for pedestrian and cyclist use, and redevelopment of land previously used for parking. These advances could have the greatest benefit for customers in lower -density suburban or rural areas, where conventional transit can be expensive to deliver and require long walking distances and waiting times. At the same time, suburban households may be the least likely to embrace these options. Factors that will influence adoption include vehicle availability and features; consumer acceptance; government regulation; privacy and security regulations, and insurance industry adjustments, and it may take decades before they become commonplace. Uncertainty also surrounds whether consumers will gravitate towards ownership or shared -use of autonomous vehicles, which will significantly influence the impacts on the transportation system. Government will need to monitor progress and plan scenarios and policy accordingly to ensure optimal outcomes from AV technology, and screen major investments through the lens of AVs. VEHICLE FUEL -EFFICIENCY AND ELECTRIC VEHICLES (EVs) continue to represent an opportunity for the transportation sector to make a big impact on reducing greenhouse gas emissions(GHGs). EVs will play an important part in Ontario's Climate Change Strategy by reducing transportation emissions, the largest GHG source in the province. Ontario has set a long-term goal to reduce emissions by 80% below 1990 levels by 2050, and is promoting the 44 adoption of battery electric and plug-in hybrid electric vehicles as one means of achieving reductions. The Electric Vehicle Incentive Program was introduced by MTO in 2010, and updated in 2016 to reward early adopters and develop market demand for new technology. The number of electric vehicles registered in the program is shown in Figure 18. In parallel, the Ontario Green Investment Fund is being directed towards the build -out of a public electric vehicle charging station network. Since 2010, more than 6,000 EVs have been sold in Ontario29, and more than 1,000 public charging stations have opened. Metrolinx is also installing electric vehicle charging infrastructure at several of its GO stations (see Figure 18). Municipalities are also taking a leadership role in supporting electric vehicles by including EV policies in their community energy planning processes, installing public charging and priority parking spaces, and promoting EV resources to residents and businesses. Embracing New Mobility Opportunities Going forward, transportation planning, modelling and project assessment will need to consider the impact of emerging mobility and technology trends. Metrolinx has begun to explore a number of possible models for the delivery of new mobility options in the region with our municipal partners who have responsibility for local transit service and regulating private transportation services. Many of these models involve partnerships with the private sector to develop a more integrated suite of services that complement the central role of public transit in meeting traveller needs. These could include collaboration on new travel choices in areas with low transit service levels, emergency ride home options for Smart Commute participants and on -demand accessible transportation services. In setting the parameters within which the private sector operates, government can provide enough space for technological and service innovation, as well as establish technical and social standards to abide by. The possible benefits of such models could include improved user mobility and convenience, better user information, lower public sector 0 BURLINGTON TRANSIT GOES MOBILE .................................. I ............. BURLINGTON, HALTON REGION In recognition of growing mobile web traffic, Burlington Transit launched a mobile -friendly website in 2016, complete with real-time bus data. Riders can now view a live map featuring the exact location of their bus from their mobile device. 115 d Newmarket 54 tl + mond Hill 557 WWAM 17�{ Pickering Wgg Y 29 Aj � _ Toronto 3 - - 1,045 l costs, and more effective use of public resources, such as large buses. In considering these options, it will be necessary to focus on areas where new partnerships can fill gaps in the conventional services provided by the public sector, or where current services can be improved upon and delivered more efficiently. The role of governments in vehicle technology is expected to revolve around establishing protocols and upgrading roads and roadside infrastructure to enable communications with vehicles and their users. Metrolinx and municipalities must act to maximize the benefits of innovation while mitigating the costs. They can do so by monitoring the progress of related technologies and the impacts of pilot testing, by supporting research and development that advances the public interest (e.g. in areas such as Lake Ontario Is MTO Electric Vehicle Incentive Recipients & EV Charging Infrastructure at GO Stations GO Rail Service Number of Vehicles by Municipality 123 EV Charging Infrastructure at Station ❑ Pre -Wired for EV Charging Infrastructure congestion, safety and accessibility), and by enacting timely legislation and regulation. Ontario is the first province to allow for the testing of automated vehicles and related technology on - road, and with the Ontario Centres of Excellence Connected Vehicle/ Automated Vehicle Program there is a supportive legislative environment for the region to be a leader in this area. Overall, coordination is needed between different levels of government, and across boundaries. For example, Metrolinx is partnering with the City of Toronto to better assess the speed at which these technologies will be adopted (once they become commercially available) and how this might vary between urban and suburban households. This work will inform the scenarios used in the RTP's screening process (see section 3.1). New mobility relies on, and creates a vast amount of data, using smartphones to receive and generate trip data and enabling more flexible and adaptive transportation services. The field of data management will require increased attention to ensure privacy, ownership and security concerns are met, and that big data appropriately informs transportation decision-making. Data generation and monitoring can even enable new policy tools for demand management (e.g. pay -as -you -drive insurance, active transportation incentive programs). Ultimately, government could potentially act as a steward for mobility -related data in the region, maintaining its integrity, security and openness. While autonomous vehicles could have a major impact on personal mobility, connected vehicles represent an incremental change to current road use; the role of governments could revolve mainly around establishing protocols and upgrading roads and roadside infrastructure to enable communications with vehicles and their users. Metrolinx and municipalities can monitor the progress of related technologies and the impacts of pilot testing, support research and development that advances the public interest (e.g. in areas such as congestion, safety and accessibility), and, in conjunction with the Province, enact timely legislation and regulation. Discussion Paper for the Next Regional Transportation Plan 45 116 REEL Vaughan 209 Brampton 127 Tone Mississau HALTON 275 Milton 28 Oakville 178 Burlington / 113 / Hamilton 73 \�u^ HAMILTON Source: Ontario Ministry of Transportation d Newmarket 54 tl + mond Hill 557 WWAM 17�{ Pickering Wgg Y 29 Aj � _ Toronto 3 - - 1,045 l costs, and more effective use of public resources, such as large buses. In considering these options, it will be necessary to focus on areas where new partnerships can fill gaps in the conventional services provided by the public sector, or where current services can be improved upon and delivered more efficiently. The role of governments in vehicle technology is expected to revolve around establishing protocols and upgrading roads and roadside infrastructure to enable communications with vehicles and their users. Metrolinx and municipalities must act to maximize the benefits of innovation while mitigating the costs. They can do so by monitoring the progress of related technologies and the impacts of pilot testing, by supporting research and development that advances the public interest (e.g. in areas such as Lake Ontario Is MTO Electric Vehicle Incentive Recipients & EV Charging Infrastructure at GO Stations GO Rail Service Number of Vehicles by Municipality 123 EV Charging Infrastructure at Station ❑ Pre -Wired for EV Charging Infrastructure congestion, safety and accessibility), and by enacting timely legislation and regulation. Ontario is the first province to allow for the testing of automated vehicles and related technology on - road, and with the Ontario Centres of Excellence Connected Vehicle/ Automated Vehicle Program there is a supportive legislative environment for the region to be a leader in this area. Overall, coordination is needed between different levels of government, and across boundaries. For example, Metrolinx is partnering with the City of Toronto to better assess the speed at which these technologies will be adopted (once they become commercially available) and how this might vary between urban and suburban households. This work will inform the scenarios used in the RTP's screening process (see section 3.1). New mobility relies on, and creates a vast amount of data, using smartphones to receive and generate trip data and enabling more flexible and adaptive transportation services. The field of data management will require increased attention to ensure privacy, ownership and security concerns are met, and that big data appropriately informs transportation decision-making. Data generation and monitoring can even enable new policy tools for demand management (e.g. pay -as -you -drive insurance, active transportation incentive programs). Ultimately, government could potentially act as a steward for mobility -related data in the region, maintaining its integrity, security and openness. While autonomous vehicles could have a major impact on personal mobility, connected vehicles represent an incremental change to current road use; the role of governments could revolve mainly around establishing protocols and upgrading roads and roadside infrastructure to enable communications with vehicles and their users. Metrolinx and municipalities can monitor the progress of related technologies and the impacts of pilot testing, support research and development that advances the public interest (e.g. in areas such as congestion, safety and accessibility), and, in conjunction with the Province, enact timely legislation and regulation. Discussion Paper for the Next Regional Transportation Plan 45 116 I • QQ Comment online @ E-mail us: www.metrolinxengage.com theplan@metrolinx.com Learn more about the 25 -year multi -modal transportation plan for the region: www.metroIinx.com/theplan Send us your responses by Monday, Look for more information on our October 31, 2016. We'll use them website this fall and into early 2017, to shape the draft and final versions of when we will launch a variety of public the next Regional Transportation Plan. I consultations to help develop the plan. 117 Discussion Questions The following questions are intended to guide consideration of the RTP's review, as described in this discussion paper. Toward a shared vision of the future • Do the Vision, Goals and Objectives resonate with you and the 2041 future you would wish for? • Did we miss anything? • Does anything belong in another policy or document? Opportunities for better transit & transportation • Do the areas of focus for the next RTP make sense to you? • Are there other opportunities or challenges you want the plan to consider? • Do you have specific local transit or transportation situations that will benefit from a more regional lens? • Looking beyond 2031, what should the RTP include to ensure that transportation expansion continues to meet regional growth to 2041 ? Opportunities for regional integration & collaboration • Have we identified the key areas for improved regional/local integration and connectivity? • Are there other areas where local and regional connections and integration need to be addressed? • Where are the opportunities to improve regional collaboration to better support the implementation of the RTP? Are new tools required? • How should regional equity be addressed in the next RTP and subsequent Implementation Plan? How should issues of transit equity and access be addressed? Opportunities for new mobility • How should the RTP focus on emerging influences including carsharing, on -demand services and autonomous vehicles? 118 FT� APPENDIX 1: Profile of The Region This section begins by describing how the region's future growth will affect its transportation system, and how transportation can contribute to sustainable growth of both residential and employment areas. It then describes key performance indicators to examine the contribution that committed transportation investments are making towards satisfying the goals of the RTP. 48 119 Regional Growth Context Population Growth demand for urban living in central in the GTHA Toronto, rising house prices and the 3.5 Growth Plan's implementation has Cities and suburbs will grow in encouraged a greater mix of housing population. The GTHA's population types among all new dwelling units in is expected to increase from 7.2 the GTHA (see Figure 20).31 million people in 2015 to 10.1 million in 2041, resulting in higher As shown in Figure 21, the share population densities (see Figure 19). of seniors (age 65 and up) is The City of Toronto will remain the expected to increase dramatically as most populous municipality, but most the population continues to grow, growth will happen elsewhere - with becoming the dominant age cohort Durham, Halton, Peel and York regions by 2041.32 This has strong seeing population increases of more implications for future mobility than 50%.30 Over the last decade, throughout the region. Total Population 90% (Millions) 3.5 2001 3.0 2006 2011 2.5 0.5 2041 47% 2.0 68% 1.5 Source: Statistics Canada and the Growth Plan for the Greater Golden Horseshoe (2006) Note: Metro Total Population (Millions) 10.5 49% 10.0 9.5 9.0 8.5 8.0 7.5 7.0 6.5 6.0 5.5 5.0 4.5 4.0 26% 3.5 3.0 2.5 2.0 1.5 Toronto 1.0 0.5 0.0 GTHA Discussion Paper for the Next Regional Transportation Plan 49 120 90% 93% 1.0 46% 0.5 0.0 Hamilton Halton Durham York Peel Source: Statistics Canada and the Growth Plan for the Greater Golden Horseshoe (2006) Note: Metro Total Population (Millions) 10.5 49% 10.0 9.5 9.0 8.5 8.0 7.5 7.0 6.5 6.0 5.5 5.0 4.5 4.0 26% 3.5 3.0 2.5 2.0 1.5 Toronto 1.0 0.5 0.0 GTHA Discussion Paper for the Next Regional Transportation Plan 49 120 Employment Growth in the GTHA EMPLOYMENT WILL GROW AND THE LOCATION OF JOBS WILL SHIFT. The number of jobs in the GTHA is expected to keep pace with population, rising from 3.3 million in 2011 to 4.8 million in 2041 (see Figure 22).33 Since 2006, employment located inside and outside of the City of Toronto has been relatively balanced. However, the City is forecasted to be home to only 36% of the region's jobs in 2041, with the majority of growth forecasted to be outside Toronto .34 This is in part due to the population -related growth outside of Toronto and the growth in non - office sectors. To support employment growth, the existing and planned transportation system needs to take into account the growth in jobs and their location across the region. Share of Housing Completions 100% 80% 60% 40% 20% 0% A SHIFTING ECONOMIC FOUNDATION. The GTHA's economy and employment patterns have changed in the last three decades. Almost 200,000 manufacturing jobs have disappeared since 2001, mostly in older industrial areas, and the sector's share of regional employment dropped to 10% in 2015 from 20% in the mid-1980s. Increasingly, the region's economy is based on professional and technical services (including knowledge-based organizations and creative businesses) in addition to the retail, healthcare and institutional services required by a growing population .15 The location of jobs is a determinant of how people travel to work. Higher density, office employment tends to be more conducive to transit use, for example, whereas lower density employment types, including 2001- 2006- 2011- 2001- 2006- 2011- 2006 2011 2016 2006 2011 2016 Toronto Rest of GTHA Apartment 0 Row Single & Semi -Detached Source: Hemson Consulting Ltd. with data from CMHC Monthly Housing Market Tables 50 121 warehouse and manufacturing facilities and low density suburban office parks, are more difficult to serve with transit. People tend to choose how they get to work based on where they work rather than where they live, so to keep the region moving transit needs to align with where jobs are located in sufficient density to support transit use. OFFICE GROWTH IN DOWNTOWN TORONTO. Since 2006, in a reversal of trends in the 1990s, there has been more than twice as much major office development in Toronto's core as everywhere else in the GTHA (see Figure 22), growing from 40% to 46% of the total office employment in the GTHA in the last ten years .36 Proportion of GTHA Population 25% 1.5 20% 15% 10% 5% 0% 2016 2021 2026 2031 2036 2041 • Youth (age 3-19) Young Adults (age 20-34) • Middle Age (age 35-49) Adults 50-64 (age 50-64) Seniors (age 65+) Total Employment (millions) Total Employment 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 2006 2011 2016* 2031 2041 Toronto 0 Rest of GTHA .................................................................... Office Employment (thousands) Office Employment 600 500 400 300 200 100 0 2006 2011 • Downtown Toronto 2016* 2031 2041 Rest of Toronto Rest of GTHA Source: Ministry of Finance Population Projections Source: Hemson Consulting Ltd. with data from Statistics Canada 2011 National Household Survey, Growth Plan for the Greater Golden Horseshoe (2006) *Note: 2016 data are estimated Discussion Paper for the Next Regional Transportation Plan 51 122 HAh PEEL !'UWk JdA,4�N f Potential Labour Force Accessible Within 45 Minutes by Transit (A.0 Pea1r_ 2011 r -+�GONdLine zMSw6m Numb r0Pwis + Rapid Tma it kruer sham 5 Froq"i Traneil Neiwork 50000 h i—.r,om U.. - beHml M 200,04(1 Emp"a mvnt (20111 = 200,001 • MM = 364.001 -5150.000 _ rbn- soowa. =550,001,W5.000 f Areas with high employment but poor access to potential labour force by transit are circled in red. 'Note: Data for Durham include access by GO Transit only. Durham Region Transit route data were not available at the time of writing. 9 OAKVILLE MAKES IT EASIER FOR LOCAL TRANSIT USERS OAKVILLE, HALTON REGION In 2009, Oakville began restructuring its transit system to meet the needs of residents travelling within the town. Six new grid -system bus routes were introduced and service was increased to make crosstown journeys quicker and more direct. These changes resulted in a sharp increase in ridership growth and higher fare -box recovery. 52 123 Downtown Toronto will likely remain the focus of office development for some time, in part due to the competition among employers to attract a young workforce. This downtown -oriented growth reinforces demand for transit services that feed Toronto's core. At the same time, with the implementation of GO RER bi-directional service, there is an opportunity to cluster office growth outside the downtown core around suburban rail stations and in Urban Growth Centres served by this program. THE GROWTH OF MEGAZONES. At the same time as growth in Toronto's downtown core, another important economic trend since 2001 has been the rapid emergence of large employment centres near Highway 407's interchanges with Highways 404 and 400, and around Lester B. Pearson International Airport .38 "Megazones" are not homogenous across their area — they typically consist of various uses which makes consistent transportation access difficult. These three suburban "megazones" are not well served by transit and have become major contributors to regional traffic congestion. While together they host about 15% more jobs than downtown Toronto (543,000 versus 465,000), they generate about 250% more car -based work trips (950,000 versus 267,000).39 Some firms in these areas need access to low-cost labour to be competitive, and public transit is vital to their ability to attract potential employees. However, the megazones have relatively poor transit access related to the areas where potential workers live, creating an opportunity for potential new services. The map in Figure 23 shows the potential labour force accessible to different areas of the GTHA within 45 minutes by transit (including walk access time, wait time, transfer time(s) and in -vehicle time). The map highlights many areas that have high employment (including megazones, shown as red circles), but are relatively difficult for people to access by transit. There are also many areas that are accessible to many people by transit, but there are few jobs in those areas. Given the vast possible variances between areas of high employment or population, different transportation solutions will be needed to serve different contexts. DECLINING TRANSIT POTENTIAL IN OLDER EMPLOYMENT AREAS. As manufacturing employment has dropped, so has the number of employees in traditional employment areas in industrial areas and inner suburban business parks. However, the demand for space in older industrial areas has not changed with increasing automation and a greater logistics orientation, as they still require large facilities, even while functioning with fewer employees. In the process, serving these areas with high-quality, cost- effective transit becomes even more difficult to provide. Total Trips, A.M. Peak Period (Millions) 5.0 4.0 3.0 10% 2.0 19% 1.0 0.0 Travel Demand With the growth in population and jobs comes growth in travel. In 2011, a total of 13.2 million trips were made on average, by all modes (except school bus), each day within in the GTHA. Of these, 3.3 million were made during the morning peak period (6:30 a.m. to 9:30 a.m.). By 2031, the number of trips in the morning peak period is expected to grow to 4.5 million (see Figure 24). The number of person -trips made by car or transit in the morning peak hour will increase from almost 3 million in 2011 to almost 4 million in 2031 with the committed transit network in place. 11% 1991 2001 2011 2031 • Auto Transit Active Source: Transportation Tomorrow Survey and MTO Greater Golden Horseshoe Model. Note: Does not include School Bus. 124 Discussion Paper for the Next Regional Transportation Plan 53 Projected distribution of total trips per travel market, 2031 Within Downtown To Downtown Proportion of Total Trips (%) 50% 50% 45% 45% 40% 40% 35% 30% 25% 20% 15% 10% 5% 0% ON C ry0 �O ry0 35% 30% 25% 20% 15% 10% 5% 0% ON C O ry0 ry0 2.4% Within Downtown Between Regional Municipalities or Hamilton 8.7% To Downtown Aon -7A.f Between Hamilton or Regional Municipalities and Rest of Toronto 23% Within Rest of Toronto 47.2% Within Hamilton or any Regional Municipality Within Rest Between Hamilton Within Hamilton of Toronto or Regional or any Regional Municipalities and Municipality Rest of Toronto 50% 50% 50% 45% 45% 45% 40% 40% 40% 35% 35% 35% 30% 30% 30% 25% 25% 25% 20% 20% 20% 15% 15% 15% 10% 10% 10% 5% 5% 5% 0% 0% 0% o� O� O� .� �� C, If, Ip O C, ry0 ry0 11P `O ry0 ry0 ry0 Source: Transportation Tomorrow Survey and MTO Greater Golden Horseshoe Model. 54 125 Between Regional Municipalities or Hamilton 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% ON ON : gN C ry0 ry0 ry0 Although the number of transit trips will increase by about 36% between 2011 and 2031, the number of auto trips will increase by almost the same proportion (33%), from about 2.4 million trips in 2011 to 3.2 million trips.40 Provincial investments in rapid transit infrastructure have allowed the region to keep up with overall growth — this is significant. However, transit mode share is not expected to increase significantly by 2031, remaining constant at approximately 20% of all trips taken in the region (see Section 3.3 for a full discussion of mode share).41 While more people will take public transit, the car can be expected to remain the most prevalent travel mode for most people. Transit Mode Share 60% 50% TRAVEL DEMAND PATTERNS ARE CHANGING. Figure 25 shows the change in total trips from 1991 to 2031, as a percentage of all trips in the GTHA, for different travel markets (specific trip origin and destination combinations). The largest travel market is for trips within any single or upper - tier municipality outside of Toronto, with trips growing from 34% of all trips in the GTHA in 1991 to almost half (47%) of all trips in the GTHA by 2031. In addition, trips destined to downtown Toronto are decreasing, from 14% of all trips in the GTHA in 1991 to only 9% of trips in 2031. Together these present challenges to maintaining and growing transit mode share, as the current transit network is heavily focused on radial trips into downtown, and does not serve the demands of cross - regional travel as well. Making Transportation and Land Use Work Together Communities with mixed land uses provide more opportunities to bring home and work closer together, potentially reducing the length of motorized trips and making walking and cycling more attractive. Greater density in new and established communities leads to more cost- effective transit service, which in turn enables better service and higher ridership (see Figure 26). Intensification is an opportunity to improve the mix of uses and density at the same time, while also making best use of transportation investments. Ontario's Growth Plan 40% • • 30% • % • • • 20% ��• • • Toronto Wards • • • GTHA Wards • •0 r • • Outside Toronto 10% •� • 50 100 150 200 250 300 Average Urban Density (Population + Employment per ha) Source: I81 Group based on Transportation Tomorrow Survey, Statistics Canada 2011 Census and National Household Survey. Discussion Paper for the Next Regional Transportation Plan 55 126 calls for the development of complete communities that not only minimize distance between living and working spaces, but utilizes a fast, reliable and integrated transportation system to keep people and goods moving. TARGETS FOR DENSITY AND CONNECTIVITY. The Growth Plan envisions compact, mixed-use and transit -supportive communities where people can live, work and play through their lifetimes. It sets targets for municipalities to increase land use densities in established communities, urban growth centres, greenfield areas and around major transit stations. The Growth Plan also requires municipalities to plan communities that offer diverse housing types, mixed land uses and a variety of employment opportunities, and to support walking, cycling and transit through urban form and a highly connected street network. The proposed Growth Plan continues to strengthen these policies. This includes planning for complete communities, setting density targets for major transit station areas, identifying and protecting priority corridors, and improving the design of transit stations. Overall, the Growth Plan has worked to intensify the existing urban areas, and the proposed Growth Plan recognizes the importance of going even further by proposing a 60% intensification target .12 However, challenges remain with respect to integrating growth with public transit infrastructure: • From 2001 to 2011, only 18% of new population growth in the GTHA happened near frequent transit networks, and only 10% happened within 1 km of a GO station (see Section 3.2 for further discussion). 