Shaping our future. A summary of BC TRANSIT S STRATEGIC PLAN 2030

Transcription

1 Shaping our future A summary of BC TRANSIT S STRATEGIC PLAN 2030

2 INTRODUCTION: THE NEED TO SHAPE OUR FUTURE Many different factors energy constraints, an aging society, the desire for better personal health mean that the dependence on private automobiles, which has substantially shaped our society and communities over the past 60 years, is not sustainable over the long term. Automobiles are useful tools. But to make our communities resilient for a changing future, it is crucial that we make it easier for people to connect by walking, cycling, and using public transit. More than ever before, we need to be in the business of moving people. This means building sustainable transportation networks that integrate many types of travel. It also means better linking transportation planning with the land use decisions that determine where and how we live, work, and access services. Even more importantly, we need to build a common understanding of what life would be like with more transportation choices: more opportunities to live healthily, more social connection, and more vibrant public spaces. This strategic plan presents BC Transit s vision and goals. It is a result of a province-wide discussion launched in April 2009 that asked our customers, employees, and partners to help identify transit s coming challenges and opportunities, and determine priorities for action. This summary is drawn from the full strategic plan available at The strategic plan guides the long-term direction of BC Transit and provides the framework for more detailed capital plans, business plans, and budgets to follow. It also outlines how the legislative and governance structures that underpin our organization must evolve in order to achieve the goals of the 2008 Provincial Transit Plan. The renewed vision, mission, and priorities presented in this plan outline BC Transit s commitment to developing our self-reliance and long-term viability. It affirms how we will work with our employees, customers, and partners to create transportation solutions and services that offer choices. Above all, this plan describes how we intend to help connect people and communities to a more sustainable future.

3 BC TRANSIT TODAY BC Transit is the provincial Crown agency charged with planning, funding, and implementing public transportation systems throughout British Columbia outside Metro Vancouver. BC Transit works in partnership with 57 local governments, including the Victoria Regional Transit Commission. The agency s mandate includes planning, funding, marketing, fleet management and contracting for the operation of transit systems. Unique in the transit industry, BC Transit s collaborative, shared-services partnership model offers excellent value by: Pooling expertise and best practices; Lowering costs through bulk purchase of items like fuel and vehicles; Providing a framework to oversee and invest in transit on a provincial scale; Supporting operational efficiency through private sector contracts for the delivery of many of our services. On average, BC Transit s systems carry more passengers per hour of service and are used by a higher proportion of residents than their peer systems in other Canadian communities. At the same time, costs for service are consistently lower than similar Canadian systems (Canadian Urban Transit Association). Transit services offered BC Transit s systems are as diverse as our province and include a range of service types: Conventional transit serves the general population in more urban settings and offers scheduled bus service that operates on fixed routes. Most vehicles are accessible and range in size from minibuses to double-deck buses in order to best match ridership and community needs. Rail-based service is currently under evaluation in several of our communities. Custom transit employs vans, minibuses and taxis for dial-a-ride and door-to-door handydart service for passengers with disabilities who cannot use conventional transit. Contracted taxi supplement and taxi saver (discounted coupon) programs complement these services. Paratransit serves small town, rural, and Aboriginal communities as well as some suburban areas using minibuses, taxis, and vans for flexible routing and schedules. In 2009/10, BC Transit carried over 49 million passengers in 81 transit systems across the province.

4 KEY STAKEHOLDER FEEDBACK AND FUTURE TRENDS In order to develop our plan, we asked for input from our customers, employees, partner local governments, operating company staff, and other stakeholders. There were some common themes to their responses. In identifying our strengths, our employees, partners and customers see BC Transit as: A provider of a valuable service with many benefits; An innovative, friendly, customer-oriented workplace that offers good compensation, flexibility, and opportunities for growth; and A responsive and community-oriented partner that provides its greatest value through its shared access to funding, expertise, and cost-effective solutions. They recommend that key improvements should include: Continued improvement to the frequency, reliability, and simplicity of transit services; Multi-year, predictable budgets; Better communication and information sharing; Clarified roles, responsibilities, and expectations; Improved decision-making transparency and participation; and Increased local presence and leadership by BC Transit. Key future trends that will impact transit: An aging and growing population that will affect the types of services we offer, who uses them, and our ability to staff and fund them as a result of fewer people in the work force; Less predictable energy, economic, and climate situations that will affect the demand and costs for our services, the need to adapt and innovate, and available revenue; and Increased public expectations and technological opportunities that will allow us to make taking transit even easier but that will have a cost. In our vision for the future, successful transit should be: Fast, reliable, and accessible; Easy to use through technology and design; Integrated with key destinations, regional hubs, and other types of travel, like walking and cycling; Inviting safe, clean, and accessible to all; Responsive engaging customers and communities in its evolution; Cost-effective affordable and using resources efficiently; and Positive part of a healthy, socially responsible lifestyle.

5 OUR PROPOSAL FOR THE FUTURE To meet the challenges and opportunities of the years ahead, BC Transit reassessed and affirmed our role and priorities. Our Vision To be a leader of integrated transportation solutions connecting people and communities to a more sustainable future. Our Mission Through the strength of our people and partners, we provide safe, reliable, customer-focussed public transportation solutions and services to link communities, businesses, and lifestyles. Our Values Safety We will ensure and improve the safety and security of our employees, customers, and assets. Customer Service We will work with our customers to meet and exceed their needs and expectations. Sustainability We will measure, improve, and be accountable for our environmental, financial and social results. Integrity As stewards of public resources, we will use our assets prudently and be honest, professional, and respectful in our communications and conduct. Innovation We will develop new opportunities and ways of doing business, and will work to continuously improve the value and quality of our services. Collaboration We will cultivate strong partnerships, recognize communities complex needs and create services and opportunities that promote healthy communities and enable choice and connection with other types of travel.

