Strategic Goods Movement Network Study Technical Report >>

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1 Strategic Goods Movement Network Study Technical Report >> 25 April 2013

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3 CONTENTS Executive Summary 1 Introduction Study Overview Study Scope Study Approach Goods Movement 101: Role of Freight in the Economy What is a Strategic Goods Movement Network? Organization of Report Developing the Network Best Practices in Developing Goods Movement Networks Review of Past Studies Summary and Best Practices Outcomes Guiding Principles Used to Define Goods Movement Networks Performance Measures Implications for the SGMN and Its Implementation Stakeholder Outreach RCS Workshop #1 June 22, Online Survey Stakeholder Interviews June/August Working Session August 16, SGMNS Workshop #1 October 5, SGMNS Workshop #2 January 11, Implications for the SGMN and Its Implementation Background: Current Conditions in Peel Study Area Demographic and Economic Profile Land Use Goods Movement Transportation Network Goods Movement Policies Current Truck Route Restrictions in Peel Where Do Trucks Go Today? Implications for the SGMN Network Concept and Final Strategy Derivation of Single Concept and final strategy SGMN Strategy Route Hierarchy Outstanding Issues Implementing the Network SGMN Concept Strategy Implementation and Actions Considerations and Caveats Relationship between SGMNS and the Road Characterization Study Relationship between SGMN and LCV Routes Relationship between SGMN and Existing Truck Restrictions Performance Measures and Applications Performance Measures Background Defining Performance Measures Public Sector Freight Transportation Performance Measures Conclusion Bibliography 85 Appendix A Appendix B Appendix C vii A1 B1 C1

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5 FIGURES & TABLES Executive Summary Map 1: Peel Region Strategic Goods Movement Network...ix Figure 1: Overview of SGMN Implementation Tasks / Tactics...x 1 Introduction 1 Table 1.1: Key Elements of Goods Movement Developing the Network 9 Table 2.1: Summary Guiding Principles for Developing a Strategic Goods Movement Network Stakeholder Outreach 25 Figure 3.1: Most Important Goods Movement Issue, June 2012 Workshop.. 27 Figure 3.2: Important Factors to Consider, June 2012 Workshop Figure 3.3: Opportunities for Goods Movement Strategy, June 2012 Workshop Table 3.1: Stakeholders - by Category Figure 3.4: Organization Type and Role in Peel Figure 3.5: Are there peak trucking volumes by Figure 3.6: Transportation Modes/Facilities Operations in Peel Figure 3.7: Most Important Concern/Problem for Goods Movement Industry in Peel Figure 3.8: Popular Buzz Words, Working Session Figure 3.9: Top Key Messages, Working Session Figure 3.10: Top Issues or Problems, Working Session Figure 3.11: Top Network Guiding principles, Working Session Figure 3.12: Peel Workshop 1 Comments - by Topic Background: Current Conditions in Peel 41 Figure 4.1: Map of Study Area Figure 4.2: Population Growth in Peel ( ) Figure 4.3: Employment Growth in Peel ( ) Figure 4.4: Comparative Growth in Population and Employment ( ) Table 4.1: Distribution of Population and Jobs Figure 4.5: Land Use Figure 4.6: Existing and Future Proposed/Conceptual Major Transportation and Goods Movement Facilities in Peel Figure 4.7: Existing Truck Restrictions Figure 4.8: Where Trucks Travel Today Figure 4.9: Existing Truck Volumes Figure 4.10: Key Truck Origin-Destination Clusters Figure 4.11: Truck Trip Origins-Destinations - Intra-regional Figure 4.12: Truck Trip Origins-Destinations - Inter-regional Figure 4.13: Truck Trip Origins-Destinations - Through Figure 4.14: Distribution of Origins-Destinations by Land Use Network Concept and Final Strategy 59 Figure 5.1: SGMN Concept Strategy Development Process Figure 5.2: Initial SGMN Concept Maps from August 2012 Working Session. 60 Figure 5.3: Scenario 1 - Truck Mobility Focus Figure 5.4: Scenario 2 - Community Development Focus Table 5.1: SGMN Route Type Hierarchy Figure 5.5: Final SGMN Strategy Implementing the Network 69 Figure 6.1: Overview of SGMN Study Implementation Process Figure 6.2: Phasing of SGMN Strategy Implementation Performance Measures and Applications 77 Figure 7.1: FPM Heat Map Figure 7.2: Truck Bottleneck Analysis Figure 7.3: Regional Truck Speed Map Figure 7.4: Truck Network Monitoring Figure 7.5: FPM Corridor Analyses vii Appendix A Figure A1: Peel Stakeholder List... A1 Figure A2: Peel Paper Questionnaire - RCS Workshop... A2 Figure A3: Web Survey - Truck Questionnaire... A3 Figure A3: Web Survey - Truck Questionnaire - continued... A4 Figure A4: Web Survey - Non-Carriers Questionnaire... A6 Figure A5: Stakeholder Interview Questions... A8 Figure A6: Outreach s and Survey Invitation... A9 Appendix B Table B1: Peel Road Condition Assessment Procedures... B1 Table B1: Peel Road Condition Assessment Procedures - continued... B2 Table B1: Peel Road Condition Assessment Procedures - continued... B4 Appendix C Table C1: Functional Criteria Definition... C1 Figure C1: Strategic Goods Movement Network Study (SGMNS): Summary Table Reference Guide... C2 Table C2: Strategic Goods Movement Network Study: Summary Table... C6 A1 B1 C1

6 Region of Peel vi Technical Report April 2013

7 Strategic Goods Movement Network Study Executive Summary Overview The Region of Peel is home to Canada s largest airport and two intermodal rail facilities, and is located immediately west of Canada s largest city. As such, it has one of the country s most important concentrations of multimodal goods movement hubs and goods-generating industries. Jurisdiction over its road network is divided among several levels of government; namely: Provincial highways; Regional roads; and roads that are under the jurisdiction of Peel s three area municipalities - the City of Mississauga, the City of Brampton and the Town of Caledon. The region s truck route network similarly has evolved among these various jurisdictions. Accordingly, Peel and the three municipalities recognize that, in order to maintain and enhance the region s economic competitiveness and wellbeing, there is now a need to develop a comprehensive hierarchy of truck routes. To address this need, the Regional Municipality of Peel (the Region of Peel) initiated the Strategic Goods Movement Network Study (SGMNS) in early The objective of the SGMNS was to develop a systematic, hierarchical truck route network throughout Peel. The network and the process used to develop it will also help in promoting public and political awareness of the importance of efficient goods movement to Peel s economy and quality of life. The SGMNS is key among the 23 action items put forth in the Peel Region Goods Movement Strategic Plan 2012 to 2016, which was adopted by Regional Council in April Its importance lies in its role of providing a framework within which locations and priorities for other Strategic Plan action items can then be determined. The Strategic Plan was developed by the Peel Region Goods Movement Task Force, a joint public-private forum on goods movement in the Region. The Task Force and the Strategic Plan are championed by the Regional Municipality of Peel, with participation by other government partners and by the private sector, as appropriate. Attaining efficiency in goods movement is a Regional priority. As Regional Chair Emil Kolb notes in his introduction to the Strategic Plan, The Region of Peel is demonstrating leadership in the area of goods movement in Ontario and is taking an important step forward to maintain its position as a significant freight hub for Canada. Importance of Goods Movement to the Economy The Region of Peel is working with the private sector and other government agencies to implement actions to make better use of our roads and infrastructure so goods can move through Peel efficiently. Effectively moving commodities in to, out of and through Peel Region drives our economic growth and contributes to our quality of life that citizens are drawn to. The outcomes we achieve from tackling traffic congestion and travel delays are for the greater good of the Region and the prosperity of all businesses. Source: Regional Chair Emil Kolb Executive Summary vii

8 Region of Peel Study Scope The scope of this study was based on several key principles, as follows: Roads of all jurisdictions within Peel were regarded as being within scope for consideration in the SGMN. The SGMN addresses only the road-based movement of goods i.e., it is comprised only of roads and highways. Other freight modes (air, rail, marine and pipeline) are considered only insofar as they connect with the road network at airports, intermodal terminals, etc. Roads outside Peel are not considered, except insofar as they connect with Peel. The study looked at truck routes and restrictions beyond Peel s boundaries to help ensure that the network was effectively integrated (i.e., no dead-ends). The SGMN is concerned with the spatial definition of a network. Additional restrictions, such as by time of day or by season, should be considered separately, based upon this framework. The existing network of truck routes / truck restrictions was key to developing the SGMN. Its disposition must be considered separately, again based upon the SGMN framework. The SGMNS complements and informs the Region of Peel s concurrent Road Characterization Study (RCS). The RCS has developed several categories of roads that can be used for future planning and development of the network. Both the SGMNS and the RCS are to be incorporated into a broader public consultation and communications plan, subsequent to their completion. The principal study outputs are a map of the final SGMN concept and supporting documentation. The document (Technical Report) explains the derivation of the concept and a proposed implementation plan. Study Approach The SGMNS was completed using both a consultative and technical approach. A comprehensive stakeholder outreach plan sought input throughout the study. The outreach began by asking for input on issues, needs and opportunities; all of which fed into the development of initial SGMN concepts. The outreach continued by asking stakeholders for their comments on the concepts as they were successively refined into the single SGMN concept. The technical process used detailed data and analysis to define the successive network concepts such as land use, planning policies, the current truck route networks and volumes, truck origins and destinations, best practices and overall network connectivity. SGMN Concept The SGMN network concept, as derived through several iterations of stakeholder outreach, can be viewed as Map 1. Implementation Plan As part of the SGMNS, a phased, logical approach was proposed for implementing the network. The recommended network balances local needs with the needs of the goods movement community, which helps ensure that Peel maintains its competitive strength to attract and retain business. It is envisioned that both the SGMNS and the RCS would be living documents that are updated regularly (approximately every 5 years). As shown in Figure 1, implementation of the SGMN would encompass several overarching strategies. Execution of each strategy is supported by a set of specific actions. viii Technical Report April 2013

9 S t r at e g i c G o o d s M o v e m e n t N e t w o r k S t u d y Map 1: Peel Region Strategic Goods Movement Network ORANGEVILLE TOWNSHIP OF EAST GARAFRAXA recommended SGMN. This study and map will be updated on a regular basis (approx. every 5 years) TOWN OF MONO D S u f f e r i n Co R d 109 P O R T E R FI E L D R D 3R D LI NE EH TOWNSHIP OF ADJALA - TOSORONTIO affect both the needs of goods movement and Municipal priorities. H O R S E S H O E H I LL R O A D 9 QU EEN ST KENNEDY RD 24 N SR SR FINNERTY CREDIT RD CENTREVILLE CREEK RD THE FORKS OF MOUNTAIN VIEW RD 11 A I R PO R T R D BUSH ST SR HEART LANE RD F ERIN NT ESCARPME ST ANDREWS RD 10 ERIN PATTERSON SR RD OLD CHURCH GE SR THE GRAN THE GORE RD 22 HURONTARIO ST 19 TOWN OF NEW TECUMSETH 9 7 Q UEEN ST TO CHAR LES 136 TOTTENHAM HUMBER STATION RD M A IN S T OVE SR BEECH GR LIN E RD OLDE BA SE 50 ERG SR CASTLED 12 CREDIT VIEW RD TOWNSHIP OF KING RD 4 CN Intermodal Area Maritz 5 YYZ N AV EGLINTO ORPE RD W BURNHAMTH CENTRAL PKWY CLARKWAY DR IO N A LB COLERAINE DR MCVEAN DR 42 7E xte nsio n MAPLE 40 0 C 40 7 Intermodal Facility Local Road Regional Road 9 Provincial Highway 1 Provincial Expressway County/Regional Boundary Town/Township/City Boundary Future Proposed/Conceptual Roadway Major Business Clusters Brampton Mississauga ST E DUNDAS Quarry - Bedrock (consolidated material) 20 Truck Network 17 W ORE RD LAKESH SOUTHDOWN RD W I N S T O N CH U R CH I LL B V AY QEW Pit - Sand & Gravel (unconsolidated material) QU EEN SW 19 KLEINBURG C I T Y O F VA U G H A N r EASTGATE PY ST DUNDAS DR WINDSOR ROYAL RD e e kba k n Whittle DIXIE RD 1 BRISTOL RD MA JOR MA CK EN ZIE DR 5 Pearson Airport/ Northeast & Gateway CAWTHRA RD 403 MATHES ON BV MAVIS RD ERIN MILLS PKWY TERRY FOX WAY RD BR ITANN IA ARK DR E COURTNEYP 401 CP: Milton V AU INNIS LAKE RD GOREWAY DR DER RY RD Edwards Meadowvale Business Park NOBLETON Parr Blvd WOODBRIDGE 407 QEW r modal Dr West 410 Int F OAKVILLE TORBRAM RD BRAMALEA RD KENNEDY RD Hansen AV STEE LES Rutherford B ra m W es t Pk Churchill Business Park 8 EBENEZER CN: Brampton Clark Ore nda Currently functioning as a Primary Route. When the BAR construction is complete, it will act as a Connector. CP: Vaughan 107 e wy W QUEEN ST 403 RE RD CASTLEMO 7 George Bolton Pkwy Coleraine Business Park E QU EEN ST IDE DR COUNTRYS NORVAL F M I LT O N RD FI N C H A V DR DIXIE RD BO VA IRD RD HEALEY y kw tp Humberwes TOWN OF H A LT O N H I L L S H U R O N T A R IO S T GEORGETOWN MCLAUGHLIN RD CHINGUACOUSY RD M AY FIE LD A I R PO R T R D ce 8 s t Co r r id or G TA We ptu al DIXIE RD Con M IS S IS S A U G A R D W I N S T O N CH U R CH I LL B V HERITAGE RD 7 1 GH AN 9 K ING ST Provincial Network (400-series, QEW) Primary Truck Route Connector Truck Route ORE LAKE SH For illustrative purposes only. Source: Transport Canada Assessment of Access to Intermodal Terminals and Distribution/ Transload Facilities in the Province of Ontario: Identification of the Clusters and Facilities Executive Summary ix

10 Region of Peel Figure 1: Overview of SGMN Implementation Tasks / Tactics Strategy Implementation Tasks/Tactics 1 Strengthen the Official Plan to further support goods movement A. Regional Council adopt SGMN Plan B. Implement components relating to regional roads and circulate to area municipalities for appropriate action 2 Prioritize Operational, Management, and Capital Improvements that Support SGMN A. Use existing data to assess gaps between the SGMN strategy and existing conditions to identify improvement needs B. Conduct truck operation-focused reviews/inspections of all Primary and Connector SGMN routes C. Prioritize needed improvements based on traffic volumes and significance of origins/destinations served 3 4 Execute SGMN Supportive Improvements Assess SGMN Impacts and Make Improvements as Needed A. Implement operational and management improvements on prioritized SGMN routes examples: Signage improvements and expansion Traffic signal timing and optimization ITS to provide in-cab advisories to truckers (work with OTA & truck companies) B. Add prioritized SGMN capital projects to Regional and Municipal Capital Programs examples: Intersection geometry and capacity improvements Lane/cross-section expansions Roadway reconstruction/bridge replacement & upgrade ITS/Signalization installations and expansions Use MTO s Freight Supportive Guidelines to help design and implement infrastructure improvements in SGMN Routes C. Build capital projects in support of SGMN based on priority A. Establish and expand goods movement efficiency, safety, etc. data collection program within Peel and monitor/report SGMN performance and impacts on community B. Update SGMN Plan based on needs identified through performance monitoring x Technical Report April 2013

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13 Strategic Goods Movement Network Study 1 Introduction 1.1 Study Overview An urban region s economic vitality depends on many factors. One of them is the efficient movement of trucks to, from, within and through the region, connecting goods-generating activities and intermodal terminals with each other and with the major transportation system. Efficiency is critical because, to the goods movement industry, time equals money and the real costs of circuitous routes, delays and bottlenecks detract from an industry s competiveness and economic viability. Hence, efficient goods movement is linked to the provision of jobs and to a region s quality of life. The Region of Peel has one of Canada s most important concentrations of multimodal goods movement hubs and goods-generating industries. Jurisdiction over its road network is divided among several levels of government; namely: Provincial highways; Regional Municipality of Peel roads; and roads that are under the jurisdiction of the three area municipalities, the City of Mississauga, the City of Brampton and the Town of Caledon. The region s truck route network similarly has evolved among these various jurisdictions. Accordingly, Peel and the three municipalities recognize that, in order to maintain and enhance the region s economic competitiveness and wellbeing, there is now a need to develop a comprehensive hierarchy of truck routes. To address this need, the Regional Municipality of Peel (the Region of Peel) initiated the Strategic Goods Movement Network Study (SGMNS) in early The objective of the SGMNS is to identify and document the truck priority routes for goods movement throughout the Regional Municipality of Peel, to allow Peel and the area municipalities to protect and preserve these routes. The SGMN is intended to support businesses with a transportation system that moves goods and delivers services quickly, efficiently and safely, maximizes economic opportunities, and reduces the associated environmental and community impacts by establishing priority routes for trucks within the Regional Municipality of Peel. The end result will be the enhancement of the network for improved modal integration and seamless connectivity to neighbouring regions. Inherent to these objectives is the need to increase awareness and understanding of the importance of goods movement. The Strategic Goods Movement Network Study aims to develop a hierarchical truck route network throughout Peel. The network is developed systematically, based on needs determined through stakeholder outreach and on how other jurisdictions have developed their networks. Technical data were an important part of the network development as well. The network and the process used to develop it also will help in promoting public and political awareness of the importance of goods movement to Peel s economy and quality of life. The SGMNS is a key element of the Peel Region Goods Movement Strategic Plan 2012 to 2016, which was adopted by Regional Council in April The Strategic Plan has two primary goals: Support and influence sustainable transportation systems to ensure that goods are transported in an efficient and timely manner. Optimize the use of existing infrastructure and capacity, and minimize adverse environmental, social and economic impacts caused by goods movement transportation. The Plan comprises 23 specific actions that are to be implemented over a five-year period. The actions are grouped into four strategic directions: Pursuit of infrastructure improvements Partnership, communication and advocacy Systems optimization of existing infrastructure Planning and forecasting The SGMN falls within the last strategic direction, as action 20. Its importance to the Strategic Plan lies in its role as providing a framework within which locations and priorities for subsequent actions can then be determined. 1 Introduction 1

14 Region of Peel The Strategic Plan was developed by the Peel Region Goods Movement Task Force, a joint public-private forum on goods movement in Peel. The Task Force and the Strategic Plan are championed by the Regional Municipality, with participation by other government partners and by the private sector, as appropriate. Attaining efficiency in goods movement is a Regional priority. As Regional Chair Emil Kolb notes in his introduction to the Strategic Plan, The Region of Peel is demonstrating leadership in the area of goods movement in Ontario and is taking an important step forward to maintain its position as a significant freight hub for Canada. Regional Council strongly supports the need to enhance goods movement in Peel, and is fully committed to implementing the Peel Region Goods Movement Strategic Plan. See goodsmovement/ for more information on the Task Force and on the Strategic Plan. 1.2 Study Scope This study develops a strategic goods movement network for Peel. The scope of this study was based upon several key principles, as follows: Roads of all jurisdictions within Peel were regarded as being within scope for consideration in the SGMN. The SGMN addresses only the road-based movement of goods i.e., it is comprised only of roads and highways. Other freight modes (air, rail, marine and pipeline) are considered only insofar as they connect with the road network at airports, intermodal terminals, etc. Roads outside Peel are not considered, except insofar as they connect with Peel. The study looked at truck routes and restrictions beyond Peel s boundaries to help ensure that the network was effectively integrated (i.e., no dead-ends). The SGMN is concerned with the spatial definition of a network. Additional restrictions, such as by time of day or by season, should be considered separately, based upon this framework. The existing network of truck routes / truck restrictions was key to developing the SGMN. Its disposition must be considered separately, again based upon the SGMN framework. The SGMNS complements and informs Peel s concurrent Road Characterization Study (RCS). The RCS has developed several categories of roads that can be used for future planning and development of the network. The principal study outputs are a map of the final SGMN concept and a supporting Technical Report (this report). The Technical Report explains the derivation of the concept and a proposed implementation plan. Despite the focus on the strategic goods movement network in Peel, it is important nonetheless to recognize that the SGMNS ultimately fits into the fabric of the Greater Toronto Hamilton Area (GTHA) goods movement network, goods infrastructure and intermodal terminals. Collectively, they are all vital components of the national, cross-border and international trade corridors, and driving the provincial and national economies. 1.3 Study Approach Two complementary approaches were used to develop the SGMNS: A comprehensive stakeholder outreach sought input throughout the study. The outreach began by asking for input on issues, needs and opportunities; all of which fed into the development of initial SGMN concepts. The outreach continued by asking stakeholders for their comments on the concepts as these were successively refined into the single SGMN concept. The technical process used detailed data and analysis to define the successive network concepts such as land use, planning policies, the current truck route networks and volumes, truck origins and destinations, best practices and overall network connectivity. 1.4 Goods Movement 101: Role of Freight in the Economy What is a good? A good is a product, material, or service. A good thus can be defined as a tangible consumer product, such as food, gasoline, furniture, or clothing. It also can be defined as a material that is used to make other things, such as a fabric, rubber, lumber or precious metal. Thirdly, a good can be defined as a service that a person provides as his or her job - for example, plumbing, carpet cleaning or computer repairs. For the purposes of the SGMNS, the focus is on the first and second definitions; that is on the movement of physical products and materials, as opposed to the movement of people to provide services. 2 Technical Report April 2013

15 Strategic Goods Movement Network Study Insofar as goods movement is concerned, some key definitions are in order. (This discussion draws from the US Federal Highway Administration s Freight Glossary and Acronyms, 2012.) First, the term commodity is commonly used to describe an item that is traded in commerce, whether or not it is a raw material or a finished product. The term usually implies an undifferentiated product competing mainly on price and availability. Commodities are typically transported in one of three ways: 1. Bulk cargo is cargo that is unbound as loaded. Individual components cannot be counted and cargo is loaded (moved) in a loose, unpackaged form. Examples include aggregates and petroleum products. 2. Breakbulk cargo is cargo of non-uniform sizes, often transported on pallets, or in sacks, drums or bags. These cargos require labour-intensive loading and unloading processes. Examples include coffee beans, logs and pulp. 3. Containerized cargo is moved in truck trailers, or in containers that can be loaded easily and directly onto truck chassis or rail flatcars. Once a container or trailer is loaded initially at its origin, its contents are not re-handled until it is unloaded at its final destination. Commonly, these contents are items that are packaged individually and can be counted. Examples include finished products such as automobiles, clothing and appliances. This discussion about commodities and their categorization matters because it describes, in a broad sense, how goods are moved in, out and through a major hub such as Peel by truck, rail and air. These movements, in turn, are made possible by the networks and routes that are used for these movements, and also by the local facilities that are used to load, unload, transfer and process (where appropriate) the goods. Superimposed on top of this inter-regional / international goods movement network, and sometimes using the same facilities, is the local movement of goods, which reflects Peel s (and the GTHA s) function as a major urban centre. Here, the scale and modes differ, as goods are moved for local processing and consumption for example, gasoline transported in bulk to neighbourhood service stations, or envelopes moved by bicycle courier between offices. It is important to note that the SGMN is focused on the movement of large vehicles generated by major goodsproducing activity centres. Table 1.1 lists the key components and actors in goods movement. Table 1.1: Key Elements of Goods Movement Element / Actor Shipper: Receiver: Operator or Carrier: Infrastructure Provider: Drayage: Transload: Intermodal Terminal: Third- and Fourth-Party Logistics Providers (3PLs / 4PLs) Function Sends goods. Destination for goods. May also ship goods onward after processing them or adding value. Charged with moving the goods from the shipper to the receiver by land, sea or air, in exchange for a fee. Owns, operates and/or maintains the roads, rails, ports, terminals or other infrastructure used by the operator to move the goods. Transporting of rail or ocean freight by truck to an intermediate or final destination; typically a short distance (e.g., from a railway intermodal terminal to a warehouse, or from one part of a distribution centre to another). Transfer of bulk goods from the vehicle/ container of one mode to another, en route between a shipper and a receiver. Location where links between different transportation modes and networks connect, and where goods can be exchanged between modes. 3PLs are specialists in logistics that provide a variety of transportation, warehousing and logistical services to buyers or sellers tasks that previously were conducted in-house by the customer. For example, a 3PL might manage the movement of trucks into and out of a vehicle manufacturing and assembly plant. 4PLs add additional supply chain capabilities, including consulting services and technology / communications providers. Goods movement is the transport of these products and materials. Goods are sent from a shipper to a receiver via an operator on transportation infrastructure. The receiver is the destination for the goods; however, the receiver may also be a shipper. A regional distribution centre for a grocery chain first receives produce and then repacks it to ship to local warehouses or to individual stores. This repackaging may happen several times before the good reaches its final destination. Other actors also serve multiple roles. For example, in some cases the infrastructure provider is also an operator: this is commonly the case with railways and, often, with ports. 1 Introduction 3

16 Region of Peel Goods movement occurs over a range of distances. Goods travel between countries, regions, and locally. Most goods take multiple smaller trips: For example, a product may travel from the manufacturer to a distributor, and then to individual stores. Some goods movement takes place only on a local scale (from a farmer to a farmer s market), while other types may move through a region with no local destination (from a foreign producers, through a port, to a destination across the country). The system that takes unprocessed raw materials from suppliers and delivers finished products to the final customer is called a supply chain. Supply chains can be very complicated and involve many shippers, operators, infrastructure providers and receivers. The provision of seamless, well-connected and direct goods movement infrastructure roads, highways, railways, marine ports, airports and pipelines is essential to ensuring that the supply chain functions efficiently, quickly and costeffectively. Goods movement is important because the availability of affordable, necessary goods is the foundation of a high quality of life. For example, plumbers and other service providers must be able to reach houses and businesses to maintain high quality sanitation; and garbage and recyclables must be removed from homes to keep the community healthy. The importance of goods movement goes beyond basic necessities. It also provides the products and services that make life more enjoyable and productive. Computers, cell phones and furniture are made from materials that originate around the world, are assembled in other locations, and then must be moved from manufacturers and assembly facilities to distribution centres and local stores. The emergence of online shopping has created another type of goods movement: packages that are moved from distribution centres directly to peoples homes and offices. Insofar as Peel is concerned, goods movement must be incorporated into long-range transportation, land use and economic development planning, both in more mature areas, where redevelopment opportunities and greater densities may occur, and in newly-developing greenfields areas. Goods movement is critical to economic health and growth. In addition to allowing residents and businesses to purchase supplies, it allows for the movement of local products to domestic and global markets under customerspecified time constraints. When the goods movement system is efficient and cost effective, Peel and GTHA industries can get their products to market in a more timely and cost-competitive manner. Finally, goods movement is an industry in itself and a key source of employment in major hubs such as Peel. This is discussed further in Chapter 4. The Region of Peel is working with the private sector and other government agencies to implement actions to make better use of our roads and infrastructure so goods can move through Peel efficiently. Effectively moving commodities in to, out of and through Peel Region drives our economic growth and contributes to our quality of life that citizens are drawn to. The outcomes we achieve from tackling traffic congestion and travel delays are for the greater good of the Region and the prosperity of all businesses. Source: Regional Chair Emil Kolb The saying goes that everything you buy in a store is only there because of the ability to move goods. As a consumer-based economy, we are especially dependent on this ability, and making it easier for goods to move has enormous economic benefits. The way in which goods move has evolved over time, with businesses and individuals now demanding that freight be able to move with increased flexibility and reliability. Source: Long-Range Vision for Freight, April 2010, Delaware Valley Regional Planning Commission (Philadelphia, PA) 4 Technical Report April 2013