43 • Very few of the 333 "major transit station areas" identified in official plans across the Greater Golden Horseshoe have achieved the densities recommended by the Ministry of Transportation's Transit - Supportive Guidelines: » By 2011, only 24 out of 68 existing Toronto subway stations met the threshold of 200 people and jobs per hectare. » Only 1 out of 22 existing light rail or bus rapid transit stations met the threshold of 160 people and jobs per hectare .44 The Growth Plan and the Regional Transportation Plan work together to ensure that where and how the region grows aligns with frequent and rapid transit. Proposed amendments to the Growth Plan — part of the Province's Co-ordinated Land Use Planning Review — are currently available for public feedback (to September 30th, 2016). The proposals include new policies that identify strategic growth areas where development and transit infrastructure should be aligned and integrated. Transportation.gure 27: Key Performance Indicators for 111111 GOODS MOVEMENT ie Regional MODE OF TRANSPORTATION - VEHICLE KILOMETRESTRAVELLED GHG EMISSIONS COMMUTE TIME TRANSIT ACCESS AND EQUITY SAFETY 56 127 Morning Peak Period (6:30 a.m. - 9:30 a.m.) T.-;+ Z6% Walk 0.9% Bike 3.0% School Bus 0.2% raxi Source: Transportation Tomorrow Survey, 2011. Performance of the Region's Transportation System This section examines how well the region's transportation system is working today, and how its performance might change in the future. To guide the discussion, this paper presents seven key performance indicators that Metrolinx will apply to measure progress toward the goals of the Regional Transportation Plan (see Figure 27). These performance indicators are useful for providing a closer look at existing and future conditions. The ability to measure the performance of the region's transportation network is improving, but remains a work in progress. All Day (24 hour) 1'! 1% Transit 3-/Q alk 0.9% Bike 1.6% School Bus 0.4% Taxi What modes do we use? Mode share is a key measure of how residents are using various transportation options — driving alone, sharing a ride (carpooling and vanpooling), using public transportation (commuter rail, heavy rail, and/or bus transit), and walking and biking. Figure 28 shows car trips are the predominant mode of transportation for most trips in the GTHA. DIFFERENT MARKETS USE DIFFERENT MODES. Several distinct travel markets exist within the GTHA, and different strategies will be needed to address the unique transportation challenges that each presents. Travel markets represent, very broadly, the types of trips that people make throughout the region, and are defined by geography (trip origins and destinations), trip length, and the mode(s) of travel that are predominantly available or used (automobiles, transit and active) for trips within the market. As shown in Figure 29, the single largest travel market identified represents trips made within any single- or upper -tier municipality in the GTHA outside of Toronto. In 2031, this market will represent 47% of all trips in the GTHA, 82% of which are forecasted to be made by car. The markets for travel between single- and upper -tier municipalities (including Toronto, other than downtown) represent an additional 19% of trips, most of which (87%) are also forecasted to be by auto .41 Together, these markets represent a challenge, and an opportunity, to increase transit use throughout the GTHA. Discussion Paper for the Next Regional Transportation Plan 57 128 Mode Share 100% 80% 60% 40% 20% ' 0% 1991 2001 2011 2031 1991 2001 2011 2031 1991 2001 2011 2031 1991 2001 2011 2031 Within Downtown To Downtown Within Rest of Between Hamilton or Toronto Regional Municipalities and Rest of Toronto 0 Auto Transit Active Source: Transportation Tomorrow Survey and MTO Greater Golden Horseshoe Model. A majority of trips from all parts of the region that are destined to downtown Toronto are made by transit, and a significant number (23% in 2011, rising to 25% in 2031) of trips made within Toronto use transit. Otherwise, the transit mode share is much lower for trips to, from and within municipalities outside of Toronto, increasing only slightly by 2031. Auto trips can be expected to represent 94% of all trips between single and upper -tier municipalities outside Toronto in 2031, down only slightly from 97% in 201 1.46 Overall, cars can be expected to continue to carry a majority of trips in the GTHA (from 73% in 2011 to 71% in 2031, see Figure 24). Considering all trips that cross upper - or single -tier municipal boundaries, including those trips destined for Toronto, the transit share is substantial 58 for all trips across the entire day (16%). This relatively high percentage of cross-border trips is marginally higher for work trips (18%) than for non -work trips (13%). Nonetheless, 13% transit share for non -work trips is an encouraging number, especially given that GO RER improvements to off-peak service has not been introduced to the region. In addition, the all -day percentage is only slightly below the a.m. peak share (20% for work and non -work purposes), presenting an opportunity to highlight the potential value of fare and service integration among transit agencies. TRENDS IN TRANSIT RIDERSHIP. Transit ridership across the GTHA has outpaced population growth over the last decade, particularly for GO Transit and the other transit systems outside the City of Toronto (see Figure 30). At the same time, per -capita 129 1991 2001 2011 2031 1991 2001 2011 2031 Within Hamilton Between Regional or any Municipalities or Regional Hamilton Municipality transit ridership levels (see Figure 31) still vary considerably among municipalities, with Toronto residents taking transit about four times more often on average than residents of Mississauga or Hamilton, and still eight to ten times more often than residents of Brampton, which has experienced a 70% growth in total transit ridership since 2008.11 Areas of the GTHA that have the lowest transit ridership today are those that will also experience the greatest rates of future population and employment growth: a challenge to the goal of increasing transit mode share. CYCLING IS GROWING AS A MODE OF CHOICE. Walking and cycling carry a substantial share of trips within downtown Toronto, and to a lesser degree within the rest of Toronto and other GTHA municipalities. Active modes are negligible for longer trips to downtown Toronto, and between single and upper -tier municipalities. By 2031, walking and cycling mode shares are expected to grow within Toronto (even representing a majority of trips within downtown Toronto), but not elsewhere. Cycling and walking trips all -day for different travel markets are shown for 2006 and 2011 in Figure 33. The number of cycling trips Growth 60 50 40 30 20 10 0 increased tremendously from 2006- 2011, more than doubling within downtown, and increasing by 50% — almost 100% more than in most other other travel markets. TAXI MODE SHARE. Taxi is another mode that demonstrates clear geographical patterns. Taxi trips within downtown Toronto were 2.8% of all trips made all day in 2011. The taxi mode share for trips between downtown and the former pre -amalgamated City of Toronto is 1.7% all day, and drops to about 1 % for trips within the former City of Toronto.48 On average throughout the GTHA, the taxi mode share is low at about 0.4% of all trips (see Figure 28). Figures for emerging, private, on -demand services (such as Uber) are not known. Q HALTON MAKES LONG TERM PLANS FOR ACTIVE TRANSPORTATION ...................................... HALTON, HALTON REGION Halton Region has begun work on an Active Transportation Master Plan with an outlook to 2031. The Region is aiming to promote non -motorized travel throughout Halton — safely, affordably and sustainably. 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 TTC Ridership Toronto Population Source: Canadian Urban Transit Association. Year — Rest of GTHA Ridership • . . . GTHA Population 130 GO Transit Ridership Discussion Paper for the Next Regional Transportation Plan 59 Annual Ridership Per Capita 200 150 100 50 0 Toronto 11 11AIt - iii Mississauga Hamilton Brampton York Region Oakville Average Annual Growth A0.4% ♦2.0% A0.1% A5.8% A3.2% A2.0% 2008 2009 2010 0 2011 0 2012 2013 2014 Source: Canadian Urban Transit Association. How much do we drive? Vehicle -kilometres travelled (vkt) is an important measure of motor vehicle use that is directly linked to several undesirable impacts including greenhouse gas emissions, air pollution, traffic noise, road congestion, road repair and rehabilitation costs, automobile operating costs, and personal exposure to safety risks. Given the growth expected in the region, the total vkt in the GTHA is forecasted to increase from 17.6 million km in 2006 to 24.0 million km in 2031 in the morning peak period alone, with the committed rapid transit network in place. This increase is primarily due to the increase in total population, as the total vkt per person will remain about [Y81 the same, decreasing only slightly from 2006 to 2031 (3%).49 Despite this 3% decrease in per capita vkt, the region is expected to increase in population by 40%, leading to an increase in overall emissions of approximately 36%. However, due largely to improvements in automobile fuel efficiency, GHG emissions due to (morning peak) vkt will actually decrease by 25% over this period, assuming 5% of vehicles will be electric by 2031. a -M& - Durham Burlington Milton A4.4% ♦0.4% A14.7% YORK REGION'S MYTRIP ENCOURAGES SUSTAINABLE TRAVEL CHOICES .................. YORK REGION MyTrip is a Transportation Demand Management pilot program, currently underway, to encourage residents in six newly developed neighbourhoods to make sustainable travel choices (transit, cycling and walking). 131 What is the impact on the climate? One specific concern associated with the goal of supporting sustainable regional growth is the impact of population growth and economic development on greenhouse gas (GHG) emissions. TRANSPORTATION EMISSIONS ARE RISING. Since 1990, Ontario's GHG emissions from transportation have risen more than those from any other sector, and now represent the largest source of emissions, at 34% of all emissions in the province. Over three-quarters of transportation emissions come from cars, trucks, buses and other on -road motor vehicles.50 The Province of Ontario has succeeded in meeting its 2014 target of reducing total GHG emissions to 6% below 1990 levels, largely through shutting down coal-fired electricity generating plants and the slowdown in the manufacturing sector The Province has further adopted the ambitious goals of a 15% reduction in total GHG emissions from 1990 levels by 2020, a 37% reduction by 2030, and an 80% reduction by 2050.51 Reductions from the transportation sector are expected to play a significant role in meeting these targets. Today, driving is the dominant option in many of the GTHA's fastest- growing suburban areas, and is likely to remain the dominant option into the future (see Figure 29). Overall vehicle kilometres travelled in the GTHA are forecasted to continue to increase with population growth. Even though vehicles are becoming more fuel efficient and electric vehicles are likely to make up an increasing share of the vehicle fleet, total vkt is still increasing, potentially offsetting individual vehicle direct emissions efficiency gains. Further, overall GHG emissions could continue to rise due to the lifecycle emissions impacts of personal vehicle use. LEVERS TO SLOW GROWING EMISSIONS. The Regional Transportation Plan can contribute to Ontario's goal of reducing overall GHG emissions by promoting a shift in individual travel choices from driving to more energy-efficient options like public transit, active transportation, carpooling or teleworking, and enabling shorter, fewer and more efficient car trips by building denser, mixed-use communities. Providing people with an attractive and flexible suite of transportation Ontario's new Climate Change Action Plan was released in June 2016, the Province's five-year plan to fight climate change, reduce greenhouse gas pollution and transition to a low -carbon economy. Actions in the plan are designed to meet the challenges of reducing transportation emissions. It includes actions that: • reduce emissions from the existing vehicle fleet on Ontario's roads today, • promote adoption of the non-polluting vehicles now and in the future, • support cycling and transit, and • address the movement of goods, including by truck and rail. In addition, the plan will support the planning and development of low -carbon communities. It includes actions to help municipalities strengthen local land -use policies to help fight climate change; to enable local energy planning and mapping; and to reduce traffic congestion and transportation emissions generally. 132 alternatives that allow them to reach work, education, shopping, health care and social opportunities will be essential to reducing reliance on single -occupant vehicles. LINKS TO ENERGY AND EMISSIONS. In addition to promoting a shift in individual travel choices, Metrolinx will release an Energy and Emissions Management Plan in 2016, which includes actions for minimizing energy and emissions from its fleet and facilities. The Plan includes initiatives to promote a culture of continuous improvement in energy conservation, as well as investing in capital projects and technology solutions that incorporate best practices in energy management and conservation. The Infrastructure for Jobs and Prosperity Act, 2015 establishes planning principles for future infrastructure projects that minimize environmental impacts and are resilient to climate change. The Metrolinx Sustainability Strategy (2015-2020) promotes the construction and operation of transportation infrastructure that is more resilient in the face of extreme weather events. Metrolinx will establish a Corporate Climate Adaptation Plan in 2018 for facilities, practices and protocols. Metrolinx will release an Energy and Emissions Management Plan in 2016 for GO vehicle fleet and facilities. Discussion Paper for the Next Regional Transportation Plan 61 ELECTRIFICATION OF TRANSIT WILL HELP REDUCE EMISSIONS. In addition to encouraging mode shift from single occupant vehicles to more sustainable modes, the transit system itself is a source of GHGs. Electrification of transit is another way to reduce the GHG impacts of the transportation system. The GO RER program is part of the committed suite of transit projects. Most of the electrified portion of the network is planned to operate with 15 -minute headways, all day (see Section 2.2). The production of electricity in Ontario is relatively clean, relying primarily on nuclear and hydro -electric sources for generation, and as a result, in 2031, a diesel locomotive on average will produce about 20 times more GHG emissions per km than an electric locomotive or Electric Multiple Unit (EMU) train. The current GO RER service concept is expected to Diesel Train km (million/year) Electric Train km (million/year) provide approximately triple the total number of train service km in 2031, compared to just increasing current service levels to match population growth, while emitting only half the total greenhouse gases (see Figure 32). LINKS TO AIR QUALITY. In addition to GHGs, motor vehicles emit air pollutants such as sulphur oxides, nitrogen oxides, volatile organic compounds and particulate matter. Measures such as Ontario's Drive Clean program have led to significant reductions in these smog - forming air pollutants and fewer smog days.52 The electrification of both personal vehicles and public transit, including the GO Rail fleet, will further contribute to reductions in air pollutants and have a positive impact on air quality and health, particularly for people living in close proximity to major transportation corridors. Total Train km (million/year) Emissions from Train Operations (kt CO2-equivalent/year) Source: Metrolinx, GO Regional Express Rail Initial Business Case. 62 CLIMATE ADAPTATION AND RESILIENCE ARE ESSENTIAL. Transportation authorities throughout the GTHA need to prepare for the extreme weather that climate change will bring, such as more frequent and intense rainstorms and more extreme temperature fluctuations, which can lead to flooding and other impacts on transportation infrastructure. Metrolinx and municipalities across the region are working to identify climate -related vulnerabilities of their transportation infrastructure and other interdependent systems, including electricity and stormwater. Further, beyond enhancing the resiliency of infrastructure itself, Metrolinx is helping to improve the overall resiliency of the region and the communities it serves by providing integrated, multimodal transportation options to build more redundancy into the transportation system. 2016 2031 without GO RER 2031 with GO RER 4.3 4.7 1.9 - - 12.4 4.3 4.7 14.3 126 137 70 O SMART COMMUTE REACH IS EXPANDING ALL REGIONS Through partnership and collaboration, Metrolinx and GTHA municipalities have grown the Smart Commute workplace program to more than 300 workplaces with initiatives such as carpool ride -matching, discounted transit passes and telework arrangements. 133 Source: Transportation Tomorrow Survey. is LEADING LOW IMPACT DEVELOPMENT DESIGN ................................ ....... MISSISSAUGA, PEEL REGION The City of Mississauga, the Region of Peel and both Credit Valley Conservation Authority and the Toronto and Region Conservation Authority are national leaders in developing measures to reduce flood risk through the incorporation of Low Impact Development design into specific projects such as parking lots and roads. Discussion Paper for the Next Regional Transportation Plan 63 134 2006 2011 Cycle Walk Cycle Walk Trips Mode Trips Mode Trips Mode Trips Mode Change Change Share Share Share Share in in Cycling Walking Within Downtown 10,100 4.1% 86,300 34.9% 22,900 76% 105,100 35.1% 127% 22% Toronto Between Old City of Toronto 17,500 4.3% 13,100 3.2% 29,700 6.4% 14,100 3.0% 69% 7% and Downtown Within Rest of Old Toronto 13,200 2.6% 76,200 15.3% 20,100 4.0% 74,900 14.8% 53% -2% Between Rest of Toronto and 5,700 0.6% 8,300 0.8% 11,200 1.00/0 8,800 0.8% 96% 7% Old Toronto Within Rest of Toronto 7,000 0.3% 155,900 7.6% 11,500 0.5% 159,900 73% 65% 3% Within GTHA Municipalities 22,200 0.4% 352,800 6.5% 28,300 0.5% 339,100 5.5% 27% -4% Outside Toronto Between GTHA 1,400 0.1% 2,400 0.1% 2,700 0.1% 2,300 0.1% 97% -6% Municipalities Total 77,100 0.6% 695,000 5.8% 126,300 0.9% 704,200 5.3% 64% 1% Source: Transportation Tomorrow Survey. is LEADING LOW IMPACT DEVELOPMENT DESIGN ................................ ....... MISSISSAUGA, PEEL REGION The City of Mississauga, the Region of Peel and both Credit Valley Conservation Authority and the Toronto and Region Conservation Authority are national leaders in developing measures to reduce flood risk through the incorporation of Low Impact Development design into specific projects such as parking lots and roads. Discussion Paper for the Next Regional Transportation Plan 63 134 How long does it take to get to work? The average commuter in the GTHA spends 58.4 minutes a day getting to and from work (across all modes) 13 — longer than almost any other region in North America. This does not include the time spent dropping children off at school, or stopping to run errands. NEW INVESTMENTS IN PUBLIC TRANSIT INFRASTRUCTURE WILL HAVE AN IMPACT. Currently funded transit projects from The Big Move will have an impact on the time spent on transit across the GTHA in 2031 (see Figure 34). For example, in Toronto these projects are expected to reduce the average transit travel time from 46 minutes to 44 minutes. The greatest impact was found in York Region, where transit trips would be reduced from 83 to 70 minutes.54 The average transit travel time is expected to improve with the committed investments, but different types of complementary strategies will be needed to have a significant impact on overall commute times. Toronto Hamilton Peel ■ Durham Halton York 0 20 40 60 Minutes Is transit available and does it provide access? A VITAL OPTION. Connecting people and the places they travel to by public transit is essential to the economic and social well-being of the region. With significant investments in transit infrastructure underway, it is essential that the transit system be optimized to meet the daily needs of all segments of the population across the region. In particular, how well the transit system connects where people live to where their jobs are is a key indicator of the health of the transit system. To be effective and induce high transit mode splits, transit must not only be fast and reliable, but it also must be convenient, frequent, and take people where they need to go. Auto Transit - With funded network * Transit - Without funded network Source: IBI Group using MTO Greater Golden Horseshoe Model. 