6 MAJOR PRIORITIES The following section presents objectives and priorities that will support BC Transit s drive to implement the Provincial Transit Plan, continue to improve our effectiveness and efficiency, and provide the best possible value to the public. Objectives are numbered for reference but it must be emphasized this numbering does not reflect priority ranking. All objectives are interrelated and interdependent and are equally vital to BC Transit s success. For more information on the objectives and priorities as well as a complete list of the proposed actions for each please see the complete strategic plan at 1. Develop Financial Sustainability Secure the long-term viability of transit by systematically renewing and revising our revenue sources, structures, and internal processes. This means: Working with our provincial and local partners to develop stable and predictable revenue sources so that together we can plan, prioritize, and implement transit improvements over a longer term horizon. Reviewing and redefining governance structures and accountabilities to enhance: Longer term, regional-scale transit system decision making; and Clarified roles, responsibilities, expectations, and communication. Improving cost control, communication and monitoring processes to mitigate cost volatility, maximize efficiencies, and increase our performance, safety, and customer satisfaction. 2. Support and Shape Livable Communities Encourage transit-supportive community planning and development that makes it easy to get around by walking, cycling, and using transit. This means: Increasing integration with other types of sustainable travel to enhance transportation options and to make it easier for pedestrians, cyclists, and regional travellers to link to our services. Influencing land use development patterns that encourage walking and cycling and increase the effectiveness and efficiency of public transportation. Identifying and establishing priority corridors for transit in partnership with local governments to make travel more attractive and reliable, and reduce the impact of congestion.

7 3. Change the Perception of Transit Target transit messaging and advocacy to build public support and attract new customers. This means: Implementing new marketing strategies to change perceptions and behaviours, attract new customers, and increase ridership by promoting transit as part of a healthy, socially responsible lifestyle. Increasing our advocacy and education practices to build acceptance and support of our business, resource needs, and land use and transportation corridor requirements. 4. Deliver Operational Excellence Develop and deliver safe, reliable, easy-to-use services that continuously improve through active engagement with our customers, employees, and partners. This means: Delivering excellent service by creating transit systems including routes, schedules, fares, vehicles, information systems, and infrastructure that are safe, clean, reliable, simple to use and access, and effective in attracting customers. Involving everyone, especially our best experts, by providing multiple and regular opportunities for customers, transit staff, and partners to participate in transit system development and decision making to improve service and build advocacy, investment, and a sense of ownership. 5. Strengthen our People and Partnerships Create an adaptable, socially responsible organization that lives its values, develops its existing employees and partnerships and attracts new people and opportunities. This means: Becoming an adaptable workplace of choice that offers competitive compensation, flexibility, and opportunity, and rewards problem solving, innovation, and performance. Enhancing existing partnerships and attracting new ones to promote our vision and values, foster innovation and best practices, and increase our efficiency and effectiveness. Increasing our environmental, social, and economic accountability by implementing programs and procedures that align our behaviour and our values, ensure comprehensive decision making, and reduce our negative impacts and risks.

8 STRATEGIC PLAN IMPLEMENTATION AND KEY BENEFITS A strategic plan is only as valuable as the thought, learning, and action that it provokes and guides. Over the months and years ahead, our intent is to implement actions that will support the strategic plan s objectives. The following outlines how progress towards achieving each of the objectives will benefit our customers, employees, and transit partners. What Success Looks Like 1. By developing financial sustainability: Communities will be more able to improve the frequency, reliability, and convenience of transit trips. Passengers can more easily travel across regions. Communities can better predict and guide changes to passenger fares and property taxes to improve transit. We can make investment in transit go farther by improving how we review services, control costs, and share information between transit systems. 2. By supporting and shaping livable communities: Communities will be better connected, locally and regionally. The places where we live will be more welcoming to people of all ages and abilities. Residents of compact communities can more easily access daily needs and transit. It will be easier to walk or cycle to transit stops and stations. Air quality and personal health will improve through less automobile use. Communities can better respond to a changing climate and energy supply. Priority corridors for transit will make trips more reliable, fast, and convenient. 3. By changing the perception of transit: We can increase the use of, and support for, transit and other types of sustainable travel. Community leaders will have more information to advocate for walking, cycling, and transit improvements. Through outreach, it will be even easier for students, commuters, seniors, and others to become our customers. 4. By delivering operational excellence: All passengers will benefit from improved reliability, accessibility, cleanliness, and amenities on vehicles and at stops and stations. Our vehicles and facilities are safe places for all transit employees and customers. Transit employees across B.C. can further develop their professional expertise and safety through improved training. Transit will be easier to use through technologies like online trip planners and real-time schedule updates, and through changes to how services are designed and scheduled. New types of fares and passes will reduce the need to dig for change and will make boarding buses smoother. Customers and transit employees will have new ways to contribute ideas for improving service. 5. By strengthening our people and partnerships: Existing employees will benefit from new ways of promoting their health, well-being, and development. New employees will have careers with great potential in the emerging green economy. Our organization and our partners will have new opportunities to share knowledge, resources, and training. Our environment, society, and organization will benefit by ensuring that BC Transit s decisions fully consider environmental, social, and financial impacts. For more information or to see the complete strategic plan, please visit BC Transit PO Box 610, 520 Gorge Road East Victoria, British Columbia V8W 2P3 Phone: Fax: