Service Business Plan

Transcription

1 Service Business Plan Service Name Transit Service Type Public Service Owner Name Colm Lynn Budget Year 2018 Service Owner Title Service Description Manager, Transit Business Administration A public service to provide conventional and specialized transit transportation. Current State Customers & Their Expectations This service is delivered to: Residents and visitors of the City who expect: Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Frequent and reliable bus transportation Convenient options to obtain transit information Clean buses who strive to be environmentally friendly Value for fares Courteous service for all passengers Burlington Transit operates 26 routes providing service from 4:30am-1:30am Monday to Friday, 6am-1:30am on Saturday, 6am-10pm on Sundays and 7:30am to 7:00pm on holidays. Burlington Transit operates 56 vehicles for conventional service as well as 11 vehicles for Handi-Van service. Burlington Transit connects with Hamilton Street Railway and Oakville Transit; provides direct access to GO Transit services at each of the three (Aldershot, Burlington and Appleby) rail stations; and GO bus service at the 407 car pool lot. Transit customer service staff is available from 8 a.m. to 6 p.m., Monday through Friday, and 9am to 6pm on Saturday to provide assistance with travel planning, fare questions, lost and found inquiries, customer comments or concerns. Burlington Transit operates a Charter Bus Service within the boundaries of the municipality. Social Media including the web, and twitter Real time smart transit system information Website updates / news media Public and Council workshops, Advertising on buses and benches Educational videos Youth outreach through Burlington Transit Youth Ambassadors (BTYA) No N/A

2 For this Service are there Approved Service Standards? Sub-Services N/A Yes N/A Recent Continuous Improvement Initiatives Council approved report TT-47/08 which included transit service standards. Transit Services must abide by the AODA regulations as well as the Highway Traffic Act and Public Vehicle Act, as enforced by the Ministry of Transportation of Ontario and the Province of Ontario. The Smart Transit System (STS) went live in June 2016 and now provides customer s access to real time information for bus arrivals and trip planning in the City including a GTFS (General Transit Feed Specification) feed for Google maps launched in the Fall of In late 2017 "Novus" - the Handivan online booking system went live. This system allows customers to check availability and book Handivan trips without having to involve a dispatcher. This provides an enhanced customer experience and a range of options to book trips. Staff continues to use data to better allocate resources by matching capacity to routes and times of the day, to achieve correct bus size for need. Staff now use this data to measure the effectiveness of route performance and make adjustments as necessary. Emerging Opportunities and Anticipated Risks

3 Emerging Opportunities The largest investment in public transit in Canadian history is currently underway with substantial investments from the Federal and Provincial governments. Significant opportunities exist for Burlington Transit in this changing political environment. In 2017 Burlington received $3.4 million of federal funding to invest in Public Transit infrastructure. Also announced in 2017 was a doubling of the Provincial gas tax dedicated to transit by Provincial gas tax is used to support ridership growth. The newly introduced Federal cap and trade carbon emission program may create additional opportunities for investment in public transit and a potential new revenue source. In the medium to long term, the rapid pace of emerging technologies including electrified and autonomous vehicles present significant opportunities for efficiencies and increase the environmental benefits for Transit. The Smart Transit System and PRESTO card program generates massive amounts of user data that can be leveraged to better inform decision making. This data can be used in route design and resource deployment decisions. This will improve the overall customer experience and help Transit more effectively achieve its service objectives. Burlington Transit is involved with the development of the Integrated Transportation Mobility Plan for This plan, with the help of renowned Transit expert Jarrett Walker, will help redefine Transit in Burlington and provide a framework for future policy decisions regarding transit and system growth. Transit staff will report to Council in May 2018 with recommendations from this work to align a future transit system network that will support the growth plans for the City. Transit continues to work with bordering transit systems GO Transit, Hamilton Street Railway and Oakville Transit to provide opportunities for seamless travel for customers. We also continue to work in conjunction with the Province and Halton Region to improve congestion in the GTHA.

4 Anticipated Risks Service Objectives Burlington Transit is undergoing unprecedented change providing significant opportunities as well as a high level of uncertainty. Discussions are taking place with other jurisdictions and levels of government to align with the Regional Transportation Plan from Metrolinx. Decisions outside of local Council control could fundamentally change the delivery of Public Transit in Burlington. Transit services are becoming increasingly reliant on complex information systems and ridership data to operate. There is increasing uncertainty related to impact of emerging technology including automated vehicles, electrification, fare payments, and mapping with real time transit information. The staff skill set required for this increased reliance on data and technology is very different than what was needed by Transit systems of the past. There is significant risk to strategic decision making and the integrity of the Transit system if the skill set is not available to utilize this data and information. There is significant risk to not troubleshooting or upgrading these complex systems in a timely manner due to lack of available resources. Work with Communications Service to develop an engage the public with the Integrated Transit Mobility Plan (ITMP). This will redefine the Transit network in Burlington. Once the community engagement process is complete use this feedback to inform a network redesign for Transit in Burlington. Jarrett Walker and associates will be engaged to assist with this network redesign and communication. Develop Transit service standards to help guide service decisions and develop business cases for transit growth. Pursue further adoption of the PRESTO payment system to provide enhanced data and lower cash handling and reduced risk of fraud. The 3rd party PRESTO retail program with Shoppers Drug Mart will expand into Burlington in Target Completion Feb 2018 May 2018 May 2018 Dec 2018