64 135 80 i Note: Walking distance is defined as being an 800m straight line distance to rapid transit or a 400m straight line distance to local and frequent transit. Source: IBI Group based on Statistics Canada 2011 Census and National Household Survey, Google Transit. NETWORK COVERAGE. As shown in Figure 35, the GTHA is currently well -served by transit, with 90% of people and 92% of jobs within walking distance of some form of transit (400m for local services and 800m for rapid transit). However, in 2011 only 10% of residents and 20% of jobs were within walking distance (800m) of rapid transit. With the committed transit network in place, this is expected to increase to 21% and 29%, respectively, in 2031 (see Figure 36). The presence of a frequent transit network (transit service operating every 10 minutes or less) can greatly enhance overall access to the transit system and connectivity to destinations because the time penalties associated with long transfers can impose significant barriers on overall mobility. While most of Toronto is well -served by a frequent transit network, other than in some parts of Brampton and Mississauga, the frequent transit services are sparse. About 87% of Toronto residents are within walking distance of frequent transit, whereas only about 25% of residents in the rest of the GTHA are within walking distance of frequent transit (See Figure 35). ACCESS TO EMPLOYMENT. Although the vast majority of people in the GTHA have access to some kind of transit service, the connectivity to employment opportunities that the transit system provides varies considerably throughout the region. Figure 37 shows the number of jobs that are accessible from each part of the GTHA within 45 minutes by transit (including walk access time, wait time, transfer time(s) and in - vehicle time). The map highlights many areas that have high population but relatively poor access to employment opportunities by transit. There are also many areas that have good access to employment but few residents, such as the airport corporate centre or the large employment centres near Highway 400 at Highway 407 in Vaughan, and around Highway 404 at Highway 7 in Markham. Figure 38 shows the number of jobs in the GTHA that are accessible to the average resident of downtown Toronto, Toronto, and the entire GTHA, within 45 minutes and 90 minutes by Discussion Paper for the Next Regional Transportation Plan 65 136 Residents in Walking Share of Service Job in Walking Share of Service Frequent Transit Distance of Transit Area Population Distance of Transit Area Employment 2,344,000 86 91% Within Toronto 1,370,000 Outside Toronto 994,000 25% 653,000 35% GTHA Average 3,337,000 50% 2,023,000 60% Within Toronto 2,600,000 96% 1,471,000 97% Outside Toronto 3,314,000 84% 1,558,000 84% GTHA Average 5,915,000 89% 3,029,000 90% Note: Walking distance is defined as being an 800m straight line distance to rapid transit or a 400m straight line distance to local and frequent transit. Source: IBI Group based on Statistics Canada 2011 Census and National Household Survey, Google Transit. NETWORK COVERAGE. As shown in Figure 35, the GTHA is currently well -served by transit, with 90% of people and 92% of jobs within walking distance of some form of transit (400m for local services and 800m for rapid transit). However, in 2011 only 10% of residents and 20% of jobs were within walking distance (800m) of rapid transit. With the committed transit network in place, this is expected to increase to 21% and 29%, respectively, in 2031 (see Figure 36). The presence of a frequent transit network (transit service operating every 10 minutes or less) can greatly enhance overall access to the transit system and connectivity to destinations because the time penalties associated with long transfers can impose significant barriers on overall mobility. While most of Toronto is well -served by a frequent transit network, other than in some parts of Brampton and Mississauga, the frequent transit services are sparse. About 87% of Toronto residents are within walking distance of frequent transit, whereas only about 25% of residents in the rest of the GTHA are within walking distance of frequent transit (See Figure 35). ACCESS TO EMPLOYMENT. Although the vast majority of people in the GTHA have access to some kind of transit service, the connectivity to employment opportunities that the transit system provides varies considerably throughout the region. Figure 37 shows the number of jobs that are accessible from each part of the GTHA within 45 minutes by transit (including walk access time, wait time, transfer time(s) and in - vehicle time). The map highlights many areas that have high population but relatively poor access to employment opportunities by transit. There are also many areas that have good access to employment but few residents, such as the airport corporate centre or the large employment centres near Highway 400 at Highway 407 in Vaughan, and around Highway 404 at Highway 7 in Markham. Figure 38 shows the number of jobs in the GTHA that are accessible to the average resident of downtown Toronto, Toronto, and the entire GTHA, within 45 minutes and 90 minutes by Discussion Paper for the Next Regional Transportation Plan 65 136 Source: IBI Group based on Statistics Canada 2011 Census and National Household Survey, Google Transit. Note: Walking distance is defined as being an 800m straight line distance to rapid transit or a 400m straight line distance to local and frequent transit. [Y:1 transit. A person living in downtown Toronto has access to almost 600,000 jobs (about 19% of all jobs in the GTHA) on average, whereas a person living elsewhere in the GTHA has access to only 110,000 jobs on average (about 4% of all jobs in the region), within 45 minutes by transit. Within 90 minutes by transit, the average resident of downtown has access to 43% of all jobs in the region, and the average resident of the GTHA has access to 23% of all jobs within the region. A study conducted by the Brookings Institute looked at accessibility to transit and employment in 100 metropolitan areas in the United States, including the number of jobs accessible within 90 minutes by transit to the average resident of each area. -95 Results for similar -sized cities were comparable to results presented in Figure 38 for the GTHA, 137 with Chicago and Philadelphia -area residents having access to 24% of all jobs in their respective regions. Other metropolitan areas performed better, such as Boston (30%), San Francisco (35%) and New York (37%). From the perspective of the employer, the number of people that can access each job, on average, within 45 minutes and 90 minutes by transit, are shown in Figure 39. The average job in downtown Toronto can be accessed by 610,000 people within 45 minutes by transit, about 10% of all residents in the GTHA, and by 2.7 million people within 90 minutes by transit (44% of all GTHA residents). On average throughout the GTHA, each job can be accessed by 3% and 25% of the GTHA population within 45 minutes and 90 minutes by transit, respectively. Residents within Share of Service Jobs within Walking Share of Service Walking Distance Area Population Distance of Area Employment of Rapid Transit Rapid Transit Within Toronto 615,000 23% 651,000 43% Outside Toronto - 0% - 0% GTHA Average 615,000 9% 664,000 19% Within Toronto 1,186,000 37% 949,000 57% Outside Toronto 660,000 12% 450,000 17% GTHA Average 1,847,000 21% 1,400,000 33% Source: IBI Group based on Statistics Canada 2011 Census and National Household Survey, Google Transit. Note: Walking distance is defined as being an 800m straight line distance to rapid transit or a 400m straight line distance to local and frequent transit. [Y:1 transit. A person living in downtown Toronto has access to almost 600,000 jobs (about 19% of all jobs in the GTHA) on average, whereas a person living elsewhere in the GTHA has access to only 110,000 jobs on average (about 4% of all jobs in the region), within 45 minutes by transit. Within 90 minutes by transit, the average resident of downtown has access to 43% of all jobs in the region, and the average resident of the GTHA has access to 23% of all jobs within the region. A study conducted by the Brookings Institute looked at accessibility to transit and employment in 100 metropolitan areas in the United States, including the number of jobs accessible within 90 minutes by transit to the average resident of each area. -95 Results for similar -sized cities were comparable to results presented in Figure 38 for the GTHA, 137 with Chicago and Philadelphia -area residents having access to 24% of all jobs in their respective regions. Other metropolitan areas performed better, such as Boston (30%), San Francisco (35%) and New York (37%). From the perspective of the employer, the number of people that can access each job, on average, within 45 minutes and 90 minutes by transit, are shown in Figure 39. The average job in downtown Toronto can be accessed by 610,000 people within 45 minutes by transit, about 10% of all residents in the GTHA, and by 2.7 million people within 90 minutes by transit (44% of all GTHA residents). On average throughout the GTHA, each job can be accessed by 3% and 25% of the GTHA population within 45 minutes and 90 minutes by transit, respectively. HAMILTON L HALION 13. t!=tz-3UT W )!25550.001 .500 -coo `Data for Durham includes access by GO Transit only. Durham Region Transit route data were not available at the time of writing. Is transit accessible to those who need it the most? In addition to connecting people to places, transit serves a critical role in society in providing affordable access to employment opportunities, health care, education, social, shopping, and more. The social equity role of transit does not require that all individuals be treated equally, but rather that they should treated appropriately and fairly. Equity considerations in transportation can include considering income disparity, gender, age, racialized grouping, new immigrants, physical or mental disability and housing insecurity. FOCUS ON ACCESSIBILITY DURHAM REGION Durham Region Transit's bus fleet became 100% accessible in 2014. The move toward accessibility also brought down the average age of DIRT buses from 14 to 7 years. More than 75% of previously inaccessible bus stops had been paved by 2014, improving ease of use for all transit users. Discussion Paper for the Next Regional Transportation Plan 67 138 � :slbli; Within by Ti4im iq WIVI. Peak, 20t 11 4 and S9abm Number of Jobs oil Fuwar than 5 'rarer Nelwr k 5." 25..,040 a:enrzlU Il nool - 100.000 Il 001 .0550 ow )!25550.001 .500 -coo `Data for Durham includes access by GO Transit only. Durham Region Transit route data were not available at the time of writing. Is transit accessible to those who need it the most? In addition to connecting people to places, transit serves a critical role in society in providing affordable access to employment opportunities, health care, education, social, shopping, and more. The social equity role of transit does not require that all individuals be treated equally, but rather that they should treated appropriately and fairly. Equity considerations in transportation can include considering income disparity, gender, age, racialized grouping, new immigrants, physical or mental disability and housing insecurity. FOCUS ON ACCESSIBILITY DURHAM REGION Durham Region Transit's bus fleet became 100% accessible in 2014. The move toward accessibility also brought down the average age of DIRT buses from 14 to 7 years. More than 75% of previously inaccessible bus stops had been paved by 2014, improving ease of use for all transit users. Discussion Paper for the Next Regional Transportation Plan 67 138 By Residents of Downtown Toronto Toronto GTHA Average To Jobs in Downtown Toronto Toronto GTHA Average 45 MINUTES 90 MINUTES Number of Jobs Fraction of Number of Jobs Fraction of Accessible All GTHA Jobs Accessible All GTHA Jobs 584,700 19% 1,358,500 43% 217,200 7% 1,221,100 39% 111,100 4% 722,000 23% 45 MINUTES 90 MINUTES Number of People Fraction of Number of People Fraction of that have Access All GTHA Residents that have Access All GTHA Residents 608,700 10% 2,681,600 44% 392,500 6% 2,321,000 38% 214,900 3% 1,502,600 25% TRANSIT IS BECOMING MORE ACCESSIBLE TO ONTARIANS WITH DISABILITIES. The accessibility required by Ontario legislation is within reach, but challenges remain including inaccessible bus stops in suburban and rural areas with poor sidewalk networks, and older rapid transit stations without accessible ramps, doors, escalators, elevators and wayfinding. The Accessibility for Ontarians with Disabilities Act, 2005 requires Ontario's transportation systems to be fully accessible by 2025. Nearly 90% of GO rail stations and almost half of the GTHA's subway and rapid transit stations are already accessible, and between 2002 and 2010 the proportion of accessible vehicles in GTHA transit fleets grew from 31 % to 91 %.11,60 68 139 TRANSIT EQUITY IS A GROWING CHALLENGE. Many of the region's low-income households lack access to fast, frequent, reliable service. If they cannot drive or choose not to drive, then they face reduced opportunities to reach work, shopping and other activities; if they do drive, then the costs of owning and operating a car can reduce their ability to pay for food and housing. These equity considerations are important to the quality -of -life for many GTHA residents .61 Figure 39 shows areas of the GTHA that have good access to transit and areas that have a high proportion of residents with low incomes (areas of need). Many areas of need do not currently have good access to transit; this is an issue that will have to be addressed in the updated RTP. One potential consequence of increasing transit access to areas of need is that property values may increase, which can have a detrimental impact on renters and low-income residents .62, 63, 64 Comprehensive planning efforts are required to counter impacts on affordability that arise from improved access to transit, such as with the development of transit hubs .61 The Growth Plan includes policies for a mix of housing in the development that occurs around transit corridors to enhance housing choices for those who rely on transit. PRECARIOUS WORK. A major study carried out by McMaster University and the United Way found that 50% of all workers in the GTHA held permanent, full-time jobs .66 Precarious employment (working one or more part-time or contract jobs to make ends meet), is the reality for many in the region. Additional research has shown that precarious employment disproportionately impacts younger workers, female workers and immigrants to Canada .67, 68 Access to reliable public transit is particularly important for this segment of the population. Traditional transit services generally cannot provide a sufficient level of service to enable individuals working multiple jobs to access multiple locations. Enhancing off-peak service and improving transfer points can 140 help to some degree, but some daily commutes cannot be served effectively by transit, particularly when the destinations are widely dispersed. TRAVEL BY CHILDREN AND YOUNG ADULTS. The arrival of the "echo boom" generation, and the migration of young adults from Canada and other countries, has led to a large increase in the number of young adults in the GTHA. Young adults already use transit more than older adults (See Figure 41) and new cohorts of children and young adults seem likely to continue or increase their high level of ridership. Recent studies across North America have shown that fewer young people possess a driver's license 69, though Discussion Paper for the Next Regional Transportation Plan 69 panel studies have suggested the younger generation is deferring obtaining driver's licenses and car ownership rather than giving them up entirely." Young adults tend to see transit as one part of a "mobility package" that allows them to choose the preferred mode for each trip. Their expectations are leading transit systems to improve comfort, provide flexible schedules and make real-time information available. The GTHA has specific challenges with respect to travel by children and young adults. While many children still walk or bike to school, this percentage has been declining (see Figure 42). A growing body of local collaborative research by Smart Commute and municipal, community, and academic partners examines the root causes and offers a variety of Mode Share suggestions to increase walking and biking to school, from new programs and curriculum updates to greater consideration of the built environment and access to schools (e.g. location decisions, parking, congestion management). In addition, Toronto's four universities have partnered to create StudentMoveTO, which recently released a report highlighting the opportunity for improving university student travel patterns in the region .12 TRAVEL BY SENIORS. Older adults in the GTHA travel more by car than they used to; the proportion of trips they make by transit has dropped from 16% to 7% over the last 20 years.73 This is partly because more seniors are staying in their own homes as they age, and because more are living in suburban areas where using transit is more difficult. Seniors also tend to make trips in off-peak periods when transit service is reduced, and travel to local destinations rather than major employment centres. A lifestyle that relies on car ownership can be challenging for seniors, including those on fixed incomes, and can become a problem if personal health issues lead to the loss of a driver's license. These issues will only grow in importance as the GTHA's population of seniors is expected to more than double by 2041 (see Figure 21). In addition to the likely drop in transit ridership that will occur as working age adults retire, the demand on paratransit services by those with mobility constraints is likely to be considerable, although it is possible that new mobility services can help to fill this gap. 15-24 25-34 35-44 45-54 55-64 65-74 75+ Age Group Source: Transportation Tomorrow Survey, 2011. 70 141 How safe are our roads? SAFETY IS IMPROVING. Better design of roads and vehicles, and programs such as Share the Road and Reduce Impaired Driving Everywhere (RIDE), are making the GTHNs transportation system safer. There has been a significant decline in injuries and fatalities on GTHA roads since the early -1990s, and the per -capita rates of injury and death have dropped as well.74 Much remains to be done to improve safety for pedestrians and cyclists, including increased awareness campaigns aimed at drivers and increased enforcement efforts to target impaired drivers, as well as improving infrastructure with better lighting and improved signage and potentially separating different road users where possible. Vision Zero is an international road traffic safety initiative that focused on eliminating fatalities and serious injuries among all road users. 0® ■■■■1 J1986 Walking 2011 0001 4 1986 Cycling 2011 1986 Public Transit 2011 1986 School Bus 2011 • 1986 Car 2011 The Regional Transportation Plan will look to the successes of Vision Zero to see what lessons can be applied to improve safety in the region. In addition to infrastructure improvements, technological improvements in automobiles are likely to lead to fewer car accidents. Many of these features have already been introduced into existing automobiles and more safety features can be expected in the future. The ultimate safety feature might come in the form of autonomous vehicles, which could remove human error from driving entirely. 44.1 32.5% 2.4% 1.1% 21.2% 14.6% 17.9% 18.1% 14.2% 33.3% Discussion Paper for the Next Regional Transportation Plan 71 142 Pedestrian injuries and fatalities are fairly stable but trending downwards (see Figure 43). One area of considerable concern is that while teenagers and young adults are the most likely to be hit, in part because they are more likely to be walking in areas with high traffic levels, seniors are disproportionately killed .16 These trends are similar to Ontario -wide trends. Further research is needed to develop this information specifically for the region. Total Pedestrain Injuries & Fatalities 2500 2000 1500 500 0 Does freight move safely and efficiently? THE IMPORTANCE OF GOODS MOVEMENT. The GTHA is a major manufacturing, importing and exporting region, and its national role as a freight transportation and logistics hub helps it attract new businesses. Modern supply chains are designed to minimize inventories, and businesses depend on predictable freight transport. The region's overall economic success hinges on the cost-effectiveness of goods movement — especially trucking — for businesses across the GTHA. Background research to support the RTP review identified three key issues in the GTHA: congestion, managing land use compatibility, and reducing the environmental impact of goods movement. The GTHA is experiencing a growth in truck traffic and volume across the region, and across the time of day, which has an impact on congestion and emissions." Figure 44 displays the truck traffic volume growth on Highway 401 — the backbone of the provincial goods movement network. 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 0 Total Pedestrian Injuries & Fatalities 0 Injury & Fatality Rate Source: City of Toronto Police Motor Vehicle Collision Reports 2003 - 2012; Toronto Tomorrow Survey, 2006, 2011. 72 143 Injury & Fatality Rate per Million Trips 25 20 15 We 5 0 The Regional Transportation Plan will involve creation of a new indicator to measure goods movement. In order to better measure progress and guide freight supportive planning, metrics are necessary to evaluate actions and the broader performance of the transportation system as it relates to goods movement. Potential indicators could relate to: • Travel time (goods travel time), • Reliability (buffer index), • Cost (transportation and logistics price index), • Environment (air pollution index), and • Safety (motorized vehicle road incidents involving injuries or fatalities or freight train incidents involving injuries or fatalities). At Mississauga -Toronto Boundary Average Number of Trucks 8000 7000 6000 5000 4000 3000 2000 1000 0 7am 8am 9am t Dam 11 am 1 2p 1 pm 2pm 3pm 4pm 5pm 6pm At Toronto -Durham Boundary Average Number of Trucks 1000 900 800 �^ 700 600 500 400 300 200 100 0 7am 8am 9am 10am 1lam 12pm 1pm 2pm 3pm 4pm 5pm 6pm • • • • 1991 1995 2001 2006 2011 Source: David Kriger Consultants Ltd., and CPCS. Regional Transportation Plan Legislative Review Backgrounder: Urban Goods Movement. 2015 O PEEL PLANS FOR GOODS MOVEMENT PEEL REGION The Region of Peel's Goods Movement Strategic Plan was developed with 23 Actions to encourage efficient transportation of goods within the region. The plan is supported by the Goods Movement Task Force, a public-private partnership that meets regularly to discuss efficiency, competitiveness, and sustainability within the Region. Discussion Paper for the Next Regional Transportation Plan 73 144 V APPENDIX 2 Background Research & Analysis to Support the RTP Review 74 145 Technical Papers • Active Transportation Background Paper. Prepared by Steer Davies Gleave. 2015. • Context Paper on the Regional Economy, Demographic Outlook and Land Use. Prepared by Hemson Consulting Ltd., and IBI Group. 2016 • A Shared Vision: Updating the Vision, Goals & Objectives. Prepared by Metrolinx. 2016. • New Mobility Background Paper. Prepared by WSP. 2016. • Regional Transportation Plan Legislated Review Backgrounder: Urban Goods Movement. Prepared by David Kriger Consultants Ltd., and CPCS. 2016. • Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. Prepared by IBI Group. 2016. • Screening Process for the GTHA Regional Transportation Plan. Prepared by Steer Davies Gleave. 2016. • Social Equity & Transit: Background Paper to Inform the Regional Transportation Plan for the Greater Toronto and Hamilton Area. Prepared by Metrolinx. 2016. • The Big Move Priority Actions and Supporting Policy Review. Prepared by Metrolinx. 2016. • Transportation Demand Management Background Paper Prepared by Steer Davies Gleave. 2015. Partnerships with Academic Institutions Buliung, Ron, Colley, Michele, and Salmon, Briana. School Travel in the GTHA: A Report on Trends. 2015. Access at: http://smartcommute. ca/wp-content/u ploads/2016/02/School_Travel_Trends_ GTHA_ En•pdf Buliung, Ron. Phase 1: Children's Independent Mobility in the Greater Toronto and Hamilton Area: Setting the Stage. 2014. Access at: http://smartcommute.ca/wp-content/uploads/2016/03/Phase- l - Child rens-Independent-Mobility-in-the-GTHA-E N.pdf Buliung, Ron. Phase 2: Children's Independent Mobility Across the City of Toronto. 2014. Access at: http://smartcommute.ca/wp-content/ u ploads/2016/03/ Phase -2 -Child rens-I ndependent-Mobility-in- Toronto-EN.pdf Casello, Jeff, Chiu, Kitty and Yeung, Kevin. Quantitative TDM Assessment in a Large Metropolitan Area: Greater Toronto and Hamilton Area. 2015. Access at: http://www.metrolinx.com/en/ req ional plan n i nq/rtp/research/Quantitative_TD M_Assessment_in_a_ Large_Metropol itan_Area_GTHA. pdf Casello, Jeff, and Hall, Daniel. Activity Centre: Integration of the planning and operations of public transit in the GTHA. 2013. Access at: http://www.metrolinx.com/en/reqionalplanninq/rtp/ research/Activitv_Centre_Report.pdf Castel, Evan, and Farber, Steve. Benchmarking the Health and Public Transit Connection in the GTHA: An Analysis of Survey Microdata. 2016. EI-Geneidy, Ahmed, and Buliung, Ron, Ehab Diab, van Lierop, Dea, Langlois, Myriam and Legrain, Alexander. Non -Stop Equity: Assessing daily intersections between transit accessibility and social disparity across the Greater Toronto and Hamilton Area (GTHA). 2014. Access at: http://www.metrolinx.com/en/ reqional plan n i nq/rtp/research/ N on-stop_equ itv_Assessi nq_daily_ intersections_between_transit_accessibil itv_and_social_d isparity_ across_the_GTHA.pdf Hertel, Sean, Keil, Roger, and Collens, Michael. Next Stop: Equity — Routes to fairer transit access in the Greater Toronto and Hamilton Area. 2016. Access at: http://www.metrolinx.com/en/reqionalplanninq/rtp/ research/Next _Stop_Eq u itv_Routes_ to fairer_transit_access_in_ the_GTHA.pdf Hess, Paul, and Nigro, Jacob. Assessing Walkability: Using built environmental variables and population distribution to estimate and model walkability conditions around suburban GO Transit Stations. Access at: http://www.metrolinx.com/en/reqionalplanninq/rtp/ research/Assessinq_Walkabi I itv_Draft_Report. pdf Hess, Paul and Smith Lea, Nancy, Bidordinova, Asya and Klassen, Jeana. Identifying and Overcoming Barriers to the Implementation of Active Transportation Policies. 2014. Access at: http://www.metrolinx.com/en/reqionalplanninq/rtp/ research/Identifvi nq_and_Overcom inq_Barriers.pdf Johal, Sunil, Zon, Noah, Dragicevic, Nevena and Urban, Michael (Mowat Centre). Public Policy Implications of the Sharing Economy for the Transportation Sector. 2016. Mahmoud, M. S., Habib, K. N., and Shalaby, Amer. Demand Modelling of Cross -Regional Intermodal Commuting Trips in the Greater Toronto and Hamilton Area. 2014. Access at: http://www.metrolinx. com/en/regional plan ninq/rto/research/Demand Modellina of Cross- Req ional_lntermodal_Commutinq_Trips_in the_GTHA.pdf Mitra, Raktim, and Smith Lea, Nancy. Cycling Behaviour in the Greater Toronto and Hamilton Area. 2015. Access at: http://www.metrolinx. com/en/req ional plan n i nq/rtp/research/Cvcl i nq _Behaviour_in._the_ GTHA.pdf Walks, Alan. Assessing and Measuring the Factors Affecting Mobility, Transportation, Accessibility, and Social Need: Barriers to travel among those with low income and other vulnerable groups. 2015. Access at: http://www.metro]inx.com/en/reqionalplanninq/ rtp/research/Assessinq_and_Measurinq the Factors Affectina_ Mobi I itv_Transportation_Accessi bilitv_and_Social_Need.pdf Discussion Paper for the Next Regional Transportation Plan 75 146 Acknowledgements Metrolinx would like to thank the staff from municipalities and transit agencies, provincial ministries (Ministry of Transportation, Ministry of Municipal Affairs and Housing/Ontario Growth Secretariat), and the consultant and academic teams that made this Discussion Paper possible. Particular thanks to the municipal staff who participate in the RTP Technical Advisory Committee and Municipal Planning Leaders Forum, attended our regional workshops, and continue to provide us with their best advice along the way. M ETROLI NX FORUMS MUNICIPAL TECHNICAL ADVISORY COMMITTEE Ana Bassios Deepak Bhatt Jeff Brooks Alan Brown Anthony Caruso Stephen Collins Jacqueline Darwood Brian DeFreitas Michelle Dobbie Kaylan Edgcumbe Eric Flora Paul Freeman Ranjit Gill Tom Goodeve Melissa Green-Battiston Hilary Holden Selma Hubjer Richard Hui Alicia Jakaitis Barb Koopmans Brian Lee Chris Leitch Christine Lee -Morrison Paul May Rod McPhail Richard Nethery Joseph Palmisano Andrew Pearce Joe Perrotta Karyn Poad Maureen Van Ravens Jeffrey Reid Dan Ridgway Steve Robichaud Lin Rogers Melissa Rossi Prasenjit Roy Sabbir Saiyed Jill Stephen Susan Tanabe Dan Terzievski Mike Wehkind Henrik Zbogar Bruce Zvaniga Nadeem Zahoor MUNICIPAL PLANNING LEADERS FORUM Brian Bridgeman Jane Clohecy Kealy Dedman Richard Forward Ron Glenn Rob Horne Jennifer Keesmaat Barb Koopmans Daniel Kostopoulos Dan Labrecque Heather MacDonald John MacKenzie Rino Mostacci Martin Powell Ed Sajecki Michelle Sergi Mary Lou Tanner Jason Thorne Mary -Frances Turner Geoff Wright RTP INTERNAL STEERING GROUP Trevor Anderson Philippe Bellon Andrew Bodrug Angela Brinklow Chris Burke Carleen Carroll Elise Croll Lorna Day Joshua Engel-Yan Daniel Fisher Ersoy Gulecoglu Jennifer Gray Linda Hall Daniel Haufschild Elana Horowitz Beth Kapusta Jessica Kosmack Nancy Leon Stephan Mehr Fausto Natarelli Nadine Navarro Anna Pace Peter Paz Bert Peverini David Pritchard Becky Upfold Jennifer van der Valk Eve Wyatt PROJECT TEAM & INTERNAL CONTRIBUTORS Tom Aylward -Nally Antoine Belaieff Shahrzad Borjian Marcus Bowman Nancy Caetano Matthew Canaran Anthony Caruso Quentin Chiotti Jodi Ferguson Chris Fong Naren Garg Alexandra Goldstein Andrea Gusen Antonia Hammer Devin Horne Briana Ingram Michelle Kearns Kyle Kellam Lorne Kinsella Anna Kramer Suniya Kukaswadia Chris Livett Jacob Louie Malcolm Mackay David McElroy Jennifer McGowan Becca Nagorsky Jennifer Niece Erik Olaveson Lisa Orchard Elli Papaiannou Peter Paz Krystal Perepeluk Eric Petersen Jack Phelan Graham Procter Lisa Salsberg Fred Sztabinski Kelly Thornton Josh Tzventarny Leslie Woo AND MEMBERS OF THE: • Transit Leaders Forum • Active and Sustainable School Travel Regional Hub • TDM Coordinating Committee • Urban Freight Forum 76 147 MUNICIPAL WORKSHOPS (FALL 2015) CITY OF HAMILTON Danielle Bory Sarah Cellini Anita Fabac Joanne Hickey -Evans Trevor Horzelenberg Ed John Alissa Mahood Angela Monaco Christine Newbold Peter Olak Steve Robichaud Michelle Sergi Lorissa Skrypniak HALTON REGION Lisa De Angelis Ron Glenn Alicia Jakaitis Jeffrey Reid David Simpson Dan Tovey CITY OF BURLINGTON Kaylan Edgcumbe Andrea Smith Leah Smith Mary Lou Tanner Vito Tolone BURLINGTON TRANSIT Mike Spicer TOWN OF HALTON HILLS Steve Burke Dan Ridgway Maureen Van Ravens TOWN OF MILTON Martin Bateson Heide Schlegl MILTON TRANSIT Tony D'Alessandro TOWN OF OAKVILLE Colleen Bell Diane Childs Chris Clapham Jane Clohecy Dan Cozzi Lin Rogers Jill Stephen OAKVILLE TRANSIT Barry Cole Joanne Phoenix REGION OF PEEL Damian Albanese Dan Bennington Sean Carnick Eric Chan Wayne Chan Margie Chung Eric Flora John Hardcastle Damian Jamroz Natalie Lapos Lorenzo Mele Bob Nieuwenhuysen Sabbir Saiyed Adrian Smith David Szwarc Patrick Wong CITY OF BRAMPTON Paul Aldunate Jeff Baines Nelson Cadete Brian Lakeman Malik Majeed Rahul Nargas Andria Oliveira Doug Rieger Henrik Zbogar BRAMPTON TRANSIT David Stowe TOWN OF CALEDON Kant Chawla Dean McMillan Hai Quing Xu CITY OF MISSISSAUGA Hamish Campbell Karen Crouse Angela Dietrich Ji-yeon Lee Evie Przybyla Susan Tanabe MIWAY Alana Tyers YORK REGION Salim Alibhai Ann Marie Carroll Stephen Collins Lauren Crawford Rob Diprofis Angela Gibson Richard Hui Daniel Kostopoulos Bruce MacGregor Joseph Petrungaro Val Shuttleworth Karen Whitney YORK REGION RAPID TRANSIT Paul May TOWN OF AURORA Ilmar Simanovskis TOWN OF EAST GWILLIMBURY Paul Neuman CITY OF MARKHAM Jim Baird Biju Karumanchery Brian Lee Joseph Palmisano Marion Plaunt Marg Wouters TOWN OF NEWMARKET Adrian Cammaert Jason Unger TOWN OF RICHMOND HILL Ahsun Lee Patrick Lee Dan Terzievski CITY OF VAUGHAN Selma Hubjer John MacKenzie Roy McQuillin Andrew Pearce Anna Sicilia TOWN OF WHITCHURCH- STOUFFVILLE Rob Flindall Steven Kemp CITY OF TORONTO Hilary Holden Tim Laspa Mike Wehkind Victoria Witkowski TORONTO TRANSIT COMMISSION Jacqueline Darwood Mark Mis Mitch Stambler DURHAM REGION Chris Drimmie Chris Leitch Steve Mayhew Doug Robertson Prasenjit Roy DURHAM REGION TRANSIT Mike Binetti Christopher Norris TOWN OF AJAX Stev Andis Hubert Ng MUNICIPALITY OF CLARINGTON Curry Clifford Nicole Zambri CITY OF OSHAWA Helen Break Gary Carroll Ranjit Gill CITY OF PICKERING Jeff Brooks TOWNSHIP OF UXBRIDGE Emilia Gruyters TOWN OF WHITBY Dhaval Pandya Bob Short CITY OF BARRIE Kevin Bradley Brent Forsyth Merwan Kalyaniwalla Steve Rose Ralph Scheunemann Jason Zimmerman TOWN OF BRADFORD WEST GWILLIMBURY Adam Alessandrini Ryan Windle CITY OF GUELPH Kealy Dedman Cathy Kennedy Allister Mcllveen Phil Meagher Ian Panabaker Todd Salter REGION OF WATERLOO John Cicuttin Lorie Fioze Eric Gillespie John Hill Geoffrey Keyworth Melissa Krone Brenna MacKinnon Margaret Parkin CITY OF CAMBRIDGE Brooke Lambert Paul Smithson CITY OF KITCHENER Cory Bluhm Dorothy McCabe Justin Readman Brandon Sloan CITY OF WATERLOO Philip Hewitson Scott Nevin TOWNSHIP OF WOOLWICH John Scarfone CONSULTING FIRMS Brook Mcllroy with CPCS, and David Kriger Consultants Ltd. Deloitte Analytics IBI Group, with Hemson Consulting, Glenn Pothier GLPI, and Noxon Associates Steer Davies Gleave WSP/Parsons Brinckerhoff/ MMM Group ACADEMICS MCGILL UNIVERSITY Ahmed EI-Geneidy Ehab Diab Myriam Langlois Alexander Legrain Dea van Lierop MOWAT CENTRE Sara Ditta Nevena Dragicevic Sunil Johal Michael Urban Noah Zon NEPTIS FOUNDATION Pamela Blais Marcy Burchfield RYERSON UNIVERSITY Raktim Mitra UNIVERSITY OF TORONTO Ron Buliung Evan Castel Steven Farber Khandker Nurul Habib Paul Hess and Nancy Smith Lea (TCAT) Mohamed Salah Mahmoud Eric Miller Amer Shalaby Alan Walks UNIVERSITY OF WATERLOO Jeff Casello Kitty Chiu Kevin Yeung YORK UNIVERSITY Michael Collens Sean Hertel Roger Keil Discussion Paper for the Next Regional Transportation Plan 77 List of Figures Figure 1 Map of the Greater Golden Horseshoe Area, Including the GTHA and GO Service Area 9 Figure 2 Progress on Implementation 13 Figure 3 GTHA Rapid Transit Network in 2008 17 Figure 4 GTHA Rapid Transit Network in 2025 (Funded and Completed Projects) and Projects under Development 17 Figure 5 Original and Proposed Updated RTP Goals 23 Figure 6 RTP Screening 24 Figure 7 Potential Transit Solutions for Different GTHA Markets 26 Figure 8 Existing and Future Transit Supportive Areas, GTHA (201 1 and 203 1) 28 Figure 9 Areas of Opportunity to Expand Frequent Transit Service Anchored by GO RER 29 Figure 10 Mobility Hubs Designated in The Big Move 31 Figure 11 Mode Share of Household Trips in the GTHA, by Cycling Potential, 2011 32 Figure 12 Geographic Distribution of Cycling Mode Shares in the GTHA, by Trip Origin (2011) 33 Figure 13 GO Bus Passenger Time Savings with HOV3+ 36 Figure 14 Comparison of Trends in Transit Operating Costs, Revenues and Ridership, 2008 — 2014 39 Figure 15 Relationship of Transit Operating Cost to Urban Density, GTHA (2014) 40 Figure 16 Operating Cost per Revenue Passenger in 2008 and 2014 41 Figure 17 Growth in Car -Sharing Membership in Canada 43 Figure 18 Electric Vehicles in the Incentive Program and Charging Infrastructure at GO Stations 45 Figure 19 Projected Growth in GTHA Population 49 Figure 20 Proportion of Dwelling Units by Type Built between 2001 and 2011 50 Figure 21 Proportion of GTHA Population by Age Group, 2016 — 2041 51 Figure 22 Total Employment and Office Employment in the GTHA 51 Figure 23 Accessibility to Labour Force within 45 minutes by Transit 52 Figure 24 Growth in Total Morning Peak Period Trips 53 Figure 25 Relative Morning Peak Period Travel Demand for Different GTHA Travel Markets, 1991 — 2031 Figure 26 Relationship of Urban Density to Transit Mode Share by GTHA Ward, (2011) Figure 27 Key Performance Indicators for the Regional Transportation Plan Figure 28 Overall Mode Shares in the GTHA for All Trips (201 1) Figure 29 GTHA Mode Shares for Key Travel Markets, 1991 —2031 Figure 30 Relative Growth of Transit Ridership and Population, Toronto and GTHA, 2004 — 2014 Figure 31 Annual Transit Ridership per Capita, 2008 — 2014 Figure 32 Cycling and Walking Mode Share for Different Travel Markets, 2006 — 2011 (24 hours) Figure 33 GHG Emissions from GO Rail Operations, 2016-2031 Figure 34 Projected (one-way) Travel Time in the a.m. Peak Period for All Trips, by Trip Origin (to 2031) Figure 35 Proximity of Residents and Jobs to Transit, 2011 Figure 36 Proximity of Residents and Jobs to the Rapid Transit Network, 2011 and 2031 Figure 37 Number of Jobs Accessible within 45 minutes by Transit (201 1) Figure 38 Number of Jobs Accessible to the Average Resident within 45 and 90 minutes by Transit Figure 39 Number of People that have Access to Each job, on Average, by Transit Figure 40 Geographies of Need and Good Access to Transit in the GTHA, 2011 Figure 41 Public Transit Mode Share at peak Times for Different Age Groups, GTHA (2011) Figure 42 Mode Shares for Trips to School by Youth (ages 11 — 17) in the GTHA, 1986 and 2011 Figure 43 Total Pedestrian Collision Injuries and Fatalities, 2003 — 2012 (per 1 Million Trips Travelled) Figure 44 Growth in Truck Volumes on Highway 401 Westbound 78 149 54 55 56 57 58 50 60 62 63 64 65 66 67 68 68 69 70 71 72 73 References Metrolinx. Metrolinx Celebrates 2 million PRESTO customers, 2016 (media release); Metrolinx. The Big Move Baseline Monitoring Report, 2013; Metrolinx. Info to GO: Quick Facts, 2016; GO Transit. About Union Station, 2016; Ontario Ministry of Transportation. Annual Average Daily Traffic Counts, 2012; University of Toronto Data Management Group, Transportation Tomorrow Survey, 2011. Ontario Ministry of Transportation. Carpool Lots. 2015; Toronto Transit Commission. TTC Ridership Counts, 2014. 2 Ontario Ministry of Municipal Affairs and Housing. Growth Plan for the Greater Golden Horseshoe - Office Consolidation. 2013. 3 University of Toronto Data Management Group. 2011 Travel Survey Summaries for the Greater Toronto and Hamilton Area. 2014. ° Metrolinx. The Big Move Baseline Monitoring Report. 2013. 5 Metrolinx. GO Regional Express Rail Initial Business Case. 2015. 6 For the purpose of this analysis, the 2031 transit network assumes the following committed rapid projects (shown in Figure 4) will be in service: YRT Viva BRT, Mississauga Transitway BRT, Toronto -York Spadina Subway Extension, Eglinton Crosstown LRT, Finch West LRT, Huontario LRT, Hamilton LRT, Sheppard East LRT, and GO Regional Express Rail. Any 2031 estimates presented in this paper developed using the MTO Greater Golden Horseshoe Model were developed on the basis of this transit network. The year 2031 is used as the forecast year for analysis purposes because it aligns with Metrolinx's current travel demand modelling framework and allows the impact of the currently funded and committed transit projects to be evaluated. Metrolinx. Metrolinx Investment Strategy: Investing in our Region, Investing in our Future. 2013. s Metrolinx is updating the model forecast year to 2041 as part of the concurrent background work that will enable the updated RTP to make recommendations about potential new transit projects, policies and programs beyond the current 2031 horizon year and ensure adopted policies conform to the Growth Plan (see Endnote 6). s IBI Group. Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 0 Ibid. " Metrac. Community Safety Audits. 2016. 12 Mitra, Raktim, and Smith Lea, Nancy. Cycling Potential in the Greater Toronto and Hamilton Area (Preliminary Findings). 2016. '3 Medical Officers of Health in the GTHA (Hamilton, Peel, Simcoe, Muskoka and Toronto). Improving Health by Design - a Call for Healthy Communities. 2016. " Metrolinx. School Travel in the GTHA: A Report on Trends. 2015. Access at http://smartcommute.ca/wp-content/uploads/2016/02/ School_Travel_Tre nds_GTHA_En. pdf Access at: http://smartcommute.ca/wp-content/uploads/2016/03/ Phase-l-Childrens-Independent-Mobility-in-the-GTHA-EN.pdf. " HDR. Costs of Road Congestion in the Greater Toronto and Hamilton Area. Final Report. 2008. Access at http://www.metrolinx. com/e n/reg ion alp Ian n i ng/costsofcon gestion/ IS P_08-015_Cost_of_ Congestion_report_1128081.pdf 3 Willson, R. W., & Shoup, D. C. Parking subsidies and travel choices: assessing the evidence. Transportation, 17(2), 141-157. 1990. 9 Badland, H. M., Garrett, N., & Schofield, G. M. How does car parking availability and public transport accessibility influence work-related travel behaviors' . Sustainability, 2(2), 576-590. 2010. 20 Guo, Z. Home parking convenience, household car usage, and implications to residential parking policies. Transport Policy, 29, 97-106. 2013. 2' IBI Group. Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 22 Rybeck, R. Using value capture to finance infrastructure and encourage compact development. Public Works Management & Policy, 8(4), 249-260. 2004. 23 Smith, J. J., & Gihring, T. A. Financing transit systems through value capture. American Journal of Economics and Sociology, 65(3), 751- 786. 2006. 24 Rayle, L., Dai, D., Chan, N., Cervero, R., & Shaheen, S. Just a better taxi? A survey -based comparison of taxis, transit, and ridesourcing services in San Francisco. Transport Policy, Vol. 45, pp. 168-178. 2016. 25 Shaheen, S., & Cohen, A. Carsharing Market Overview, Analysis & Trends. 2015. Access at http://tsre.berkeley.edu/sites/default/files/ Summer%202015%20Carsharing%200utlook_Final%20(1)_O.pdf 26 WSP. New Mobility Background Paper. 2016. 27 Ibid. 2s U.S. Department of Transportation, National Highway Traffic Safety Administration. Frequency of Target Crashes for IntelliDrive Safety Systems. 2010. Access at http://www.nhtsa. gov/DOT/NHTSA/NVS/Crash%2OAvoidance/Technical%20 Publications/2010/811381.pdf 29 FleetCarma. Electric Vehicle Sales in Canada: 2015 Final Numbers. Access at http://www.fleetcarma.com/ev-sales-canada-2015/ '0 Ontario Ministry of Municipal Affairs and Housing. Growth Plan for the Greater Golden Horseshoe - Office Consolidation. 2013. 31 Hemson Consulting Ltd. Context Paper on the Regional Economy, Demographic Outlook and Land Use. 2016. 32 Ontario Ministry of Finance. 2013-2041 Ontario Population Projections By -Age Reference Scenario. 2014. 5 Metrolinx. Greater Toronto and Hamilton Area School Travel Household Attitudinal Study Report. 2011. Access at http:// 33 Hemson Consulting Ltd. Context Paper on the Regional Economy, www.metroIinx.com/en/projectsandprograms/schooltraveI/ENG- Demographic Outlook and Land Use. 2016. 2011 GTHASchoolTravelStudy.pdf 34 Ontario Ministry of Municipal Affairs and Housing. Growth Plan for 6 Buliung, Ron. Phase 1: Children's Independent Mobility in the the Greater Golden Horseshoe - Office Consolidation. 2013. Greater Toronto and Hamilton Area: Setting the Stage. 2014. Discussion Paper for the Next Regional Transportation Plan 79 150 31 Neptis Foundation. Planning for Prosperity: Globalization, Competitiveness and the Growth Plan for the Greater Golden Horseshoe. 2015. 36 Hemson Consulting Ltd. Context Paper on the Regional Economy, Demographic Outlook and Land Use. 2016. 37 IBI Group. Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 3e Neptis Foundation. Planning for Prosperity: Globalization, Competitiveness and the Growth Plan for the Greater Golden Horseshoe. 2015. 39 Ibid. 40 IBI Group. Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 41 Ibid. 42 Province of Ontario. Performance Indicators for the Growth Plan for the Greater Golden Horseshoe, 2006. 2015. 43 Neptis Foundation. Growing Pains: Understanding the New Reality of Population and Dwelling Patterns in the Toronto and Vancouver Regions. 2015. 44 Ibid. 45 IBI Group. Regional Transportation Plan Review. Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 46 Ibid. 47 Ibid. 4e University of Toronto Data Management Group. 2011 Travel Survey Summaries for the Greater Toronto and Hamilton Area. 2014. 49 Ontario Ministry of Transportation. MTO Greater Golden Horseshoe Model: V3. 2016. 5o Ontario Ministry of the Environment. Ontario's Climate Change Strategy. 2015. 51 Ibid. 52 Ibid. 53 Statistics Canada. 2011 National Household Survey. 2013. 54 IBI Group. Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 55 Tomer, A., Kneebone, E., Puentes, R., & Berube, A. Missed Opportunity. Transit and Jobs in Metropolitan America. Metropolitan Policy Program at Brookings. 2011. 56 IBI Group. Regional Transportation Plan Review: Transit Needs and Opportunities for the Greater Toronto and Hamilton Area. 2016. 57 Ibid. 56 Ibid. 5s Toronto Transit Commission. Accessible Transit Services Plan - 2012 Status Report. Access at http://www.ftc.ca/TTC_Accessibility/ Accessible Transit_Services_Plan/Accessible_Service_Transit_ Plan-2012.jsp 80 Metrolinx. Metrolinx Annual Accessibility Plan 2012. Access at hftp://www.metrol inx.com/en/aboutus/publications/Accessibility_ Plan-2012-EN.pdf 6' Hertel, S., Keil, R., & Collens, M. Next Stop: Equity - Routes to fairer transit access in the Greater Toronto and Hamilton Area. 2016. 62 Lin, J. Gentrification and transit in northwest Chicago. In Journal of the Transportation Research Forum (Vol. 56, No. HS -043 476). 2002. 63 Kahn, M. E. Gentrification Trends in New Transit -Oriented Communities: Evidence from 14 Cities That Expanded and Built Rail Transit Systems. Real Estate Economics, 35(2), 155-182. 2007. 64 Grube-Cavers, A., & Patterson, Z. Urban rapid rail transit and gentrification in Canadian urban centres: A survival analysis approach. Urban Studies, 52(1), 178-194. 2015. 65 Pollack, S., Bluestone, B., & Billingham, C. Maintaining Diversity in America's Transit -Rich Neighborhoods: Tools for Equitable Neighborhood Change. Report Prepared by the Dukakis Center for Urban and Regional Policy at Northeastern University. 2010. Also see: http://communityinnovation.berkeley.edu/tod-and-social-equity 66 Poverty and Employment Precarity in Southern Ontario research group. It's More than Poverty: Employment Precarity and Household Well-being. 2013. Access at http://www.unitedwaytyr.com/ document.doc?id=91 67 Fuller, S., & Vosko, L. F. Temporary employment and social inequality in Canada: Exploring intersections of gender, race and immigration status. Social Indicators Research 88.1 (2008): 31-50. 6e Mills, M. Demand for flexibility or generation of insecurity? The individualization of risk, irregular work shifts and Canadian youth. Journal of Youth Studies. 7.2 (2004): 115-139. 69 Sivak, M., & Schoettle, B., University of Michigan Transportation Research Institute. Recent Decreases in the Proportion of Persons with a Driver's License across All Age Groups. 2016. 70 Metrolinx. Social Equity & Transit. Background Paper to Inform the Regional Transportation Plan for the Greater Toronto and Hamilton Area. 2016. 71 Delbosc, A. Delay or forgo? A closer look at youth driver licensing trends in the United States and Australia. Transportation (2016): 1-8. 72 StudentMoveTO. An overview of early findings. 2016. Access at http://www.studentmoveto.ca/wp-content/uploads/2016/04/ StudentMoveTO.Handout_4Uni.v2.pdf 73 Metrolinx. The Big Move Baseline Monitoring Report. 2013. 74 Ibid. 75 Metrolinx. School Travel in the GTHA: A Report on Trends. 2015. Access at hftp://smartcommute.ca/wp-content/uploads/2016/02/ School-Travel_Trends-GTHA-En. pdf 76 Bassil, K., Rilkoff, H., Belmont, M., Banaszewska, A., & Campbell, M. Pedestrian and Cyclist Safety in Toronto. Report for Toronto Public Health. 2015. 77 David Kriger Consultants Ltd., & CPCS. Regional Transportation Plan Legislative Review Backgrounder: Urban Goods Movement. 2015. 80 151 110DAU 00, 0 li rp j oivn Of ny the Luke Debi Wilcox Regional Municipality of Durham 50o Ro551and Rd. E Whitby, ON L1 N 6A3 October 19, 20i6 Re: Durham Raglunal Transit and Szniura Razidenuez t0W n vF pim,% 65 Harwood Avenue South rijax 13M s,.).ZM5 www.a)ax.ca Please be ad.i5ed that the full:,,.;ng resolution was passed by Ajax Town Council at its meeting held un October 17. 2016: WHEREAS acce55 to transit for all r7-aident5 of Durham Regiun, and ;n particular for seniors, is of the utmost importance to ensure mobility and independence; and WHEREAS bunivrs' Ie5;dence5 were praviunaly 5erviced by Durham Region Transit pick up at their wont doors to ensure accessibility of service; and WHEREAS seniors aie now required to walk forthe, thaii they may be phy5ically ablia, up and down challenging inclines that can be difficult to manage, paRicuiarly a5 weather conditiuns deteriorate, in o, der to acce55 transit 5erviue5; and WHEREAS pru.iuu5 transit Service and routing adequately met the needs of residents; BE IT RESOLVED that Durnam Region i ran5it be requested to resume front door pick up at re5idence5 that are home to a large pupclatiun of Senium to allu,. rzuidunts fair and equal access LU trdnsit services; and THAT this resolativn be circulated to Durham Reg;unal Council and all lower -tier municipal'„uncilu in Durham. Should you require further intormatiun please contact rare at 905-619-2529 ext 3342 of aleAander.harra5(c .aiaA.ca Sincerely, AlOAander Harrao Manager of Legislative Services 1 Deputy Clerk �,.......�. , F:,-.. i5(.)� i rev. eu:..,.v..,r.ty O:.!-.... - Fe. 5! 15 !ere ..1:1 y C...........e:7 y Copy: Ch, iatu-pher Harris, Clerk, Town of Whitby DeMie 5Mielas, Clerk, City of Pickering Sandra Kran4, Clerk, City zif Oshawa Nicole WellSbary, Clerk, Tawnship of Scagog Anne Greentree, Clerk, Muni4ipality of Claringtun Debbie Lova,&, Clerk, Township of Uxbridge Thom G. Ge«in0y, ClerR, i ownship of Brock 15 , P1N xROMr� TOWN5I±�C . vTownship 014 olith Frontenac 6648 Road 506 P.O. Box 97, Plevna, Ontario KOH 2MO Tel: (613) 479-2231 or 1-800-234-3953, Fax: (613) 479-2352 www. n orthfro nten a c.ca October 27, 2016 Hon Glenn Thibeault 4th Floor, Hearst Block 900 Bay Street Toronto, Ontario M7A 2E1 Dear Mr. Thibeault, Via Email gthibeault.mgp.ca(cDliberal.ola,ora Re: Request for Support for Ontario's Electrical Bills Further to my letter dated October 20, 2016, there was a clerical error "changes" should have been "changes". Below is the amended Resolution. I apologize for any inconvenience. Moved by Councillor Hermer, Seconded by Councillor Martin #480-16 WHEREAS 570,000 Ontario consumers are unable to maintain a paid up balance of their electrical bills; AND WHEREAS 50,000 to 60,000 consumers have had their service disconnected due to unpaid balance; AND WHEREAS we are in the fall heating season and approaching the winter season; AND WHEREAS we are the only Province in Canada to be subject to these charges; THEREFORE BE IT RESOLVED THAT we request that these charges be removed from consumer's electrical bills to make it more affordable and more comparative to other Provinces; AND THAT this Resolution be circulated to Minister of Energy; Premier; Randy Hillier, MPP; and all Ontario Municipalities. Carried If you have any questions or concerns, please do not hesitate to contact me. Yours truly, Tara Mieske Clerk/Planning Manager TM/bh c.c. All Ontario Municipalities 155 Claritwn Emergency Services Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Governance Committee Date of Meeting: November 7, 2016 Report Number: File Number: ESD -004-16 N/A Resolution: By-law Number: Report Subject: Emergency Services Activity Report — 2nd Quarter of 2016 Recommendations: 1. That Report ESD -004-16 be received for information. 156 Municipality of Clarington Report ESD -004-16 Report Overview Page 2 The Emergency Services Department is responsible for delivering fire suppression and emergency response, fire prevention and public education programs in accordance with the Fire Protection and Prevention Act. This report provides Council with an overview of the activities associated with the department's Suppression and Emergency Response and Fire Prevention Division in the first and second quarter of 2016. 1 Fire Suppression and Emergency Response 1.1 Fire Suppression and Emerqencv Response Core Services Fire suppression services are delivered in both an offensive and defensive mode and include search and rescue operations, forcible entry, ventilation, protecting exposures, salvage and overhaul as appropriate. Emergency pre -hospital care is provided through medical acts such as defibrillation, standard first aid and cardio pulmonary resuscitation. Special rescue services includes performing extrication using hand tools, air bags and heavy hydraulic tools as required. Fulltime firefighters are trained in Level 1 Basic Rope Rescue Techniques as determined by the Fire Chief. Water/Ice Rescue services are provided by those firefighters who are competently trained to perform the requested level of service as determined by the Fire Chief (up to Level III if so trained). Highly technical and specialized rescue services such as Trench Rescue, Confined Space, HUSAR and Structural Collapse are provided to the Awareness Level. Defensive hazardous material emergency response is conducted to the Operations Level by the fulltime firefighters and Awareness Level by the volunteer firefighters. 157 Municipality of Clarington Report ESD -004-16 1.2 Annual Call Volume Page 3 Fire Suppression staff responded to 877 calls in the 1St quarter of 2016 and 1,022 calls in the 2nd quarter of 2016. Chart A illustrates Emergency Services call volume from 2012 — 2016. Included in Chart A are statistics for injuries, fatalities and associated dollar loss. Note: Civilian and Firefighter injuries are reported for fires. Non -fire injuries are reported for Firefighters only. Chart A Year 2012 2013 2014 2015 2016 Call Volume 3,411 3,405 3,483 3,636 1899 Civilian Injuries 2 5 2 3 3 Firefighter Injuries 0 0 4 1 0 Fatalities 0 0 0 1 0 Dollar Loss $3,685,813 $2,995,046 $5,661,800 $4,563,251 $3,990,707 1.3 Monthlv Call Volume Of the 877 calls for service in the 1St quarter of 2016, 15 were fires with loss, 9 outdoor fires with no loss and 853 were non -fire calls. Of the 1022 calls for service in the 2nd quarter of 2016, 33 were fires with loss, 48 outdoor fires with no loss and 941 were non -fire calls. Chart B breaks out the 1899 calls by month. Chart B January February March im- April May June 0 25 50 75 100 125 150 175 200 225 250 275 300 325 350 375 ■ Fires - loss ■ Outdoor fires - no loss a Non -fire call 158 Municipality of Clarington Report ESD -004-16 1.4 Call by Response Twe Class Page 4 Chart C depicts the percentage by response type class to date in 2016. Chart C 3 ° 12 % % ,1% 3 /° 2% 0' 6% 56% 159 ■ Property fires/explosions (48) ■ Outdoor, no loss fires (57) ■ Burning (controlled) (64) ■ CO False calls (92) ■ False Fire calls (141) ■ Medical/resuscitator call (1063) ■ Other response (123) ■ Overpressure rupture/explosion (1) ■ Pre fire conditions/no fire (29) ■ Public Hazard (62) ■ Rescue (219) Municipality of Clarington Report ESD -004-16 2 Fire Prevention Division 2.1. Fire Prevention Inspection and Investiqation Activities Chart D illustrates the percentage of documented actions Fire Prevention staff accomplished to date in 2016. Chart D 21% 8% 37% ■ Complaint Inspections (42) 15% ■ Requested Inspections (82) ■ Retrofit Inspections (10) - 2%■ Self -Initiated Inspections (203) ■ Fire Investigations (11) Lu New Construction Inspections (46) ■ New Building Plans Reviews (117) ■ Fire Safety Plan Review (36) Page 5 2.2. Distribution of Fire and Life Safetv Information and Public Education Programs Chart E illustrates the percentage of the public education activities to date in 2016. Chart E 9% 6c, 14% 14% 19% 3% ■ Station Tours (10) ■ School Visits (20) 9% ■ Fire Safety House Visits (2) ■ Public Events (13) ■ Safety Lectures (10) • Extinguisher Training Events (4) ■ Fire Truck Visits (4) ■ TAPP-C Attendance (6) 160 Municipality of Clarington Report ESD -004-16 3 Concurrence Not Applicable. 4 Conclusion It is respectfully recommended that this Report be received for information. 5 Strategic Plan Application Not applicable. Submitted by: Reviewed by: Gord Weir, Director of Emergency Services Page 6 4 � �- ��; � Curry Clifford, MPA, CMO Interim CAO Staff Contact: Gord Weir, Fire Chief, 905-623-3379 ext. 2802 or gweir@clarington.net There are no interested parties to be notified of Council's decision. GW/cp 161 Claritwn Community Services Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: November 7, 2016 Report Number: File Number: CSD -015-16 N/A Resolution: By-law Number: Report Subject: 2017 Community Event Sponsorship Requests — Fall Intake Recommendations: 1. That Report CSD -015-16 be received; 2. That Council consider all submitted sponsorship requests; and 3. That all interested parties listed in Report CSD -015-16 and any delegations be advised of Council's decision. 162 Municipality of Clarington Report CSD -015-16 Report Overview Page 2 The purpose of this report is to provide Council with a summary of the 2017 Community Event Sponsorship — Fall Intake applicants in order to make decisions about awarding funding. 1. Background The Community Event Sponsorship Program is an opportunity for Council to recognize and support events in our community that promote engagement and foster civic pride. The Program is intended to provide financial assistance to community organizations or groups of residents offering event based activities; one-off occurrences that are planned in order to promote, to raise awareness or provide an opportunity for community gathering. Funds are awarded by Council through an application process on a semi- annual basis. The applications presented herein were accepted through the Fall Intake for events occurring January 1 to June 30, 2017 inclusive. Applications were received until October 1, 2016 (11:59pm). The Community Event Sponsorship Program (Attachment 1) outlines eligibility for the program. Applications have been reviewed to ensure they meet the funding criteria. Individual requests through the Community Event Sponsorship Program may not exceed $2,000.00 per application. The budget for the 2017 Community Event Sponsorship Program has not yet been approved. However, when this program was developed, the Treasurer was consulted and it was determined that the first half of the 2017 sponsorship account would be allotted at this fall intake in 2016. The remaining balance would be considered through the spring intake in 2017. Traditionally, this account been approved at $35,000.00 annually. Based on two intakes per year, there will be $17,500.00 available for allocation at this time. Five (5) sponsorship applications totalling $9,500.00 have been received for review and consideration. 2. Application Process All eligible applications received have been recorded in the 2017 Master List of Sponsorship Applicants (Attachment 2), providing Council with an overview of applicants requesting funding. 163 Municipality of Clarington Report CSD -015-16 Page 3 Each application is also presented on a summary sheet numbered from S17-01 to S17- 05. The summaries provide an overview of the events requesting sponsorship, the recognition opportunities to be received through sponsorship and a two-year financial summary of each event to assist Council in their decision making for the awarding of funding (Attachment 3). Organizations and groups who submitted incomplete applications were contacted and staff worked with them to provide as much of the outstanding information as possible. This application period will cover events occurring in 2017, until June 30, 2017. Applications for events occurring July 1 to December 31, 2017 will be accepted until April 1, 2017 (11:59pm). 3. Additional Information An application was received from Holy Family Catholic Elementary School Council to request funds to support their annual fun fair. The event helps raise funds to support Holy Family Catholic Elementary School and bring the local community together. In the past, Council has supported some fundraising initiatives of schools through the Community Grant Process; mainly to replace aging play structures and once to support a significant anniversary celebration. However, staff has deemed the application from Holy Family Catholic Elementary — Catholic School Council is ineligible and has not been included for Council's consideration. Parent councils are established as advisory groups to the principal and school board and are governed by the school board. Therefore, school councils are the responsibility of another level of government and not eligible under the Community Event Sponsorship Program. 4. Concurrence Not Applicable 5. Conclusion The Community Event Sponsorship Program is intended to provide an opportunity for Council to assist groups and organizations in offering special events that benefit the residents of Clarington. Such activities and events serve to bring community members together, connect our neighbours and foster pride in Clarington. 164 Municipality of Clarington Report CSD -015-16 Page 4 6. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Reviewed by: Joseph P. Caruana, Curry Clifford, MPA, CMO Director of Community Services Interim CAO Staff Contact: Sharon Meredith, Manager of Recreation, 905-623-3379 ext. 2504 or smeredith@clarington.net Attachments: Attachment 1 — Community Event Sponsorship Program Attachment 2 — Master List of Community Event Sponsorship Applicants Attachment 3 — Community Event Sponsorship Requests Individual Summary Sheets List of interested parties to be notified of Council's decision is on file in the Community Services Department. JPC/SM/WG 165 Attachment 1 to Report CSD -015-16 ciffi"Il Community Event Sponsorship Program The Municipality of Clarington would like to assist individuals and organizations to provide opportunities for hosting special events. Such activities and events would serve to bring community members together, connect our neighbours and foster pride in Clarington. The Community Event Sponsorship Program may provide funding for community special events to a maximum of $2,000 per successful application. (Limit of one (1) successful application per applicant per calendar year.) Applicants are further encouraged to pursue other opportunities for financial support. Organizations that receive funding through the Municipality of Clarington's Community Grant Program are eligible. Organizations must be and must remain in good financial standing with the Municipality of Clarington. 1. Eligibility Criteria: Funding is available for community organizations and groups located in or providing services within Clarington to support local events. Eligible Applicants: Communitv Organization: duly constituted group, club, association or society providing programs and services within Clarington; and Group: two (2) or more Clarington residents who share a common purpose in providing a community event with no personal or professional gain. Organizations that receive funding through the Municipality of Clarington's Community Grant Program are eligible; however, organizations that receive funding through the annual municipal budget process are not eligible. Groups and organizations interested in applying for funding under the Community Event Sponsorship Program must submit a complete Application Form and Event Budget for Council consideration according to the following intake dates: • By April 1 (11:59pm) — for events occurring July 1 -December 31 • By October 1 (11:59pm)— for events occurring January 1 -June 30 *Applications will not be considered for events that have already occurred. The Community Event Sponsorship Program may provide funding to groups or community organizations to fund events / activities that: • Occur locally within the Municipality of Clarington or Region of Durham; 166 Community Event Sponsorship Program Clarington • Are open to the public (i.e. event may be offered at no charge or may charge an admission fee, but cannot not be restricted to membership only); and • Are not the responsibility of another level of government. 2. Recognition: Organizations and groups receiving a Community Event Sponsorship from the Municipality of Clarington shall acknowledge and demonstrate the support of the Municipality. Demonstration of the financial contribution of the Municipality of Clarington through various means such as printed materials, social media and verbal recognition associated with these sponsored events will positively highlight the Municipality's commitment to supporting our volunteer community, engaging our citizens and connecting our residents. 167 Attachment 2 to Report CSD -015-16 Community Event Sponsorship Applicants Appl. # Organization Event Date First name Last name 2016 Request 2016 Received 2017 Request Comments 2017 Running Received Balance Starting $17,500.00 Balance S17-01 Clarington Minor Atom AAA Hockey March 17-20, 2017 Cassandra Clarke $0.00 $0.00 $1,500.00 $17,500.00 Team S17-02 Architectural Conservancy of Ontario - June 10, 2017 Kim Vaneyk $0.00 $0.00 $2,000.00 $17,500.00 Clarington Branch $2,000.00 $17,500.00 S17-03 Big Brothers Big Sisters of Clarington June 3, 2017 Darlene Brown $1,500.00 $500.00 S17-04 Green Gaels Lacrosse Club June 17, 2017 Doug Luey $500.00 $500.00 $2,000.00 $17,500.00 S17-05 In the Face of An Angel - Golf May 28, 2017 I Sandy Cochrane $1,000.00 $1,000.00 $2,000.00 $17,500.00 Tournament Attachment 3 to Report CSD -015-16 Municipality of Clarington Community Services Department Summary of Community Event Sponsorship Information Applicant / Organization: Clarington Minor Atom AAA Hockey Team Application #: S17-01 Date Received: September 30, 2016 Contact Name: Cassandra Clarke Event Information Event Name: Ontario Minor Hockey Association Minor Atom AAA Championship Event Date: March 17-20, 2017 Event Location: Garnet B. Rickard Recreation Complex Anticipated Attendance: 3,000 Admission cost: Free for spectators (teams pay registration fee) Sponsorship Benefits • Recognition in printed program at event • Recognition on banner at event • Verbal recognition at event Description of the event that the funding will be used for: The Clarington AAA Zone, Minor Atom AAA hockey team has won the right to host the 2017 Ontario Minor Hockey Association (OMHA) Minor Atom AAA championship hockey tournament. The event will feature teams from across the Province who qualified to represent their Association. Five teams in total will participate in the tournament to determine the OMHA Champion for the 2016 / 2017 season. The Clarington Minor Atom AAA team aims to encourage hockey players to realize their full potential and to contribute responsibly to the game of hockey. Financial Summary (event only): Revenue Expenses Net Sponsorship Final Net 2016 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 169 2017 $ 23,830.00 $ 25,330.00 ($ 1,500.00) $ 1,500.00 $ 0.00 Attachment 3 to Report CSD -015-16 Municipality of Clarington Community Services Department Summary of Community Event Sponsorship Information Applicant / Organization: Architectural Conservancy of Ontario - Clarington Branch Application #: S17-02 Date Received: September 30, 2016 Contact Name: Kim Vaneyk Event Information Event Name: Doors Open Clarington Event Date: June 10, 2017 Event Location: Kendal Area, exact sites to be confirmed Anticipated Attendance: 8,500 Admission cost: No Charge Sponsorship Benefits • Recognition in advertisements in local papers, pamphlets and banners distributed in the community • Verbal recognition at public events • Recognition on website • Verbal recognition at committee meetings Description of the event that the funding will be used for: Through advocacy and direct action, the Architectural Conservancy of Ontario (ACO) is involved in preserving Ontario's architectural and environmental heritage since 1933 by helping communities and owners preserve buildings and structures of architectural merit and places of natural beauty or interest. Doors Open is a province wide free of charge celebration of community heritage, implemented in Clarington through our local branch of the ACO. Residents and out of town visitors explore unique and interesting places of a particular area in the municipality. This year's Doors Open Clarington event will be occurring in the Kendal community. Financial Summary (event only): *The applicant has indicated of the $3,000.00 received through the 2016 Community Grant Process, $2,000.00 was used towards the 2016 Doors Open event which was held in Newcastle while the remainder offset their operating expenses. 170 2016 2017 Revenue $ 5,500.00 $ 5,500.00 Expenses $ 7,155.98 $ 7,500.00 Net ($ 1,655.98) ($ 2,000.00) Sponsorship $ 0.00* $ 2,000.00 Final Net ($ 1,655.98) $ 0.00 170 Attachment 3 to Report CSD -015-16 Municipality of Clarington Community Services Department Summary of Community Event Sponsorship Information Applicant / Organization: Big Brothers Big Sisters of Clarington Application #: S17-03 Date Received: September 30, 2016 Contact Name: Darlene Brown Event Information Event Name: Spring Food, Wine & Beer Festival Event Date: June 3, 2017 Event Location: Newcastle Community Hall and Gardens Anticipated Attendance: 300-400 Admission cost: $10.00 per person Sponsorship Benefits • Recognition on posters and promotional material, event advertisements (local papers, website) • Event signage, website and social media • Clearly highlighted throughout the event • Post -event recognition • Complimentary tickets to attend Description of the event that the funding will be used for: Big Brothers Big Sisters of Clarington provides the highest quality volunteer based mentoring programs to the children of Clarington. The Spring Food, Wine & Beer Festival highlights local cuisine, wines and craft beer while at the same time raising much needed funds for the organization's children's programs. Financial Summary (event only): Revenue Expenses Net Sponsorship Final Net 2016 $ 12,117.00 $ 3,597.00 $ 8,520.00 $ 500.00 $ 9,020.00 171 2017 $ 12,500.00 $ 4,000.00 $ 8,500.00 $ 2,000.00 $ 10,500.00 Attachment 3 to Report CSD -015-16 Municipality of Clarington Community Services Department Summary of Community Event Sponsorship Information Applicant / Organization: Green Gaels Lacrosse Club Application #: S17-04 Date Received: September 30, 2016 Contact Name: Doug Luey Event Information Event Name: Lacrosse Day in Durham Event Date: June 17, 2017 Event Location: Garnet B. Rickard Recreation Complex Anticipated Attendance: 400-500 Admission cost: $8.00 per person Sponsorship Benefits • Recognition in event program, website, lineup sheet • Recognition on local television and radio spots Description of the event that the funding will be used for: The Clarington Green Gaels Lacrosse Club is pleased to host Lacrosse Day in Durham to celebrate the 150th anniversary of Canada's Game. The event will educate the public about the important role that the sport of lacrosse has had in nation -building and its spiritual significance to the First Nations. Financial Summary (event only): Revenue Expenses Net Sponsorship Final Net 2016 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 172 2017 $ 1,000.00 $ 3,000.00 ($ 2,000.00) $ 2,000.00 $ 0.00 Attachment 3 to Report CSD -015-16 Municipality of Clarington Community Services Department Summary of Community Event Sponsorship Information Applicant / Organization: In the Face of an Angel Golf Tournament Application #: S17-05 Date Received: September 26, 2016 Contact Name: Sandy Cochrane Event Information Event Name: In the Face of an Angel Golf Tournament Event Date: May 28, 2017 Event Location: Newcastle Golf Course Anticipated Attendance: 48 Admission cost: $100.00 per golfer Sponsorship Benefits • Recognition on social media, signage and posters leading up to event, sponsor board at event • Verbal recognition at event • Special signage promoting the municipality Description of the event that the funding will be used for: Over the past six years, In the Face of an Angel Golf Tournament has raised over $60,000.00 for Ovarian Cancer Canada. On Sunday, May 28, 2017, the 7th annual In the Face of an Angel Golf Tournament will be held at the Newcastle Golf and Country Club. The funds raised through this event are used to fund research and provide outreach programs through the tournament beneficiary, Ovarian Cancer Canada. Financial Summary (event only): Revenue Expenses Net Sponsorship Final Net 2016 2017 $ 13,385.00 $ 14,400.00 $ 4,800.00 $ 5,700.00 $ 8,585.00 $ 8,700.00 $ 1,000.00 $ 2,000.00 $ 9,585.00 $ 10,700.00 173 Clarftwa Clerk's Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: November 7, 2016 Report Number: CLD -032-16 Resolution: File Number: By-law Number: Report Subject: Changes to the Municipal Elections Act Recommendations: 1. That Report CLD -032-16 be received; and 2. That all interested parties, and any delegations, be advised of Council's decision. 174 Municipality of Clarington Report CLD -032-16 Page 2 Report Overview This report is intended to provide background information for Council regarding the changes to the Municipal Elections Act as a result of Bill 181, Municipal Elections Modernization Act. 1. Background 1.1 The Act The Municipal Elections Modernization Act, 2016 (MEMA), or Bill 181, makes changes to the Municipal Elections Act, 1996 (MEA). Some of these changes come into effect immediately after Royal Assent on June 9, 2016 and certain changes do not come into effect until April 1, 2018, in time for the next municipal election. Bill 181 included a number of changes to the Municipal Elections Act that were intended to address issues that have been of concern to election administrators for many years, as well as issues that arose during the 2014 Municipal Elections across Ontario including: • Lack of regulation for third party advertising; • Challenges with compliance and enforcement of election rules; • Lack of clarity related to campaign financing; • The length of the campaign period; and Areas where the Act could be updated and modernized. The following changes will be discussed in more detail later in this report: • Ranked Ballots • Election Calendar • Campaign Finance • Third Party Advertising • Voters' List • Nomination and Eligibility • Election Administration • Recount Policy • Accessibility 2. Ranked Ballots The most extensive change is the establishment of a framework to allow for ranked ballot elections in Ontario for the first time. This change can be made based on a Council decision and the passing of a bylaw. Additional details on ranked ballot elections will be provided in a separate report. 175 Municipality of Clarington Report CLD -032-16 3. Election Calendar Page 3 A number of key dates and timelines in the election calendar have been changed affecting everything from the nomination period for candidates to dates for the voters' list availability and election policies and procedures. A detailed list of changes has been provided in Attachment 1. 4. Campaigning Campaign provisions have been clarified to allow candidates to access apartment buildings, condominiums, non-profit housing co-ops or gated communities from 9:00 AM until 9:00 PM in order to campaign. Landlords and condominium corporations will not be allowed to prohibit tenants or owners from displaying campaign signs in their windows. Notwithstanding this right, the changes will provide landlords, property managers, condominium corporations or other authorized agents with the ability to establish reasonable limits respecting the size and type of election signage displayed on the property and may prohibit all election signage within common areas of the building. Candidates and third party advertisers (See Section 11 for an explanation of third party advertising) are required to identify themselves on campaign advertisements and signs, so that it is clear who is responsible for each sign and advertisement that appears or is broadcast. Municipalities are authorized to remove election campaign advertisements in the case of a contravention. Municipalities may require the following to remove or discontinue the advertising: a person who contravened the provisions for third party advertisers or caused/permitted the contravention; or the owner or occupier of the land on which the contravention occurred. 5. Corporations and Unions Corporations and trade unions are no longer eligible to contribute to municipal election campaigns. This includes all council and school board elections. Corporations and trade unions, however, can be third party advertisers and make contributions to third party advertisers. Rules for determining whether two corporations should be considered as a single corporation are simplified, so that it should be easier for corporations and candidates to determine whether the contributions from two corporations should count towards the same contribution limit to third party advertisers. 176 Municipality of Clarington Report CLD -032-16 6. Changes affecting Voters Page 4 While the secrecy of one's vote has always been a principle of the Act, the amendments make it clear that electors are prohibited from photographing or video recording their marked ballot and are additionally prohibited from showing their marked ballot to any individual, except if they require assistance to mark their ballot in order to vote. Given the pervasiveness of smart phones, this amendment is intended to reinforce the secrecy afforded to an individual's vote, particularly in light of a recent trend to share video or photographic evidence of one's voting record on social media. 7. Campaign Finances 7.1 Bank Account A candidate who does not accept any contributions of money, or incur any expenses (not including their filing fee), is not required to open a bank account. 7.2 Contributions Individuals, corporations and unions can make contributions to third party advertisers. (See Section 11 for an explanation regarding third party advertising.) Currently donations of $10 or less at fundraising functions are not considered to be contributions. Under Bill 181, the limit is raised to $25. Also, if a candidate sells items for $25 or less in order to raise campaign funds, the money is considered campaign income rather than a contribution. In this case, the candidate does not have to issue a receipt, or make sure that the person buying the item is eligible to make a campaign contribution. It is important to note that money, goods and services given to and accepted by a person for his or her election campaign, or given to and accepted by another person who is acting under the person's direction, are deemed to be contributions under the legislation. This means that all in-kind contributions or discounted pricing for goods and services by corporations or trade unions will be prohibited, such as space, equipment, advertising, brochures, signs, printing, website design/hosting, food, etc. Candidates will be required to inform contributors of the contribution limits. A contributor is limited to a total of $750 to any one candidate in an election (except in the case of the office of Mayor of the City of Toronto) and $5,000 to two or more candidates for office on the same council or local board. 7.3 Spending Limits There is a new spending limit for parties and expressions of appreciation after voting day. The specific amount of the spending limit is to be set out in a regulation. 177 Municipality of Clarington Report CLD -032-16 Page 5 7.4 Subsequent Filing If a candidate or third party advertiser has filed their financial statement before the deadline and then discovers an error, they can file a corrected financial statement and auditor's report up until the filing deadline. 