17 Strategic Goods Movement Network Study 1.5 What is a Strategic Goods Movement Network? What is meant by the term strategic goods movement network? As noted, Peel and its area municipalities already have detailed networks of truck routes and truck restrictions how is the SGMN different from what exists already? A useful definition of a strategic network is provided by the 2008 South Carolina state-wide strategic corridor plan: A strategic system of corridors [that forms] the backbone of the state s transportation system This system provides a connected, continuous network that serves both the traveling public and facilitates the movement of freight. This strategic system provides the needed connectivity that will allow South Carolina to maintain and enhance its economic vitality. Finally, as adapted for the SGMNS, two other definitions are important: Strategic refers to a network that supports Peel s goals for economic vitality, mobility for both people and goods, and quality of life. Thus, the SGMN is linked to Peel s planning and development policies. Network refers to a transportation system that allow for multiple means of reliably transporting goods within, to and from Peel. Here, the concept of reliability refers to the need to allow for redundancy in the SGMN, so that alternatives are generally available in the case of accidents or other unforeseen delays. It also points to the need to promote system optimization in order to increase throughput and the efficient use of the existing network (the Strategic Plan s third strategic direction). This definition introduces the concepts of connectivity and continuity. It also indicates that the strategic network is the backbone of a larger, more detailed system (Note that in this case, the network refers to both passenger and goods movement; nonetheless, the definition is appropriate for the Peel SGMNS.) For Peel, this means several things: The SGMN is at the top of a hierarchy of truck routes, within which the existing detailed routes and the associated truck restriction policies and regulations fit. Connectivity requires that the elements of the SGMN are well connected with each other; with major goodsgenerating activity centres (e.g., distribution centres) and intermodal terminals (such as Toronto Pearson International Airport); and with the more detailed truck route network. Continuity implies the need to connect all points on the network in the most direct way feasible: As is discussed in Chapter 2, the need for directness is intended to respect existing land use and other planning policies. In turn, the SGMN should comprise elements of roads and highways that are under all jurisdictions - Provincial, Regional and municipal. The need to avoid limiting eligibility to one jurisdiction or another is vital in providing a seamless, continuous and connected strategic network. 1 Introduction 5

18 Region of Peel 1.6 Organization of Report As noted, this report supports the SGMN concept map. It presents the approach used to derive the network concept, the basis and inputs to the concept, and concludes by presenting proposed next steps for implementing and monitoring the network. The report has eight chapters, as follows: Chapter 1 (this chapter) introduces the topic and the SGMNS. Chapter 2 details how others have approached the development of strategic goods movement networks. The chapter focuses on best practices i.e., systematic rules that have been used elsewhere. Three appendices accompany the report: Appendix A presents the questions that were used in stakeholder outreach web surveys and interviews. Appendix B presents Peel s current Road Condition Assessment procedures. Appendix C presents the SGMNS Summary Table, which is a detailed inventory of the status of all truck routes and restrictions, prepared by Peel. Appendix C also includes the functional criteria used to develop the Summary Table and an explanatory Reference Guide for the Summary Table. Chapter 3 presents the results of a comprehensive stakeholder outreach, which defined local needs for the SGMN. Chapter 4 profiles current and emerging conditions in Peel, drawing from available technical data. Chapter 5 presents the final SGMN concept map, and how it was derived from the best practices, stakeholder outreach, background profile and technical data that were presented in the preceding chapters. Chapter 6 proposes actions and policies for implementing the network concept. Chapter 7 proposes performance measures for monitoring progress in implementing the network. Chapter 8 key source documents, for further reference. 6 Technical Report April 2013

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20 Region of Peel 8 Technical Report April 2013

21 Strategic Goods Movement Network Study 2 Developing the Network This chapter describes how regions in the GTHA and elsewhere in North American have approached the development of their own strategic goods movement networks. The discussion first synthesizes best practices in the development of networks. From this discussion, the chapter then draws factors and guiding principles that can be used to determine whether or not a particular section of road is eligible for inclusion in the network, and introduces the role of performance measures. The chapter closes with key messages for the development of a goods movement network for the Region of Peel. 2.1 Best Practices in Developing Goods Movement Networks Synthesis of Best Practices As part of the SGMNS, the following best practices synthesis was produced, based on a review of relevant freight studies. This synthesis was generated at the outset of the study and was used as guidance to facilitate Steering Committee efforts, stakeholder outreach events, and all other components of the strategic goods movement network development process for the Region of Peel. The team used institutional knowledge and scholarly search engines to assemble relevant studies and identify those that best inform the strategic goods movement network development process. The synthesis is organized into three sections. This section summarizes recommendations based on best practices review. Section 2.2 briefly describes the relevant freight network studies selected for analysis. Section 2.3 analyzes the key components of those studies and Section 2.4 synthesizes these into an actionable best practices guide. This first section presents a series of recommendations that was presented to the Region of Peel early in the study process. The recommendations, which are organized by key subject areas of a typical strategic goods movement network study, provide a basic outline of the network development process and provide a rationale for that process. More detail on these recommendations is provided in Section 2.3. Background Source Material Examination of relevant best practice studies should be conducted to evaluate the key components of developing a goods movement network. An effective collection of well-documented studies will provide the Region of Peel with a network development process framework to guide decision makers. The Role of Stakeholders Successfully engaging project stakeholders with the objective of providing a general understanding of the needs and challenges of goods movement is a priority. It is important that stakeholder engagement begins early in the network development process and continues throughout in order to build support and address stakeholder concerns. Particularly in reference to freight planning, stakeholders must include numerous interests including multi-modal interests and government jurisdictions at all levels. It is also suggested that public and private sector representatives are appointed to a joint committee which can streamline the consensus building process and provide input throughout the network planning process. Data Collection and Analysis It is recommended that Peel planners, managers and policymakers, as they balance competing planning and policy objectives, become thoroughly familiar with the region s freight movement and understand the impact of these activities on the region s economy and quality of life. Peel should collect a variety of freight related data that highlight the modes and routes most important to sustaining freight movement and a cohesive community. The data collection should be thorough and well organized, considering all influences on the freight network. Data sets to be collected include population demographics, land use and zoning (including areas of environmental or cultural importance), freight activity centres, empirical freight movement data, transportation networks and infrastructure condition maps, traffic volumes, and vehicle accident data. There are four general categories of data analysis: Jurisdictional and Policy Data Analysis- In addition to materials generated by background source material, it is recommended that Peel evaluate plans from agencies from in and around Peel to ensure collaborative and supportive outcomes. Section 2.3 contains a list of local and Regional initiatives that should be considered during the network development process. Peel should host an introductory executive freight forum to determine any overlapping agendas and possible conflicts or opportunities for collaboration. 2 Developing the Network 9

22 Region of Peel Demographic and Land Use Analysis- Peel should conduct a freight/land-use workshop with local planners to understand what effects local land-use policies may have on the freight network development. This workshop should identify existing freight zones and corridors, as well as emerging freight zones. Finally, demographic and economic trends should be incorporated into the process to provide a degree of predictive analysis. Some level of impact analyses should be conducted to determine areas where freight movement will have the least environmental and societal impact. Freight Demographic Analysis- It is important that Peel identify the current freight transportation mode splits and the influence of each on the network. How and where the role of each mode may either facilitate or hinder freight movement on the network also should be analyzed. Freight Performance Measures and Freight Activity Analysis- Empirical freight movement data, such as truck GPS data, should be analyzed to fully understand the character of the freight network and determine the current conditions and future needs of the network. The use of these empirical data is important, in order to inform planning, operational, maintenance and rehabilitation decisions and priorities. The use of empirical freight data can minimize special interest agenda and erroneous interpretations. Peel should use these data to determine key origins and destinations, capacity and efficiency of infrastructure, average travel times on freight significant corridors, and operational and safety problem areas along the network. Infrastructure Review The Region of Peel already assesses the ability of the current infrastructure (roads, bridges, design requirements, etc.) to effectively move freight. This assessment uses generally accepted measures and evaluation/monitoring systems to identify infrastructure capacity, quality and future requirements. Planning for Implementation Peel should develop short, medium and long-range goals for implementing a strategic goods movement network. This will help ensure the initial development process momentum is maintained over the course of implementation. An implementation plan for the SGMN is presented in Chapter 6. Performance Monitoring It is recommended that Peel develop a method for assessing and monitoring the ongoing development and management of the network. Peel should identify key indicators and track the changes in these measures as network projects are completed. Performance monitoring is addressed in Chapter Review of Past Studies This section provides a brief introduction to the reviewed studies. This discussion will serve as an orientation to the purpose, scope, goals and objectives of the selected studies as context for the more detailed best practices discussion in section three. Each of these studies was selected due to its suitability for providing lessons on the process of developing a regional strategic goods movement network. Listed chronologically, the studies cumulatively exhibit an evolution in the key components of the network development process, such as the types and availability of freight related data and the methods and technologies used in network analysis. Durham Transportation Master Plan (2003) In 2003, the Region of Durham (Ontario) completed its Transportation Master Plan. As part of this plan, Durham created a Strategic Goods Movement Network that designated a specific network of roadways for use by large commercial vehicles. Durham created this network to help address community concerns related to travel on Regional roads by better facilitating commercial vehicle travel within and through the Region. In 2010, Durham developed a Goods Movement Strategy and a commercial vehicle forecasting model as part of its Long Term Transit Strategy; however, neither specifically addressed the commercial vehicle network. The Metropolis Freight Plan, Delivering the Goods, Chicago Metropolis 2020 (2004) Chicago Metropolis 2020, which is a business-backed civic organization tasked with developing solutions to help the Chicago metropolitan region remain a critical and competitive freight hub, commissioned the Metropolis Freight Plan. There were several key objectives of the plan, including creation of an organized government freight policy, conservation of regional freight centres and maintenance of an efficient freight road network. To create the Metropolis Freight Plan, Chicago Metropolis 10 Technical Report April 2013

23 Strategic Goods Movement Network Study 2020 employed numerous tools, including freight data analysis, reviews of previous freight plans and interviews of various stakeholder groups. Canterbury Regional Land Transport Freight Action Plan (2005) As part of the Canterbury (New Zealand) Regional Land Transport Strategy, the Regional government developed the Freight Action Plan for the Canterbury Region. The action plan focuses on three key areas: strengthening the freight planning policy framework; supporting freight industry logistics; and providing adequate transportation infrastructure. Twin Cities Metro Area Freight Connectors Study (2006) The Minnesota Department of Transportation conducted the Twin Cities Metro Area Freight Connectors Study in the Minneapolis - St. Paul region to address design and capacity issues on local roadways that provide access to major freight generators in Minnesota. Prior to the study, regional authorities had already developed a Freight Connectors network. However, one key objective of the study was to develop a performance measures evaluation template essentially, a systematic analytical process - for identifying road design and traffic operational improvements to the existing network. Atlanta Regional Freight Mobility Plan (2008) The Atlanta Regional Commission and the Georgia Department of Transportation jointly funded a study to identify and prioritize roadway improvements that would best accommodate the growth in freight movement for the Atlanta region. The research resulted in a freight mobility plan with policy and infrastructure implications. The study generated a comprehensive needs assessment, an evaluation of freight economic benefits, freight-focused land use guidelines and a societal and environmental impact analysis. South Carolina Strategic Corridor System Plan (2008) The South Carolina Strategic Corridor System Plan, sponsored by the South Carolina Department of Transportation, identified the critical network for goods movement across the state. Four core guiding principles supported the development of the network: stakeholder coordination, economic competitiveness, system performance and quality of life. South East Queensland (SEQ) Regional Freight Network Strategy (2009) As part of the SEQ Regional Plan, the strategic freight network outlined this Australian region s priority freight routes. The methodology for establishing the freight network involved examining the inter- and intra-regional multimodal movement to identify corridors that support and contribute to the economic activity of the region. Southern California Regional Freight Study (2009) As part of an effort to encourage discussion of freight transportation issues and identify best practices, the US Federal Highway Administration s (FHWA s) Office of Freight Management and Operations conducted a series of case studies, including the Southern California Regional Freight Study, which was conducted by the Southern California Association of Governments (SCAG). While this study did not generate a specific freight transportation network, the best practices review that was conducted provides valuable insight into ways freight planning has been successfully accomplished in a major metropolitan region. Atlanta Strategic Truck Route Master Plan (2009) The Atlanta Strategic Truck Route Master Plan (ASTRoMaP) identified preferred truck routes and developed strategies which would encourage the efficient movement of truck traffic without excessively disturbing existing communities, the environment, or other components of the transportation network. Developed in response to the 2008 recommendation of the Atlanta Regional Freight Mobility Plan to prepare a regional truck route system, this project was coordinated by the Georgia Department of Transportation and participating regional, county and municipal governments. City of Hamilton Truck Route Master Plan Study (2010) As a key component of the City of Hamilton (Ontario) Transportation Master Plan, the Truck Route Master Plan provided an update to the city s existing truck route network. The primary motivation behind the study was the perceived impact heavy trucks were having on residential and business areas. To successfully resolve this issue, the plan relied on a combination of technical analysis, stakeholder input and extensive assessments of existing truck routes. 2 Developing the Network 11

24 Region of Peel H-GAC Regional Goods Movement Study - Draft (2011) The Houston-Galveston Area Council (Texas) sponsored a regional goods movement study to identify opportunities to enhance regional mobility for both people and goods. The study was designed to address several regional goals, including increased economic competitiveness, improved air quality and a reduction in freight related safety incidents. The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Area (GTHA) Regional Transportation Plan (2008) and GTHA Urban Freight Study (2011) Metrolinx, the regional transportation planning agency for the GTHA, developed a multi-modal Regional Transportation Plan (RTP). The Big Move generated a series of strategies and supporting policies needed to realize the goals of the regional transportation agenda. Several discussion papers supported the RTP, one of which addressed goods movement. One outcome of the Big Move was a multi-modal freight study for the GTHA, which was completed in Among its 17 recommendations to improve goods movement in the GTHA was the development of a strategic inter-regional GTHA truck route network and the harmonization of inter-regional truck route standards and regulations. 2.3 Summary and Best Practices The following sections synthesize information from the selected studies into subject areas related to the process of developing a goods movement network. Subject areas include the network development process, network development guiding principles, barriers to network development, action plan successes and outreach and consensus building efforts The Process of Developing a Strategic Goods Movement Network The literature suggests that a successful strategic goods movement network is typically supported by a comprehensive planning process that: Clearly defines the network s purpose, goals and objectives Identifies key components of the region s freight system Provides direction and strategies for implementation Offers suggestions for assessing the network and monitoring outcomes The following tasks were generally conducted in order to accomplish the four planning objectives: Conduct a background document review Define a vision for the network (e.g., purpose, goals, objectives) Aggregate regional goods movement data Establish current and future freight trends Identify network challenges and solutions Identify and review the physical network Propose suggestions and recommendations for implementation Offer methods for assessing and monitoring the network Background Source Material Most studies reviewed a broad range of background source materials generated by other freight network plans. While some studies focused on peer regions (i.e., those regions that were most similar to the study region) others, like the Chicago Metropolis plan, considered plans from a variety of jurisdictional sizes and geographic 12 Technical Report April 2013

25 Strategic Goods Movement Network Study locations. In some cases, the best-practices review may require extensive evaluation of plans from agencies under regional jurisdiction. For example, the Hamilton Truck Route Master Plan attempted to obtain understanding of local policy through review of various modal plans, such as those for the airports and seaports and through evaluation of traffic, land use and environmental assessments. The Role of Stakeholders The reviewed studies encouraged solicitation of stakeholder input when identifying the goals and objectives of the strategic goods movement network. In fact, some plans incorporated stakeholder input in all levels of the planning process. Various methods can be used to obtain such input. For example, several organizations have successfully used web-based surveys, one-on-one interviews and public information sessions to identify the public s perceptions and needs. The team that performed the H-GAC Regional Goods Movement Study found one-on-one interviews were particularly helpful in engaging elected officials and public sector staff. The team conducted over 20 in-person interviews in order to gather input from each of the counties, major cities, public agencies and travel authorities in the region. Outreach and Consensus Building Efforts As previously stated, stakeholder input is an important tool in the network planning process and can have a profound effect on the success of network implementation. Prior studies have given numerous examples of how to incorporate outreach and consensus building efforts into every stage of the planning process. These examples include the following: Establish a multi-organization coalition to guide and monitor network development and implementation Develop a Land Use Coordinating Committee to lead discussions identifying opportunities to preserve important freight-related corridors and districts Provide opportunity for extensive participation of the private sector freight stakeholders Develop a dialogue between public decision makers and private sector freight stakeholders regarding freight needs and strategies Engage the public and other stakeholders in developing/supporting road safety initiatives through public working sessions In Houston, several methods were used to gather stakeholder input. To involve the trucking industry, web surveys were utilized. Direct communication with truck drivers was accomplished by placing maps in carrier break rooms where drivers could mark routes of concern. In addition, drivers could participate in a satellite radio show that allowed them to call in and share opinions, based on important anecdotal knowledge and experience travelling on the region s network. The public was engaged through a series of public meetings, the focus of which was to gather input about community concerns and issues while facilitating a conversation among freight users and the community. To encourage participation in the meetings and support for the goods movement network, a Share the Road demonstration team from the American Trucking Associations allowed the public to get inside the driver s seat of a large truck and gain a better understanding of truck operations and safety issues. The City of Hamilton built an extensive consultation process into the planning agenda. The consultation process included eight public information sessions, two meetings with trucking industry stakeholders, four meetings with various Chamber of Commerce divisions, one-on-one meetings with all members of the city council, one presentation to the Hamilton Association for Business Improvement Areas and three meetings with the Truck Route Sub-Committee. This broad consultation process benefited the study specifically during identification of the Outstanding Truck Route Issues. Information gathered from the public, in some instances, had a significant impact on which road links were ultimately removed from the truck route network. Data Collection Data collection was an important element in the reviewed plans. A variety of data can facilitate network planning by providing insight into the region s freight activities and highlighting the modes and routes which are most important for sustaining that movement. The GTHA Urban Freight Study summarized the available multimodal goods movement information on freight flows; however, the study noted the lack of data regarding goods movement and service deliveries in the region that could be used for forecasting and modelling. Improved data collection was identified as a priority action item in the study. 2 Developing the Network 13

26 Region of Peel Technology and the development and understanding of freight related data is immensely important to network development. Recognizing the need for improved data and analytical tools, southern California agency collaboration focused on several innovative programs to help understand which strategies and projects would best facilitate freight growth in the region. Of note are the region s numerous truck data collection programs. Regular truck counting, a statewide truck travel survey, shipper surveys, a truck origin and destination study and truck travel diary survey have all been implemented to enhance the region s freight knowledge. Planners in the reviewed studies used the information aggregated through the data collection process to establish current network development practices and influence future planning efforts. Identifying these trends is important to anticipating the rate at which transportation system demand increases as regions grow, as well as how this growth might affect the goods movement network. Identification of Barriers Barriers to network implementation were often identified during the planning process. In some cases, these challenges revealed themselves through the course of the planning process, while other plans made identification of such challenges a priority action item. Challenges discussed in the reviewed studies included mobility needs, negative community impact mitigation needs and regulatory and institutional hurdles. According to the H-GAC Regional Goods Movement Study, the impacts of these challenges included significant delay on the network systems, deficient intermodal connectors, bottlenecks at freight-significant intersections and interchanges, safety concerns and emissions concerns. Recommendations to resolve the concerns identified in the H-GAC were developed using a combination of publicand private-sector input, data analysis, review of best practices and ground observations. For example, after learning of problems with signal timing along priority freight corridors through interviews with regional private sector carriers, the H-GAC team recommended that a Freight Corridor Traffic Signalization Improvement Program be established to ensure signal optimization. Infrastructure Review The reviewed studies planning tasks also included identification and review of the physical network (those specific roadways that will collectively define the strategic goods movement network). For example, in the South East Queensland Regional Plan, the region s key business-to-business and/or business-to-retail freight routes were identified through an examination of commercial truck traffic volumes on existing roadways. As a first step in the Strategic Corridor System Plan of South Carolina, tests were run on all of the highways in the state. Using a point scoring system based on factors such as traffic volume, truck traffic volume and crash rate per million vehicle miles, those roadways exceeding the predetermined threshold values were included in the strategic network. Further tests were conducted to consider the network as whole, specifically evaluating connectivity coverage. Segments that carried a high percentage of trucks were also examined to determine possible constraints to the suitability of potential investments, such as service roads or intersection and turning radii improvements. Planning for Implementation In many of the reviewed studies, the strategic goods movement network development process articulated a high-level, but action-oriented, vision that included suggestions and recommendations for implementation. Many plans sought to sustain network development through long-range planning and identification of projects to take place years into the future. Typical planning agendas included short-term (0-5 years) and medium-term (5-10 years) projects aimed at incrementally advancing the network toward the long-term goals. Among the 17 actions recommended in the GTHA Urban Freight Study were several quick win initiatives, including the aforementioned area-wide strategic goods movement network. Designed for fast completion, these initiatives facilitated advancement toward a regional approach for improving the circulation of goods movement. Performance Monitoring Finally, many studies offered methods for assessing and monitoring networks. Recognizing that monitoring progress is crucial to ensuring network efficiency, the GTHA Big Move suggested deployment of a Mobility Index that tracks key indicators and could be used to inform further development and review of the network and assess network investments: although focused on the movement of people, the Mobility Index also impacts the movement of goods. Performance Monitoring for the SGMN is detailed in Chapter Technical Report April 2013

27 Strategic Goods Movement Network Study Network Development Data Needs, Collection and Analysis The following data and data collection procedures have been used in previous studies to provide knowledge and guide the decision making process for development of a strategic goods movement network. Jurisdictional and Policy Data Analysis - Assessment of existing local freight plans and policies. Actions may include hosting an introductory executive freight forum with local policy makers. Several jurisdictional partnerships are outlined in the FHWA s Southern California Regional Freight Study. To promote multi-jurisdictional collaboration, the SCAG initiated funding of sub-regional freight studies which highlighted arterial needs. By involving the public works director in the process and focusing on projects specifically concerned with goods movement, a number of these cases have helped develop public-private cooperation. However, the region still struggles with issues related to the equitable distribution of costs and benefits related to goods movement projects. Often, expensive freight projects balance important national benefits with local impacts, posing challenges to overcoming public perceptions and successfully generating sources for local funding. The Region of Peel, along with other local, provincial, and federal agencies, have conducted or are currently conducting several other planning efforts related to goods movement in and around Peel. The studies listed below, which include studies conducted by the Region of Peel, should be taken into consideration during the goods movement network planning and implementation phases. For example, the Places to Grow initiative from the Ontario Ministry of Infrastructure recommends that local municipalities prepare growth plans that address infrastructure development and also study how to use existing infrastructure most efficiently. Demographic and Land Use Analysis - Identification of areas with well-established freight zones. This could include an exploration of areas that need mitigation of environmental issues and where new environmental concerns could be prevented. It also is important to understand land use policies for areas around transportation facilities. Actions may include a freight land use workshop with local planners. Study Title Sponsor Study Title The Big Move GTHA Urban Freight Study Costs of Congestion in the GTHA Moving Goods and Delivering Services Places to Grow Strategic Goods Movement Corridor Analysis Final Report Goods Movement in Central Ontario: Trends and Issues- Shippers Survey Peel Commercial Vehicle Travel Characteristics and Growth Forecasts MTO Southern Ontario Highway Program MTO Commercial Vehicle Demand Forecasting Report National Commodity Flow, Trade and Traffic Forecast Study Multimodal Freight and Passenger Traffic Flows and Infrastructure Study Smart Corridor Study Border Technical Paper Access to Intermodal Terminals and Distribution/Transload Facilities in the Province of Ontario Costs of Urban Congestion in Canada Goods Movement in Peel Strategic Overview Freight Transportation Demand Management Sponsor Metrolinx Metrolinx Metrolinx Metrolinx Ontario Ministry of Infrastructure MTO MTO MTO MTO MTO MTO Transport Canada, MTO, MTQ Transport Canada, MTO, MTQ Transport Canada with MTO and MTQ Transport Canada with MTO and MTQ Transport Canada with MTO Transport Canada The Region of Peel The Region of Peel 2 Developing the Network 15

28 Region of Peel Freight Demographic Analysis - Determine what freight transportation modes are present in the region and the level of influence associated to each. For example, which mode moves the most freight to, from and through your region? Also to be considered is any existing hierarchy of established transportation routes among modes. As well, the operational status of existing modal networks should be identified. For example, are any network facilities closed or abandoned? The proposed network for the Durham Transportation Master Plan considered existing long haul routes, the location of major generators of truck traffic, current road designations and the participation of freight terminals, airports, harbours and other modal facilities in the network. Rarely discussed in other plans, the Durham plan also considers the impact of passenger cars on the system and evaluates how changes in public transportation may ease network congestion. Freight Performance Measures and Freight Activity Analysis - Determine current and projected future conditions of the transportation system. Study regional volume and safety indicators. Actions may include: Identification of key origins/destinations Mapping of local and regional bottlenecks Updating and expanding existing collision databases Identifying high-risk accident hot spots A precursor to all freight planning activities is the elaboration of guiding principles for developing freight systems and freight networks. These guiding principles can differ slightly by mode and region (e.g. requirements for rail networks, road grade impacts in mountainous regions, and deep water versus shallow water port issues), but generally are described as the basic functional requirements for freight operations. While the basic freight and transportation system guiding principles are quite stable across jurisdictions, the different mechanisms for managing, modifying and/or monitoring the freight principles are often what differentiate and define freight planning best practices. The key findings are highlighted below, and are used as the basis for the guiding principles proposed in Table 2.1 below. Insofar as data needs, collection and analysis are concerned, one of the most significant problems identified in the selected studies was the lack of a regional truck route system. A principal recommendation of Atlanta s Freight Mobility Plan was the designation and development of a Regional Priority Freight Highway Network (PFHN). The PFHN was developed using a combination of criteria that considered stakeholder input, truck concentrations, connection to industry and other modes and roles in serving local and regional needs. A regional truck route system (a core roadway freight system that is fundamental to supporting the efficient and reliable movement of goods) did not exist in metropolitan Atlanta and is an example of the needs addressed by the PFHN. The information collected through preliminary freight data analysis can be used to create a criteria matrix, such as that used by the Atlanta Regional Commission for development of the ASTRoMaP. The criteria matrix assigns values and weights to quantitative and then qualitative characteristics of roadways to help determine the most appropriate routes for inclusion in the strategic goods movement network. The ASTRoMaP methodology for developing the truck route network prioritized routes used for cross-town travel that connected economic centres and those that could be linked to the outside world rather than those roadways where final mile delivery or pick-up or truck travel between points entirely outside the region were more likely. These routes were determined using a scoring system and weighting tool. The team had key freight stakeholders score network segments on a physical map during working sessions. GIS data was also used to identify existing usage and freight generators. Considering these multiple inputs, the tool separates the items into categories as either quantifiable or qualitative attributes. As outlined in ASTRoMaP, quantifiable attributes include items such as functional class, lane width, shoulder width and the presence of at-grade crossings. These attributes are of particular concern when considering the ability of a truck to safely manoeuver network roadways. Some items are weighted more heavily than others, reflecting each attribute s influence on safe truck operations. Qualitative attributes such as community input and connectivity can then be applied to help identify the positive or negative utility of the selected road segments. Review of networks established in the 2004 Chicago Metropolis plan showed gaps in the system s circuitry and revealed a need to address poor connectivity in the existing network of truck routes. The new model aimed to resolve connectivity issues using truck count data from the Illinois Department of Transportation. Truck 16 Technical Report April 2013

29 Strategic Goods Movement Network Study count data allowed the team to estimate the number and length of truck trips for specific times of the day. This information was integrated into seven different modeling scenarios to measure each scenario s impact on truck volumes. Furthermore, the model assisted in identifying two sets of additional arterial improvements. Of the two suggested sets of improvements one set identified routes that were not labeled as truck routes and recommended improvements to those routes. The second set focused on needed improvements to arterials that were already designated as State truck routes and strategic regional arterials by the Illinois Department of Transportation Barriers to Network Development The literature review suggests that numerous issues can serve as barriers to development of a successful strategic goods movement network. These are discussed below in three general categories: physical attributes (related to actual infrastructure design and performance), institutional issues (freight infrastructure policy) and funding. Cited Physical Attribute Barriers Inadequate roadway geometry or signal timing issues at key intersections At-grade crossings that intersect primary roadway networks Heavy congestion and inadequate infrastructure to facilitate travel at high volume locations such as interstate interchanges Particular features at designated system facilities are inadequate for freight Roadway design standards do not accommodate updated commercial vehicle requirements Density of the network grid is insufficient for maximizing network utilization Cited Institutional and Regulatory Barriers Selected segments have local restrictions based on vehicle characteristics or travel by time of day Funding policies For example, the City of Hamilton Truck Route Master Plan study revealed a negative public perception associated with truck routes, thus the most challenging component of the study was trying to balance the needs of industry with those of the public. This negative perception developed from traffic laws that allowed a truck to deviate from the truck route system solely for making a delivery or pick-up, resulting in the occurrence of trucks legally traveling on streets that were not officially designated as truck routes. A number of requests to remove individual network links were submitted to the city. Compliance with all of the requests would have destabilized the network. The city was faced with balancing community concerns with the city s economic goals. To alleviate public concern, the plan implemented several network alterations. These revisions included the introduction of prohibitive (routes which are not truck routes have to be signed) truck signage into the current permissive (routes which are truck routes are clearly defined) system. This solution resulted in reinforcement of the designated network routes, which increased compliance and reduced confusion. Cited Funding Barriers The third category, funding, can also be a difficult task for developing a goods movement network. The Southern California Regional Freight Study considered a variety of funding options, which included innovating financing such as tolling of truck lanes and user fees. Planners looked to these options due to the enormous benefits that freight transportation improvement can generate for the private sector. In many cases, effective solutions to funding transportation needs will require the concerted efforts of several key players including state governments, local governments and stakeholders. Need for preservation of particular geographic and historical features Lack of funding Low public support Minimal public and private cooperation 2 Developing the Network 17

30 Region of Peel 2.4 Outcomes Most strategic goods movement network plans build upon previous success, challenges and lessons learned. However, it is to be expected that each new network will encounter funding, institutional and operational circumstances unique to its region. For example, in the Twin Cities, while most of the study s goals were achieved, the team found defining freight connector performance exclusively with existing databases to be a considerable challenge. Although an immense amount of important data resided at the local government level, the formatting of this information was largely non-standardized, thus limiting the usefulness of the data. Furthermore, one of the key components of the evaluation (traffic counts for commercial vehicles) was deficient for local road systems. As a result, the 3-step Freight Connector Adequacy Evaluation Process was generated and considered the foundation for more extensive assessment of freight connectors in Minnesota. Careful consideration of environmental and land use issues has produced several more innovative solutions, such as the concept of Urban Distribution Centres (UDCs), discussed in Green Paper #5 for the GTHA Big Move, and urban freight villages, discussed in the GTHA Urban Freight Study. Through innovative problem solving, this plan incorporated a policy to develop UDCs- freight consolidation facilities strategically located in proximity to final destinations allowing for reduced truck traffic and more efficient use of available road space. A truck route planning tool was successfully deployed as a result of the network plans in Houston. This tool aims to define the street network that is safest for the movement of large vehicles, supports local and regional commerce and which provides enough capacity and adequate design features to accommodate the anticipated volume, size and weight of vehicles. The tool can be utilized to increase routing effectiveness and minimize environmental and community impacts. As demonstrated in southern California, having well established means for dealing with institutional issues in the network planning process can lead to great successes in the physical network. SCAG, through a system of committees and joint agencies, has been particularly successful at addressing the institutional issues that often arise when freight projects overlap existing jurisdictional boundaries. Of note, the Alameda Corridor, (possibly the largest freight-oriented public works project in the United States) was overseen by a joint powers agency and represented an ambitious framework of public and private partnerships. The planning processes and institutional strategies used in the creation of the Alameda Corridor resulted in the elimination of 200 at-grade crossings and the doubling rail speeds. 2.5 Guiding Principles Used to Define Goods Movement Networks Background As part of the Peel Strategic Goods Movement Network Study, the consultant team prepared this section on guiding principles and inputs to inform the development of goods movement networks for the study. It should be noted that a set of more detailed functional criteria were derived from these guiding principles. These are described in Appendix C and will be used to inform the implementation phase of the study. Governments, industry and people initially built freight corridors and networks, which form the overall freight system, upon natural transportation infrastructure, including navigable waterways, low-grade rail routes and horse cart paths, and deep-water bays. In time, these corridors and networks continued to evolve with assistance from human interventions that took the form of zoning, roadway expansion, advances in pavement strata and design, and proximity to both raw commodities and population centres. Major constraints associated with creating or expanding freight networks include environmental impacts, rightsof-way constraints, and construction costs all of which require government planning and operations agencies to judiciously plan and manage freight networks. Doing so ensures that economic growth supports, rather than interferes with, quality of life objectives. Table 2.1 summarizes the six key guiding principles for developing a SGMN. This is followed by a detailed discussion of each guiding principle. 18 Technical Report April 2013

31 Strategic Goods Movement Network Study Table 2.1: Summary Guiding Principles for Developing a Strategic Goods Movement Network Guiding Principle Rationale / Definition Industry Impact / Application Leverage existing networks in future freight planning and design work Most freight networks utilize decades-old routes and rights-of-way that follow efficient natural and man-made designs that can no longer be cost-effectively replaced. Ensures that existing, efficient routes and networks are utilized. Public Sector Stakeholder Transportation planners, engineers Incorporate economic and commodity supply/demand data into network planning As freight movement is a derived demand of business and consumer production/ consumption, efficient freight networks provide direct links to production/ consumption centres. Maximizes and optimizes freight transportation, minimizes secondary consequences. Business and economic development analysts, transportation planners Incorporate land use requirements and trends To address both long-term plans as well as emerging trend impacts, formal and emerging zoning and land-use data must be incorporated into planning and design. Minimizes conflict between designated zones, neighbourhoods and emerging demographic/ economic changes. Ensures that network, corridor and infrastructure planning and design are based on accurate, real-world data. Transportation planners, urban planners and modellers Obtain and utilize freight data sets It is critical to obtain and analyze historical, present and predictive data on freight operations, flows and commodity types, as well as freight costs. These data are essential to all aspects of accurate and meaningful freight planning and network design. Freight and business analysts, freight planners, freight data modellers Determine design requirements specific to the freight network For all modes, collect and map vehicle and operations requirements to the existing or proposed network. These would include vehicle design and operating physics, which may be anomalies from standard transportation designs. Freight technical data are critical precursors to standard infrastructure designing and engineering, particularly because freight operations and assets typically deviate substantially from standard design guidelines. Once the design requirements specific to the freight network are identified, standard and customized infrastructure and pavement plans can be developed. Freight planners, engineers Develop pavement / infrastructure requirements Based on existing and potential mode and vehicle requirements, planners and engineers can determine design and infrastructure requirements, utilizing common standards such as the Green book, to develop bridge, pavement, lane widths and other freight infrastructure requirements. Transportation / civil engineers, transportation planners 2 Developing the Network 19

32 Region of Peel Standard Freight Network Guiding Principles Several guiding principles are used to create or expand freight corridors and networks. Guiding principles, which form the basis for, or describe key components of, a system, differ from performance measures and indictors. General definitions of these tools are: Indicators: Monitored trends that affect the mode or system s performance in terms of the goal; usually not precise in terms of specific locations or impact; early warning signals that something may need attention; indicators are also used where there is less jurisdiction influence, or the performance measure is not yet well-enough defined to provide a measure than can be managed. Performance Measures: Measured activities how well a mode is performing with respect to the goal; can be used to show changes over time, when compared This report focuses on guiding principles which form the basis of the network development, and starts the identification process of the key items that will be monitored and/or measured. Guiding principles often include a careful mix of such things as maximizing limited resources, accommodating political and institutional objectives, mitigating freight / non-freight conflicts and addressing environmental justice issues. This discussion identifies and reviews those principles that are most commonly used from an operations, planning and/ or industry perspective. To the greatest extent possible, use / leverage existing corridors and networks. It is commonly understood that most freight corridors and networks in existence today had an early genesis, often mirroring horse-cart trails and waterways used more than one hundred years ago. There is a solid technical basis for leveraging existing freight systems, as engineering and construction limitations in early days required that freight and passenger travel use flat ground, low grades, and other terrain and travel parameters that minimized labour and cost and maximized technical acumen. With the heavy reliance that early industry had on reliable transportation networks, most large industry and population centres in North America today developed around one or more natural transportation systems. A secondary benefit of using existing freight systems is the leveraging of initial investments and the minimizing of new regulatory and institutional issues that did not likely exist in earlier generations. Consequently, with the exception of specific instances such as airport noise, most existing freight systems are grandfathered and entrenched from political and NIMBY turbulence. This, however, does not imply a blank cheque for freight system expansions. Origin-destination mapping and optimization. From a freight and economic perspective, freight systems (both corridors and networks) are patently reliant on both supply of materials and customer demand/consumption. This management of supply (i.e. origins or producers) and demand (destination or consumers) is almost always a tenuous balance, focused on minimizing [transportation] cost. At a raw commodity level, rarely can supply centres be changed or re-arranged. Population demand centres are more dynamic but still follow classic growth patterns that typically start with urban growth centres and move outward (which almost always pushes raw commodities and industrial facilities further out). Finally, the globalization of the economy has ensured that goods from all over the world are shipped to consumer demand centres regardless of how big or small. The end result is that freight systems are often large and complex, and require freight vehicles of all types to transverse considerable distances. Modern freight planning today must undertake a very sophisticated, data-driven exercise that maps and analyzes historical, present-day and predictive patterns in freight flows and consumer consumption. This first layer of analysis should focus on major supply and demand centres both internal and external to the focus area, without (yet) incorporating secondary and tertiary considerations. Key origin layers would include job and production measures for agriculture, mining, industry sectors, et cetera. The most common analyses are produced by cross-referencing NAIC (formerly SIC) codes with job growth figures. Land use requirements and trends. The concept of land use can be used both functionally and formally. In both cases, freight planners will use zoning maps and regulations, input data of existing levels of residential / commercial / industrial and overlay additional data layers such as green spaces, brown spaces, population growth patterns, and local trends in real estate supply and demand. This will require the development and continuous updating of freight facility maps (e.g. warehousing and distribution facilities; manufacturing facilities by sector, etc.). 20 Technical Report April 2013

33 Strategic Goods Movement Network Study Land use analysis should include documentation and assessment of existing transportation / freight systems and networks. This layer and assessment should include existing and trending capacity; for instance, a roadway s design capacity (design AADTS), existing AADTS or levels-of-service, and any available trend lines or estimations that may derive from the freight vehicle volume data referenced below. Finally, political and planning objectives can be incorporated upon the first level analysis. For instance, if local decision-makers or NIMBY pressures seek to convert brown fields or publicly held land to a different land use, freight planners will need to determine how the overall land use / zoning landscape will change. Recent modifications to this process have included various benefit-cost analyses which include both direct and social benefits / costs. Freight data measures. Analyzing existing and historical freight data is the leading criterion and measure used today to assess freight system utilization and needs. These freight data can take many forms, and in all instances the more accurate, robust and timely the data are, the more sophisticated and useful the analyses will be. This is because freight data are a direct surrogate for economic inputs and outputs, and are considered by most economists as a leading indicator of trends and changes. Two common freight data measures used as for freight planning are: Freight vehicle volumes and flows. Freight vehicle flows form a de facto freight network and when historical volume data are included, the strength and direction of the network can be discerned. The ability to document vehicle volumes and flows over time is likely the single most important tool available to freight planners. While major strides have been made in the development of useful data sources and GIS software applications, these types of analyses are still very new. Consequently, there is still no common process or standardized set of data and protocols; thus there are many different approaches and the ability to map flows and networks across jurisdictions can be challenging. survey data. Quasi-private data that are still in their infancy include Bluetooth signal capture and RFID tags. Commodity flows. Commodity data, like freight vehicle / flow data can provide multiple levels of analyses. Assuming the commodity data are accurate and high-resolution, freight planners can discern which commodities are moving to which locations (at least within the study area). When historical data are included, planners can develop a good sense of supply / demand changes and how these will impact the freight system. Unfortunately, almost all commodity data originate from the private sector, and the private sector s willingness and/or ability to provide such data (commodity classification and mode / location information) is quite limited. Major limitations include: Limited (but growing) electronic systems and data formats for automated distribution and management of commodity / flow data. Valid concerns of data discovery by competitors, regulators and litigation parties. Concerns that the data will be used to harm the data provider. Consequently, most commodity flow databases are comprised of limited samples from limited sources. For instance, in the case of the US DOT s Freight Analysis Framework (FAF), the data ultimately come from a survey sample of shippers who are asked to provide commodity production data, and then asked to speculate on the mode(s) and corridors used to distribute the commodities. The data are then modelled and plotted to a nationwide freight network. Nevertheless, the FAF data are the best available system and are widely used by freight planners at all jurisdictional levels in the US. Sources of vehicle volume / flow data include imbedded and mobile roadway sensors, AEI readers, weigh-in-motion (WIM) sensors, automated camera systems, and private sector-generated data such as GPS data, routing/dispatching maps, and 2 Developing the Network 21

34 Region of Peel Network / roadway design principles. A second-tier analysis that uses freight inputs relates to corridor or network design requirements. These requirements are based on first-tier analyses that identify both vehicle types and network locations. A classic example of such an analysis (using freight input) is designing and constructing access and egress ramps for combination trucks. Based on the size and operating requirements of the vehicles and cross-referencing roadway location and rights-of-ways, determinations will be made on roadway geometrics and design type (e.g. cloverleafs and ramps), and even policy determinations such as posted exit speeds based on turning radii and centres of gravity. It should be noted that, while this level of analysis almost always occurs in transportation design work, it rarely includes the perspective of freight vehicles and operations. One outcome is that large truck rollover crashes often occur even when the vehicle is obeying the traffic laws. Common truck-related guiding principles used as freight design inputs include: Range and ratio of vehicle lengths Turning radii by vehicle configuration Stopping distances at different speeds Gross vehicle weights and axle weights (see infrastructure design, below) Average travel speeds / vehicle mixes and congestion levels (most relevant to consideration of dedicated truck lanes) bridge formula is the primary impediment for surface freight systems, as truck axle weights can be more easily accommodated on roadways than on bridges. Ultimately axle weights and spacing, along with policy determinations on maximum gross and axle weights, will dictate bridge design considerations. 2.6 Performance Measures As previously noted, indicators and measures are typically developed and implemented to track the status of a system or the attainment of certain objectives. Indictors generally monitor a component without a relation to a specific goal. Performance measures relate to performance goals. Many of the previously noted guiding principles can have requisite objectives and measures. However, once a system or network is developed, many more functional measures come into play. These include common measures such as average travel times, average travel speeds, reliability measures, incident delay times, et cetera. More pragmatic and customer-driven measures are now emerging. Given that performance measures are implemented after a freight network is developed, more detail on recommended performance measures for the Region of Peel can be found in Chapter 5 of this report. In addition, the more detailed functional criteria derived from these guiding principles and described in Appendix C will be used to inform the application of performance measures. Frequency of system access / egress Freight / zoning conflicts (relating to sound barriers) Pavement and infrastructure principles. Once there is an adequate understanding of the likely design requirements for the freight system, many of the critical engineering decisions can be made. These designs relate to the ability of the system and its infrastructure to support the safe mobility of the freight users. In the case of roadways, the major considerations are pavement type and depth based on vehicle weights (and speeds), bridge types based on similar inputs, lane widths, shoulder designs, and passing lanes. Pavement type will also play a role in secondary considerations such as noise levels and long-term maintenance needs. A leading concern for transportation engineers is developing and constructing appropriate bridges using an acceptable bridge formula. In many instances, the 22 Technical Report April 2013

35 Strategic Goods Movement Network Study 2.7 Implications for the SGMN and Its Implementation Several needs were identified during the review of best practices as critical elements for the successful development of a goods movement network. Many of the topics discussed in this chapter can be grouped into five categories of needs. The most successful goods movement network studies should: Conduct Extensive Stakeholder Outreach. Engaging a diverse group of stakeholders throughout the development process is necessary for understanding the needs of each stakeholder group, building support for the final product, and lessening the potential for political barriers that could derail the process. Collect and Analyze Data. A solid understanding of existing and future conditions that affect goods movement in Peel provides a strong foundation for informed decisions throughout the planning process. Establish Network Guiding Principles. These are principles that balance the needs of a diverse group of stakeholders provide the framework through which decisions about the network are made. Plan for Implementation. Development of short-, medium- and long-term goals is necessary to ensure that the momentum from the planning process (i.e., the development of the SGMN) translates into action once planning is completed. Monitor Performance. Measures that evaluate system performance are important for understanding the impacts of policy decisions and investments. Not only do these measures evaluate the effectiveness of past actions, they are useful in guiding future decisions. As the following chapters indicate, this study incorporated all five of the principles above into the SGMN. The first four needs have already been addressed as part of the SGMN development process. The final need, monitoring performance, will occur after SGMN implementation. 2 Developing the Network 23

36 Region of Peel 24 Technical Report April 2013

37 Strategic Goods Movement Network Study 3 Stakeholder Outreach To ensure that the final network strategy is appropriate, on-target, and balanced for both public and private stakeholder interests, the consultant team engaged with key members of the goods movement industry to gather information and solicit feedback throughout the course of the study. Stakeholder participation was encouraged and the consultant team reached out in various settings and forums to draw their concerns and opinions for how a strategic goods movement network could better serve them and the Region of Peel as a whole. To accommodate the compressed timeline while gaining understanding from a wide range of key members, preliminary information gathering was conducted via three different methods: Road Characterization Study (RCS) Workshop #1: Paper questionnaires were distributed to RCS stakeholders asking about goods movement issues and opportunities. Online Survey: Stakeholders were invited to take a short 10-minute survey asking about their experience with goods movement in and around Peel. Steering Committee In addition to the outreach efforts, the consultant team participated on regularly scheduled conference calls with members of the Steering Committee, which was comprised of representatives from the City of Brampton, Town of Caledon, City of Mississauga, Metrolinx, MTO, Transport Canada and the Region of Peel. In recognizing that the development of a final SGMNS would be an iterative process, the meetings allowed participating members to check-in on the project status, review the network concepts, and discuss any concerns that were brought up during sessions, workshops, and agency meetings. The feedback from the Steering Committees helped guide the development of the final concept strategy and its implementation plan. The committee met approximately once a month between August 2012 and January 2013, with the exception of October when the first workshop was held in lieu of a committee meeting. Stakeholder Interviews: Four in-person stakeholders were conducted to gain greater understanding of the issues that various organizations faced in the goods movement industry. This three-pronged approach at the start of the project helped draw awareness to the study and allowed for a wide range of transportation, goods movement, and planning stakeholders to become vested in the project, and provide insight and input that would help guide the project in the initial phases of development. This initial consultation was followed by an agency working session and two stakeholder workshops. 3 Stakeholder Outreach 25

38 Region of Peel 3.1 RCS Workshop #1 June 22, 2012 Due to the importance of collaboration with the RCS study, which was managed in parallel to this project, David Kriger and Peter Plumeau of RSG attended the first RCS workshop on June 22, 2012 in Brampton and met with several RCS stakeholders, many of whom were involved in both studies. To capture comments and input, a paper questionnaire was distributed to approximately 80 RCS workshop attendees. The questionnaire was a simpler version of the online survey and asked attendees about goods movement issues, important factors to consider, and what opportunities they saw in a goods movement strategy. See attached Appendix A for a copy of the questionnaire RCS Workshop #1 Results The single most frequently raised goods movement issue was the problem with congestion on 400-series highways and the QEW. Road capacity and conflicts with other modes and land uses were also key concerns. A large number of respondents noted that truck volumes were the major important factor to consider in developing a SGMNS. Adjacent land uses and appropriate access to logistics areas were also noted. Many participants recorded specific roads that they felt were opportunities for inclusion or exclusion in the goods movement network and most significantly, the SGMNS provides an opportunity to ensure that the truck routes restrictions are defined consistently to reduce confusion amongst various freight operators and regulating agencies in Peel. The consultant team received over 35 responses to the questionnaire, though not everyone answered each question. 26 Technical Report April 2013

39 Strategic Goods Movement Network Study Figure 3.1: Most Important Goods Movement Issue, June 2012 Workshop Congestion on 400-series highways/qew Congestion on 400-series highways / QEW Conflicts with other traffic, incl. pedestrians/cyclists Insufficient highway / road capacity Trucks moving through residential areas Inadequate road access to terminals, airport, etc. Congestion on other roads Bottlenecks (where?) Traffic signal timing / coordination on arterials Inadequate road access to shippers / consignees Inconsistent truck route regulations / designations Inadequate space for truck loading / parking Other (please describe) Conflict with other traffic and modes Figure 3.2: Important Factors to Consider, June 2012 Workshop 13 Truck Volume Zoning and adjacent land uses Truck volume Zoning / land uses adjacent to road Access roads to intermodal terminals, airport, etc. Current road classification (e.g., arterial) Road capacity Access roads to major shippers / consignees Minimizing routing through residential areas Minimizing conflict with other corridor users Information signage (e.g., truck routes, etc.) Current truck route designation Geometric design (e.g., intersection turning radius) Road jurisdiction / responsibility Figure 3.3: Opportunities for Goods Movement Strategy, June 2012 Workshop Define and regulate truck routes consistently Ensure truck route restrictions / regulations are defined consistently Include specific roads (which ones?) 3 Other (please describe) 2 Exclude specific roads (which ones?) 0 No changes needed leave everything as it is today Include specific roads: Derry, Airport, Coleraine/BAR, Goreway, Hwy 50 thru Bolton Core, Mayfield, Charleston, Hwy 7, Dixie, Connect to GTA West. Exclude: Dundas, Lakeshore, Queen, Hurontario 3 Stakeholder Outreach 27

40 Region of Peel 3.2 Online Survey During the month of July 2012, RSG developed and launched a secure online survey and invited all stakeholders to answer a short set of questions regarding their role, usage, and experience with the goods movement network in Peel. The purpose of the short web survey was to better understand the current and future transport needs from the perspective of planners, advocacy groups, and a wide range of goods movement industry members. Table 3.1 lists the stakeholders invited to the online survey, by each category of their relationship to goods movement. Table 3.1: Stakeholders - by Category Category Total Association 13 Boards of Trade / Chambers of Commerce 4 Carrier 34 Carrier / Retailer 4 Conservation Authority 2 Courier 3 Enforcement 2 Federal 1 Metrolinx 3 Municipal - Brampton 5 Municipal - Caledon 5 Municipal - Mississauga 6 Municipal - Other 3 Peel 18 Port / Airport 3 Province 6 Railway 3 Region - Other 4 Total 119 The consultant team developed two different web surveys, tailored to meet the needs of (1) the trucking community and (2) the other non-trucking stakeholders. A similar set of questions were asked in both surveys, which included the following topics: Existing conditions: What is your current interest in or role and experience with transport logistics? What are key locations/jurisdictions/geographic areas where your firm/sector operates? What transportation modes/facilities does your organization operate or use in Peel? What is the magnitude or frequency of your involvement in the goods movement industry in Peel? Opportunities and concerns: What are important network concerns/problems for the goods movement industry in Peel? Overall opinion and satisfaction: Do you think there is a need for a Strategic Goods Movement Network in Peel, given existing truck route networks and regulations? Participation: Are you willing to participate in a follow-up phone interview? Do you wish to be added to the contact list for the Strategic Goods Movement Network Study? Participants from the trucking industry, such as those who work in shipping/receiving or logistics operators, answered a subset of questions regarding their operations and the geographies they cover. See Appendix A for a copy of the questionnaire Online Survey Results In total, the survey garnered 67 participants, two-thirds of whom worked in the goods movement, logistics operations, or freight infrastructure industry and 80% of the truck respondents worked for hire. Geographically, the truck respondents mainly operated either within Ontario or in the areas between Peel and the U.S. Over one-third of their typical haul length was less than 500km, with peak operations during holiday seasons and towards the end of the week (Thursdays/Fridays). The response was mixed towards the need for a goods movement network in Peel, however, nearly all respondents expressed concerns about trucking activity in the region. One-third of all survey participants stated that traffic congestion was their largest concern. The second largest issue was for balancing various modes of transportation to protect communities and public health. Other subjects such as security, goods connectivity, and ensuring sufficient capacity on roads were also raised by multiple respondents. 28 Technical Report April 2013

41 Strategic Goods Movement Network Study Figure 3.4: Organization Type and Role in Peel Figure 3.5: Are there peak trucking volumes by Specific Hours Specific Days Periods of the Year Other survey 34% No 23% No 33% Yes 37% Truck survey 66% Yes 77% Yes 67% No 63% Figure 3.6: Transportation Modes/Facilities Operations in Peel Trucking Rail Intermodal Air cargo Local delivery/courier Other Figure 3.7: Most Important Concern/Problem for Goods Movement Industry in Peel Traffic Congestion 21 Communities, Public Health, & Safety Balancing Users/Modes 6 6 Cargo security Flow of goods & Connectivity 4 4 Highway Infrastructure/Capacity Access Times 3 3 Lack of Traffic Information 2 3 Stakeholder Outreach 29

42 Region of Peel 3.3 Stakeholder Interviews June/ August 2012 In addition to the online survey, the consultant team also conducted four face-to-face interviews with key stakeholders to get in-depth and comprehensive understanding of the issues and opportunities their organizations faced in the goods movement industry. The four interviews were conducted during the months of June and August The section below summarizes the items that were discussed in each meeting and the concerns and opportunities raised for a strategic goods movement strategy Ontario Trucking Association (OTA) The consultant team met with Deanna Pagnan (Government Affairs) and Geoff Wood (VP of Operations) on June 8, 2012 to gather OTA s views and input on freight. OTA was interested in the education piece of this project and emphasizing the importance of planning for trucks to maintain economic viability. The stakeholders wanted the ultimate strategic goods plan to be realistic and reflect the everyday needs of trucking operations. Key issues discussed were: Long Combination Vehicles (LCV): Currently, Peel has a relatively small LCV operation, with routes limited to the 400-series highways and 2 km radii from the interchanges. OTA funded a recent engineering analysis of Peel s 400-series highways to better understand the operations and maintenance needs for LCV s, particularly as the LCV Pilot Program grows over the next few years Ministry of Transportation of Ontario (MTO) The consultant team met with Michael Casey on August 14, 2012 at his office to discuss issues that MTO felt were important to be addressed in the SGMN. The conversation ranged from discussion of where major traffic generators were, constraints for freight traffic movement, and the likelihood that Peel would become a major LCV hub and how restrictions would evolve to accommodate future growth. Key issues discussed were: Truck route coordination: Currently, municipal bylaws govern Regional roads and MTO doesn t have the ability to change truck designations. Given the importance of the 400-series highways for truck flow, MTO needs to be able to easily coordinate with municipalities on the key roads that interchange with the highway system to efficiently move trucks on and off local streets. Delivery times and restrictions: To reduce noise and congestion related to truck delivery, particularly in more sensitive areas adjacent to residential or commercial land uses, designated truck waiting areas or night-time only deliveries would help alleviate those issues and should be considered as part of the implementation of the SGMN Strategy. Connectivity: Related to the coordination between jurisdictional routes, it is important to link major highway systems with intermodal and other major truck-generating facilities. This also entails consideration of the geometries of current roadway infrastructure. As LCV programs are likely to expand and Peel is a major hub for these larger vehicles, the future links to LCV routes are also important factors. Reliability and redundancy: Transit operations, particularly buses, often interfere with truck movements on major roads, such as Dixie and Steeles, which is a concern going forward as Peel expands its transit network. Tolling: While trucks generally prefer to avoid tolling, the 407 serves a major logistics area and the OTA would like to work with the 407 authority to discuss lowering tolls in order to maintain economic practicality and manage congestion in the central portion of the GTA. 30 Technical Report April 2013

43 Strategic Goods Movement Network Study Greater Toronto Airport Authority (GTAA) Gene Corazzola and Darryl Horzelenberg met with the consultant team on August 14, 2012 at their offices to discuss elements of the SGMNS that may affect GTAA activities and their jurisdiction. The GTAA currently is on the GTHA GM Task Force as well as the Peel Goods Movement Task Force and plays a major role in the transportation of cargo by air and subsequent transfers to trucks. Currently, night time deliveries are limited by a quota that restricts night flights to 36 flights per night. With increased demand by charter airlines and FedEx to fly between 12:30am and 6:00 am, the GTAA has applied to Transport Canada to increase the number of night flights. Other key issues discussed during the interview were: Balanced access to GTAA cargo areas: The GTAA recognizes that, while a significant amount of space in Peel is used for roadway, the roads are shared by many different uses and it is important that the routes identified for truck use do not adversely impact other types of traffic. Particularly in the GTAA infield areas, there are also a sizeable number of passenger vehicles belonging to airline, cargo, and GTAA employees that will operate alongside freight traffic. To alleviate this issue and improve infield access, GTAA is suggesting an additional westbound off-ramp at 401 and Creekbank. Congestion: While access from Highway 401 and the south is not an issue, the northern access from Derry, Airport, and Dixie are all currently problematic. With continued industrial growth in Brampton and Caledon, traffic from the north will be exacerbated Canadian Pacific Railway Lastly, the consultant team met with Paul Kerry on August 14, 2012 at his office in Mississauga to discuss CP s experience of goods movement in Peel and their issues and ideas for ways the SGMNS could help address their concerns. Currently, the road capacity does not meet the demands of the CP and CN facilities, resulting in serious traffic congestion and lack of consistency in expected travel and delivery times. However, with certain changes in the network, such as the extension of Highway 427, Vaughan terminal has the capacity to double and serve a greater proportion of Ontario. Road capacity: One of CP s key concerns was ensuring that the road network to and from its Vaughan terminal has sufficient capacity to move goods quickly and reliably. The key point to note is that CP wants to see sufficient road capacity to and from the intermodal facility such that rail can continue to be a significant contributor to the larger multimodal goods movement system. CP looks at expanding road capacity as an opportunity to improve traffic for all who share the roadway. Access and connectivity: At a high level, CP suggests that the proposed implementation of a GTA West corridor would be valuable for improvement east-west movement and offloading truck traffic from Highway 401. Additionally, improved access and extensions on any north-south and east-west routes near major terminals would significantly improve the productivity of goods movement. Traffic signal timing: Based on the volume of truck usage, particular truck-designated roads should be assigned favourable truck timing that allows for longer cycles and limits the number of starts and stops for large vehicles. Coordination on a GTHA-wide basis: To be effective, the SGMN needs to be coordinated on a regional scale. CP would like to see a network that prioritizes certain routes for truck, with sufficient geometries to accommodate single vehicle trucks (53 foot trucks). 3 Stakeholder Outreach 31

44 Region of Peel 3.4 Working Session August 16, 2012 The main objective for the August 16, 2012 agency working session was to engage public sector stakeholders in a pencil on paper development of the draft conceptual strategic goods movement network. Participants included representatives from each Steering Committee member agency, as well as the Ontario Provincial Police. The participants were given the opportunity to work collaboratively to understand the challenges and opportunities involved in developing a SGMN. The intent of the opening presentation was twofold: 1) To educate agency and municipal members on the elements and necessities of a trucking network and 2) To help municipal and agency stakeholders understand the capacities, land use considerations, issues, and opportunities that are inherent to developing a SGMN in Peel. Stakeholders included transportation planning, land use planning, development services, road engineering design, operations and maintenance staff, and law enforcement. Regional Councillors Allan Thompson (Caledon) and Patti Foley (Bolton) were in attendance. Councillor Thompson introduced the day s proceedings. The session was held at the Peel Regional Police Association facility in Brampton Working Session Results The meeting started off with stakeholders giving feedback on what their expectations and preliminary ideas were for the strategic goods movement network. The most frequently raised suggestion was efficient, seconded by safe and connectivity. There was general consensus among participants that the existing freight network lacked clarity and current connections did not provide the most efficient routing for goods movement in Peel. The participants were split into seven different tables and tasked with identifying initial concepts, key messages, top issues or problems, and top network guiding principles. From this workshop, seven different preliminary networks were developed, which the consultant team then compiled and combined into two alternatives that reflected the main topics discussed: ease of truck mobility and community and land use sensitivity. (See Figure 5.2 for thumbnails of the seven initial concepts.) Figure 3.8: Popular Buzz Words, Working Session Efficient Mobility Integrated Continuity Safe Connectivity Innovative Economic Effective Flow Integrated with Land Use 32 Technical Report April 2013

45 Strategic Goods Movement Network Study Figure 3.9: Top Key Messages, Working Session Connectivity Land Use Sensitivity 4 4 Future development Balance roadways with alternative mobility 3 3 Origin & Destination 2 Ensure N/S and E/W routes Reduce truck routes Intermodal Sites Finer Road Network Frieght Signifcant Areas Figure 3.10: Top Issues or Problems, Working Session Lack Defined Corridors 6 Inadequate network, interchanges, connections 4 Land Use conflicts Conflict with Transit 3 3 Changing Land Uses Residential and Environmental Sensitivity 2 2 Enforcement 1 Figure 3.11: Top Network Guiding principles, Working Session Location of Significant Frieght Areas Near Hwys Connectivity to Corridors Intermodal Needs Bypass conflicts 2 Develop future land uses Reduce Intersections, Increase safety Alternative Routes Corridor Gaps LCV Accommodation and Expansion Stakeholder Outreach 33

46 Region of Peel 3.5 SGMNS Workshop #1 October 5, 2012 The Region of Peel, in collaboration with the consultant team, presented two different alternative scenarios for the goods movement network on October 5, 2012 to the larger public and private stakeholder group. The half-day workshop was held from 7:30 AM to noon at the Speranza Banquet Hall in Brampton to better accommodate the working hours of the goods movement community and allow for a fresh and focused discussion. The workshop was well-attended and focused on eliciting comments on each of the two alternatives presented: the goods movement focus scenario and the community development focus scenario. Associations/Private Stakeholders Public Stakeholders Bramalea City Centre Bestway Garage Ltd City of Mississauga Building Industry and Land Development Association (BILD) City of Brampton City of Vaughan Canadian National Railway (CN) Town of Caledon Ministry of Transportation Ontario (MTO) Guilbault Transport Ontario Provincial Police - Caledon James Dick Construction Ltd Region of Peel Morneau Transport Region of Halton Purolator Region of Niagara Transport Canada (TC) Additionally, the Regional Chair, Emil Kolb, Regional Councillors Allan Thompson (Caledon) and Patti Foley (Bolton), and the Mayor of the City of Mississauga, Hazel Peel SGMNS Web Survey Results - August 23, 2012 From June 2012 Workshop: What is the most important goods movement issue? (ranked top by respondent) Other (please describe) Bottlenecks (where?) 0 Inconsistent truck route regulations / designations Inadequate road access to shippers / consignees 1 Inadequate space for truck loading / parking Trucks moving through residential areas Inadequate road access to terminals, airport, etc. 1 what we heard 13 FACTOR: Current truck route designation Geometric design (e.g., intersection turning radius) Road jurisdiction / responsibility Road capacity Minimizing routing through residential areas Access roads to major shippers / consignees Truck volume 1 Information signage (e.g., truck routes, etc.) 2 Minimizing conflict with other corridor users 2 0 Current road classification (e.g., arterial) 0 Access roads to intermodal terminals, airport, etc. 0 Other (please Zoning / land usesdescribe) adjacent to road Bottlenecks (where?) 1 Inconsistent truck route regulations / designations 1 Inadequate road access to shippers / consignees Trucks moving through residential areas Congestion on other roads Congestion on 400-series highways / QEW 2 Inadequate space for truck loading /Truck parking volume 3 2 Inadequate road access to terminals, airport, etc. Insufficient highway / road capacity Conflicts with other traffic, incl. pedestrians/cyclists Conflict with other traffic and modes 5 2 Major needs raised during working session FACTOR: Opportunities for a Goods Movement Strategy 13 Define and regulate truck routes consistently Support GM and all modes by encouraging shift to bike, pedestrian, and transit Include specific roads: Derry, Airport, Coleraine/ BAR, Goreway, Hwy 50 thru Bolton Core, Mayfield, Charleston, Hwy 7, Dixie, Connect to GTA West. online web survey Results - July and august 2012 Peel SGMNS Web Survey Results - August 23, What transportation modes/facilities does your organization operate or use in Peel (select all that apply)? The most important concern/problem for the goods movement industry in Peel Who took the survey Connectivity Innovative Continuity Integrated OPPORTUNITY: Exclude specific roads (see call-out above) Road jurisdiction / responsibility 0 9 Exclude: Dundas, Lakeshore, Queen, Hurontario 2 Other (see call-out above) 0 Current truck route designation Information signage (e.g., truck routes, etc.) Include specific roads (see call-out 0 at right) Geometric design (e.g., intersection turning radius) Access roads to major shippers / consignees Minimizing routing through residential areas 1 Minimizing conflict with other corridor users 2Ensure truck 2 route restrictions/ regulations are defined consistently Road capacity Truck volume 2 Current road classification (e.g., arterial) Zoning / land uses adjacent to road Access roads to intermodal terminals, airport, etc. 3 Economic Integrated with Land Use Flow Effective OPPORTUNITY: 13 7 Safe Efficient Adjacent land uses Mobility From June 2012 Workshop: Important factors to consider (ranked top by respondent) Top themes that were noted Connectivity 4 Land Use Sensitivity 4 Future Development 3 Balance Roadways with Alternative Mobility 3 Origin & Destination 2 Ensure North/South and East/West routes 1 Reduce Truck Routes 1 Intermodal Sites 1 Finer Road Network 1 Freight Significant Areas 1 36 What is your role in goods movement in Peel? 9 Interest/advocacy group Traffic Congestion 6 Balancing Users/Modes 6 Goods movement/logistics operator or freight infastructure owner Cargo Security Flow of Goods & Connectivity Highway Infrastructure/Capacity Trucking Access Rail Times Lack of Traffic Information Other = passenger buses sea we provide the roads Regulator/planner 17 Shipper/receiver 2 21 Communities, Public Health, & Safety Top issues or problems that were noted Intermodal 3 Air cargo Local delivery/courier Other 2 Origin & destination Connectivity Land use Transit/LRT Residential/scenic/environmental sensitive exposure Transit plan to reduce friction South of QEW lack of defined corridors What geographic area does your goods movement operations or activities cover? Peel SGMNS Web Survey Results - August 23, What geographic area does your goods movement operations or activities cover? Between Peel and other countries Between Peel and U.S. 3 Between Peel and other provinces Within Ontario 12 Not Sure The majority of survey respondents believe there is a need for a Strategic Goods Movement Network in Peel. No Yes Between Peel & adjacent regions Lack Defined Corridors 6 Inadequate Network, Interchanges, Connections 4 Land Use Conflicts 3 Conflict with Transit 3 Changing Land Uses 2 Residential and Environmental Sensitivity 2 Enforcement Shipper/receiver Regulator/planner Interest/advocacy group Goods movement/logistics operator or freight infastructure owner Shipper/receiver Regulator/planner 4 Connectivity to Corridors 4 Intermodal Needs 4 Bypass Conflicts 2 Develop Future Land Uses 1 Reduce Intersections, Increase Safety 1 Alternative Routes 1 Corridor Gaps 1 LCV Accommodation and Expansion 1 Interest/advocacy group Identification of existing/potential freight significant areas (FSAS) Land use conflicts Need for finer road grid Location of significant freight areas highways Areas where conflicts exist (i.e., Malton) Minnesota (metro) Vancouver (metro) Examined potential restrictions where possible to humanize Goods movement improvements needing to be considered on roadways that service intermodal sites Integrated approach and balance on arterial roadways that service major transit corridors Not aware of truck restrictions and why Lack of future land use map Applicability/implications of all ideas Adequately service transit and goods movement Connectivity Integrated approach LCV expansion and accommodation Filling in gaps Improvements around intermodal sites Alternative routes Connectivity Alternatives Existing land use Three Issues or problems Restrictions Enforcement Competing interests Top Criteria used to develop network concept Better links to Highways Connections to major goods generators and receivers Table #5 Key Messages & Themes Tendency to designate too many truck routes Balancing uses different demands e.g. cycling Consideration of future requirements Three Issues or problems Problems dealing with intensive mixed use roads such as Huronontario Need interchanges Top Criteria used to develop network concept Serving/access to industrial and commercial uses from/to freeways Avoiding residential and intensification areas where possible Table #6 Key Messages & Themes Major transportation generators Integrity of key corridors with employment lands Future growth considerations Criteria 1: where are we planning for heavy industrial use, and how can we efficiently connect these to the long distance network (including LCVS) Protecting/bypassing historic downtowns for major through routes for trucks Los Angeles (metro) Established a robust interagency process to collect goods movement data systematically across jurisdictions and modes to improve freight knowledge and support better decision-making and more cost-effective project investments. Developed strategic plan across the region s entire roadway system to close gaps between key freight nodes, reduce circuitry of goods movement routes and improve overall economic connectivity. Who uses the roads? Why? Where are the trucks moving today? How many trucks are there? Where are the restricted routes? What is the local land use character? Is it compatible with intensive goods movement? What are the plans of the municipalities and the Region for development and infrastructure investment? Where will freight intensive areas be in the future? Does the road system adequately serve them? Improve connectivity and interchanges with other goods movement modes scenario 2: CoMMunity development focus Ensure goods movement route allows for reasonable density of truck movement Connect terminals and key industrial areas Guide goods movement away from concentrated residential land uses Consider the best and highest use of available land Avoid conflicts with existing and future transit corridors Avoid disrupting neighbourhoods and town centres Connect major industrial areas, terminals, and 400-series highways What is the adequacy of infrastructure design and condition in key strategic corridors/ routes? Hamilton (city) Updated existing truck route network to address perceived impact of heavy trucks on residential and business areas, through a combination of technical analysis, stakeholder input and assessment of existing routes. what is peel s goods MoveMent situation today? Assume no truck restrictions It is important to clearly understand what Peel Region s transportation system, through which goods move, looks like today. This system includes not only Regional Arterials and Provincial 400-series Highways, but also municipal roads, designated Long Combination Vehicle (LCV) routes, and intermodal hubs (such as the CN and CP yards, and Toronto Pearson International Airport). We must also consider the volume of trucks moving throughout the Region to help identify corridors that could benefit from a strategic approach to goods movement management. Roadways by Jurisdiction Existing Truck Restrictions Where Trucks Travel Today Existing Truck Volumes This map shows the location of key roads within the Region and their ownership by jurisdiction Regional, Municipal or Provincial. This provides the basic foundation for the plan development process. This map layers the existing restrictions placed by the municipalities and Region on roads across the Region. Some restrictions are limited in scope (seasonal or for a certain truck type only). This information allows us to understand how existing restrictions affect actual truck movements and where inefficiencies may occur. This map shows the volumes of truck movements across the region, as well as the routes that have no truck restrictions. We can easily see that trucks generally follow the most unrestricted routes, even though these are often not the most efficient or timely option. With this information, we can begin to understand opportunities for a more strategic, Regional approach to planning a goods movement network. This map, which shows the volumes of trucks at key points across the existing road system, confirms the use of de facto truck routes created by existing restrictions throughout the Region. It is easy to see the areas of the Region with the most intensive truck activity. South Carolina (statewide) Ensure reasonable density Existing built-up areas Inadequate highway grid (no long-term provincial thinking) Limited east-west corridors (goods movement) Top Criteria used to develop network concept Reducing the level of intersections between roads thus improving the level of safety Integration of key corridors with employment lands Present/future planned freight intensive land uses Connectivity to 400 series highways (planned and future) Connections to intermodal Tried to incorporate LCV corridors Atlanta (metro) Houston-Galveston (metro) Table #7 Key Messages & Themes Adjacent current and future land use Ensuring North/South and East/West routes Connections to existing and known future transportation nodes/highways Three Issues or problems Lack of sufficient interchanges and connections for the airport Avoiding existing residential/settlement areas Not knowing exact details of GTA west and North/South Highway Top Criteria used to develop network concept Started at the freight hubs and worked out from there Connections 6 Other survey 2 April 2013 Sought out and engaged the goods movement industry to identify problems, develop solutions and overcome barriers to success. Built planning process specifically to facilitate private sector involvement, providing multiple means of substantive engagement. Avoid BRT/LRT/Major transit corridors where possible Created a proactive public and private consultation to ensure planning and project development address goods movement mobility, community quality of life and economic vitality. Three Issues or problems Within Ontario Technical Report Developed a Freight Connector Adequacy Evaluation Process as the framework for qualitative and quantitative assessment of freight connectors in the Minneapolis - St. Paul region. Table #4 Between Peel and other provinces 34 Recently reviewed regulations and permitting in Metro Vancouver, with a view to streamlining these; however, there remains a lack of continuity in the currently designed truck route network across various municipalities in the region. Key Messages & Themes Between Peel & adjacent regions 5 Connect terminals and primary industrial areas with major highway network Chicago (metro) Conflicts between land uses and users and goods movement Evolving land use Top Criteria used to develop network concept Table #3 Key Messages & Themes Three Issues or problems Top Criteria used to develop network concept Within Peel only Assume no truck restrictions Table #2 Between Peel and other countries 2 scenario 1: goods MoveMent focus To develop a Strategic Goods Movement Network for Peel Region, it s important to consider a range of critical factors related to how and why roads are used, the current and future locations of goods movement hubs and the ability of the region s roadway infrastructure to accommodate changing freight activity: Key Messages & Themes 5 11 Region of Peel Strategic Goods Movement Network Study CReating a strategic goods MoveMent network what s important to ConsideR? Three Issues or problems Between Peel and U.S. 12 Truck survey Region of Peel Strategic Goods Movement Network Study Strategic Goods Movement Network Study best practices: developing a strategic goods MoveMent network While no two areas are exactly alike in the challenges faced and options available, considering what others have successfully done can provide value and inform the effectiveness of the Peel Strategic Goods Movement Network Study (SGMNS). Top network criteria that were noted Location of Significant Freight Areas Near Highways 3 14 Within Peel only 5 Goods movement/logistics operator or freight infastructure owner Network guiding principles and road hierarchy: Are the guiding principles appropriate and complete for defining the network? Are there other considerations that are missing? What are areas and corridors where the network should consider a different hierarchy? how have other Regions addressed goods MoveMent networks? Many other communities with significant goods movement industries face similar challenges to those found in Peel Region. Across North America, cities, urban regions and larger jurisdictions have pursued strategies, partnerships, plans and investments to help support efficient goods movement, keep their areas economically vital and support quality of life. Need for a Strategic Goods Movement Network in Peel 11. Do you think there is a need for a Strategic Goods Movement Network in Peel? Network coverage: Were the proposed scenarios adequate, or were there gaps or any links that should not be included? Are there bottlenecks that have not been taken into consideration? Destination needs (intermodal/airport) Define Ring Rd to alleviate travel movement from certain corridors Connection to/from highways ISSUE: 4 Traffic signal timing / coordination on arterials 5 Since the stakeholder group included members from both the private and public goods movement communities, an underlying theme for the workshop was to establish a common understanding that an efficient and effective strategic goods movement network would inevitably benefit a multitude of agencies and municipalities. Key Messages & Themes Three Issues or problems Top Criteria used to develop network concept Congestion on 400-series highways/ QEW 6 Second, to inform the stakeholders about the results of the Needs Assessment and to gather input on the two concept alternatives for the finalization of the Strategic Goods Movement Network concept. Table #1 agency working session 1 Results - august 16, 2012 ISSUE: 7 First, to educate the larger group of public and private sector stakeholders on the status of the current goods movement network (including best practices where useful), the usage and drivers of transportation logistics, and influencing factors. Region of Peel Strategic Goods Movement Network Study Strategic Goods Movement Network Study 2 Congestion on other roads Congestion on 400-series highways / QEW Insufficient highway / road capacity Conflicts with other traffic, incl. pedestrians/cyclists 2 From June 2012 Workshop: What is the most important goods movement issue? (ranked top by From June 2012 Workshop: Important to consider (ranked top by respondent) Top responses The most important goods movement issue Important factorsfactors to consider respondent) 14 Region of Peel Region of Peel 4 2 what we heard Road ClassifiCation study workshop - June 22, 2012 Peel SGMNS Web Survey Results - August 23, 2012 CONCEPTS DEVELOPED DURING WORKING SESSION 5 Strategic Goods Movement Network Study Traffic signal timing / coordination on arterials 6 Region of Peel The main objectives for the first SGMNS workshop were twofold: The facilitated portion of the workshop served to gather feedback from the broader stakeholder group s experience through an interactive session where comments were recorded on boards and comment cards, as well as through one-on-one conversation with Peel and consulting staff. The team solicited for information on the following topics: Canadian Pacific Railway (CP) Metrolinx McCallion, were present at the workshop. Chair Kolb introduced the day s proceedings and welcomed the participants. Developed priority freight highway network at regional level to strengthen the connections of area s economic centres to the outside world and key regional corridors. Avoid disrupting neighbourhoods

47 Strategic Goods Movement Network Study Workshop Results Comments from the presentation portion, as well as those left on post-it notes under each scenario, were thoroughly documented after the workshop to ensure that stakeholder concerns were addressed appropriately. Summarized in Figure 3.12, the majority of comments from Workshop 1 were in regards to routes that stakeholders felt were missing from one or both of the scenarios presented. A smaller subset of comments pointed to routes that should not be included in the SGMNS for various reasons, such as incompatibility with adjacent land uses or lack of existing truck traffic. Some remarks were more policy-oriented, such as recommendations for having a long range plan and safety and communication plan in place for the goods movement network, and not addressed in the scope of this study. Notably, both public and private organizations agreed that trucks and freight movement were key to the economic growth of Peel and for sustaining healthy businesses in all the area municipalities. However, planning and transportation agencies were also concerned that there was a lack of coordination between municipal land use planning and Regional/Provincial transit development, which would make it difficult to identify future need and constraints for freight movement. Private transport industry stakeholders were interested in having more redundancy is the network to allow truckers multiple options for movement through Peel. They were also concerned about the future of changing land uses and tolling on local highways that would make it prohibitive for trucking operations in the current industrial areas. Figure 3.12: Peel Workshop 1 Comments - by Topic 55% 13% 11% 5% 3% 3% 3% 3% 3% 3% 3 Stakeholder Outreach 35

48 Region of Peel 3.6 SGMNS Workshop #2 January 11, 2013 After addressing the comments from the first workshop and consolidating the two scenarios into one final network strategy, the consultant team worked closely with the Region of Peel to arrive at the final strategic goods movement network. The final strategy was developed through an iterative process involving the Steering Committee and staff in Peel. It was presented to the larger public and private stakeholder group on Friday, January 11, Once again, the workshop was held from 7:30 AM to noon at the Speranza Banquet Hall in Brampton and was well-attended by the following public and private stakeholder organizations: Public Stakeholders Bramalea City Centre City of Mississauga City of Brampton City of Hamilton City of Vaughan Town of Caledon Ministry of Transportation Ontario (MTO) Metrolinx Ontario Provincial Police - Peel Associations/Private Stakeholders Building Industry and Land Development Association (BILD) Canadian Pacific Railway (CP) Don Anderson Haulers GreenOwl Mobile Ontario Trucking Association (OTA) Purolator Additionally, the Regional Chair, Emil Kolb, and two Regional Councillors, Allan Thompson (Caledon) and Patti Foley (Bolton), were present at the workshop. As before, Chair Kolb introduced the day s proceedings and welcomed the participants. At the second workshop, the consultant team sought for feedback on the consolidated draft concept strategy, as well as the preliminary implementation strategy and action plan. The facilitated portion of the workshop served to gather feedback from the broader stakeholder group. Comments were recorded by Region of Peel staff and with post-it notes on the bard, as well as through one-on-one conversations with Region of Peel staff and consultant staff. Region of Peel Region of Halton Region of Niagara Region of York Transport Canada (TC) 36 Technical Report April 2013

49 S t r at e g i c G o o d s M o v e m e n t N e t w o r k S t u d y Workshop Results With the exception of a few additional changes to the designated networks, there was general agreement on the locations of the routes and corridors suggested in the draft single concept. The area municipalities were interested in better understanding how adjacent land uses are affected by the network and asked to see the strategy overlaid with current land uses. Another concern that was raised by Mississauga and Caledon staff was the need to reconcile the categories in the SGMNS (primary and connector roads) with the RCS categories. Region of Peel Region of Peel Strategic Goods Movement Network Study Strategic Goods Movement Network Study draft single concept strategic Goods MoveMent network creating strategic Goods MoveMent network PlanningaProcess Region of Peel Region of Peel Strategic Goods Movement Network Study Strategic Goods Movement Network Study implementing the network draft single concept strategic Goods MoveMent network Origin/Destination Clusters What s important to consider? Trip Classification implementation and actions Primary Routes: Connect clusters, nodes with highcapacity access-controlled highways To develop a Strategic Goods Movement Network for Peel Region, it s important to consider a range of critical factors related to how and why roads are used, the current and future locations of goods movement hubs and the ability of the region s roadway infrastructure to accommodate changing freight activity: Strategy 1 Who uses the roads? Why? Where are the trucks moving today? How many trucks are there? Where are the restricted routes? What is the local land use character? Is it compatible with intensive goods movement? What are the plans of the municipalities and the Region for development and infrastructure investment? Where will freight intensive areas be in the future? Does the road system adequately serve them? Designate SGMN as Official Regional Policy Document What is the adequacy of infrastructure design and condition in key strategic corridors/ routes? What is Peel s Goods MoveMent situation today? 2 Prioritize Operational, Management and Capital Improvements that Suport SGMN Connector Routes: Access to destinations Source: ATRI Truck GPS Dataset. This map classifies truck trips in the Peel region, based on a sample size of over 150,000 truck trips from May Existing Truck Restrictions Where Trucks Travel Today B. Adopt SGMN Plan into Regional Official Plan Amendment (ROPA) C. Work with municipalities to harmonize truck restrictions and regulations across municipal and regional boundaries It is important to clearly understand what Peel Region s transportation system, through which goods move, looks like today. This system includes not only Regional Arterials and Provincial 400-series Highways, but also municipal roads, designated Long Combination Vehicle (LCV) routes, and intermodal hubs (such as the CN and CP yards, and Toronto Pearson International Airport). We must also consider the volume of trucks moving throughout the Region to help identify corridors that could benefit from a strategic approach to goods movement management. Roadways by Jurisdiction Implementation Tasks/Tactics A. Regional Council adopt SGMN Plan and request concurrence from municipalities Existing Truck Volumes A. Using existing data and information maintained by Peel and municipalities, conduct an assessment of gaps between the SGMN plan and existing conditions in order to identify needed operational and/or capital improvements B. Conduct truck operation-focused reviews/inspections of all primary and connector GM routes to identify minor improvements with major impacts in order to help to establish priorities C. Prioritize needed improvements based on traffic volumes and significance of origins/ destinations served Truck Activity and Volume A. Implement operational and management improvements on prioritized SGMN routes examples: 1. Signage improvements and expansion 2. Traffic signal timing and optimization 3 Execute SGMN-Supportive Improvements Source: Sample of over 150,000 truck trips from May 2012 ATRI GPS dataset 3. ITS to provide in-cab advisories to truckers (work with OTA & truck companies) B. Add prioritized SGMN capital projects to Regional and Municipal Capital Programs - examples: 1. Intersection geometry and capacity improvements 2. Lane/cross-section expansions 3. Roadway reconstruction/bridge replacement & upgrade Distribution of Origin/Destinations by Land Uses: Using a ATRI GPS data sample of over 150,000 truck trips from May 2012, the analysis shows that while the large majority of truck trips begin and end in industrial areas, there are also small amounts of trucks that access commercial, institutional, and other land uses. 79% This map, which shows the volumes of trucks at key points across the existing road system, confirms the use of de facto truck routes created by existing restrictions throughout the Region. It is easy to see the areas of the Region with the most intensive truck activity. 4. ITS/Signalization installations and expansions C. Build capital projects in support of SGMN based on priority 4 Assess SGMN Impacts and Make Improvements as Needed 14% 2% 1% 1% <1% <1% A. Establish/expand goods movement efficiency, safety, etc. data collection program within Peel and monitor/report SGMN performance and impacts on community B. Update SGMN Plan based on needs identified through performance monitoring <1% l e ac re en sp Source: ATRI 2011 Year Truck GPS Dataset and Region of Peel 2009 AADTT Truck Volume Data G l t ra or tia Ru Airp l nt na ca en sid Re -W ay tio Va er cial m itu t-of st gh Com Ri In st du ria st l ria l 2% In This map shows the volumes of truck movements across the region, as well as the routes that have no truck restrictions. We can easily see that trucks generally follow the most unrestricted routes, even though these are often not the most efficient or timely option. With this information, we can begin to understand opportunities for a more strategic, Regional approach to planning a goods movement network. du This map layers the existing restrictions placed by the municipalities and Region on roads across the Region. Some restrictions are limited in scope (seasonal or for a certain truck type only). This information allows us to understand how existing restrictions affect actual truck movements and where inefficiencies may occur. In This map shows the location of key roads within the Region and their ownership by jurisdiction Regional, Municipal or Provincial. This provides the basic foundation for the plan development process. Land Use Source: Transport Canada: Assessment of Access to Intermodal Terminals and Distribution/Transload Facilities in the Province of Ontario: Identification of the Clusters and Facilities. Final Report. Ministry of Transportation of Ontario. July Stakeholder Outreach 37

50 Region of Peel 3.7 Implications for the SGMN and Its Implementation Several critical needs were identified through the stakeholder outreach efforts as important elements for the successful development of a goods movement network. Many of the topics repeatedly mentioned throughout this section included: Connectivity: To ensure that truck volumes can easily travel within and through Peel, designated routes should focus on improving interchanges between highways, Regional roads and municipal roads that service major industrial centres to quickly and efficiently offload trucks. Land Use Sensitivity: Truck traffic often moves through environments that are more sensitive to noise and pollution. One of the most important guiding principles for the SGMN is to reduce the impact of goods movements on adjacent land uses, particularly in residential and commercial areas. Road Hierarchy and Coordination: The SGMN operates on a multi-jurisdictional scale and in order for the routes to work effectively, the agencies that monitor and control designated roads must coordinate to ensure that links are maintained, clearly-defined, and that the infrastructure and traffic operations are in sync with one another. 38 Technical Report April 2013

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53 Strategic Goods Movement Network Study 4 Background: Current Conditions in Peel This chapter profiles current conditions in the study area, to provide a reference point for the development of the SGMN. Figure 4.1: Map of Study Area 4.1 Study Area Figure 4.1 shows the study area; that is, the Region of Peel and the three constituent area municipalities (Brampton, Caledon and Mississauga). The Region of Peel is bounded by Lake Ontario to the south; the Region of Halton and Wellington County to the west; Dufferin and Simcoe counties to the north; and the Region of York and the City of Toronto to the east. Source: Peel Region Goods Movement Strategic Plan 4 Background: Current Conditions in Peel 41

54 Region of Peel 4.2 Demographic and Economic Profile Peel s population and employment have both grown rapidly over the last several decades. As shown in Figure 4.2, the Region s population increased by over 400% between 1971 and 2011, to 1,323,000 residents. Figure 4.3 shows that employment increased 530% over the same period, to 665,000 jobs in By 2031, a population of 1,641,000 is forecast, with 870,000 jobs. As can be seen in Figure 4.4, employment is thus projected to grow faster than the population over the next 20 years, with compounded annual growth rates (CAGRs) of 1.3% for employment versus 1.1% for population for the Region as a whole. Caledon and Brampton will have the highest growth rates, 2.9% and 2.5% respectively for jobs, and 2.8% and 1.8% for population. Mississauga will continue to grow, albeit at lower rates. Figure 4.2: Population Growth in Peel ( ) Source: Peel Region Goods Movement Strategic Plan Figure 4.3: Employment Growth in Peel ( ) Source: Peel Region Goods Movement Strategic Plan 42 Technical Report April 2013

55 Strategic Goods Movement Network Study Figure 4.4: Comparative Growth in Population and Employment ( ) 3.5% Employment, CAGR Population, CAGR % 2.9% 2.8% 2.5% 2.5% 2.0% 1.8% 1.5% 1.0% 1.3% 1.1% 0.5% 0.5% 0.4% 0.0% Mississauga Brampton Caledon Peel Source: Consultant s tabulations, based on data from Peel Data Centre, On the other hand, Mississauga will continue to have the dominant share of population and jobs, although these shares will both drop over time, in favour mainly of Brampton, as shown in Table 4.1. This evolving distribution is important, because it points to where new clusters of goods-generating activity centres are likely to be i.e., Brampton and Caledon while showing that the need to continue to provide access to existing centres throughout the region will remain. Table 4.1: Distribution of Population and Jobs Population distribution by year Year Mississauga Brampton Caledon Peel % 37.4% 5.0% 100.0% % 39.0% 4.7% 100.0% % 42.6% 5.8% 100.0% % 44.3% 6.6% 100.0% Employment distribution by year Year Mississauga Brampton Caledon Peel % 25.7% 3.5% 100.0% % 28.3% 3.8% 100.0% % 34.1% 4.9% 100.0% % 36.1% 5.3% 100.0% 4 Background: Current Conditions in Peel 43

56 Region of Peel 4.3 Land Use Figure 4.5: Land Use Figure 4.5 shows the major land use categories in Peel. These land uses were taken into account in the definition of the SGMN, in two main ways: First, to identify key goodsgenerating activity centres that should be connected to and accessed from the SGMN (such as industrial areas). Second, to identify residential areas through which the movement of trucks should be minimized where feasible. Source: Region of Peel 44 Technical Report April 2013

57 Strategic Goods Movement Network Study Figure 4.6: Existing and Future Proposed/Conceptual Major Transportation and Goods Movement Facilities in Peel 4.4 Goods Movement Transportation Network Figure 4.6 presents the current and future proposed/conceptual road and highway network in Peel. The network is shown by jurisdiction. Seven proposed facilities are shown: GTA West Highway 427 Extension Bolton Arterial Road Creekbank Extension Bram West Parkway New Major Arterial Road (A2) Coleraine Realignment It should be noted that the alignments shown for these proposed facilities in Figure 4.6 are based on information received from the respective agency. It also should be noted that these facilities are in various stages of planning. No funding commitments have been made for any of them. They are shown here for reference only. The figure also shows major intermodal terminals, namely Toronto Pearson International Airport, the CN Brampton intermodal terminal and two intermodal terminals just outside the region (but which impact truck traffic in Peel): CP Vaughan and CP Milton. Finally, the figure shows major goods-generating activity centres: specifically, these are major industrial / business centre clusters in Peel, and key quarries and pits. 4 Background: Current Conditions in Peel 45

58 Region of Peel 4.5 Goods Movement Policies This section summarizes goods movement policies from the Official Plans (OPs) and Transportation Master Plans (TMPs) and strategies of the Region of Peel and the area municipalities. The OP and TMP texts are important because they provide the enabling framework within which detailed actions and plans can then be proposed and implemented. They also signal the importance of goods movement to land use and transportation planning in each jurisdiction: This in turn tells residents and business alike that the jurisdiction takes goods movement seriously, and that it has integrated goods movement considerations into other aspects of its planning. Region of Peel Official Plan (Draft Office Consolidation February 2013) Policy states that the Region of Peel will define a strategic goods movement network, in consultation with the Province, other regions in the GTHA, area municipalities, adjacent municipalities and other public and private stakeholders. The strategic goods movement network should: Ensure the safe and efficient movement of goods throughout Peel. Working with the Province and the area municipalities, identify priority goods movement routes in Peel. Acknowledge the importance of and promote inter-modal facilities, airports, rail corridors and terminals (and of linkages to these facilities) as key components of an efficient goods movement system. The policy also speaks to the need to encourage the development of other modes to support the efficient movement of goods; investigate the feasibility of truck-only lanes on selected roads; encourage the Province and 407 ETR to study certain highway improvements; and participate in and encourage the Province s study of the GTA West Transportation Corridor, recognizing the Corridor s potential role for the movement of goods. (This last point has been appealed.) The LRTP Update supports the Region of Peel s Strategic Plan future vision, which states (in part) that Peel is a safe, healthy, prosperous, sustainable and inclusive community that protects its quality of life, and that it is the vision s goal to support and influence sustainable transportation systems (page 6). The Update notes that the goal contains specific actions to ensure (in part) that people and goods are effectively moved in Peel Region. Thus, an explicit link is made between goods movement and the Region of Peel s long-term vision. A second explicit link is made with economic development. The Update notes the importance of facilitating the movement of goods, not just people, so that Peel s economic competitiveness is not compromised by congestion (page ii). Section 3.8 of the Update is devoted to goods movement in Peel. The section reiterates the link between efficient goods movement and the economies of both the region and the Province, both to support the region s goods-generating business and as a key employer in its own right. It affirms the importance of goods movement to the Region of Peel, as demonstrated by Regional Council s active leadership role in promoting the LCV program, the establishment of the Peel Goods Movement Task Force, advocacy for improvements to the Provincial highway system, and support for ongoing improvements to the Regional road network. These and other initiatives are described in detail. Of particular relevance to the SGMNS, Section 3.8 notes that, moving forward, Peel Region will continue to co-ordinate with area municipalities on municipal and Regional heavy truck restrictions in order to ensure the efficient flow of goods on Regional roads. As one of several next steps, specific note is made that the Region of Peel will define a strategic goods movement network, in consultation with other agencies, and further to the OP policy described above. Peel Long Range Transportation Plan Update 2012 (LRTP Update) - The Update identifies transportation challenges anticipated by the Region of Peel over the next 20 years, and proposed appropriate policies, strategies and a road improvement plan to address them. 46 Technical Report April 2013

59 Strategic Goods Movement Network Study City of Mississauga Mississauga Official Plan Part 2. Section 8.7 of the September 2011 Mississauga OP recognizes that efficiently moving goods is critical to the economic health of the city. Mississauga will develop a transportation network to support its significant role as a goods movement hub. The OP further notes that in some locations, particularly in certain Employment Areas surrounding the Airport, goods movement will be the priority of the transportation system. Further policies and actions of relevance to the SGMN include: Mississauga will encourage strategic linkages to inter-modal facilities and 400 series highways to facilitate the efficient movement of goods (Section 8.7.3). Mississauga will support priority truck routes through road design (Section 8.7.6). Arterials and major collectors will serve as truck routes. Minor collectors in Employment Areas may serve as truck routes (Section 8.7.7). Mississauga will work with the Province and Region to coordinate and optimize systems of moving goods (Section 8.7.8). Moving Mississauga, From Vision to Action; Mississauga s Interim Transportation Strategy. This July 2011 strategy does not speak explicitly to the SGMN. However, it identifies several actions that support road projects and improvements to the goods movement infrastructure, conduct goods movement strategies, monitor goods movement initiatives elsewhere in the GTHA, continue research efforts on road design guidelines that embrace trucks and other modes, promote additional interchanges with the 400 series highways (Courtney Park and the Highway 410 interchange), and seek Provincial funding for road projects that support goods movement. City of Brampton Official Plan 2006 (August 2012 Consolidation). Section of the OP addresses trucking and goods movement. The discussion recognizes the importance of transporting goods in an efficient and timely manner by utilizing integrated transportation networks, in order for Brampton s businesses to gain a competitive edge. Among other objectives, this section proposes to: Facilitate the safe and efficient movement of goods within Brampton and between neighbouring municipalities. Channel through movements of heavy truck traffic away from residential neighbourhoods and major commercial areas. Provide adequate direct access to all truck generating land uses. Policies relevant to the SGMNS are: Brampton will work with the Region of Peel, other governments and industry stakeholders to develop and support a comprehensive, integrated and effective multi-modal goods movement system for the safe and efficient movement of goods by road, rail or air (Policy ). Brampton will work with the Region and other levels of government to formulate a Strategic Goods Movement Network and to define a truck route network for the City (Policy ). Brampton Transportation + Transit Master Plan (TTMP) Sustainable Update In support of City s OP, Section 7.8 of the TTMP recommends that Brampton undertake rationalization of truck routes in Brampton to provide for seamless connectivity to the Regional and Provincial goods movement network. Section 7.8 also recommends that the City protect for two high-order goods movement corridors one in west Brampton, to support current and future employment areas, and the other linked to aggregate extraction areas in Halton Hills and to the future GTA West Corridor and GTA expressway network. Finally, in supporting the proposed Highway 427 extension and extension of Major Mackenzie Drive to Mayfield Road, Section 7.8 [recognizes] that this corridor will have a positive impact on the efficient movement of goods further strengthened by current plans for an industrial area in the Northeast part of Brampton. 4 Background: Current Conditions in Peel 47

60 Region of Peel Town of Caledon Official Plan (December 31, 2008 Consolidation). Section of the Caledon OP proposes to minimize the impact of heavy trucks on residential areas while providing for the safe efficient movement of trucks through and within the Town, in several ways: Encourag[ing] the primary through truck traffic onto high capacity arterial roadways, where road pavement structure is deemed structurally adequate ( a). Permit[ing] truck use of medium capacity arterials and collector roadways only as connectors to service high capacity arterial routes, pending structural suitability ( b). Prohibiting truck traffic on all local roads, except for local delivery and only in the absence of alternative acceptable routing ( c). Imposing seasonal load restrictions on arterial and collector roads for reasons of structural inadequacy, while discouraging seasonal closures of primary routes ( d). Town of Caledon Transportation Needs Study Update. The March 2009 study notes that heavy truck traffic is generally related to aggregate mining, farming operations and industrial activity, within the Town and to through travel. Although truck travel is important to Caledon s economic health, there is a need to restrict truck traffic in sensitive areas. Trucks are managed through route restrictions and, in the longer term, through land use planning policies and practices that situation truck-generating land uses adjacent to high capacity arterials where possible to minimize truck traffic on more sensitive roads. Overall, the Town proposes to manag[e] truck traffic on roads within the Town in cooperation with the Region and Ministry of Transportation to control the impacts of truck traffic. This includes consideration of the implications of truck restrictions, particularly on Regional and arterial roads. Taken together, the Regional and municipal OPs and TMPs recognize the importance of goods movement to their economic viability and, especially, for connectivity between goods-generating activity centres and intermodal terminals. They also note the need to manage truck traffic and, while promoting directness in the truck route network, mitigate truck routes through residential and other sensitive areas. The Region of Peel, Mississauga and Brampton all speak explicitly to the need for a coordinated strategic goods movement network, as part of an integrated multimodal goods network. 48 Technical Report April 2013

61 Strategic Goods Movement Network Study Figure 4.7: Existing Truck Restrictions 4.6 Current Truck Route Restrictions in Peel Figure 4.7 presents a compilation of the current truck route network and restrictions in Peel. The compilation is based upon the bylaws and networks as defined by Peel and by the area municipalities. The current network provides a reference point for defining the SGMN, in combination with other data (notably, actual truck usage of the network, which is presented in the next section). Source: Region of Peel, area municipalities. Compilation by consultant. 4 Background: Current Conditions in Peel 49

62 Region of Peel 4.7 Where Do Trucks Go Today? The current patterns and characteristics of truck movements within, to, from and through the Region help define the elements of the SGMN. Data from ATRI were used to complement data from Peel s own traffic counting system. Several maps were prepared. The ATRI data provide a unique and powerful perspective on truck movements throughout Peel. They are based on GPS traces from fleets belonging to ATRI s member agencies, with over 160,000 trucks captured across North America. As such, the data represent primarily larger carriers and heavy trucks. As a result, smaller companies notably, aggregate carriers are not well represented by the data (but they are captured by the Region of Peel s cordon counts). On the other hand, the traces cover multiple time periods (hence indicate the frequency of usage) and show the actual routes used by vehicles: in sum, although these data do not cover all movements, they are indicative of the main activity that is the focus of the SGMNS; and, as important, they provide an understanding of how truck patterns vary throughout Peel. It is also important to note that these maps are complementary to each other, in that they provide different ways of looking at truck movements in Peel. Because the ATRI data are a sample, they are expressed on the maps in terms of percentiles. The use of percentiles allows the reader to understand how the intensity of truck activity at one location relates to activity at other areas. If, for example, activity at one segment falls into the 95th percentile, this means that 95% of roads in Peel with some kind of trucking activity have less activity than this segment (and only 5% have more activity). When working with sample data of this nature, providing percentiles is a useful way to allow the reader to quickly focus on the areas with the greatest trucking activity. The maps are as follows: Figure 4.8 shows the volumes of truck movements across Peel, as well as the routes that have no truck restrictions. It can be seen that trucks generally follow the most unrestricted routes, even though these are often not the most efficient or timely option. Figure 4.9 shows the roads and intersections used most frequently by trucks. The data cover all movements over the course of For comparison, the 2009 AADTT counts also are shown; and these reflect one-day observations that capture all trucks passing through the specified locations (meaning, as noted, that they include aggregate and other vehicles). For consistency and for ease of comparison, even though the AADTT are absolute values (as opposed to samples) their magnitudes also are expressed in percentiles, by the size of the circles. Taken together, the two sets of data show the areas of Peel with the most intensive truck activity, and it can be seen that the ATRI data are picking up truck travel patterns that are similar to what the counts are showing. Figure 4.10 shows the major origins and destinations of truck travel. The data are expressed in terms of clusters of activity: because the GPS traces are accurate to within a few metres, two trucks that are located side-by-side at the same origin (or destination) will not have the same coordinates. Accordingly, the clusters represent a concentration of origins and destinations that are within ¼ kilometre of each other. The clusters, measured in terms of diameters of the circles, show the relative magnitude of activity, taken over the course of May Because the data are indicative, they are expressed in terms of percentiles. Generally, these clusters coincide with the key goods-generating activity centres and intermodal terminals within Peel. (The CP Vaughan and CP Milton terminals are outside Peel s boundaries; hence, for this analysis, their activity is not shown.) The next set of figures traces origin-destination desire lines (i.e., the straight-line distance between origin and destination, but not necessarily the actual route that is taken). Figure 4.11 shows intra-regional flows: that is, trips for which both origin and destination are located within Peel. Figure 4.12 shows inter-regional flows, or trips for which either the origin or the destination is in Peel, with the other trip end being outside the region. Figure 4.13 shows through flows that is, trips whose origin and destination is outside Peel and which are merely passing through the region. Note that these flows which, again, are based on a large sample of activity are meant to show the differences in travel patterns among the three types of flows. It also should be noted that, due to the fact that an algorithm must be used to differentiate between trucks stopping due to traffic delays and trucks stopping at an origin or destination, not all trips will be correctly classified (e.g. very quick stops at a true origin/destination may be classified as a stop due to traffic). Finally, Figure 4.14 shows the distribution of origins and destinations by land use type. It can be seen that almost four-fifths (79%) of origins and destinations are industrial, with a further 14% being commercial. Fewer than 1% of the trips (made by these types of vehicles) start or end at the airport. 50 Technical Report April 2013

63 Strategic Goods Movement Network Study Figure 4.8: Where Trucks Travel Today 4 Background: Current Conditions in Peel 51

64 Region of Peel Figure 4.9: Existing Truck Volumes 52 Technical Report April 2013

65 Strategic Goods Movement Network Study Figure 4.10: Key Truck Origin-Destination Clusters 4 Background: Current Conditions in Peel 53

66 Region of Peel Figure 4.11: Truck Trip Origins-Destinations - Intra-regional 54 Technical Report April 2013

67 Strategic Goods Movement Network Study Figure 4.12: Truck Trip Origins-Destinations - Inter-regional 4 Background: Current Conditions in Peel 55

68 Region of Peel Figure 4.13: Truck Trip Origins-Destinations - Through 56 Technical Report April 2013

69 Strategic Goods Movement Network Study Figure 4.14: Distribution of Origins-Destinations by Land Use 78.9% 13.6% 1.7% 1.7% 1.3% 1.1% 0.7% 0.6% 0.4% 4.8 Implications for the SGMN The profile of current conditions provides information from a number of different perspectives. Each perspective provides important (though not necessarily complete) information for the definition of the SGMN. 4 Background: Current Conditions in Peel 57

70 Region of Peel 58 Technical Report April 2013

71 Strategic Goods Movement Network Study 5 Network Concept and Final Strategy The Peel Region Strategic Goods Movement Network is derived from the data, analyses and stakeholder input previously described in this report. This chapter describes the process by which Peel developed the SGMN as well as the key elements of the network. 5.1 Derivation of Single Concept and final strategy As illustrated in Figure 5.1 below, Peel Region s derivation of the SGMN involved an ongoing process of consultation with the local, Regional and Provincial freight stakeholder communities (private and public sectors) and the three municipalities. Each cycle of consultation and review supported the progression from a set of loosely defined network concepts to the single network concept identified for implementation. At each stage of the network development process, Region of Peel staff and the consultant team actively sought input and feedback from relevant concerned organizations and individuals. Comments and concerns received from these stakeholders were used to systematically refine the network concept as the planning effort progressed Existing Conditions The process began through an assessment, characterization and compilation of existing and planned transportation facilities, land uses, economic activities and truck volumes, and origins and destinations within the region. This assessment provided a means by which Peel could understand where and how goods movement occurs within the region, and the extent to which there may be efficiencies to be gained and conflicts to be minimized. The existing conditions are profiled in Chapter 4. Figure 5.1: SGMN Concept Strategy Development Process Best Practices Criteria Best Practices Criteria Municipalities Region Communityfocused Truck Mobilityfocused Final Plan Stakeholders 7 Conceptual Plans Data, Analysis, Local Input Two Discussion Plans Data, Analysis, Local Input One Blended Plan 5 Network Concept 59

72 Region of Peel Initial SGMN Concept Planning The working session convened in August 2012 and described in Chapter 3 of this report brought together officials and staff from various agencies and governmental levels to develop initial conceptual plans for the SGMN. Through a breakout group process, participants employed their collective expertise and local knowledge to interpret goods movement data and information provided by the Region of Peel and its consultants. Seven breakout groups each developed a conceptual SGMN map that identified what they believed to be important goods movement facilities, routes and corridors (see Figure 5.2). Several groups also highlighted parts of the Region that they believed to be sensitive to goods movement activities, such as existing or planned residential neighbourhoods, community centres and environmentally fragile areas. The concern about potential incompatibilities between intensive goods movement activities and Peel s residential and mixed-use centres was echoed in subsequent discussions of each of the concept strategy maps. Figure 5.2: Initial SGMN Concept Maps from August 2012 Working Session Peel Strategic Goods Movement Study Table 1 Table #1 Three Key Messages Origin & destination Connectivity Land use Transit/LRT Three Issues or problems Residential/scenic/environmental sensitive exposure Transit plan to reduce friction S/o QEW lack of defined corridors Top Few Criteria used to develop network concept Destination needs (intermodal/ airport) Define Ring Rd to alleviate travel movement from certain corridors Connection to/from highways Table 2 Table #2 Three Key Themes Identification of existing/potential freight significant areas (FSAS) Land use conflicts Need for finer road grid Three Issues or problems Lack of clarity on exercise and users Conflicts between land uses and users and goods movement Evolving land use Top Few Criteria used to develop network concept Location of significant freight areas highways areas where conflicts exist (i.e, Malton) Table 3 Table #3 Three Key Themes examined potential restrictions where possible to humanize Goods movement improvements needing to be considered on roadways that service intermodal sites Integrated approach and balance on arterial roadways that service major transit corridors Three Issues or problems Not aware of truck restrictions and why Lack of future land use map Applicability/implications of all ideas Adequately service transit and goods movement Top Few Criteria used to develop network concept Connectivity Integrated approach LCV expansion and accommodation Filling in gaps Improvements around intermodal sites Alternative routes Table 4 Table #4 Three Key Themes connectivity alternatives existing land use Three Issues or problems restrictions enforcement competing interests Top Few Criteria used to develop network concept better links to Highways connections to major goods generators and receivers Table 5 Table 6 Table 7 Table #5 Three Key Themes tendency to designate too many truck routes balancing uses different demands e.g. cycling consideration of future requirements Three Issues or problems Problems dealing with intensive mixed use roads such as Huronontario need interchanges Top Few Criteria used to develop network concept serving/access to industrial and commercial uses from/to freeways avoiding residential and intensification areas where possible Table #6 Three Key Themes major transportation generators integrity of key corridors with employment lands future growth considerations criteria 1: where are we planning for heavy industrial use, and how can we efficiently connect these to the long distance network (including LCVS) protecting/bypassing historic downtowns for major through routes for trucks Three Issues or problems existing built-up areas inadequate highway grid (no longterm provincial thinking) limited east-west corridors (goods movement) Top Few Criteria used to develop network concept reducing the level of intersections between roads thus improving the level of safety integration of key corridors with employment lands present/future planned freight intensive land uses connectivity to 400 series highways (planned and future) connections to intermodal tried to incorporate LCV corridors Table #7 Three Key Themes adjacent current and future land use ensuring N/S and E/W routes connections to existing and known future transportation nodes/highways Three Issues or problems lack of sufficient interchanges and connections for the airport avoiding existing residential/ settlement areas not knowing exact details of GTA west and N/S Highway Top Few Criteria used to develop network concept started at the freight hubs and worked out from there connections 60 Technical Report April 2013

73 Strategic Goods Movement Network Study Distillation to Two SGMN Concept Plans With the seven concept strategy maps as a foundation, the challenge was then to create an SGMN that would integrate the priorities and concerns expressed in the working session with the public and private sector consultation results obtained throughout the planning process. Through the surveys, the private sector stakeholders had universally expressed a desire to improve the transportation system to facilitate efficient, high-volume truck movements throughout the region, with a particular interest in connectivity between major highways and major industrial and logistics clusters. Public sector stakeholders, while recognizing the importance of goods movement to the region s economy, generally expressed a desire to minimize truck movements in areas with existing or planned residential, mixed-use, park or natural areas. In addition, some municipal officials sought to minimize truck traffic in transit corridors where bus rapid transit (BRT) and/ or light rail transit (LRT) operations are proposed (e.g., Hurontario and Dundas). With these perspectives as guiding principles, the consultants developed two SGMN concept plans: Scenario 1 Truck Mobility Focus; and Scenario 2 Community Development Focus. The following summarizes the key characteristics of each scenario: Scenario 1 Truck Mobility Focus (Figure 5.3) Assumes no truck restrictions across the region Emphasizes connecting terminals and major industrial areas with the most direct routes to the major highway network 400 Highways and QEW Includes all major arterials Includes all existing LCV routes Establishes a hierarchy of goods movement road types to facilitate logical flows of truck movements Scenario 2 Community Development Focus (Figure 5.4) Connects major industrial areas, terminals, 400 Highways/QEW Avoids BRT/LRT corridors, town centres (nodes) Avoids disrupting neighbourhoods Looks to long term (GTA West, 427 extension) Acknowledges that some established industrial areas in southern Mississauga are not well connected (reflecting potential re-uses of existing industrial lands) in the future As discussed in Chapter 3, public and private sector goods movement stakeholders reviewed and commented on the two scenarios during and after the first Workshop in October Generally, the stakeholders and reviewers suggested that Scenario 1 (Truck Mobility Focus) would offer the greatest potential for facilitating goods movement in Peel. However, there was also a consensus that some of the features of Scenario 2 (Community Development Focus), particularly those that help protect residential neighbourhoods from intensive trucking activity, should be considered Distillation to a Final SGMN Strategy Based on the October 2012 Workshop discussions, as well as input from planning officials and stakeholders after the Workshop, the two scenarios were refined into a final SGMN strategy (see Figure 5.5). Reviews of the final concept strategy were conducted by the SGMN Study Steering Committee, Regional and municipal planning staff and staff of Metrolinx, MTO and Transport Canada. These reviews yielded a range of suggestions and comments, most of which were accommodated within the final SGMN Concept Strategy. The Region of Peel and its consultants presented the final Strategy to public and private sector stakeholders at the second SGMN Workshop in January As discussed in Chapter 2, there was general agreement on the locations of the routes and corridors suggested in the draft single concept. Based on a synthesis of Working Session 1 results Reflects municipal planning concepts and priorities 5 Network Concept 61

74 WINSTON CHURCHILL BV WINSTON CHURCHILL BV 19 SOUTHDOWN RD MISSISSAUGA RD MAIN ST D PORTERFIELD RD Maritz Edwards Whittle KENNEDY RD Rutherford West Hansen HORSESHOE HILL ROAD AIRPORT RD AIRPORT RD GOREWAY DR FINCH AV MCVEAN DR CLARKWAY DR COLERAINE DR 400 Region of Peel Figure 5.3: Scenario 1 - Truck Mobility Focus T O W N S H I P O F E A S T G ARAFRAXA ORANGEVILLE T O W N O F M O N O ufferin Co Rd 109 3RD LINE EHS T O W N S H I P O F A D J A L A - T O S O R O N T I O 9 QUEEN ST BEECH GROVE SR 136 KENNEDY RD CHARLESTON SR 24 FINNERTY SR 9 TOTTENHAM T O W N O F N E W T E C U M S E T H F E R I N ERIN 19 BUSH ST 11 HEART LANE RD ESCARPMENT SR FORKS OF THE CREDIT RD 12 HURONTARIO ST 10 THE GRANGE SR OLDE BASE LINE RD ST ANDREWS RD MOUNTAIN VIEW RD 7 22 CENTREVILLE CREEK RD THE GORE RD HUMBER STATION RD PATTERSON SR OLD CHURCH RD QUEEN ST 50 CASTLEDERG SR T O W N S H I P O F K I N G HERITAGE RD 1 CREDIT VIEW RD KING ST Conceptual GTA West Corridor DIXIE RD INNIS LAKE RD 8 HEALEY RD ALBION VAUGHAN RD NOBLETON MAYFIELD RD 14 COUNTRYSIDE DR 50 CP: Vaughan GEORGETOWN T O W N O F H A L T O N H ILLS NORVAL 1 CHINGUACOUSY RD MCLAUGHLIN RD BOVAIRD DR QUEEN ST W HURONTARIO ST DIXIE RD Clark Orenda BRAMALEA RD TORBRAM RD 10 QUEEN ST E 7 Inte CASTLEMORE RD r modal Dr EBENEZER RD CN: Brampton Extension 27 MAJOR MACKENZIE DR KLEINBURG C I T Y O F V A U G H A N MAPLE Bra m WestPkwy 15 STEELES AV WOODBRIDGE DERRY RD CN: Milton 401 BRITANNIA RD COURTNEYPARK DR E YYZ 409 F M I L T O N F O AKVIL L E 407 QEW ERIN MILLS PKWY 1 ROYAL WINDSOR DR BURNHAMTHORPE RD W MAVIS RD LAKESHORE RD W MATHESON BV BRISTOL RD EGLINTON AV CENTRAL PKWY EASTGATE PY DUNDAS ST DUNDAS ST E QUEENSWAY QEW CAWTHRA RD DIXIE RD 4 Cre ekba nk Local Road Regional Road Provincial Highway Provincial Expressway County/Regional Boundary Town/Township/City Boundary Proposed Potential Truck Network Proposed Potential Truck Network - Future Extension Proposed Potential Conversion to Full Interchanges 19 LAKE SHORE SCALE: 1:50, Kilometres Miles 62 Technical Report April 2013

75 WINSTON CHURCHILL BV WINSTON CHURCHILL BV 19 SOUTHDOWN RD MISSISSAUGA RD MAIN ST D PORTERFIELD RD Maritz Edwards Whittle KENNEDY RD Rutherford West Hansen HORSESHOE HILL ROAD AIRPORT RD AIRPORT RD GOREWAY DR FINCH AV MCVEAN DR CLARKWAY DR COLERAINE DR 400 Strategic Goods Movement Network Study Figure 5.4: Scenario 2 - Community Development Focus T O W N S H I P O F E A S T G ARAFRAXA ORANGEVILLE T O W N O F M O N O ufferin Co Rd 109 3RD LINE EHS T O W N S H I P O F A D J A L A - T O S O R O N T I O 9 QUEEN ST BEECH GROVE SR 136 KENNEDY RD CHARLESTON SR 24 FINNERTY SR 9 TOTTENHAM T O W N O F N E W T E C U M S E T H F E R I N ERIN 19 BUSH ST 11 HEART LANE RD ESCARPMENT SR FORKS OF THE CREDIT RD 12 HURONTARIO ST 10 THE GRANGE SR OLDE BASE LINE RD ST ANDREWS RD MOUNTAIN VIEW RD 7 22 CENTREVILLE CREEK RD THE GORE RD HUMBER STATION RD PATTERSON SR OLD CHURCH RD QUEEN ST 50 CASTLEDERG SR T O W N S H I P O F K I N G HERITAGE RD 1 CREDIT VIEW RD KING ST Conceptual GTA West Corridor DIXIE RD INNIS LAKE RD 8 HEALEY RD ALBION VAUGHAN RD NOBLETON MAYFIELD RD 14 COUNTRYSIDE DR 50 CP: Vaughan GEORGETOWN T O W N O F H A L T O N H ILLS NORVAL 1 CHINGUACOUSY RD MCLAUGHLIN RD BOVAIRD DR QUEEN ST W HURONTARIO ST DIXIE RD Clark Orenda BRAMALEA RD TORBRAM RD 10 QUEEN ST E 7 Inte CASTLEMORE RD r modal Dr EBENEZER RD CN: Brampton Extension 27 MAJOR MACKENZIE DR KLEINBURG C I T Y O F V A U G H A N MAPLE Bra m WestPkwy 15 STEELES AV WOODBRIDGE DERRY RD CN: Milton 401 BRITANNIA RD COURTNEYPARK DR E YYZ 409 F M I L T O N F O AKVIL L E 407 QEW ERIN MILLS PKWY 1 ROYAL WINDSOR DR BURNHAMTHORPE RD W MAVIS RD LAKESHORE RD W MATHESON BV BRISTOL RD EGLINTON AV CENTRAL PKWY EASTGATE PY DUNDAS ST DUNDAS ST E QUEENSWAY QEW CAWTHRA RD DIXIE RD 4 Cre ekba nk Local Road Regional Road Provincial Highway Provincial Expressway County/Regional Boundary Town/Township/City Boundary Proposed Potential Truck Network Proposed Potential Truck Network - Future Extension Proposed Potential Conversion to Full Interchanges 19 LAKE SHORE SCALE: 1:50, Kilometres Miles 5 Network Concept 63

76 Region of Peel 5.2 SGMN Strategy Route Hierarchy The SGMN Strategy is designed to provide a logical system of routes that allows for and facilitates efficient and safe truck mobility within, to and from Peel. A key element of this design is the establishment of a hierarchy of SGMN route types. As shown in the SGMN map in Figure 5.5, this hierarchy includes Strategic Routes, Primary Routes and Truck Route Connectors. The Strategic and Primary Routes comprise the spine of the SGMN. These roads, mainly Provincial highways and Regional and municipal arterials, are generally designed, operated and constructed to accommodate significant truck volumes and function as key mobility corridors between major industrial and logistics origins and destinations. Connectors are roads that provide access between Primary Routes and individual destinations or small clusters of logistics activities. These roads are generally designed and operated to accommodate periodic truck movements. Connectors will be the main access for trucks between Primary Routes and shippers, receivers and/or urban centres. Table 5.1 provides more detailed definitions of each SGMN route type. As noted in Chapter 1, the Region of Peel also conducted the Road Characterization Study (RCS) in parallel with the SGMNS. Chapter 6 discusses the integration of the SGMN route hierarchy with the framework established by the RCS for overall management of and investment in the region s roadways. Table 5.1: SGMN Route Type Hierarchy SGMN Route Type Strategic Truck Route Primary Truck Route Truck Route Connector Definition Access-controlled 400 Highways/QEW, which are designed, constructed, maintained, and operated to accommodate and facilitate movement of large volumes of both general and truck traffic. Provides the strategic connections between the Region of Peel and neighbouring Regions and municipalities, the Province of Ontario, the nation and cross-border destinations. Strategic routes are generally not within the jurisdiction of the Region of Peel or the area municipalities. Route designed, maintained and operated to facilitate general mixed traffic, while supporting significant truck movements, particularly related to movements connecting major trucking activity clusters with Strategic Truck Routes (400 Highways/QEW) that form the core of the inter-regional transportation network. Designed and maintained for high volume truck movements (e.g., lane widths, pavement condition, intersection geometry, etc.). Signals and Intelligent Transportation Systems (ITS) are optimized for truck movements. May include pedestrian/bike facilities as determined appropriate by jurisdiction. Route maintained and operated for general mixed traffic but with key intersections and segments managed/operated to facilitate safe and efficient truck movements between Primary Truck Routes and shippers, receivers and/or urban centres. Physical and regulatory obstacles to efficient and safe truck movement are minimized, particularly in loading/unloading areas. May include pedestrian/bike facilities as determined appropriate by jurisdiction. 64 Technical Report April 2013

77 S t r at e g i c G o o d s M o v e m e n t N e t w o r k S t u d y Figure 5.5: Final SGMN Strategy ORANGEVILLE TOWNSHIP OF EAST GARAFRAXA recommended SGMN. This study and map will be updated on a regular basis (approx. every 5 years) TOWN OF MONO D TOWNSHIP OF ADJALA - TOSORONTIO P O R T E R FI E L D R D 3R D LI NE EH S u f f e r i n Co R d 109 affect both the needs of goods movement and Municipal priorities. H O R S E S H O E H I LL R O A D 9 KENNEDY RD TO CHAR LES 136 TOTTENHAM 24 N SR SR FINNERTY THE FORKS OF CREDIT RD CENTREVILLE CREEK RD 11 A I R PO R T R D BUSH ST SR HEART LANE RD F ERIN NT ESCARPME ST ANDREWS RD 10 ERIN MOUNTAIN VIEW RD 7 PATTERSON SR 22 THE GORE RD HURONTARIO ST TOWN OF NEW TECUMSETH 9 RD OLD CHURCH GE SR THE GRAN 19 HUMBER STATION RD M A IN S T OVE SR BEECH GR Q UEEN ST QU EEN ST LIN E RD OLDE BA SE 50 ERG SR CASTLED 12 CREDIT VIEW RD TOWNSHIP OF KING RD 4 Hansen CN Intermodal Area 407 Maritz 5 DER RY RD Edwards Meadowvale Business Park YYZ 1 N AV EGLINTO ORPE RD W BURNHAMTH CENTRAL PKWY AY 19 7 CLARKWAY DR IO N A LB COLERAINE DR 1 0 WOODBRIDGE 40 7 Intermodal Facility Local Road 7 Regional Road 9 Provincial Highway Provincial Expressway County/Regional Boundary Town/Township/City Boundary Future Proposed/Conceptual Roadway Major Business Clusters Brampton Mississauga ST E DUNDAS Quarry - Bedrock (consolidated material) Truck Network 17 DR WINDSOR ROYAL MAPLE QEW SOUTHDOWN RD 19 W I N S T O N CH U R CH I LL B V QEW 27 Pit - Sand & Gravel (unconsolidated material) QU EEN SW F OAKVILLE 42 KLEINBURG C I T Y O F VA U G H A N r EASTGATE PY ST DUNDAS 403 C RD e e kba k n Whittle BRISTOL RD DIXIE RD 403 MATHES ON BV MA JOR MA CK EN ZIE DR 5 Pearson Airport/ Northeast & Gateway CAWTHRA RD 407 MAVIS RD ERIN MILLS PKWY TERRY FOX WAY RD BR ITANN IA ARK DR E COURTNEYP 401 CP: Milton V AU INNIS LAKE RD r modal Dr GOREWAY DR CN: Brampton Int West Rutherford B ra m W es t Pk AV STEE LES Clark Ore nda NOBLETON CP: Vaughan EBENEZER e wy W QUEEN ST 107 Currently functioning as a Primary Route. When the BAR construction is complete, it will act as a Connector. Parr Blvd 42 7E xte nsio n DIXIE RD 7 E QU EEN ST 16 F M I LT O N TORBRAM RD BRAMALEA RD KENNEDY RD 10 1 George Bolton Pkwy Coleraine Business Park RE RD CASTLEMO 107 NORVAL Churchill Business Park IDE DR COUNTRYS MCVEAN DR DR 14 RD FI N C H A V BO VA IRD RD HEALEY y kw tp Humberwes TOWN OF H A LT O N H I L L S H U R O N T A R IO S T GEORGETOWN MCLAUGHLIN RD CHINGUACOUSY RD M AY FIE LD A I R PO R T R D ce 8 s t Co r r id or G TA We ptu al DIXIE RD Con M IS S IS S A U G A R D W I N S T O N CH U R CH I LL B V HERITAGE RD 7 1 GH AN 9 K ING ST W ORE RD LAKESH Provincial Network (400-series, QEW) Primary Truck Route Connector Truck Route ORE LAKE SH For illustrative purposes only. Source: Transport Canada Assessment of Access to Intermodal Terminals and Distribution/Transload Facilities in the Province of Ontario: Identification of the Clusters and Facilities 5 Network Concept 65

78 Region of Peel 5.3 Outstanding Issues During the course of this study, representatives of certain stakeholders highlighted issues that, while significant, are beyond the scope of this study. Among the most important are the following: Harmonizing Existing Truck Restrictions with the SGMN and across Jurisdictions As discussed in Chapter 6, there is a variety of types and locations of restrictions on truck uses of roads through the Region of Peel. The definitions and classifications of restrictions are not always consistent between the three area municipalities within Peel, nor is there necessarily complete consistency in restrictions between Peel and neighbouring jurisdictions. Because the SGMN Concept Strategy assumes no restrictions are in place, it will be important to address these inconsistencies early in the SGMN implementation process to help maximize the benefits from this implementation. Aligning Goods Movement Mobility Needs with Municipal Transit Corridor Plans Several of the roads that the SGMN concept strategy originally designated as Primary Truck Routes are also identified as high-capacity transit corridors by Brampton and Mississauga. Consequently, the segments of Hurontario Street where a light rail transit (LRT) line is planned were reclassified to be either a Connector Route or not part of the SGMN. Other roads within these two municipalities, however, currently carry limited bus rapid transit (BRT) service, with significant expansion planned. Staff from both municipalities have expressed concern that the intensity of truck activity potentially associated with Primary SGMN Route is incompatible with the character of transit operations and transitoriented development envisioned within these corridors. If these routes are removed from the Primary category, the effectiveness and value of the overall SGMN may be undermined. It is therefore important that Peel and the relevant municipalities work collaboratively to resolve these concerns early in the SGMN implementation process. Such collaboration will be necessary to ensure that transit and SGMN investments both result in the maximum possible benefits for the Region s residents and good movement stakeholders. 66 Technical Report April 2013

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81 Strategic Goods Movement Network Study 6 Implementing the Network This chapter presents and discusses a phased, logical approach to implementing the Strategic Goods Movement Network. The implementation approach and the performance measures proposed in the next chapter together conclude the SGMNS. Implementation of the SGMN will require close collaboration and cooperation among the many interests and stakeholders in Peel s goods movement community the Region of Peel itself, the three area municipalities, the Province, goods movement operators, shippers, receivers and land developers. The recommended network balances local needs with the needs of the goods movement community, which helps ensure that Peel maintains its competitive strength to attract and retain business. It is envisioned that both the SGMNS and the RCS would be living documents that are updated regularly (approximately every 5 years). 6.1 SGMN Concept Strategy Implementation and Actions As shown in Figure 6.1 below, implementation of the SGMN Strategy would encompass several overarching strategies. Execution of each strategy is supported by a set of specific actions. Figure 6.1: Overview of SGMN Study Implementation Process Strategy Implementation Tasks/Tactics 1 Strengthen the Official Plan to further support goods movement A. Regional Council adopt SGMN Plan B. Implement components relating to regional roads and circulate to area municipalities for appropriate action 2 Prioritize Operational, Management, and Capital Improvements that Support SGMN A. Use existing data to assess gaps between the SGMN strategy and existing conditions to identify improvement needs B. Conduct truck operation-focused reviews/inspections of all Primary and Connector SGMN routes C. Prioritize needed improvements based on traffic volumes and significance of origins/destinations served 3 4 Execute SGMN Supportive Improvements Assess SGMN Impacts and Make Improvements as Needed A. Implement operational and management improvements on prioritized SGMN routes examples: Signage improvements and expansion Traffic signal timing and optimization ITS to provide in-cab advisories to truckers (work with OTA & truck companies) B. Add prioritized SGMN capital projects to Regional and Municipal Capital Programs examples: Intersection geometry and capacity improvements Lane/cross-section expansions Roadway reconstruction/bridge replacement & upgrade ITS/Signalization installations and expansions Use MTO s Freight Supportive Guidelines to help design and implement infrastructure improvements in SGMN Routes C. Build capital projects in support of SGMN based on priority A. Establish and expand goods movement efficiency, safety, etc. data collection program within Peel and monitor/report SGMN performance and impacts on community B. Update SGMN Plan based on needs identified through performance monitoring 6 Implementing the Network 69

82 Region of Peel The following describes each strategy and its supportive actions. A proposed timeframe, based on an assessment of the complexity of and resources required for each action, is also provided in parentheses after each action s title. More details on the phasing and relationships of the strategies and actions is provided below in section Strategy 1: Strengthen the Official Plan to Further Support Goods Movement ( ) In order to give the SGMN Study standing and enable its implementation, the Region of Peel needs to designate the Study as an official Regional policy document. Key tasks and tactics that Peel can pursue to execute this strategy include the following: Regional Council Adopt SGMN Plan (2013) The first step toward making the SGMNS part of Regional policy is for Regional Council to adopt it. This action is scheduled for May Implement Components Relating to Regional Roads and Circulate to Area Municipalities for Appropriate Action ( ) Once the Regional Council adopts the SGMN Plan, the Region can begin to implement Plan components relating to Regional Roads. As the Region initiates implementation of the SGMN Plan, the Plan will also be circulated to the municipalities for appropriate implementation action Strategy 2: Prioritize Operational, Management and Capital Improvements that Support the SGMN ( ) The SGMN Strategy contemplates a range of improvements to the region s road system that support improved truck mobility, efficiency and safety as well as that mitigate negative community impacts as the volume of goods movement in Peel grows. With limited financial and staffing resources, the Region of Peel needs to take a methodical and logical approach to deciding the order in which improvements should be made across the SGMN. The following actions discuss an approach to prioritizing SGMN-supportive operational, management and capital improvements. Use Existing Data to Assess Gaps between the SGMN Strategy and Existing Conditions to Identify Improvement Needs (2014) Much of the Region of Peel s roadway infrastructure is already designed and managed to accommodate significant truck traffic. However, in order achieve the SGMN s goal of facilitating efficient and safe truck movements to and from key locations across the region, the Region of Peel needs to develop a detailed assessment of the locations and character of any gaps between the SGMN routes and existing conditions. This assessment will provide information critical to identifying and prioritizing capital, management and operational needs. Conduct Truck Operation-focused Reviews/Inspections of All Primary and Connector SGMN Routes ( ) As noted above, many roads in Peel already accommodate significant truck movements. However, it is not uncommon for roads, especially Truck Route Connectors and other roads not on the SGMN but periodically used by trucks, to contain physical and operational issues that impede efficient and safe truck movement, often resulting in congestion and safety impacts on general traffic and surrounding communities. These issues are often relatively minor, such as curbing at intersections that is too tight for trucks to navigate without riding over the curb or a loading dock that requires trucks to block roadway traffic while positioning to back into the dock. By identifying such issues throughout the SGMN, Peel can develop a list of low-cost/high-impact improvements for prioritization and implementation in the near-term. To ensure efficiency and cost-effectiveness, Peel could conduct these truck operation-focused reviews in conjunction with its existing Asset Management program. This program includes regular road, pavement and structure inspections and data collection/analyses that support maintaining the Region of Peel s road network in a reliable, safe and sustainable manner. As part of the Asset Management program, Peel s Transportation Division uses a pavement management system (PMS) that has been refined over many years. The PMS is a repository of data for the road network, including such attributes as dates of rehabilitation, rehabilitation type, number of lanes, AADT, truck percentages and all road condition data attributes. The PMS optimizes the selection of road construction 70 Technical Report April 2013

83 Strategic Goods Movement Network Study projects based on a formula that considers factors such as rehabilitation type, expected lifecycle, truck routes and truck percentages. While the actual algorithm used is very complex, the strategy is simple. The goal of the PMS system is to recommend the optimal rehabilitation strategy at the most effective time. Another key feature of the system is the ability to predict future asset condition and to show how assets will perform under varying budgets. Appendix B provides details of Peel s Asset Management Programs. Prioritize Needed Improvements based on Traffic Volumes and Significance of Origins/Destinations Served ( ) Because Peel s funding and staff resources are constrained, it is important to ensure improvements that will be made to the transportation system as part of SGMN implementation are appropriately prioritized. Among the key inputs for such prioritization are the existing and forecast volumes of truck travel on SGMN roads and the relative significance (primarily the magnitude of truck activity) of trucking origins and destinations within Peel. To the extent that prioritized improvements fit within them, such improvements could be addressed as part of Peel s existing Asset Management Programs Strategy 3: Execute SGMN-Supportive Improvements ( ) Following the analyses and prioritization of needs and improvements identified under Strategy 2, Peel and its partners in the municipalities and MTO will move into execution of those improvements. The following describes the key actions required as part of this execution. Implement Operational and Management Improvements on Prioritized SGMN Routes Based on the results of the analyses and prioritization conducted under Strategy 2, Peel will implement improvements to how SGMN roads are operated and managed. These types of improvements will generally be lower cost projects and activities that can provide important incremental improvements to truck mobility, safety, access and efficiency. Examples include signage improvements and expansion, traffic signal timing and optimization, peak hour parking restrictions on appropriate SGMN roads and reconfiguring curbing in intersections with documented truck navigation problems. As the intelligent transportation system (ITS) infrastructure in Peel is developed by the Region of Peel and MTO, Peel may wish to partner with the Ontario Trucking Association and/or private operators to provide in-cab traffic, safety and informational advisories to truckers that allow for more informed truck routing decisions (e.g., avoid road segments blocked by accidents). In addition, Peel may wish to collaborate with the municipalities to identify and implement appropriate offhour truck pickup and delivery schedules in parts of the Region that are highly congested during normal business hours. New York City recently pilot-tested such an initiative, which the City reports has been very effective in decreasing delivery-related congestion and increasing goods movement efficiency. Expansion of this initiative is underway. Add Prioritized SGMN Capital Projects to Regional and Municipal Capital Programs Also based on the prioritization process conducted under Strategy 2, Peel should develop a long-range capital project plan for implementation through the Regional and Municipal Capital Programs as appropriate. Such improvements may include intersection geometry and capacity improvements, lane/cross-section expansions, roadway reconstruction/bridge replacements and upgrades and ITS/signalization installations and expansions. Build Capital Projects in Support of SGMN Based on Priority As identified and funded in the capital programs of the Region of Peel, the municipalities and MTO, capital projects that support the SGMN implementation will be built over time. To the extent possible, these improvements should be coordinated with projects and programs already considered in the capital project pipelines that are not necessarily goods movementspecific. 6 Implementing the Network 71

84 Region of Peel Strategy 4: Assess SGMN Impacts and Make Improvements as Needed ( ) Strategy 4 involves actions that will help the Region of Peel monitor and understand the impacts of SGMN implementation and take future actions to help ensure goods movement mobility well into the future. Establish and Expand the Goods Movement Data Collection Program within Peel and Monitor/Report SGMN Performance and Impacts on the Community Peel has a well-established system for collecting data on various aspects of the transportation system s performance through its previously-reference Asset Management System. This system collects and analyses data on physical road conditions, bridge and structure (culvert) condition, overall traffic volumes and truck traffic volumes. To help the Region of Peel more fully understand and assess goods movement performance and how implementation of the SGMN affects that performance, however, a supplementary program for collecting data and information specific to goods movement should be established. Such data would potentially include, but not be limited to, truck volumes and types on Primary and Connector SGMN Routes, truck travel times between key points, congestion levels between major industrial hubs and 400-series highways, measures of automobile/truck conflicts and safety, percent or amount of SGMN roadways with adequate or better pavement and bridges. Peel would likely need to cooperate and collaborate with the area municipalities, MTO, Transport Canada and possibly private operators in order to obtain and maintain data such as these. Collecting these additional goods movement-specific data will provide the Region with information on which to base future planning and investment decision-making specific to the SGMN. Further, as the Region develops goods movement data sets over time, its ability to assess the impact of SGMN investments and actions will become more robust and beneficial. Chapter 7 provides more detail on the options and opportunities for goods movement performance measures. Update the SGMN Strategy based on Needs Identified through Performance Monitoring The performance, conditions and needs associated with the SGMN and the overall transportation system in Peel will change over time. Similarly, Peel s population, demographics and land development patterns are quite dynamic, with significant regional growth projected over at least the next decade. It is therefore important for the Region of Peel to revisit the SGMN Strategy on a regular basis (e.g., every 5 years and/or as part of ROP updates) and use the performance and impacts data collected over time as a foundation for appropriately updating and revising the Strategy. This will help ensure the SGMN continues to facilitate optimal goods movement mobility across Peel. 72 Technical Report April 2013

85 Strategic Goods Movement Network Study 6.2 Considerations and Caveats In pursuing implementation of the SGMN Strategy, the Region of Peel will need to take account of several key considerations and caveats that will affect the pace and nature of execution SGMN Implementation Phasing Phasing of SGMN implementation actions, particularly major projects that change truck throughput potential, will need to be informed by an assessment of systemlevel interactions across the SGMN. A major improvement in the capacity and efficiency of one arterial will likely influence the magnitude and character of truck travel on other parallel and intersecting roads. Thus, when determining the timing of major projects to implement the SGMN, the Region of Peel, the area municipalities and MTO will need to work collaboratively to understand the interactive effects of such projects and how best to manage them. Tools and techniques that could be used to assess these effects include application of Peel s existing regional travel demand model and micro-simulation models that municipalities and the Region of Peel may use in corridor and subarea planning. The Region of Peel s Asset Management System could also supply data and analyses that support decision-making on appropriate phasing of SGMN route implementation. In addition, the Region of Peel s proposed development of a Goods Movement Model will likely provide an important additional tool for system-level analyses. Figure 6.2 provides an overview of the general phased approach to SGMN strategy implementation. It should be noted that Strategies 3 and 4, which encompass actual physical execution of improvement projects and monitoring and reporting of SGMN performance, are presented as occurring over a multiyear timeframe. Strategy 3 will undoubtedly require a number of years to fully implement, as it potentially involves not only operational improvements but also major capital investments, which are typically multi-year projects that require significant lead time to fund, design and construct. Strategy 4 would begin to be implemented in full when the SGMN Strategy is well along its path to implementation, as it would be difficult to gauge the Network s true performance impact prior to having much of it operational. However, the suggested goods movement data collection program could begin well before the analysis of performance through integration with Peel s existing transportation data collection system. In addition, phasing of improvements will need to consider and be framed by Peel s rapidly evolving land development pattern. Thus, an element of the SGMN implementation process should be to monitor and understand land use and development changes and plans in the Region and within the municipalities. For example, as major logistics and industrial facilities begin to be developed in more northern parts of the region, particularly in Caledon, Peel should probably revisit the phasing of SGMN-supportive road improvements to rebalance goods movement road investments. Figure 6.2: Phasing of SGMN Strategy Implementation Strategy Designate SGMN as Official Regional Policy Document 2. Prioritize Operational, Management, and Capital Improvements that support SGMN 3. Execute SGMN-Supportive Improvements 4. Assess SGMN Impacts and Make Improvements as Needed 6 Implementing the Network 73

86 Region of Peel Potential Role of Public-Private Partnerships It should be noted that the major role of the private sector in goods movement planning, investment and operations suggests that some SGMN implementation efforts may be facilitated by pursuing public-private partnerships (P3). Such partnerships could include cost-sharing, facility development and management arrangements and/ or other options. Recent examples of successful goods movement P3 initiatives in North American metropolitan regions include the Alameda Corridor in Los Angeles and Alliance Airport in Texas. The Alameda Corridor was a major multimodal project that linked the Ports of Los Angeles and Long Beach to rail mainlines near downtown Los Angeles and significantly improved freight movement efficiency and capacity while minimizing community impacts. A partnership of the two ports, multiple cities, two railroads and the regional transit authority shared the cost and management of the $2 billion project. Alliance Airport, near Dallas-Fort Worth, Texas, is one of the first purely industrial and cargo airports in the world, and was developed in a joint venture between the City of Fort Worth, the U.S. government and a large real estate development company. The airport is owned by the City of Fort Worth and managed by a private firm. Alliance has become a major freight intermodal facility and handles over 8,000 cargo-only flights per year. Among its major tenants are BNSF Railway (Alliance intermodal facility) and FedEx Express (southwest regional sort hub). If employed appropriately, P3 arrangements could expedite implementation of certain projects because of access to funding and/or resources that are enabled through multi-sector collaboration. Thus, as part of implementation planning and phasing of strategies, actions and projects, Peel may wish to investigate P3 options and refine the phasing of actions and projects as arrangements warrant. 6.3 Relationship between SGMNS and the Road Characterization Study The purpose of the RCS is to develop a set of design guidelines that establish transportation priorities, maximize roadway efficiency, balance competing roadway demands and improve connectivity to adjacent land uses. The SGMNS acted as an input to the RCS road types, cross sections and access control. The outcome is that Regional roads will accommodate goods movement and maintain functionality in all route types. 6.4 Relationship between SGMN and LCV Routes The SGMNS does not change any of the existing LCV routes or LCV policies. There is a separate process for the approval of LCV routes. If infrastructure changes are implemented as a result of the SGMNS, they will support the LCV program. 74 Technical Report April 2013

87 Strategic Goods Movement Network Study 6.5 Relationship between SGMN and Existing Truck Restrictions Routes included in the SGMN will be protected and prioritized for goods movement, including truck routes used previously, as well as additional strategic routes that will enable better connectivity of freight and logistic activity centres. The SGMN designation does not place any new truck restrictions on existing truck routes that are not included in this strategic network. Routes that previously admitted truck traffic will continue to do so, even if they are not labelled to be strategic. They will not, however, be prioritized to be maintained or upgraded to the same level as primary and connector routes in the SGMN. New truck routes that have been designated in the SGMN may evolve into truck routes pending infrastructure or restriction suitability analyses, depending on the upgrades required, and the level of truck activity assessed to be appropriate for the area. Some of these routes may require structural enhancements and upgrades, such as in the case of routes that were previously Axle Load Restricted (for the entire year, or seasonally) and/or Heavy Truck Restricted. Others, such as Time of Day Restricted routes prohibiting heavy trucks during certain hours or days in the week, will require suitability assessments to determine the impact of removing the truck restriction and allowing more access to truck traffic. These upgrades and modifications will occur as a part of the Region of Peel s Asset Management Program, as and when other enhancements are scheduled to be carried out. This is a long term investment in the Region of Peel s transportation infrastructure, and will be implemented in different time horizons, based on the benefits offered by each improvement in the network. This relationship between the various roads in the strategic network, which fall under many jurisdictions, and the change in truck restrictions, as well as the associated actions required to assess the feasibility of implementation, has been documented in a detailed table: the Strategic Goods Movement Network Study Summary Table, found in Appendix C. An associated SGMN Summary Table Reference Guide is also found in Appendix C, which provides a detailed overview and definition of the existing truck restrictions, criteria used to support the inclusion of each segment (as seen in the Functional Objectives and Criteria), and as well as the intended actions to be executed for each change in the truck network. 6 Implementing the Network 75

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89 Strategic Goods Movement Network Study 7 Performance Measures and Applications 7.1 Performance Measures Background Performance measures are used by both public and private sector entities to monitor and evaluate the condition and/or efficacy of programs, products, services and infrastructure. In particular, freight performance measures (FPM) focus on various components of the freight distribution system. Private sector freight entities typically use standardized measures for monitoring and evaluation; however, the competitive and proprietary nature of business ensures that most of the input and output data collected and used by the private sector to populate the measures are deemed confidential. The public sector s role in developing, monitoring and evaluating transportation system performance is long-standing. However, government use of freight performance measures is a relatively new and emerging function. Most freight performance measures used by government still include components of transportation and mobility primarily because the public sector has quick access to vehicle and roadway monitoring data, and is most familiar with manipulating and analyzing such data. That said, more and more transportation planning and management agencies have begun expanding their FPM work into more innovative measures that often require data support from industry. The importance of developing performance measures for the SGMN is explained as follows. As discussed in Strategy 4 in Section 6.1.4, the Region of Peel should monitor and understand the impacts of SGMN implementation and take future actions to help ensure goods movement mobility well into the future. First, the Region of Peel should establish and expand a Goods Movement Data Collection Program within Peel. This data will form the foundation of SGMN performance measures (PMs). This chapter highlights the PMs that the Region of Peel should establish to properly monitor the SGMN. As PMs are established and monitored, the Region of Peel should subsequently update the SGMN strategy at regular intervals based on the needs identified through performance monitoring. 7.2 Defining Performance Measures Common Categories and Measures As previously noted, indicators and measures are typically developed and implemented to track the status of a system or the attainment of certain objectives. Indictors generally monitor a component without a relation to a specific goal. Performance measures often relate to performance goals. Classic freight transportation PM focus areas have related to: system capacity, efficiency, safety, security, pavement and infrastructure condition, congestion levels, energy consumption and environmental measures. Not all freight transportation measures created and monitored by government have the support of industry, but many are closely related to private sector measures including average travel times, average travel speeds, reliability measures, incident delay times, et cetera. In the instance of transportation cost measures, government and industry are usually interested in different cost centres and measures (e.g. fuel, labour and shipper delay penalty costs versus roadway construction and aggregate costs), but interests come together where transportation delay costs are calculated and monitored. More pragmatic and customer-driven measures that are now emerging require close working relationships between government and industry. These include measures such as value of time impacts, shipper delay costs, cargo/asset damage (from poor pavement and design), and environmental measures relating to carbon production, particulates and fuel consumption. 7 Performance Measures and Applications 77

90 Region of Peel Common FPM categories and measures are presented below. Carrier and Supply Chain Measures Given the criticality of maintaining continuous production lines, just-in-time (JIT) business operations are well instituted throughout the supply chain. JIT manufacturing and stocking maintain extremely tight delivery schedules of inbound commodities and parts and daily or hourly delivery of outbound products to store shelves. Some of these measures relate directly to shipper-carrier contracts, taking the form of: On-time delivery measures (usually a percentage of total trips). Common shipper expectations now exist for 95% to 98% on-time delivery performance by carriers. Cost-of-delays (time-based or production delay-based) usually reflect an aggregated index of travel time delays to major shippers or manufacturing centres. Some agreed-upon baseline of minimal or necessary travel costs per route are developed, and deviations from these baselines form the cost-of-delay. Alternatively, system improvements can reduce or eliminate the delay costs. Cost of goods movements measures provide an economic development measure for both public and private sector entities, and can be useful for zoning and site selection. The most common measure for cost-ofgoods movement is a comparative aggregate transportation cost by corridor or a cost-of-delay deviation from an average travel time (as a baseline). Modal access measures monitor modal accessibility to certain geographic locations and facilities. The assumption is that improved/expanded modal access can improve the attractiveness of business expansion and support certain public sector objectives such as reduced air emissions. Community and Environmental Sustainability Measures These measures are becoming more common with the merging of different zoning and planning activities and with changing demographic trends. Sustainability measures seek to identify, monitor and manage (transportation) systems in a way that ensures long-term viability for all stakeholders; needless to say they can become very subjective depending on each stakeholder s perspective and expectations. It should be noted that in February 2013, Environment Canada announced new regulations to improve fuel efficiency and reduce greenhouse gas emissions for heavy-duty vehicles, including trucks, to be introduced by Public Sector Freight Transportation Performance Measures While there are numerous other measures used throughout the world, the following measures are those that are most commonly developed and monitored. They generally reflect the highest priority measures for industry and government, and are relatively easy to implement. Finally, because they are common across most jurisdictions, comparative analyses can be conducted. In a number of instances, Peel is already engaged in the development and monitoring of these freight performance measures. Truck Travel / Efficiency Measures These measures typically relate to truck travel activities such as truck volumes, truck travel times, average speeds and related reliability measures. Average Travel Time is a measure that determines the average travel time needed for a truck to transect a segment or corridor. This PM may reflect a particular time of day, day of week, etc. It can also be standardized (based on posted speeds and segment length) to allow for comparisons across alternative routes. When average travel times increase, the underlying causes should be assessed. In some instances, such as a growing economy, the average travel time may be an indirect indicator of positive externalities. Nevertheless, the increased travel time can hurt supply chain efficiency and should be addressed. Average Travel Speed is a slightly different measure and is often used for more granular or local assessments. In this instance, the average travel speed for trucks can be used to determine the impact of recurring and non-recurring congestion and the impact that certain events such as work zones and weather may have on free-flow speeds or posted speeds. In particular, localized changes in travel speeds can be used to pinpoint specific truck bottlenecks. Auto travel speeds are not a good surrogate for the unique operational requirements of large trucks. Travel Time Reliability is a suite of measures that calculate and monitor some condition of travel confidence, whereby segment or system users can generally assume the likelihood that certain travel times and/ or speeds are stable and reproducible. Many of these reliability measures will change by day-parts, day of week, etc. Nevertheless, research conducted by the American Transportation Research Institute as well as other mobility analyses indicate that travel time reli- 78 Technical Report April 2013

91 Strategic Goods Movement Network Study ability is a close second in terms of top priority freight measures. Reliability measures are used by the private sector to plan delivery schedules with a high degree of confidence. These same measures can be used by public sector planners to better understand recurring congestion (such as the regular congestion that builds up every day during peak periods) and nonrecurring congestion (e.g., congestion that is caused by unforeseen events such as an accident or inclement weather), and how volatility in travel times can be better managed. Travel Time Delays (duration) relate to the deviation from ideal travel times and speeds, and provide multiple benefits to government agencies. In particular, delay time measures offer a measurement tool for testing new and innovative planning and construction programs (e.g. night-time work zones, turn-key projects, signal-timing, etc.). Since travel time delays impact all system users, but are particularly expensive for commercial vehicles, this measure is typically high on FPM priority lists. Typical causes of travel time delays, that may justify customized measures, include incidents (accidents), work zones and construction, recurring congestion (i.e., the regular build-up of traffic at certain times of the day) and delays or bottlenecks on specific road segments. Transportation Cost Measures These measures are often derived by developing and applying cost inputs (either per-hour, per-mile, toll versus non-toll routing, etc.) to higher-level truck travel measures. Given the price-sensitivity and elasticity of trucks to higher and lower-cost routes, transportation cost measures can provide transportation planners with some level of alternative route selection or route modelling. While the ideal model and analysis will consider return on investment (ROIs) (in certain instances high-cost routes that generate higher relative benefits may draw commercial vehicles), industry economics and pricing competition has found that commercial vehicles will usually take the lowest-cost route regardless of net ROIs. While there is a clear need to understand what direct system user benefits (ROIs) generate from the Region of Peel s targeted transportation investments, a secondary and important use of transportation cost measurements relates to economic development and regional competition for jobs and economic activity; in this case, positive transportation investment ROIs become a powerful incentive to the private sector. Variations of the transportation cost measures include measures of direct costs versus value of time (VOT) costs whereby additional supply chain costs and impacts are built into the VOT, and toll costs (either over time on a single segment or across tolled/non-tolled segments). Freight System Condition Measures Obviously, the condition of the truck network is vitally important to ensuring a healthy freight and business climate. The two most granular measures relate to bridge and pavement condition. These can take the form of a Level of Service-like grading system or a more technical condition rating system. At a more macro level, freight system condition measures have included number of truck network miles, bridge clearance issues and the quality and access of intermodal connectors as well as the critical last mile link to warehousing and DC (distribution centre) districts, retail centres and intermodal facilities. Freight-Related Environmental Measures As noted, environmental measures associated with freight movement are becoming more common. These include Fuel Efficiency, which used to be exclusively in the domain of vehicle manufacturers and vehicle operators. However, government agencies are now considering measures that assess the fuel efficiency of both certain routes and more classical modal efficiency measures (e.g. ton-miles per gallon [tonne-km per litre] for trucks versus rails versus waterways). Truck Safety Measures These measures are more commonly measured and monitored by transportation safety and enforcement agencies, but it is a practical recognition that transportation conditions and infrastructure play a key role in many crash scenarios. Once truck-involved safety data is comprehensively analyzed in relation to such things are turning radii, posted speed limits, turning lanes and work zones, it becomes quickly apparent that transportation planners and managers can play a critical role in safety. Consequently, freight safety measures should be developed and tracked, including truck-involved crashes, truck-involved-fatalities, road-rail grade crossing incidents and (maybe most importantly) the underlying critical factors leading to the safety incidents. 7 Performance Measures and Applications 79

92 Region of Peel Freight Network Investment Measures This grouping of measures is less common but can be effective both within a region to determine the adequacy and trending of freight system (e.g. truck network) investments, and as an inter-regional comparison tool. Once transportation travel and system performance measures are developed, investment measures can be developed as a method of determining whether, over a period of time, it is likely that the freight transportation goals can be met (through sustained or increased investment). Priority Measures for Peel As previously noted, these freight performance measures represent those most commonly used by planning agencies in developed countries. From a freight industry perspective, truck travel times/speeds are most important from an ROI perspective with travel time reliability following as a close second (the standard concern is, if I m going to be delayed, tell me how long and how often ). From a public sector perspective, travel times are equally important to safety and environmental measures Utilizing Truck Performance Measures Freight performance measures ultimately generate a range of data outputs. These outputs can take many forms and be processed and used in numerous ways. In fact, researchers and transportation practitioners have created such a critical mass of interest in FPMs that transportation associations such as the Transportation Research Board now have several committees focused on various aspects of PMs and FPMs. The three most common applications of FPM data are explained below. FPM Data Modelling. A critical role of transportation planning is to discern transportation patterns and trends that exist in areas and time periods (including the future) when data are weak or non-existent. Truck trip modelling (also truck trip generation modelling) is a common activity, especially in larger urban areas. Many FPM data can be directly inputted into models (using Comma-Separated Values files, etc.) and processing applications to create dynamic analyses of truck activity. Static Data Analyses. FPM data are most often processed and presented in static charts, analyses and dashboards. The latter provide users with documentation and analysis of historical and current FPM data. These dashboards are particularly useful to decision-makers and policy staff by providing highlevel snapshots of freight activities, freight indices and other FPMs being monitored. FPM Visualizations. A relatively unique application of FPM data is the presentation or visualization of outputs. Like charting and modeling, these visual depictions can take many forms including static maps, time-series presentations or animated visualizations. The visual depictions can provide considerable information, analysis and understanding in a concise and expeditious manner. Examples of different types of FPM visualizations are presented in the figures on the following pages. Note that all of these figures are drawn from ATRI s experience in developing FPMs in different parts of the United States. They are meant to be indicative only. 80 Technical Report April 2013

93 Strategic Goods Movement Network Study Figure 7.1: FPM Heat Map 12 1A 1 2A 2 3A 3 4A 4 5A 5 6A 6 7A 7 8A 8 9A 9 10A 10 11A 11A 12P 12 1P 1 2P 2 3P 3 4P 4 5P 5 6P 6 7P 7 8P 8 9P 9 10P 10 11P 11P 12A Average Speed Q2 2011, Northbound I-87 Miles 20-39, Rockland/Westchester NORTHBOUND Figure 7.1 is a heat map that colourcodes speeds on different sections of a highway (in this case, northbound I-87 in New York State). Figure 7.2: Truck Bottleneck Analysis Figure 7.2 is a truck bottleneck analysis at the junction of I-90 and I-94 in Chicago. The figure shows congestion index rankings (according to a national indicator) and average speed profiles by time of day. 7 Performance Measures and Applications 81

94 Region of Peel Figure 7.3: Regional Truck Speed Map Figure 7.3 shows average speed ranges on highways in Michigan, northeastern Illinois (the Chicago area) and Wisconsin. Figure 7.4: Truck Network Monitoring Figure 7.4 shows colour-coded average speed ranges for the Detroit area, during the PM peak period. 82 Technical Report April 2013

95 Strategic Goods Movement Network Study Figure 7.5: FPM Corridor Analyses Milwaukee to Detroit Minimum: 6 hr 24 min (4AM) Maximum: 7 hr 21 min (3PM) Travel Time Analysis I-94: Milwaukee to Detroit Figure 7.5 shows how estimated trip times vary by departure time for a specific corridor, in this case from Milwaukee to Detroit via I-94. The figure shows the minimum trip time (leaving Milwaukee at 4:00 am) and the maximum trip time (leaving Milwaukee at 3:00 pm). 7.4 Conclusion While it is clear that freight performance measures are as diverse as the stakeholders involved in transportation and go far beyond those referenced in this report, the FPMs defined and presented in this report will likely have the greatest utility and impact to the Region of Peel. The design and implementation of such FPMs requires the synthesis of existing and emerging data sources, but the FPM outputs from such an endeavour help ensure that limited transportation funds are strategically and judiciously utilized. The old adage you can t manage what you don t measure is particularly true for transportation investments. Since the Region of Peel is aggressively developing its freight plans and goods movement networks, it is an opportune time to develop and implement measurement systems that directly relate to Peel s freight transportation objectives and investment strategies. Ideally, FPMs will be incorporated into all relevant freight transportation plans and policies, and the PM outputs will be reviewed and evaluated on a relatively continuous basis. 7 Performance Measures and Applications 83

96 Region of Peel 84 Technical Report April 2013

97 8 Bibliography Sources cited in the report are listed below, for further reference. Strategic Goods Movement Network Study 1. Peel Region Goods Movement Strategic Plan 2012 to Regional Municipality of Peel, Brampton, April See goodsmovement/pdf/peelregiongoodsmovement- StrategicPlan pdf. 2. Regional Freight Plan. Metro, Portland, Oregon, June See 3. Long-Range Vision for Freight, Delaware Valley Regional Planning Commission, Philadelphia, PA, April See 4. Durham Transportation Master Plan. (2003) pdf 5. Durham Goods Movement Strategy. (2010) AppendixMGoodsMovement.pdf 6. The Metropolis Freight Plan, Delivering the Goods, Chicago Metropolis 2020 (2004) 7. Canterbury Regional Land Transport Freight Action Plan. (2005) 8. Twin Cities Metro Area Freight Connectors Study. (2007) MAfreightConnectorsFinalReport.pdf 9. Atlanta Regional Freight Mobility Plan. (2008) documents.atlantaregional.com/transportation/ freight/freight_mobility_plan_final_report_feb%20 6_% pdf 10. The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Area (GTHA) Regional Transportation Plan. (2008) metrolinx.com/thebigmove/docs/big_move/thebig- Move_ pdf 11. Moving Goods and Delivering Services: Development of a Regional Transportation Plan for the Greater Toronto and Hamilton Area: Green Paper #5. (2008) goodsmovement/goods_movement_green_paper.pdf 12. GTHA Urban Freight Study (2011) urban_freight.aspx 13. South Carolina Strategic Corridor System Plan. (2008) ML pdf 14. South East Queensland (SEQ) Regional Freight Network Strategy. (2009) media/ d abad-3dec40fc4ee4/ pdf_seq_regional_freight_network_strategy_2_full_reduced.pdf 15. Southern California Regional Freight Study. (2009) Multi-County Goods Movement Action Plan. (2008) Atlanta Strategic Truck Route Master Plan. (2009) Transportation/Freight/tp_ASTRoMaP_finalreport_ pdf 18. City of Hamilton Truck Route Master Plan Study. (2010) rdonlyres/88415f90-a2f0-454f-b938-e577ef- D99A31/0/TTR_Truck_Route_Master_Plan_Study_ DRAFT_with_appendices_ pdf 19. H-GAC Regional Goods Movement Study Draft. (2011) Goods%20Movement/Reports/Documents/H-GAC_ RgnlGoodsMvmnt_Combined_WATERMARK.pdf 20. US Department of Transportation, Federal Highway Administration, Freight Management and Operations. Freight Glossary and Acronyms. Last modified February 27, 2012, freight/fpd/glossary/. 21. Region of Peel Official Plan (Draft Office Consolidation February 2013). officialplan/pdfs/working_draft_office_consolidation_feb2013.pdf. 22. Region of Peel Long Range Transportation Plan Update City of Mississauga Official Plan (2011) mississauga.ca/portal/residents/mississaugaofficialplan. Bibliography 85