5 MEASURING SUCCESS How much did we do? Performance Actual Actual Actual Actual Forecast Forecast Ridership (# of passengers) 2,212,841 2,044,722 1,952,186 1,900,094 1,950,000 1,950,000 Boardings- Including transfers How well did we do it? Performance Story behind the data 3,362,430 3,312,022 3,153,530 2,974,782 3,000,000 3,000,000 Revenue to Cost Ratio NOTE: Data for this measure has been 2016 derived from the draft Canadian Urban Transit Association reporting. A indicator of how well a system is able to recover it's operating expenses from fares. Calculated by dividing the systems total operating revenue by its total operating expenses. 42% 40% 40.52% Revenue to Cost Ratio 38% 36% 34% 36.74% 37.04% 34.90% 35.00% 35.00% 32%

6 Performance Story behind the data Boardings Reflects all conventional service passenger boardings that include those paying full fare, reduced fare, transfers or with passes/tickets purchased by other agencies (e.g. school boards). 3,400,000 3,300,000 3,200,000 3,100,000 3,000,000 2,900,000 2,800,000 2,700,000 3,362,430 3,312,022 Boardings 3,153,530 3,000,000 3,000,000 2,974, Performance Story behind the data Cost Effectiveness NOTE: Data for this measure has been 2016 derived from the draft Canadian Urban Transit Association reporting. Cost effectiveness is measured by total direct operating expenses divided by regular service passenger trips. $10 $8 $6 $4 $2 $0 Cost Effectiveness $7.88 $7.88 $7.88 $7.03 $7.39 $

7 Is anyone better off? Performance Story behind the data Where do we want to go? Municipal Investment per Capita NOTE: Data for this measure has been 2016 derived from the draft Canadian Urban Transit Association reporting. This measure represents the net operating contribution per capita on a historical basis. This is calculated by dividing the municipal operating contributation by the service area population. The comparator municipaliities are similar in size to Burlington. In this measure, forecasts are not available due to unknown future investment. Increase investment to a level not lower than comparator municipalities and to provide a transit service that is attractive, affordable and reliable to meet public need. $120 Municipal Investment per Capita $112 $111 $100 $80 $69 $84 $77 $86 $101 $88 $69 $74 $77 $60 $40 $43 $46 $48 $48 $49 $50 $47 $50 $52 $20 $0 Burlington Oakville Brantford Kingston Niagara Falls 2013 Actual 2014 Actual 2015 Actual 2016 Actual

8 2018 OPERATING BUDGET SERVICE RESOURCE SUMMARY Service Description Service Owner Name A public service to provide conventional and specialized transit transportation Colm Lynn TRANSIT Proposed Actual Budget Year End Projections Base Budget $ Change vs Budget % Change vs Budget Business Cases Total Budget % Change vs Budget Human Resources $ 11,487,529 $ 11,941,123 $ 11,875,884 $ 12,986,011 $ 1,044, % $ - $ 12,986, % Operating/Minor Capital Equip. $ 3,072,478 $ 2,975,860 $ 3,268,233 $ 3,430,080 $ 454, % $ - $ 3,430, % Purchased Services $ 1,889,400 $ 1,892,212 $ 2,007,397 $ 2,066,255 $ 174, % $ - $ 2,066, % Corp. Expenditures/Provisions $ 2,183,115 $ 2,239,856 $ 2,128,129 $ 2,128,129 $ (111,727) -5.0% $ - $ 2,128, % Internal Charges & Settlements $ 103,610 $ 120,000 $ 120,000 $ 120,000 $ - 0.0% $ - $ 120, % TOTAL EXPENDITURES $ 18,736,131 $ 19,169,051 $ 19,399,643 $ 20,730,475 $ 1,561, % $ - $ 20,730, % Controllable Revenues $ (5,292,634) $ (5,493,000) $ (5,483,000) $ (5,504,000) $ (11,000) 0.2% $ - $ (5,504,000) 0.2% General Revenues & Recoveries $ (3,395,237) $ (3,181,956) $ (3,070,229) $ (3,115,229) $ 66, % $ - $ (3,115,229) -2.1% TOTAL REVENUES $ (8,687,871) $ (8,674,956) $ (8,553,229) $ (8,619,229) $ 55, % $ - $ (8,619,229) -0.6% NET OPERATING BUDGET $ 10,048,260 $ 10,494,095 $ 10,846,414 $ 12,111,246 $ 1,617, % $ - $ 12,111, %