7.5 Late Filing There is a 30 -day grace period for candidates and third party advertisers who miss the deadline to file a financial statement and auditor's report, provided that the candidate or third party advertiser pays a $500 late filing fee to the municipality. 7.6 Clerk's Review The clerk who conducted the election is responsible for reviewing the contributions that are reported on the financial statements to council and trustee candidates as well as third party advertisers. If a contributor appears to have given more than the contribution limits allowed, the Clerk will report this to the Compliance Audit Committee. Within 30 days or receiving the report, the Compliance Audit Committee must decide whether to commence a legal proceeding against the contributor. 7.7 Report on Exceeded Campaign Contribution Limits The report would identify any candidates who appeared to exceed the campaign contribution limits. The same type of report would also be created for registered third party contributors. The Secretary of a school board would be responsible for compiling this report for candidates running for School Board Trustee. These reports would be referred to the Compliance Audit Committee to determine if any further action will be taken. 7.8 Refund of Nomination Fee Every candidate will be entitled to a refund of the nomination fee if they file their campaign financial statement and, if needed, the auditor's report by the deadline. 7.9 Deficits After the 2018 Municipal Election, campaign deficits will not be carried forward from the previous election campaign. 7.10 Report on "Failure to Comply" Another new requirement is for the Clerk to publicly identify in a report the candidates and third parties who have failed to comply with the requirement to file a financial statement and who are prohibited from running or registering in the next election as a result. 178 Municipality of Clarington Report CLD -032-16 8. Advertising Page 6 An election campaign advertisement is defined as an advertisement in any broadcast, print, electronic or other medium that has the purpose of promoting or supporting the election of a candidate. Candidates will be required to include specific information on their election advertising in order to make it clear who is responsible for the message. This will apply to all advertising regardless of format or method. Candidates, or those advertising on their behalf, will need to provide broadcasters and publishers with information including the name of the candidate, name of the individual or organization taking out the advertisement, as well as the address and telephone number of the individual interacting with the broadcaster or publisher on behalf of the candidate. The broadcaster or publisher is then responsible for retaining this information, along with a copy of the ad and invoice, for a period of two years and making this information available to the public for inspection in that time period. 9. Third Party Involvement The MEA now includes a framework for the registration and financial filing of third party advertisers. 9.1 Definition A third party advertisement is a message in any medium (billboard, newspaper, radio, etc.) that supports or opposes a candidate or a "yes" or "no" vote on a question on the ballot. Third party advertising also does not include: • issues -based advertising, so groups that do public outreach can continue their issued -based advocacy work throughout the municipal election period; • an advertisement by or under the direction of a candidate; • advertising that does not cost money to post or broadcast, such as comments made on social media; • where no expenses are incurred by the person/entity in relation to the advertisement; OR • when given or transmitted by an individual to employees, by a corporation to its shareholders, directors, members or employees or by a trade union to its members or employees. 179 Municipality of Clarington Report CLD -032-16 Page 7 9.2 Registration for Third Party Advertising Individuals, corporations or trade unions will be eligible to be third party advertisers, if they formally register with the Clerk in the municipality where they want to advertise. If they want to advertise in more than one municipality, they have to register in each municipality, each with their own spending limit. Third party advertisers must be registered at the time an advertisement appears. The following are not permitted to register as a third party advertiser: • Municipal election candidates; • A federal political party registered under the Canada Elections Act (Canada) or any federal constituency association or registered candidate at a federal election endorsed by that party; • A provincial political party, constituency association, registered candidate or leadership contestant registered under the Election Finances Act; and • The Crown in right of Canada or Ontario, a municipality or local board. Registration allows a third party advertiser to promote or oppose any registered candidate that the electors in the municipality. Third party advertising must be done independently of candidates, who are not able to direct a third party advertiser. 9.3 Contributions to Third Parties In general terms, the rules parallel those that govern contributions to candidates. For example, contributions may only be made to third party advertisers who are registered, and only during the applicable campaign period. Corporations and trade unions are permitted to make contributions to registered third parties. Maximum amounts that may be contributed to registered third parties are specified in the regulations. 9.4 Campaign Finances for Third Party Advertising Most campaign finance rules that apply to candidates will also apply to third party advertisers. Third party advertisers will have spending limits and there will be contribution limits for those wishing to contribute to a third party advertiser. 1 Municipality of Clarington Report CLD -032-16 9.5 Late Filing by Third Parties Page 8 If the third party files financial statements late, the registered third party is not entitled to register again until after the next regular election has taken place. However, a registered third party is permitted to avoid the automatic penalty for failing to file a financial statement by the specified deadline if the registered third party pays a late filing fee of $500 and files the report within 30 days after the specified deadline. 10. Candidate Nominations and Eligibility There is a new requirement that anyone wishing to run for office on a council (does not apply to school boards) must submit the signatures of 25 voters supporting the nomination. The individuals providing the signatures will each have to sign a declaration stating that they were eligible to vote in the municipality on the day that they signed the endorsement. Individuals may endorse more than one nomination. If a candidate files a nomination, and then changes their mind and decides to run for a different office on the same council, they are not required to submit new signatures. The nomination period is reduced from 37 weeks to 13 weeks, with the opening of nominations occurring on May 1 and ending on the 4th Friday in July (July 27, 2018). 11. Election Administration 11.1 Decision Making Changes to the MEA will provide greater administrative discretion and independence to the Clerk. The following matters, some of which previously required Council approval, will now be entirely under the authority of the Clerk: • The establishment of advance voting dates, locations and hours; • The establishment of reduced voting hours for voting places and long-term care facilities; • The management of the voters' list, including the removal of deceased persons, additions of new electors and amendments to existing electors, as well as, the method by which additions, amendments and deletions are completed; and • The ability to decide whether candidates are permitted to file financial statements electronically and any conditions or limits associated electronic filing. Clerks have greater flexibility in determining how certain election documents may be submitted and how notices are sent out. Original signatures are required only for nomination forms, third party advertiser registration forms and proxy appointment forms. 181 Municipality of Clarington Report CLD -032-16 12. Recount Policy 12.1 Previously Page 9 In previous municipal elections, a recount could only be conducted under the following limited circumstances: • Where the counting of ballots resulted in a tie vote; Where a municipality/ local board or Minister of Municipal Affairs and Housing has passed a resolution to order a recount; or • Where an electors' request for a recount has been granted by the Superior Court of Justice. 12.2 Changes The Act now provides a municipality may, by by-law, adopt a policy, by May 1St, with respect to the circumstances in which the municipality requires the clerk to hold a recount of the votes cast in an election. The Clerk now has the authority to hold a recount in accordance with the new recount policy. By way of an example, a policy could conceivably authorize a recount in the event the totals for two candidates were separated by a defined value (i.e. separated by 5 votes or less or 1 % of the total number of votes cast for the office, whichever is smaller). The ability to adopt a recount policy would provide greater clarity and certainty to candidates, electors and election administrators when a close vote occurs. 13. Accessibility The Clerk is now required to prepare an Elections Accessibility Plan and make it available to the public before voting day. Section 12.1(3) of the MEA has also been amended to require that the Clerk prepare a report within 90 days following the election on the identification, removal and prevention of barriers that affect electors and candidates with disabilities and make this report available to the public, rather than submitting it to Council, as was previously required. 14. Financial Impact The changes to the legislation may require additional staff time or resources to address. Staff will identify the implications through a specific staff report or the budget process, depending on the magnitude of the financial implication. 15. Concurrence Not Applicable 182 Municipality of Clarington Report CLD -032-16 16. Conclusion It is respectfully recommended that this report be received for information. 17. Strategic Plan Application Not applicable. Submitted by: C. Anne Greentree, Municipal Clerk Page 10 Reviewed by: Curry Clifford, MPA, CMO Interim CAO Staff Contact: June Gallagher, Deputy Clerk, 905-623-3379 ext. 2103 or jgallagher@clarington.net Attachments: Attachment 1 — Changes to key election dates Interested Parties: W.R. (Rusty) Hick, Director of Education and Secretary of the Board Michael Nasello, Director of Education and Secretary -Treasurer, Peterborough Victoria Northumberland and Clarington Catholic District School Board M. Martin Bertrand, Director of Education, Viamonde French Separate School Board Andre Blais, Director of Education, Conseil scolaire de district catholique Centre -Sud, French Catholic School Board 183 Attachment 1 to Municipality of Clarington Report CLD -032-16 Changes to Key Election Dates Item Previous Date New Date By-law Authorization of alternative voting June 1, 2018 May 1, 2017 methods By-law— Use of Ranked Ballots N/A May 1, 2017 Authorization of a recount policy N/A May 1 Establishment of forms, policies and June 1, 2018 December 29, 2017 procedures for voting, vote counting equipment and alternative voting methods Clerk determines single or batch N/A December 31, 2017 elimination for ranked ballots Authorization of a ballot question June 1, 2018 March 1, 2018 Establishment of voting subdivisions Minister's Letter April 2, 2018 Opening of nomination period First day of business May 1, 2018 after January 1 st (January 2nd, 2018) Close of nomination period Second Friday in July 27, 2018 September Availability of the voters' list First Tuesday in September 4, 2018 September Compilation of interim list of changes to 10 days following Starts September 15 and the voters' list nomination day ends September 25 Voting Day Fourth Monday in October 22, 2018 October Close of 3rd party advertising N/A Voting Day registrations Oct. 22, 2018 Report of candidates in default N/A May 1, 2019 Clarftwa Clerk's Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: November 7, 2016 Report Number: CLD -034-16 Resolution: File Number: By-law Number: Report Subject: Municipal Elections - Ranked Ballot Elections Recommendations: 1. That Report CLD -034-16 be received; 2. That the Municipality of Clarington maintain the existing first -past -the -post election model for the 2018 Municipal Elections; and 3. That Staff review this position prior to the 2022 Municipal Elections. 185 Municipality of Clarington Report CLD -034-16 Page 2 Report Overview This report provides a synopsis related to recent changes to the Municipal Elections Act regarding the new ranked ballot election framework. It is intended to assist Council in their considerations of this voting option for future elections. It is not recommended that the Municipality move to this voting system. 1. Background Report CLD -032-16 summarizes the changes to the Municipal Elections Act (MEA), including ranked ballots. The most extensive change is the establishment of a framework to allow for a ranked ballot election in Ontario for the first time. This change can be made by a Council decision and the passing of a by-law. This report is intended to provide a more in depth background on ranked ballots. The Province committed to providing municipalities with the option of using ranked ballots in future elections as an alternative to the current first -past -the -post system where the candidate who receives the highest number of votes wins. The current system does not require a certain percentage of votes to be achieved to win a contest. Ranked ballots allow a voter to rank candidates in order of preference (first choice1, second choice, third choice, etc.). Changes to the MEA now give all municipal councils in Ontario the option to pass a by- law to implement ranked ballot elections starting with the next municipal election in 2018. The related Regulation 310/16 was passed on September 16, 2016 and outlines: rules governing ballots, voting procedures, the counting of votes, recounts and reporting results; conditions, limitations and procedural requirements for passing the by-law, including consultation requirements and timing; and powers that the Clerk may exercise in administering a ranked ballot election. The possibility of adopting ranked ballot voting influences decisions regarding the methods of voting (e.g. scanned paper ballots, internet voting, other electronic methods of voting), and what systems will be required for counting votes. Methods of voting and acquisition of systems will be discussed under a separate report at a later time. Municipality of Clarington Report CLD -034-16 Page 3 Ranked ballots are used (but called by different names) in approximately ten municipalities in the United States (in only a handful of communities spanning seven states), in various places in Europe and the United Kingdom and in Canada for political party leadership races. To date, ranked ballot elections have not been implemented in any municipal, provincial or federal elections in Canada. On June 7, 2016, the federal government formed a parliamentary committee, the Special Committee on Electoral Reform, which is to report by December 1, 2016, but it has promised legislation by April 19, 2017. Town Hall meetings were held in October regarding federal election reform. 2. What is a Ranked Ballot Election (RBE)? A ranked ballot election means an election whereby electors vote by ranking candidates for an office in order of the elector's preference, votes are distributed to candidates based on the rankings marked on the ballots, and the counting of votes is carried out in one or more rounds, with at least one candidate being elected or eliminated in each round. . 2.1 Framework Section 41.1 of the Act sets out the framework for RBE as follows: 1. Electors vote by ranking candidates for an office in order of the elector's preference. 2. Votes are distributed to candidates based on the rankings marked on the ballots. 3. The counting of votes is carried out in one or more rounds, with at least one candidate being elected or eliminated in each round. RBEs can only be undertaken within a municipality if all municipal races are using ranked ballots. For instance, a municipality could not use ranked ballots for the mayoral race and first -past -the -post for councillor races. It is important to note that the Act does not allow for RBEs for school boards. School boards do not have the same timeline and will not have the option of using RBEs until, at the earliest, the 2022 election. This is mainly because of the overlap of municipalities within school boards and the inherent logistics of coordinating ballots for ranking and counting 187 Municipality of Clarington Report CLD -034-16 2.2 Concept Page 4 For RBEs, instead of voting for a single candidate, the elector ranks the list of candidates in order of your preference, first, second, third, etc. The first choice votes are totalled up and if someone receives 50% or more of the votes, then they are declared the winner and the election is over. However, if no candidate receives more than 50%, then the candidate with the least votes is eliminated from the race. The second choices of the voters whose first choice was the dropped candidate are added to the remaining totals and the votes are counted up again. Once again, if someone has a majority then they are declared the winner. If not, another candidate is eliminated and the process repeats until there is a majority winner. Attachment 1 provides a simplified example of a ranked ballot election. 2.3 Types of Ranked Ballots There are two types of ranked ballots: single -member RBEs, also known as instant runoff voting (IRV), and multi -member RBEs, also known as single transferrable vote (STV). In the Municipality of Clarington, a single -member ranked ballot process would apply to all the offices (i.e. where only one candidate is elected). A multi -member ranked ballot process would apply to where multiple candidates are elected per race. Since Clarington does not have a multi -member situation, this report will focus on the "single - member ranked ballot approach". 2.4 Thresholds According to the ranked ballot approach, a candidate would have to cross a "threshold" of votes to be elected. In the case of a single -member RBE, the threshold to be elected is 50% plus one of the total number of votes received for a contest, calculated as follows: 100% of Votes Cast Threshold = () + 1 = 50% + 1 1 candidate will be elected + 1 Municipality of Clarington Report CLD -034-16 Page 5 The following is a simplified example of calculating the threshold, from the Ministry of Municipal Affairs Website: (http://www.mah.gov.on.ca/Pagel 1118.aspx ) In this election, you are being asked to vote on the kind of fruit that will be served as a snack. With ranked ballots you can rank your choices from your most preferred to least preferred option. You rank the choices as follows: • Cherry 1 4] • Pear 2 • Strawberry 3 • Apple 4 $` Thirty people voted, and only one fruit can be chosen. M#3 Sixteen votes are needed for a fruit to be chosen (50 per cent of 30 votes is 15 votes, plus one makes it a majority). 2.5 Single -Member Ranked Ballot Election To cross the threshold in a single -member RBE, votes would be distributed among candidates based on the rankings indicated by the voter on the ballot. In the event that a candidate does not receive enough votes to pass the threshold, subsequent rounds of vote counting would be conducted where the candidate(s) who received the lowest number of votes would be dropped from future counts, and his or her votes redistributed based on the rankings assigned to other candidates on the same ballot, until the threshold is met. Municipality of Clarington Report CLD -034-16 Page 6 The following image, provided by the Ministry of Municipal Affairs, outlines the basic process: VOTE COUNT all ballots reached 50%+1? ELIMINATE last place & 'distribute votes YES No 10WINNER 2.6 Elimination of Candidates Candidates may be eliminated either using single elimination or batch elimination. The Clerk has the authority to decide which elimination method will be used. The same elimination method must be used for all offices, and all rounds of vote counting. In the single elimination method, the candidate who has the lowest number of votes is eliminated, and those votes are distributed to the remaining candidates according to the next preference shown on each ballot. In the batch elimination method, all candidates who do not have a mathematical chance of being elected are eliminated at the same time, and those votes are distributed to the remaining candidates according to the next preference shown on each ballot. 190 Municipality of Clarington Report CLD -034-16 3. How Rankings are Interpreted Page 7 The voter's preference will be determined by looking at the rankings given to candidates. If a voter gives the same candidate more than one ranking, only the highest of those rankings will be considered. If a voter skips a ranking, the next highest ranking will be considered. If a voter gives two candidates the highest ranking, so that it is not possible to determine which candidate is the voter's first preference, the ballot will be rejected. In any round of counting after the first round, if a ballot is to be transferred, but it is not possible to determine which candidate is the voter's next preference, the ballot becomes exhausted. A voter does not have to rank the maximum number of preferences. For example, if a voter only ranks one candidate, that candidate would be the voter's highest preference. If the ballot is to be transferred in a later round, it would become exhausted because it would not be possible to determine the voter's next preference. In any election where voters complete their ballot by hand, there is an inherent challenge of interpretation. The use of vote counting equipment (i.e. vote tabulators) assists greatly in identifying any voting errors in real time which enables the elector to correct their ballot. The use of internet and telephone voting further overcomes the challenge of interpretation by technically prohibiting errors from occurring (i.e. over -voting). The challenges of vote interpretation may be compounded by complexities of voting in ranked ballot system. That said, where an RBE is contemplated, to eliminate voting errors, the RBE should be conducting using internet and/or telephone voting. 4. Details of Regulations 4.1 Ranking The by-law may specify the maximum number of rankings that an elector may make and may provide a different number of maximum rankings for each office. If the by-law does not specify the maximum number of rankings, the default maximum is three. If ranked ballots are authorized for a regular election, ranked ballots must also be used in any by-elections that are held to fill council vacancies during the council term. 191 Municipality of Clarington Report CLD -034-16 Page 8 4.2 Reporting In addition to declaring the candidates who have been elected, the Clerk will be required to also report the following information to the public: • the number of ballots cast; • the number of ballots that were declined or rejected; • the threshold for each office; • the number of votes each candidate received in the first round of vote counting; and • the results of each round of vote counting, including the number of votes received by each remaining candidate and the number of exhausted ballots. 5. Regional Chair and Durham Region Municipalities Upper -tier municipalities that have directly elected offices (i.e. the member does not also sit on a lower tier council) may pass a by-law authorizing the use of ranked ballots to elect those offices. However, an upper tier municipality could only pass a by-law if all of the lower -tier municipalities within it have passed by-laws authorizing the use of ranked ballots to elect the lower -tier offices. Within Durham Region, Whitby has already indicated that they are not moving forward with ranked ballots (the other municipalities have not taken an official stance), thus ranked balloting cannot be used for the 2018 Municipal Elections for Regional Chair. 6. Pros and Cons of Ranked Ballot Elections Based on research of ranked ballots, there are several pros and cons provided by various groups. The following is a summary of the findings of staff and considerations for the use of ranked balloting: Pros: • Reduction of vote splitting — voting with your heart instead of strategically voting to avoid having the candidate you don't want elected. • Greater diversity of candidates and ideas — potential candidates will not be discouraged from running providing a greater number of ideas and platforms. • Discourages negative campaigning as candidates need to appeal to their opponents' supporters in order to be their 2nd, or 3rd choice to increase their chances of being elected. 192 Municipality of Clarington Report CLD -034-16 Page 9 • Provides a greater element of democracy — current first -past -the -post method provides for electing candidates that may not have a lot of supporters and who have not achieved the majority of the vote. Cons • Complexity of the voting method for electors, which lead to greater costs in educating the voters. • Electors may have difficulty choosing more than one candidate — they may be knowledgeable in their first choice candidate but not in others to make a 2nd or 3rd choice. • Studies suggest that jurisdictions that use ranked ballots disenfranchise less - educated, low-income, immigrant and elderly voters. • Results based on mathematics rather than voter intent — voters whose first choices lose could still feel their votes did not count. There are also many other implications of a ranked balloting system and these are set out below. 7. Implications if Ranked Ballot Elections were Adopted As per Section 5(1) of Regulation 310/16, before passing a by-law to implement RBEs, Council will be required to give consideration to the following matters: • The costs to the municipality of conducting the elections; • The availability of technology, such as voting equipment and vote counting equipment and software, for conducting the elections; and • The impact the proposed by-law would have on election administration 7.1 Public Consultation and Support Substantial public consultation and engagement is required before implementing such a significant change to the current electoral system. If Council directs staff to proceed with a ranked ballot as an option for the 2018 municipal election, a thorough public consultation process is required to gather public feedback. The Municipality would be required to hold an open house to provide the public with information and the opportunity to ask questions about: • How elections would be conducted, including a detailed description of vote counting; 193 Municipality of Clarington Report CLD -034-16 Page 10 The estimated costs of conducting the election; Any voting and vote -counting equipment that is being considered for use in the election; and Any alternative voting method being considered for use in the election. A municipality must also hold a public meeting to allow the public to speak to Council about the proposed by-law. The public meeting must be held at least 15 days after the open house is held. Notice of both the open house and public meeting must be issued 30 days prior to each event. The by-law must be passed no later than May 1 in the year before the year of the election (e.g. May 1, 2017 for the 2018 election). If Council directs staff to pursue the option of an RBE, significant staff time will be required to conduct and document public consultation and engagement. It is estimated that the following staff time will be required: • Communications staff: 30-35 hours • Clerk's staff: 100-120 hours Total staff time: 155 hours 7.2 Public Education and Voter Turnout The ranked ballot system is a fundamental departure from the experience of the average voter who is used to selecting a specified number of candidates for each office. For example, choose one candidate for the Office of Mayor, not a first, second and third choice for the Office of Mayor. A change to the ranked ballot approach may be confusing to experienced and new voters alike. A significant amount of time, effort and election funding would have to be put towards public education and resources to inform voters about this new system. A change to ranked balloting could lead to public confusion and may have a negative impact on voter turnout which is typically quite low at the municipal level. Effective communication and public education would be essential to informing the public. 7.3 Voting Equipment and Systems The regulations related to ranked ballot vote counting procedures (O.Reg.310/16) were just released on September 16, 2016. Therefore, neither staff nor voting equipment/method vendors have a full understanding of the requirements and whether the technology can be modified in time to provide a secure and accountable 2018 Municipal Election. However, the anticipated complexities of the ranked ballot approach necessitate the use of electronic vote counting equipment. 194 Municipality of Clarington Report CLD -034-16 Testing: Page 11 A move to a ranked ballot approach would have a large effect on the amount of time needed to prepare and test vote counting equipment and systems. Ranked balloting involves multiple rounds of voting based on a more complex mathematical calculation. As with any election, testing would have to be conducted on all vote counting equipment and systems to ensure that votes are counted correctly, as well as, the security and integrity of the systems. Programming: Programming tabulators would be more complex and this would increase vendor costs. Logic & Accuracy (L&A) Testing: The logic and accuracy testing phase for voting equipment would need to develop new testing procedures, would take longer as it would have to test for multiple rounds of vote counting and would require additional staffing to complete. In 2014, it took two days of preparation/setup (two persons), plus two days of testing (nine persons) for a total of 150 person -hours to conduct logic and accuracy testing for vote tabulators. Based on information provided by Minneapolis, MN and Cambridge, MA, a minimum of one additional day, seven additional hours with nine staff would be needed to conduct logic and accuracy testing if ranked voting was implemented. A significant portion of this additional time is based on testing of accessible devices using audio ballot which will have to read out each office, with each candidate read out three or more times before selections can be made and tested. It is worth noting that, at a recent election forum in Markham where several voting equipment vendors demonstrated their equipment, none of the vendors could say with certainty that their equipment could perform the calculations required by the legislation. This was mainly based on the fact that the draft regulations had only recently been released and no vendor has had a chance to program them or test them. Auditor: There may be the need for an independent auditor to ensure that the source code for the tabulators or internet software has been programmed correctly. 195 Municipality of Clarington Report CLD -034-16 7.4 Ballot Page 12 A composite ballot is currently used displaying all elected offices on the same ballot face. Offices for Mayor and Council may be elected by ranked ballot; however, there are no proposed changes to allow for school board election using a ranked ballot. If Council resolves to use ranked choice ballot voting for the 2018 election, there will be multiple ballots and different voting instructions used for municipal and school board elections and the office of Regional Chair. The general rules regarding what can appear on a ballot set out in the MEA would continue to apply to ranked ballots. In addition, ballots used in an RBE would also be required to contain the following information: • The number of candidates to be elected for each office; • Instructions to the voter on how to mark the ballot to rank their preferences; and • The maximum number of preferences that may be ranked on the ballot for each office Depending on the number of candidates for the Office of Mayor and Councillor/ paper ballots may need to be larger, may need to use the front and back of the ballot face or a voter may need to use multiple ballots to vote. To demonstrate the difference in ballot face and layout, a sample ballot under the first -past -the -post (FPTP) and ranked balloting systems are included as Attachments 1 and 2 respectively. A ballot using ranked voting will be significantly different than the ballot that voters are familiar with and may cause confusion. The time for completing a ranked ballot by an elector will be significantly longer as voters are selecting multiple options for each race. Voters may mark ballots incorrectly leading to more spoiled ballots. This is often a source of frustration for voters and some refuse to go through the process again to obtain a new ballot which ultimately results in lost votes. Longer wait times at voting locations may result. It should also be considered that the consequence of error in completing a ranked paper ballot is much higher than if the ballot is completed online. There is no way to prevent electors from selecting multiple choices on a paper ballot which would ultimately spoil and discount that ballot. Staff recommend that, if a ranked ballot election is implemented, that it be conducted solely by the use of internet voting. It will be more time consuming for election workers at voting locations to issue, manage, balance and reconcile multiple ballots or dual face ballots and to educate voters with questions at the voting location. Municipality of Clarington Report CLD -034-16 7.5 Election Results and Recounts Page 13 In order to be transparent with voting results, more in depth information would need to be available with ranked ballots. In addition to the candidates who have been elected and the number of ballots cast, which are currently reported, the Clerk would also have to report on the following: • The number of ballots that were declined or rejected; • The threshold for each office; • The number of votes each candidate received in the first round of vote counting; • The results of each round of vote counting, including the number of votes received by each remaining candidate and the number of exhausted ballots. Regulation stipulates that in the event of a tie and it cannot be determined which of the candidates has enough votes to meet or exceed the threshold, the following method will be used to determine the successful candidate: • The tied candidate with the higher number of votes in the previous round will be considered to have the highest number of votes; • If candidates were tied in the previous rounds, the vote totals in earlier rounds are used; • If the candidates were to tie in all previous rounds, the name of the candidate who will be considered to have the highest number of votes is chosen by lot in a draw; • The same process is applied to ties for candidates with the lowest number of votes in determining which candidate will be eliminated. In addition, ranked ballot processes will likely delay the time between the close of voting and the release of official results from the Clerk's office. With the current voting system, election results are typically generated very quickly with unofficial results announced at the end of voting day and official results announced the following business day. With ranked voting, unofficial results may still be available the same night; however, the verification of official results would require more time and could take more than a week. This delay would be required to ensure results are accurate and can vary significantly depending on the number of rounds of counting required and the vote counting systems implemented. Cambridge, MA, produces preliminary results on the night of the election and unofficial results the following day. For the verification and posting of official elections results it reportedly takes 10 days to complete. 197 Municipality of Clarington Report CLD -034-16 7.6 Accessibility Page 14 In previous municipal elections, including 2014, Clarington utilized accessibility devices at voting locations in an effort to mitigate potential barriers to voting. Devices included ballot marking tools, audio, tactile and paddle interfaces, and a sip and puff machine. The audio device gave the voter the opportunity to listen to an audio ballot with candidate options read out over headphones. Even with a FPTP ballot, this can take a significant amount of time to be read out in full. An area of potential concern for accessibility is the length of time it will take to have an audio ballot read out if a voter is now presented with the opportunity to rank each candidate three times. Depending on the number of rankings allowed (1St choice, 2nd choice, and 3rd choice) and the number of candidates for an office, this could make marking a ballot using an accessibility device significantly longer than it would to mark a paper ballot. The vendor for tabulators and accessibility devices for the 2014 municipal election has indicated that they have not deployed the accessible audio ballot feature, which was used on the tabulators in 2014, in a ranked ballot system before. However, the vendor estimates that it could take up to up to twice as long, with twice as much effort, for a voter mark an audio ballot if ranked ballot was used. 7.7 Increased Administrative Costs In light of these considerations, increased administrative costs are anticipated based on the following: • Paper ballot production costs will increase based on the size and number of ballot faces required for each voter, as well as, in anticipation of more spoiled ballots and replacements needed. • Additional staff will be needed to support research, planning and implementation of ranked voting with new processes and audit procedures. • Extensive public education will be needed to inform and assist voters and this will require additional staff, as well as, promotional materials and communication initiatives. • One additional election worker will be needed at each voting location to assist voters who are unclear on the new voting method and to ensure wait times are not increased. • Additional training will be required for all election workers to ensure that they are knowledgeable on ranked balloting and can assist voters. Detailed estimates of these increased costs are provided in more detail within the Financial Implications section. Municipality of Clarington Report CLD -034-16 8. Question on the Ballot Option Page 15 While a referendum is not required for a municipality to move from the FPTP system to ranked ballots, it could form part of the municipal public consultation process. Some individuals feel that a referendum would be an important provision as it is a change to how the electors will vote. Others argue that municipalities have the authority to change the vote casting/counting method without a requirement for a referendum and that elected officials in Canada are elected to make decisions, rather than ask the electorate what decision is to be made. The City of Cambridge Council is one of the few municipalities who, although unanimously voting to stay with the FPTP system for the 2018 elections, they directed staff to look into a referendum question on those ballots to see if voters want ranked ballots in 2022. The last Ontario referendum related to electoral reform resulted in the majority of voters choosing to maintain a first past the post system. However, the referendum alternative was not specifically a ranked ballot system. If Council wishes to consider RBEs as an option for future municipal elections a referendum could be held with a question on the 2018 ballot. Since 2005, three Canadian provinces have held referenda on electoral reform, including on ranked balloting, but did not receive sufficient support for the change: • Ontario- 2007 Mixed Member Proportional representation referendum • Prince Edward Island- 2005 Mixed Member Proportional representation referendum • British Colombia- 2005 and 2009 Single Transferable Vote referenda More information on these referenda and other electoral reform initiatives in Canada can be found on the Parliament of Canada website: htti)://www.loi).i)arl.ac.ca/content/lop/researchi)ublications/i3rbO4l7-e.htm A significant factor when considering the inclusion of a question on the ballot is whether voter turnout will be high enough to pass the threshold needed for a binding decision. In accordance with Section 8(2) 1 of the MEA, the results would only be binding if: (a) at least 50 per cent of the eligible electors in the municipality vote on the question; and (b) more than 50 per cent of the votes on the question are in favour of those results. 199 Municipality of Clarington Report CLD -034-16 Page 16 In 2014, the Municipality of Clarington had a voter turnout of 30.53%. In the last eight Clarington elections, the highest turnout was 41 %. If a question on RBEs was put on the 2018 ballot, voter turnout would have to be at least nine per cent higher in order to have a binding result. Additionally, the fundamental concerns and costs, expressed above, regarding public education, would be applicable even for a question on the matter of ranked ballots. A question on the ballot would have to be authorized through a by-law no later than March 1, 2018. In reality, staff would recommend such a decision be made much earlier in order to properly coordinate ballot printing and to provide for an associated educational and public awareness campaign. 9. Financial Implications Public Consultation Based on estimates from other municipalities, the cost to conduct a public consultation could be between $5,000 and $10,000. Communications and Community Engagement Sessions If Council directs staff to consider RBEs as an option for the 2018 municipal election it is estimated that the communications and community engagement sessions would cost between $25,000 and $30,000. Implementation The 2014 Clarington Municipal Election total cost was approximately $332,000. Of that, approximately $140,000 was spent on ballots and tabulators/electronic equipment. It is anticipated that there will be other additional costs which, at this point are very preliminary as vendors have not yet set pricing, staff has not yet undertaken a thorough process assessment, and nor has a method of election been determined by Council. That said, at the very least staff expect the following additional costs with a ranked balloting approach: • an increase for the extra programming for ranked ballots (approximately $14,000- $17,000). 200 Municipality of Clarington Report CLD -034-16 Page 17 • a 50% increase in the cost of ballots due to the possibility of having to print on the back of the ballots or make them larger, since ranked contests take up more space, resulting in approximately $8,000. • additional election workers ( approximately $6,600). It should be noted that the above financial implications could be different should Council choose to implement internet voting. Based on the results of the "Internet Voting Project Report", from the Centre for E -Democracy, published in August, 2016, the costs of internet voting could be anywhere from 20% less to 20% more per voter than traditional paper ballots. 10. Timing In accordance with Section 41.2(1) of the MEMA, Council has the option to pass a future by-law with respect to KBEs for Offices of Council. While the 2018 municipal election may seem far away, if an RBE is to be implemented it must be authorized through a by- law no later than May 1, 2017. In reality, this decision would need to be made much earlier in order to allow staff the time required to properly implement such a change. It is necessary to determine whether Council is interested in pursuing RBEs for the 2018 Municipal Elections to allow sufficient time for community engagement and the related administration. The following is the proposed timeline, should Council decide to proceed. Item Notice of Open House Open House Notice of Public Meeting Public Meeting regarding Ranked Ballots (General Government Committee Meeting) Report to General Government Committee Last Day to pass By-law Authorization of alternative voting methods By-law — Use of Ranked Ballots Establishment of forms, policies and New Date Week of December 16, 2016 Week of January 16, 2017 February 22, 2017 March 27, 2017 April 18, 2017 May 1, 2017 May 1, 2017* December 29, 2017 procedures for voting, vote counting equipment and alternative voting methods Clerk determines single or batch elimination December 31, 2017 for ranked ballots Authorization of a ballot question 201 March 1, 2018 Municipality of Clarington Report CLD -034-16 Page 18 11. Concurrence Not Applicable 12. Conclusions Staff recommends that Council maintain the current first -past -the -post election model for the 2018 municipal election for the following reasons. 12.1 Regulations While the amendments to the MEA received Royal Assent for the MEMA in June, 2016, the regulations that govern the detailed processes by which RBEs are to be conducted were only released on September 16, 2016. This makes implementation very difficult based on an already tight timeline for public consultation, final reporting by early 2017 and by-law approval by May 1, 2017. The implications of a new voting system with a ranked ballots need to be balanced with opportunities to naturally progress and expand on election services in terms of planning and implementing the 2018 Municipal Elections. 12.2 Financial considerations Significant additional costs of conducting an RBE have been identified in the Financial Implications section of this report. These extra costs would significantly impact the election reserve budget. These additional costs have not been anticipated and budgeted for. The election budget is necessary to cover the costs of the municipal election every four years, but also must leave funds in reserve in case of a recount, a compliance audit, and/or a by-election. Even if the election reserve held the funds to cover the additional costs of an RBE, the Municipality's ability to carry out a recount, compliance audit and/or by-election may be compromised. 12.3 Public education The ranked ballot system is a fundamental departure from the experience of the average voter. No municipality in Ontario currently conducts RBEs and, as a result, there is a significant lack of public knowledge on this system among both experienced and new voters alike. A significant amount of time, effort and election funding would have to be put towards public education and resources to inform voters about this new system. In order to prevent public confusion and potential negative impacts to voter turnout, it would be beneficial to monitor the impacts of implementation and learn from the public education initiatives led by municipalities who adopt a ranked ballot system for the first time in 2018. In addition, it is anticipated that there may be an opportunity to learn from a 202 Municipality of Clarington Report CLD -034-16 Page 19 Provincial or Federal election which may undertake to use ranked ballots between now and 2022. 12.4 Equipment testing and results In 2014, the Municipality relied on tabulator equipment to count ballot selections at 33 different voting locations (plus 6 special voting places). This equipment ensures the consistent and accurate counting of votes, as well as, the timely production of results. There are unique requirements for having a ballot with both ranked and FPTP systems, for how a tabulator would have to read and count a first, 2nd and 3rd choice of candidate, and for how tabulator results would calculate multiple rounds of vote counting. It is currently unclear, and untested, if and how the tabulator equipment meets these new requirements. The algorithms, security and programming of vote tabulating equipment are all areas that have not been fully explored or proven to work by service providers which underscores the need to wait to implement this type of voting after more research and testing can be conducted. 12.5 Lack of current adoption In the case of RBES, there are no provinces or municipalities across Canada, let alone in Ontario, that are currently using this election system. With the new amendments to the MEA, 2018 is the first year that Ontario municipalities have the option of implementing an RBE. The Association of Municipal Clerks and Treasurers of Ontario (AMCTO) surveyed Clerks in the spring of 2016 and found that only four percent indicated that they were likely to recommend the use of ranked ballots and only eight percent felt prepared to run a ranked ballot election by 2018. At the time of writing this report, staff research did not identify any municipality that has adopted ranked balloting for 2018. It is recommended that the Municipality monitor and learn from the implementation experiences of other Ontario municipalities in 2018, to ensure that additional costs, considerations of public interest and risks are identified and mitigated prior to implementation. If directed to investigate ranked balloting further, public consultation will need to be conducted and a decision report would be brought forward early in 2017 for consideration 203 Municipality of Clarington Report CLD -034-16 13. Strategic Plan Application Not applicable. Submitted C' Anne Greentree, Municipal Clerk Page 20 Reviewed by: Curry Clifford, MPA, CMO Interim CAO Staff Contact: June Gallagher, Deputy Clerk, 905-623-3379 ext. 2103 or jgallagher@clarington.net Attachments: Attachment 1 — Example of Ranked Ballot Election Attachment 2 — Sample of Clarington First Past the Post Composite Ballot and a Sample of Burlington's Ranked Ballot Elections Composite Ballot There are no interested parties to be notified of Council's decision. 204 Municipality of Clarington First Round Attachment 1 to Report CLD -034-16 Example of Single -Member Ranked Ballot Election In the example below, in the first round of counting: the Cherry received 5 votes; Strawberry received 6 votes; Pear received 9 votes and Apple received 10 votes: None of the fruits has received enough votes to be elected. Eliminate the Option in Last Place and Redistribute those Ballots to Other Candidates The first choice, Cherry, got the fewest votes. The ballots of everyone else who voted for Cherry as their first choice will now have their second choices redistributed. Assuming that 4 of the Cherry ballots chose Pear and one choose Strawberry as their second choices„ the 5 Cherry ballots are redistributed, and the new vote count is: Strawberry=1; Pear=4; Apple=0, as follows: (; 02\ 4 cherry strawberry pear apple i r � � M After the second round of counting, none of the fruits has received a majority — which is required to be elected. 205 cherry strawberry pear apple None of the fruits has received enough votes to be elected. Eliminate the Option in Last Place and Redistribute those Ballots to Other Candidates The first choice, Cherry, got the fewest votes. The ballots of everyone else who voted for Cherry as their first choice will now have their second choices redistributed. Assuming that 4 of the Cherry ballots chose Pear and one choose Strawberry as their second choices„ the 5 Cherry ballots are redistributed, and the new vote count is: Strawberry=1; Pear=4; Apple=0, as follows: (; 02\ 4 cherry strawberry pear apple i r � � M After the second round of counting, none of the fruits has received a majority — which is required to be elected. 205 Municipality of Clarington Report CLD -034-16 Page 22 Drop the last place and redistribute those ballots Strawberry now has the fewest votes. Electors that chose Strawberry as their first choice and Pear as their second choice will then have their vote redistributed to Pear in this third round. Electors that chose Strawberry as their first choice and Apple as their second choice will have their vote redistributed to Apple in this third round. After the 7 Strawberry ballots are redistributed, the new vote count is: Pear=17; and Apple=13. * 4 0 strawberry pear apple l Pear is elected with 17 votes. Even though your first choice didn't get elected, your ballot helped your second choice to win. 206 Attachment 2 to Report CLD -034-16 I I I I I I I I " I I I I I I I I' I I I I I I I I I I I ■ ■ 1 �••pn Municipality of Clarington Ward 1' ' ''' ■ lj1Ullll 11 2014 Municipal Elections English -Language � Lending Ore lygv ■ Monday, October 27, 2014 Public School ■ To vote, fill in the oval O next to your choice(s), like: • or: ■ Pour voter, remplissez ('ovale a cote de votre choix, comme cecr ou: Office of / Poste de Mayor Vote for no more than one (1) Ne voter pour que un (1) Gillian Apps O Patrice Bergeron O Valerie Maltais O Office of / Poste de Regional Chair Regional Municipality of Durham Vote for no more than one (1) Ne voter pour que un (1) Alexandre Bilodeau O Jay Bouwmeester O Melodie Daoust O Dylan Moscovitch O Marianne St-Gelais O Office of / Poste de Regional Councillor Wards 1 & 2 Vote for no more than one (1) Ne voter pour que un (1) Laura Fortino O Charles Hamelin O Kelsey Serwa O Office of / Poste de Local Councillor Ward 1 Vote for no more than one (1) Ne voter pour que un (1) Drew Doughty O Kaillie Humphries O Haley Irwin O Kim Lamarre O Kevin Reynolds O Office of / Poste de English Public School Trustee Vote for no more than two (2) Ne voter que pour deux (2) Chloe Dufour -Lapointe O Ryan Fry O Charline Labonte O Dominique Maltais O Jill Officer O Copyright© 2016 Dominion Voting Inc. All Rights Reserved t 1111111111111111 CITY OF 2016 Municipal Election Bur n.oton Monday, May 9, 2016 To vote, fill in the oval O next to your choice(s), like: • Pour voter, remplissez ('ovale a cote de votre choix, comme ceci: Special Instructions for Ranked Choice Voting 1. Pick your first choice and completely fill in the oval next to that candidate under 1st Choice. 2. If you have a second choice candidate, completely fill in the oval next to that candidate under 2nd choice. 3. Your third choice candidate, if you have one, works the same way. Fill in no more than 1 oval per candidate. Instructions speciales pour le vote preferentiel. 1. Choisissez votre premier choix et remplir completement dans I'ovale a cote de ce candidat au titre ler choix. 2. Si vous avez un deuxieme candidat de choix, remplir completement dans ('ovale a cote de ce candidat en vertu de 2e choix. 3. Votre troisieme candidat de choix, si vous en avez un, fonctionne de la meme fagon. Remplissez pas plus de 1 ovale par candidat. Office of / Poste de MAYOR Rank candidates in order of choice. 1 to be elected. Classer les candidats par ordre de preference. 1 pour etre elu. 1st Choice 2nd Choice 3rd Choice 1 er choix 2e choix 3e choix Jeremiah BROWN O' 02 03 Patrick CHAN O' 02 03 Marielle THOMPSON O' 02 03 Brittany TIMKO O' 02 03 Adam VAN KOEVERDEN O' 02 03 Office of / Poste de CITY AND REGIONAL COUNCILLOR - WARD 1 Rank candidates in order of choice. 1 to be elected. Classer les candidats par ordre de preference. 1 pour etre elu. t 1111111 2nd Choice 2e choix 1 st Choice 1 e choix Drew DOUGHTY O' Christine GIRARD O' Alex HARVEY O' Jesse LUMSDEN O' Patrick MARLEAU O' Scott MOIR O' Kirsten MOORE-TOWER O' Mark OLDERSHAW O' Brittany WEBSTER O' Hayley WICKENHEISER O' t 1111111 2nd Choice 2e choix 3rd Choice 3e choix 02 03 o2 o3 o2 o3 o2 O 3 o2 O 3 o2 O 3 o2 O 3 o2 O 3 o2 O 3 o2 O 3 111111M Ward 1 ■ English Language77 ■ Public School ■ Use only the marking pen provided. ■ Utilisez uniquement le stylo fourni. ■ Office of / Poste de REGIONAL CHAIR Vote for no more than 1 Ne voter que pour 1 Bryan BARNETT O Alexandre BILODEAU O Christine SINCLAIR O Office of / Poste de HDSB TRUSTEE WARDS 1 & 2 Vote for no more than 1 Ne voter que pour 1 Matt DUCHENE O Jessica HEWITT O Duncan KEITH O Heather MOYSE O Kirsten WALL O Illio�lllllllllll Clarftwa Finance Department Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: November 7, 2016 Report Number: FND-016-16 Resolution: File Number: By-law Number: Report Subject: Bowmanville Museum Process Review Recommendations: That Report FND-016-16 be received for information. 209 Municipality of Clarington Report FND-016-16 Page 2 Report Overview Council requested that staff review the financial records of the museum with the view to provide comments on processes and internal controls at the museum pertaining to expenses. This report provides comments and recommendations to address these issues. 1. Background As per Council resolution C-222-16 from the Council meeting September 19, 2016, the financial records were provided to Municipal Finance staff on September 29, 2016. The review of the financial records is to provide an opinion on the financial reporting and internal controls. Throughout this review, if any deficiencies or weakness are determined, they will be reported and recommendations will be made to improve their processes. It is understood that the scope of this report is limited to financial records and internal controls and does not cover the process or decisions relating to museum activities. The main focus of the review was the analytical assessment of expenses. The expenses were reviewed with respect to adequate internal controls, appropriate authorization, supporting documentation and the adherence to the Museum's policies. 2. Mileage Process Review Several employees have submitted expenses for mileage for staff travel and other expenses incurred for Museum business. The bulk of the amount and number of expense claims pertain to the Executive Director. The Museum did start using a new Mileage Reimbursement form in 2016. The form is clear and easy to use. As per the Museum policy, staff travel is compensated at the government rate of $0.54 per kilometre in 2016. This is noted in several places in the Museum policies. On July 5, 2016, the Museum board approved an updated Expense & Travel Policy which reiterated the compensation for staff travel at $0.54 per kilometre. In all expense forms the correct mileage rate was used. However, there were the following issues noted with some of the mileage claims: • Details were not always noted on expense forms including days of travel rather than just the month; • Inconsistency on kilometres for routine trips such as those to Clarke museum site; • Duplication of some mileage claims; • Lumped total mileage with the description "local kms" and no other explanation; • Approved By section not signed by authorized signature; • No appropriate approval noted anywhere on some of the Mileage Reimbursement form; and • Mileage expense not consistently posted to the Staff Travel general ledger account. 210 Municipality of Clarington Report FND-016-16 Page 3 Staff expenses are submitted on a similar Expense Reimbursement form. As per accepted internal controls, it is noted that original receipts are to be attached to the form. The form has a clear Approved By section at the bottom of the report. The following issues were noted on the staff expense forms: • Original receipts often not included with the expense claim • Photocopied receipts attached rather than originals • Notes, Petty Cash chits and hand-written notes used for expense receipts • No supporting document for the expense claimed — such as receipt or agreement with Board • Approved By section not signed by authorized signature • No appropriate approval noted anywhere on some of the Expense Reimbursement form Recommendations: 1. Review and train staff and Board on the Museum policies. 2. Enforce the process of approving the Executive Director's mileage and expenses. 3. Mileage and Expense Reimbursement forms to be submitted with all areas completed. 4. Ensure all supporting documents and original receipts attached. 5. Ensure details including date and purpose of trip or expense is included. 6. When approving such claims the authorized signer must sign in the appropriate spot with the date signed once confirming the form and documentation is complete. 7. Cheques must not be issued unless the mileage and expense claims are complete (as in items 3-6) and authorized. 8. Staff travel expenses should be posted to Staff Travel general ledger account consistently. 3 Corporate VISA Process Review The Museum also has a corporate VISA card as a means of paying for Museum expenses. It is clear that this is advantageous for items such as Facebook advertising and other online purchases. There does not appear to be a policy specifically to the use of this VISA card. There has been some discussion in the minutes regarding restrictions on cash advances and appropriate review of VISA expenses. The charges of the VISA should be used for Museum business only and would have the same requirements of employee expenses. This would include the requirement for original receipts which include the vendor's HST number, details of the expense and the reason for the charge. There were several issues noted on the VISA account. • Late payment of VISA account, use of cash advances and over limit fees resulted in avoidable service charges. 211 Municipality of Clarington Report FND-016-16 Page 4 • Purchase of gas on the VISA does not comply with the Museum policies with the exception of gas for rental vehicles. • Lack of original and complete receipts. • Some items expensed appear to have no application to the Museum business. • Cash advances with no documentation to show pre -approval as noted in Executive Committee Meeting minutes of February 1, 2016. • No clear Approved By section on the VISA reconciliation, form not signed by authorized signature. • No appropriate approval noted anywhere on VISA statements or VISA expense form. Recommendations: 1. It is strongly recommended that the Museum board develop a policy on the use of the VISA card. 2. Designated Board member(s) should approve all VISA expenses. 3. Improve the processing of the VISA account to eliminate unnecessary charges. 4. It is strongly recommended that cash advances not be allowed and noted in the policy developed by the Board. Accordingly, the Cash Advances in the Expense and Travel policy should be matched to the policy on the use of the VISA. 5. Codify the direction of the Board in the minutes. 6. Ensure consistency with the policy for Expense and Travel with respect to Personal Vehicle Use for Business, Accommodation and Business Meals. 4 Cash Handling Process Review On the general ledger there are three cash floats, one for each museum site and a cash float issued for the Canada Day event. Only the cash float at the Sarah Jane Williams site could be confirmed. There is no record of the additional cash float for the Canada Day event being deposited back after the event. There is also a petty cash recorded in the general ledger. There has been no cheque issued for petty cash replenishment and no record of a deposit made referencing the return of the petty cash funds. Cash handling procedures are poor. Recommendations 1. Cash floats be verified on a regular basis. This should be part of the daily balancing (or as required) of the cash register or cash box. 2. Cash floats that are no longer required should be deposited to the bank with the appropriate notation. 3. Periodic checks on the cash float should be made by a supervisor who does not regularly use the cash register or cash box. 212 Municipality of Clarington Report FND-016-16 Page 5 4. During non -business hours and business periods, where access to cash is not required, all funds (cash floats, cash receipts and petty cash) are required to be stored in secured location such as a locked safe or other locked cabinet/drawer. 5. Under no circumstances should cash disbursements or advances be taken from cash receipts. 6. Funds are to be deposited to the bank on a timely basis. The museum should be using the agreed upon shared services of the armoured car deliveries to the bank. 7. Any funds taken from petty cash must have the appropriate receipt from the purchase. 8. Petty cash should be reconciled on a regular basis, at the minimum of once a month. 5 Contract and Lease Review The museum has entered a lease with Catalyst Finance Partners Inc. There is a monthly payment deducted from the bank. As per the lease agreement, it is a 36 month lease for NS700 Panasonic phone system including 6 phones and accessories. There is no record in the minutes noting this three year commitment nor any background on the business decision. The museum also engaged the services of a consultant at a regular monthly fee. In total this contract is a significant amount for the museums budget. It is noted in the February 2016 minutes that this was a three month contract. There is no further reference to this consultant in the Museum minutes. There should be clear communication to the Board on significant financial decisions and Board approval of contracts of any significant duration and/or value. 6 Legacy Funds Policy Review As part of the Museum by-law, there is to be regular reporting on the legacy or trust funds. It is not clear from the minutes, if a written report on these funds had been submitted. Similarly, it is unclear if the Board is receiving regular financial statements at the Board meetings or simply sporadic verbal reports. This is an excerpt from the By-law: 12. Legacy Funds All legacy funds received by the Museum Board are to be invested in accordance with the Regulations made under section 418 of the Municipal Act as referenced above. Funds will be used by the Board, based on the specific requirements of the will or based on the Board's approval of projects identified for the use of such funds, as applicable and reflected in the Board's minutes. Under the Municipal Act, as the Municipal Treasurer is responsible to ensure compliance with Section 418, annually the Board shall provide all details of investments made to the Municipal Treasurer. Also, the Museum Executive Director shall provide a statement of legacy funds and related 213 Municipality of Clarington Report FND-016-16 Page 6 investments to the Board at each regular Board meeting. Approval of the statement shall be reflected in the minutes of the Board. This section of the By-law should be adhered to and clear resolutions approving the report by the Board referencing effective date and final amounts to be reflected in the minutes. 7 Budget Review The Museum budget included with the financial records for this review was high level in that the budget figures applied to a grouping of accounts in aggregate. In order to maintain and review revenues and expenses, it is recommended that the budget be prepared on a line by line basis. This will assist with identifying variances to specific accounts in a budget year. Any variances, over or under, can then be examined to determine the cause. In some cases, it may be an unexpected expense but with the detailed budget it can be more easily identified and an explanation noted. As well, the detailed budget would assist with the understanding of the revenues and expenditure year to year. It is noted, that the new account structure was put in place in 2016. 8 Other Comments Finance staff previously noted irregular financial practices from 2015 and notified the Board Treasurer in January 2016. The current bookkeeper also indicated questions pertaining to the staff travel expenses and the appropriateness of the gas purchases that were directed to the Board Treasurer. 9 Concurrence Not applicable. 10 Conclusion It is respectively recommended that the recommendations in the body this report be reviewed by the Museum Board and that all the Board and Museum staff ensure that all established policies and practices are followed consistently. 11. Strategic Plan Application Not applicable. 214 Municipality of Clarington Report FND-016-16 Page 7 Submitted by: Reviewed by: Catherine Carr, Hon.BSc.,Hon.BBA Curry Clifford, MPA, CMO Manager of Internal Audit Interim CAO Staff Contact: Catherine Carr, Manager of Internal Audit, 905-623-3379 ex 2606 or ccarr@clarington.net Interested Parties: Clarington Museum and Archives Board 215 RESOLUTION # DATE November 7, 2016 MOVED BY: Councillor Cooke SECONDED BY: Councillor Neal WHEREAS Council approved on April 29, 2013, Resolution #GPA -249-13, stating "THAT in the interest of public safety, the Municipality, request the Province provide their assurance that should there be larger traffic impacts than estimated by the Ministry's traffic impact study that the Ministry take necessary corrective action to mitigate the Municipality's public safety concerns and assume all liability for any related incidents and WHEREAS there has been a significant increase in traffic on Taunton Road, resulting from the opening of Phase 1 of the Hwy. 407 east extension; and WHEREAS local area residents have expressed considerable concern with existing traffic volumes on Trulls Road at current levels even before the opening of the Phase extension; and WHEREAS it is anticipated that traffic volumes will increase further as a result of the opening of the Hwy. 407, Enfield Road Interchange with the Phase 2A extension to be completed in late 2017; NOW THEREFORE BE IT RESOLVED THAT Clarington Council amend Resolution #GPA -249-13 such that Clarington staff be directed to meet with staff from the Ministry of Transportation to review these concerns related to the anticipated increase in traffic volumes on Trulls Road as a result of the opening of the Enfield Road Interchange as part of the Phase 2A extension of Hwy. 407. 216 Agenda Addendum Items From: MTO Cycling [mailto:Cycling@ontario.ca] Sent: November-03-16 10:24 AM To: MTO Cycling <Cycling@ontario.ca> Subject: Ministry of Transportation Public Consultation on Cycling Program [le français suit l’anglais] Dear valued partners, Ontario's Climate Change Action Plan (CCAP), released on June 8, 2016, committed to creating a cleaner transportation sector in Ontario, in part by promoting cycling. The Ministry of Transportation is ready to do its part to support the CCAP by implementing a number of initiatives that support reductions to transportation emissions. These initiatives will be funded by proceeds from the province’s cap and trade program. Through a discussion paper posted to the Environmental Registry, we are seeking your input on a proposed plan to implement actions identified in the CCAP to improve commuter cycling networks. We encourage you to review the discussion paper, accessible through the Environmental Registry or the Ministry’s Cycling Strategy web page and provide your comments by November 30, 2016. We look forward to hearing from you. Jill Hughes, Director Transportation Policy Branch Ministry of Transportation 777 Bay Street, 30th Floor Toronto, ON M7A 2J8 Tel: (416) 585-7177 No text MUNICIPALITY OF CLARINGTON General Government Committee Meeting RESOLUTION #_________________ DATE: _____________________ MOVED BY Councillor Woo SECONDED BY Celebrate Agriculture 2017 Legacy Project Whereas: Canada is celebrating 150 years as a country in 2017 and has asked all communities to consider special projects to commemorate this important milestone Whereas: The Celebrate Agriculture Committee a subcommittee of Durham Farm Connections and the Durham Federation of Agriculture has an educational mandate to continually promote the celebration of our Agricultural achievements on an Annual basis as well as promote the further education of the general public on the importance of the Agricultural economy to our local economy as well as the provincial and national economies Whereas: The Celebrate Agriculture has identified a project for 2017 that will put the spotlight on our Agricultural Accomplishments in this Region as a whole and the impact those accomplishments have had and continue to have on the Nation Whereas: Agriculture is an industry as old as Confederation itself and continues to provide jobs and sustainability for our environment as well as food security for our residents Whereas: In Durham many of our community museums and libraries are joining in helping celebrate this important industry but unfortunately there is no permanent place in a prominent location central to all communities to showcase Durham’s accomplishments in this industry Whereas: Our agricultural leadership in Durham has been second to none including The Massey family in Newcastle village, the Tyrone farmer with a small winter hobby that became General Motors of Canada, a world-renowned race horse born and raised in Oshawa, one of the first counties to form a 4-H Leadership Association, 7 Annual Fairs of which 6 are older than Confederation and combined have an annual attendance of approx. 75,000 residents and tourists and Durham is the second original founding community for the Federated Women’s Institutes of Canada and the world. Therefore be it resolved: • That the Council of the Town of Clarington assist in this significant legacy project by allocating space in their Municipal Offices for a temporary Heritage agricultural exhibit in 2017 as well as a permanent location for a Plaque commemorating the Pioneer Farm Families of Durham ( families that have farmed in Canada for 150 years and now farm in Durham). • That the Council submit to the Region of Durham and all municipal Councils in Durham a request to support this project and a permanent Agricultural Wall of Fame in a prominent Durham Region location to Showcase our Heritage Accomplishments from 1867-Modern Times. LAKEBREEZE TOWNHOMES 300-330 Lakebreeze Dr. Newcastle Presentation to Clarington General Government Committee November 7, 2016 Current Situation ●12 Freehold townhomes plus a Common Elements Condominium Corporation ●Condominium Corporation’s sole purpose –ejector pumps, force main / sewage main ●Condominium Corporation is responsible for this sewage handling system ●Aggregate condominium maintenance costs are estimated to be $26K at 2 yrs, $57K at 5 yrs and $122K at 10 yrs ●Lakebreeze Townhomes Sewage System (common elements) Challenges ●Uncertain time line for the new Pumping Station ●Potential for significant repair cost if several ejector pumps fail ($36 to 48K or $3 to 4K +/-per pump) ●No sewage service during Hydro outages or failure of any pump ●Strong odor from manhole (raw sewage -not sealed) ●Reduced property values ●Uncertain condo wind-up costs ●Unable to make landscaping improvements ASKS From Council ●Support prioritization during FY2017/18 Capital Project Planning for Newcastle Water Treatment Plant project/sewage pumping station ●$1,000 per townhome Property Tax Relief per annum ●Agreement to cover Condominium Corporation wind- up costs (versus current commitment capped at $7,500) Summary -We need your help! ●We are unique as a condominium corporation ●Significant additional costs ●Future is uncertain and could become even more costly ●We need expansion of the Pumping Station to be a near term priority LAKEBREEZE TOWNHOMES 300-330 Lakebreeze Drive, Newcastle Presentation to Clarington General Government Committee November 7, 2016 Current Situation ● 12 Freehold townhomes plus a Common Elements Condominium Corporation o pumps to be removed after construction of the new sewage pumping station and connection to the Municipal main ● Condominium Corporation’s sole purpose are the ejector pumps, force main / sewage main o due to insufficient sewage handling capacity, the pumps eject into a force main under the townhomes’ front yards (the common elements land) to a manhole in the front yard of 330 Lakebreeze Drive ● Condominium Corporation is responsible for this sewage handling system o Annual costs estimated at: § 2 years - $10,450 § 5 years - $12,000 § 10 years - $15,440 ● Aggregate condominium maintenance costs are estimated to be $26K at 2 yrs, $57K at 5 yrs and $122K at 10 yrs Challenges ● Uncertain time line for the new Pumping Station ● Potential for significant repair cost if several ejector pumps fail ($36 to 48K or $3 to 4K +/- per pump) ● No sewage service during Hydro outages or failure of any pump and risk of back-up if toilets are used by mistake ● Strong odor from manhole (raw sewage - not sealed) ● Reduced property values ● Uncertain condo wind-up costs ● Unable to make landscaping improvement ASKS From Council ● Support prioritization during FY2017/18 Capital Project Planning for Newcastle Water Treatment Plant project/sewage pumping station ● $1,000 per townhome Property Tax Relief per annum ● Agreement to cover Condominium Corporation wind-up costs (versus current commitment capped at $7,500) Summary - We need your help! ● We are unique as a condominium corporation o A parcel of tied lands (POTL) containing individual ejector pumps and sewer lines servicing 12 freehold townhomes ● Significant additional costs o The condominium corporation situation creates significant additional costs for the home owners ● Future is uncertain and could become even more costly ● We need expansion of the Pumping Station to be a near term priority