98 Region of Peel 24. City of Mississauga Moving Mississauga From Vision to Action (2011) COM/_Moving_Mississauga_Report.pdf. 25. City of Brampton Official Plan 2006 (August 2012 Consolidation). Pages/Official-Plan.aspx. 26. City of Brampton Transportation + Transit Master Plan, Sustainable Update 2009 (2010) brampton.ca/en/business/planning-development/ projects-studies/transportationandtransitmaster- Plan/Pages/transportation-transit-master-plan.aspx. 27. Town of Caledon Official Plan (December 31, 2008 Consolidation) townhall/officialplansecondaryplansamendments. asp. 28. Town of Caledon Transportation Needs Study Update. (2009) transportationplanning.asp. 29. Environment Canada News Release. Canada Continues to Align Greenhouse Gas Emissions Measures with the United States. February 25, &news=3FC39747-ABF2-470A-A99E- 48CA2B881E Technical Report April 2013

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101 Strategic Goods Movement Network Study Appendix A Figure A1: Peel Stakeholder List SC Task Force Industry Function Organization Building Industry and Land Development Association 1 Goods Movement / Industry Association (BILD) 2 Goods Movement / Industry Association Building Industry and Land Development Association (BILD) 3 Non-Government Agency Association CAA 4 Y Goods Movement / Industry Association Canadian Courier & Logistics Association 5 Goods Movement / Industry Association Canadian Manufacturers and Exporters 6 Accessible Transportation Association Canadian Red Cross 7 TDM Association Morguard Investments 8 Goods Movement / Industry Association Ontario Stone, Sand & Gravel Association 9 Y Goods Movement / Industry Association Ontario Trucking Association 10 Goods Movement / Industry Association Private Motor Truck Council of Canada 11 Goods Movement / Industry Association Southern Ontario Gateway Council 12 Y Goods Movement / Industry Association Supply Chain & Logistics Assn of Canada 13 Environment Association Sustainable Urban Development Association 14 Y Goods Movement / Industry BoT / CoC Brampton Board of Trade 15 Y Goods Movement / Industry BoT / CoC Caledon Chamber of Commerce 16 Y Goods Movement / Industry BoT / CoC Mississauga Board of Trade 17 Chamber of Commerce BoT / CoC Ontario Chambers of Commerce 18 Goods Movement / Industry Carrier ADCO LOGISTICS 19 Goods Movement / Industry Carrier Allied Systems (Canada) Company 20 Goods Movement / Industry Carrier All-Ontario Transport Ltd. 21 Goods Movement / Industry Carrier Armbro Transport Inc. 22 Goods Movement / Industry Carrier Bestway Cartage Ltd. 23 Goods Movement / Industry Carrier CANADA CARTAGE SYSTEM LIMITED PARTNERSHIP 24 Goods Movement / Industry Carrier Canada Post 25 Y Goods Movement / Industry Carrier Cavalier Transportation 26 Goods Movement / Industry Carrier CEVA Logistics 27 Goods Movement / Industry Carrier Challenger Motor Frieght 28 Goods Movement / Industry Carrier Day & Ross Inc. 29 Goods Movement / Industry Carrier DHL 30 Goods Movement / Industry Carrier Epic Express 31 Goods Movement / Industry Carrier EZ EXPEDITE FREIGHT SYSTEMS INC 32 Goods Movement / Industry Carrier FAIRWAY TRANSPORT INC 33 Goods Movement / Industry Carrier FALCON MOTOR XPRESS LTD 34 Goods Movement / Industry Carrier FastFrate 35 Goods Movement / Industry Carrier GARRY MERCER TRUCKING INC 36 Goods Movement / Industry Carrier GTX Transport 37 Goods Movement / Industry Carrier Hgc - Trucking Company 38 Goods Movement / Industry Carrier Interstate Freight Systems 39 Goods Movement / Industry Carrier Lange 40 Goods Movement / Industry Carrier LJW TANK LINES 41 Goods Movement / Industry Carrier Locango Enterprises 42 Goods Movement / Industry Carrier Manitoulin Transport 43 Y Goods Movement / Industry Carrier Maritime Ontario 44 Goods Movement / Industry Carrier MSM Transportation 45 Goods Movement / Industry Carrier Paul's Transport Inc. 46 Goods Movement / Industry Carrier Speedy Transport 47 Goods Movement / Industry Carrier T S T Overland Express 48 Goods Movement / Industry Carrier Transforce Holdings 49 Goods Movement / Industry Carrier Transgroup Worldwide Logistics 50 Goods Movement / Industry Carrier TRAVELERS TRANSPORTATION SERVICES INC 51 Goods Movement / Industry Carrier XTL Transport 52 Y Goods Movement / Industry Carrier / Retailer Canadian Tire Corporation 53 Goods Movement / Industry Carrier / Retailer Hudson's Bay Co. 54 Goods Movement / Industry Carrier / Retailer Sears Line Haul 55 Y Goods Movement / Industry Carrier / Retailer Walmart Canada 56 Environment Conservation Authority Credit Valley Conservation Authority 57 Environment Conservation Authority Toronto and Region Conservation Authority 58 Y Goods Movement / Industry Courier FedEx 59 Y Goods Movement / Industry Courier Purolator Inc. 60 Goods Movement / Industry Courier UPS 61 Government Agency Enforcement OPP - Caledon 62 Government Agency Enforcement Peel Police 63 Y Government Agency Federal Transport Canada 64 Y Government Agency Metrolinx Metrolinx 65 Y Government Agency Metrolinx Metrolinx 66 Government Agency Metrolinx Metrolinx 67 Government Agency Municipal - Brampton City of Brampton SC Task Force Industry Function Organization 67 Government Agency Municipal - Brampton City of Brampton 68 Y Government Agency Municipal - Brampton City of Brampton 69 Government Agency Municipal - Brampton City of Brampton 70 Government Agency Municipal - Brampton City of Brampton 71 Government Agency Municipal - Brampton Ciy of Brampton 72 Y Government Agency Municipal - Caledon Town of Caledon 73 Y Government Agency Municipal - Caledon Town of Caledon 74 Government Agency Municipal - Caledon Town of Caledon 75 Government Agency Municipal - Caledon Town of Caledon Economic Development 76 Government Agency Municipal - Caledon Town of Caledon/Region of Peel 77 Government Agency Municipal - Mississauga City of Mississauga 78 Y Government Agency Municipal - Mississauga City of Mississauga 79 Government Agency Municipal - Mississauga City of Mississauga 80 Government Agency Municipal - Mississauga City of Mississauga 81 Government Agency Municipal - Mississauga City of Mississauga 82 Government Agency Municipal - Mississauga City of Mississauga 83 Government Agency Municipal - Other City of Toronto 84 Government Agency Municipal - Other City of Vaughan 85 Government Agency Municipal - Other Region of York 86 Government Agency - Peel Peel Peel Public Health 87 Y Government Agency - Peel Peel Region of Peel 88 Government Agency - Peel Peel Region Of Peel 89 Government Agency - Peel Peel Region of Peel 90 Government Agency - Peel Peel Region of Peel 91 Government Agency - Peel Peel Region of Peel 92 Government Agency - Peel Peel Region of Peel 93 Government Agency - Peel Peel Region of Peel 94 Y Government Agency - Peel Peel Region of Peel 95 Y Government Agency - Peel Peel Region of Peel 96 Y Government Agency - Peel Peel Region of Peel 97 Y Government Agency - Peel Peel Region of Peel 98 Government Agency - Peel Peel Region of Peel 99 Government Agency - Peel Peel Region of Peel 100 Y Government Agency - Peel Peel Region of Peel 101 Government Agency - Peel Peel Region of Peel 102 Y Y Government Agency - Peel Peel Region of Peel 103 Government Agency - Peel Peel Region of Peel 104 Y Airport Port / Airport GTAA 105 Airport Port / Airport Hamilton International Airport 106 Port Port / Airport Hamilton Port Authority 107 Environment Province Environment Canada 108 Y Government Agency Province Ministry of Transportation of Ontario (MTO) 109 Government Agency Province Ministry of Transportation of Ontario (MTO) 110 Y Government Agency Province Ministry of Transportation of Ontario (MTO) 111 Government Agency Province Ministry of Transportation of Ontario (MTO) 112 Y Government Agency Province Ontario Ministry of Economic Development and Trade 113 Y Goods Movement / Industry Railway CN 114 Goods Movement / Industry Railway CN 115 Y Goods Movement / Industry Railway CP 116 Government Agency Region - Other Halton Region 117 Government Agency Region - Other Niagara Region - Public Works 118 Government Agency Region - Other Region of Durham 119 Government Agency Region - Other York Region 120 Government Agency Province Ministry of Transportation of Ontario (MTO) Appendix A A1

102 Region of Peel Figure A2: Peel Paper Questionnaire - RCS Workshop Strategic Goods Movement Network Study 22 June 2012 Stakeholder Questionnaire 1.) Which of the following are the most important goods movement issues in Peel today? (Pick the Top 5 issues and rank them, 1 = most important) Congestion on 400-series highways / QEW Congestion on other roads Inadequate road access to terminals, airport, etc. Inadequate road access to shippers / consignees Insufficient highway / road capacity Inconsistent truck route regulations / designations Conflicts with other traffic, incl. pedestrians/cyclists Trucks moving through residential areas Traffic signal timing / coordination on arterials Inadequate space for truck loading / parking Bottlenecks (where?) Other (please describe) 2.) What opportunities do you see for designating Peel s Goods Movement network? (Check all that apply) No changes needed leave everything as it is today Include specific roads (which ones?) Exclude specific roads (which ones?) Ensure truck route restrictions / regulations are defined consistently Other (please describe) 3.) What factors should be considered in defining Peel s Goods Movement network? (Pick the Top 5 issues and rank them, 1 = most important) Truck volume Road capacity Current road classification (e.g., arterial) Current truck route designation Zoning / land uses adjacent to road Geometric design (e.g., intersection turning radius) Access roads to intermodal terminals, airport, etc. Access roads to major shippers / consignees Minimizing conflict with other corridor users Minimizing routing through residential areas Information signage (e.g., truck routes, etc.) Road jurisdiction / responsibility Other (please describe) 4.) Your organization (Check one) Goods movement industry (truck, rail, air, etc. ) Other industry Public agency Other (please specify) 5.) Would you like to be added to our stakeholder list? (If YES, please provide name, organization, telephone & ) Name Organization Telephone Consultant Team: DKCI A2 Technical Report April 2013

103 Figure A3: Web Survey - Truck Questionnaire Strategic Goods Movement Network Study Region of Peel Strategic Goods Movement Network Study Proposed Stakeholder Web Survey Questions - Carriers Welcome Thank you for participating! This survey has been designed to require less than 10 minutes of your time. The purpose of the Strategic Goods Movement Network Study is to better understand the current and future transport needs of the goods movement industry within the Region of Peel. Your input will greatly help guide future strategies and planning for the efficient transport of goods in this region. Your privacy will be protected. Your responses are anonymous and will be reported in group form only. After you have answered the question on a page, click Next Question at the bottom of the screen to advance. Now, let s get started! 1. What is your organization type or role in goods movement in Peel? o Goods movement/logistics operator or freight infrastructure owner o Shipper/receiver (public or private sector) o Regulator/planner o Interest/advocacy group 2. Type of Carrier/Business (check all that apply) o For Hire o Private o Other (Please Specify): 3. Please indicate the approximate percentages for each sector of your operation. (Total should equal 100%) Operations % Truckload Less than Truckload Express/Parcel Service Specialized Other TOTAL 100% 4. What percentage of your operation occurs within the Region of Peel (see map)? o None o 1% - 25% o 25% - 50% o 50% - 75% Regional Municipality of Peel Strategic Goods Movement Network Study Web Survey Questionnaire June 28, 2012 Page 1 Appendix A A3

104 Region of Peel Figure A3: Web Survey - Truck Questionnaire - continued o 75% - 100% 5. What is your typical length of haul? (Select one) o Less than 50 kilometres o kilometres o kilometres o 500+ kilometres o Other (please specify): 6. How many power units does your fleet operate, including owner-operators? o 7. For those operations occurring within or through the Region of Peel, does your company experience peaks in truck volume during. If Yes, describe when the peaks occur specific hours of the day? Yes No specific days of the week? Yes No specific periods during the year? Yes No 8. What transportation modes/facilities does your organization operate or use in Peel (select all that apply)? o Trucking o Rail o Intermodal o Air cargo o Local delivery/courier o Other (please specify) 9. What geographic area does your goods movement operations or activities cover? o Within Peel only o Between Peel & adjacent regions o Within Ontario o Between Peel and other provinces o Between Peel and U.S. o Between Peel and other countries (outside of U.S.) 10. Do you think there is a need for a Strategic Goods Movement Network in Peel? o Yes o No o Not sure 11. What is the most important concern/problem for the goods movement industry in Peel? o [Open ended response, max 250 characters] 12. How many people (full time or full time equivalent) does your organization employ in Peel? (Please indicate only those people who are actually based in Peel.) o 10 or fewer Regional Municipality of Peel Strategic Goods Movement Network Study Web Survey Questionnaire June 28, 2012 Page 2 A4 Technical Report April 2013

105 Strategic Goods Movement Network Study o o o o More than Does your organization plan to expand its operations in Peel within the next 1-2 years? o Yes o No o Not sure 14. Are you willing to participate in a follow-up interview regarding the questions and issues in this brief questionnaire? o Yes, in-person <Programmer: if yes, question 15 and 16> o Yes, by phone <Programmer: if yes, question 15 and 16> o No 15. We are maintaining a list of stakeholders interested in the planning process for the Peel Strategic Goods Movement Network. Do you wish to be added to this list and receive information on the plan and opportunities for input to the planning process? o Yes <Programmer: if No for question 14 and yes for question 15, go on to question 16> o No 16. Thank you for your participation! Please enter your address: o Note: Your privacy will be protected. This information will be used only to contact you regarding this Strategic Goods Movement Network Study. Regional Municipality of Peel Strategic Goods Movement Network Study Web Survey Questionnaire June 28, 2012 Page 3 Appendix A A5

106 Region of Peel Figure A4: Web Survey - Non-Carriers Questionnaire Region of Peel Strategic Goods Movement Network Study Proposed Stakeholder Web Survey Questions Other (non-carriers) Welcome Thank you for participating! This survey has been designed to require less than 10 minutes of your time. The purpose of the Strategic Goods Movement Network Study is to better understand the current and future transport needs of the goods movement industry within the Region of Peel. Your input will greatly help guide future strategies and planning for the efficient transport of goods in this region. Your privacy will be protected. Your responses are anonymous and will be reported in group form only. After you have answered the question on a page, click Next Question at the bottom of the screen to advance. Now, let s get started! 1. What is your organization type or role in goods movement in Peel? o Goods movement/logistics operator or freight infrastructure owner o Shipper/receiver (public or private sector) o Regulator/planner o Interest/advocacy group 2. What is the magnitude/level of your goods movement activity in Peel? o High level o Medium level o Minimal level o Other/Don t Know 3. What transportation modes/facilities does your organization operate or use in Peel (select all that apply)? o Trucking o Rail o Intermodal o Air cargo o Local delivery/courier o Other (please specify) 4. What geographic area does your goods movement operations or activities cover? o Within Peel only o Between Peel & adjacent regions o Within Ontario o Between Peel and other provinces Regional Municipality of Peel Strategic Goods Movement Network Study Web Survey Questionnaire June 28, 2012 Page 1 A6 Technical Report April 2013

107 Strategic Goods Movement Network Study Questionnaire o o Between Peel and U.S. Between Peel and other countries (outside of U.S.) 5. Do you think there is a need for a Strategic Goods Movement Network in Peel? o Yes o No o Not sure 6. What is the most important concern/problem for the goods movement industry in Peel? o [Open ended response, max 250 characters] 7. How many people (full time or full time equivalent) does your organization employ in Peel? (Please indicate only those people who are actually based in Peel.) o 10 or fewer o o o o More than Does your organization plan to expand its operations in Peel within the next 1-2 years? o Yes o No o Not sure 9. Are you willing to participate in a follow-up interview regarding the questions and issues in this brief questionnaire? o Yes, in-person <Programmer: if yes, question 10 and 11> o Yes, by phone <Programmer: if yes, question 10 and 11> o No < 10. We are maintaining a list of stakeholders interested in the planning process for the Peel Strategic Goods Movement Network. Do you wish to be added to this list and receive information on the plan and opportunities for input to the planning process? o Yes <Programmer: if No for question 9 and yes for question 10, go to question 11> o No 11. Thank you for your participation! Please enter your address: a. Note: Your privacy will be protected. This information will be used only to contact you regarding this Strategic Goods Movement Network Study. Regional Municipality of Peel Strategic Goods Movement Network Study Web Survey Questionnaire June 28, 2012 Page 2 Appendix A A7

108 Region of Peel Figure A5: Stakeholder Interview Questions APPENDIX E: Region of Peel Strategic Goods Movement Network Study: Follow-up Interview Questions Region of Peel Strategic Goods Movement Network Study Proposed Stakeholder Follow-up Interview Questions 1. Stakeholder Role/Interest a) What is the nature of your firm/organization s current goods movement activity or interest in Peel? (e.g., a trucking company, serving XXX, etc.) b) Do you operate or have goods movement interests (a) entirely within Peel, (b) between Peel and other adjacent areas (e.g., City of Toronto, etc.), (c) between Peel and other parts of Canada and/or the U.S., or (d) some or all of these? 2. Perspective on Current Goods Movement System in Peel a) With regard to the existing goods movement or truck route network in Peel, do you have any concerns or problems? What improvements or additions to the network do you think are needed? b) What works well in Peel today for your goods movement activities or interests? (Ask for specific examples) c) What does not work well in Peel today for your goods movement activities or interests? (Ask for specific problems/concerns) 3. Development of Strategic Goods Movement Network a) What criteria do you think are important for defining a Peel strategic goods movement network? b) Would a strategic goods movement network in Peel eliminate or reduce the problems discussed earlier in this interview? Why or why not? c) What challenges do they think need to be overcome in developing the strategic goods movement network? Do these involve physical infrastructure, operating conditions, political or community concerns, etc.? How should they be addressed in the network planning process? 4. Other Comments a) What other comments, suggestions or observations do you wish to offer that can help us in developing the network plan? Regional Municipality of Peel Strategic Goods Movement Network Study Follow-Up Interview Questions June 19, 2012 Page 1 A8 Technical Report April 2013

109 Strategic Goods Movement Network Study Figure A6: Outreach s and Survey Invitation Notifications 1. pre-notification announcement to create buzz among Steering Committee members (to be sent 2 days prior to web survey launch) 2. invitation for web survey (to be sent to all stakeholders) 1. subject line: Strategic Goods Movement Network: Please Spread the Word! Goods movement is at the core of Peel s economy and quality of life. The efficient movement of goods is critical to Peel s residents, who rely upon the products and services that are delivered each day to our homes and workplaces, and to the economic vitality of the Region s businesses. We are delighted that you are able to work with us as a member of the study s Steering Committee. We are now in the first phases of developing a comprehensive Strategic Goods Movement Network and we value your input as we move forward on this vital work. Please mark these dates. We will be holding two stakeholder Workshops, to review key interim study products: Workshop 1-Friday, October 5, 2012: We will review the proposed network concept. Workshop 2-Friday, December 14, 2012: We will gather input on the proposed network implementation and action plan. In a few days, you will be invited to participate in a web survey that will ask what would like to see in a goods movement network. Please spread the word among your colleagues: if they have something to contribute, we d like to know! The network will provide a comprehensive route system for trucks. It will be defined according to a consistent set of criteria that aims to reduce congestion, minimize conflicts with other road users (including cyclists and pedestrians), connects all the major activity centres and terminals, respects residential communities and allow for the region s future growth. Peel s Strategic Goods Movement Network will serve as a model for the region and for the GTHA as a whole. Peel s Goods Movement Task Force identified the network as key to implementing its action plan. The Strategic Goods movement Network Study is sponsored by the Regional Municipality of Peel, together with our three area municipalities, Metrolinx, the Ministry of Transportation of Ontario and Transport Canada. 2. subject line: Strategic Goods Movement Network Survey Invitation Goods movement is at the core of Peel s economy and quality of life. The efficient movement of goods is critical to Peel s residents, who rely upon the products and services that are delivered each day to our homes and workplaces, and to the economic vitality of the Region s businesses. You have a chance to help define the network. You have been identified as an important stakeholder in Peel s goods movement community. Tell us what you want to see in a goods movement network. What issues do you have with today s goods movement networks? What opportunities do you see? How should the network be defined? Participation is easy! Click on this link to take the brief 5-minute web survey: This survey gives you an important opportunity to tell us what you think. We are now in the first phases of developing a comprehensive Strategic Goods Movement Network. The network will provide a comprehensive route system for trucks. It will be defined according to a consistent set of criteria that aims to reduce congestion, minimize conflicts with other road users (including cyclists and pedestrians), connects all the major activity centres and terminals, respects residential communities and allow for the region s future growth. Peel s Strategic Goods Movement Network will serve as a model for the region and for the GTHA as a whole. Peel s Goods Movement Task Force identified the network as key to implementing its action plan. The Strategic Goods movement Network Study is sponsored by the Regional Municipality of Peel, together with our three area municipalities, Metrolinx, the Ministry of Transportation of Ontario and Transport Canada. Regional Municipality of Peel Strategic Goods Movement Network Study Follow-Up Interview Questions July 2, 2012 Page 1 Appendix A A9

110 Region of Peel A10 Technical Report April 2013

111 Strategic Goods Movement Network Study Appendix B Table B1: Peel Road Condition Assessment Procedures Suggestions to Integrate the Goods Movement Strategy with Existing Asset Management Systems used by the Transportation Division The Transportation Division has two established asset management programs for pavement and bridge assets. This document provides an overview of these programs and outlines tangible ways that the Goods Movement Strategy can link into these existing systems. Road Network Condition Assessment Program The Region of Peel maintains the road network in a reliable, safe and sustainable manner. The Region has two key asset management tools for road asset management: an inspection program for roads and a pavement management (software) system. Together these tools provide information on the condition of the road network and facilitate the planning of capital budgets to maintain level of service targets. Inspection Program The entire road network in Peel Region undergoes a detailed data collection program every three years. Road condition data is collected by a specially equipped vehicle which has various video and measurement devices. The inspection program collects information on road surface defects including: o o o o o o o Rutting Longitudinal Cracking (wheel path) Longitudinal Cracking (non wheel path) Transverse Cracking Block Cracking Roughness (IRI) Edge cracking o o o o Fatigue Cracking (Alligator) Patching Potholes Raveling The data collected is then rolled-up based on a weighting of the defects into the Ride Condition Index (RCI). The RCI is an aggregation which provides a very useful number which reflects the general condition of the road sections. For example, a RCI rating on a road section of represents a road in very good to new condition. A road section rated with an RCI of represents a road section in very poor condition. Below are a few examples of condition ratings. Appendix B B1

112 Region of Peel Table B1: Peel Road Condition Assessment Procedures - continued Applicable standards There are two main drivers for maintenance of roads in Peel: Minimum maintenance standards; Maintaining state of good repair. Pavement Asset Management System The Transportation Division uses a pavement management system (PMS) that has been refined over many years. The PMS is a repository of data for the road network including many attributes such as: dates of rehabilitation, rehabilitation type, number of lanes, AADT, truck percentages and all road condition data attributes. The system optimizes the selection of road construction projects based on a formula that considers factors such as rehab type, expected lifecycle, truck routes, and truck percentages. While the actual algorithm used is very complex, the strategy is simple. The goal of the PMS system is to recommend the optimal rehabilitation strategy at the most effective time. Another key feature of the system is the ability to predict future asset condition and to show how assets will perform under varying budgets. Bridges and Major Culverts Inspection Program The Region of Peel maintains its bridges and major culverts (structures) in a state of good repair. The Region has two key asset management tools for maintaining its structures: an Ontario Structural Inspection Manual (OSIM) inspection program and a bridge management (software) system. Together these tools provide information on the B2 Technical Report April 2013

113 Strategic Goods Movement Network Study condition of the structure network and facilitate the planning of capital budgets to maintain level of service targets. For structures the current target is a condition index of 91, which equates to a state of good repair. Structure Inspection Program Inspections are completed on all structures owned/maintained by the Region of Peel once every two calendar years. The inspections are completed to conform to OSIM with each structure having a detailed report outlining projections of lifespan for major components and the cost for repairs. Inspection work and final reports are reviewed by a licensed professional engineer. Less formal inspections are also completed annually by Operations staff on all Regional structures. Applicable standards The legislative driver for the inspection program is Ontario regulation 104/97 which states: The structural integrity, safety and condition of every bridge shall be determined through the performance of at least one inspection in every second calendar year under the direction of a professional engineer and in accordance with the Ontario Structure Inspection Manual. Structure Asset Management System The Region uses a bridge management (software) system that incorporates all inspection data as well a many attributes such as date of last rehabilitation, type of last rehabilitation and truck percentages. It should be noted that truck percentage plays a big role in the deterioration of structures. The management system allows for projections to be made based on both levels of service targets as well as budget amounts. Another key function of the system is the generation of a rehabilitation program. There are also various reports that can be generated including safety critical repairs, minor maintenance, and detailed construction programs. The system is set up to optimize based on the deferral cost of completing repairs on the structures such that the most cost effective maintenance program can be developed. Connection to Goods Movement Strategy There is an opportunity to connect the asset management programs for roads and structures used by the Transportation Division to the goods movement strategy. Consider the following: The existing systems take into account truck traffic percentages in developing the rehabilitation programs. Appendix B B3

114 Region of Peel Table B1: Peel Road Condition Assessment Procedures - continued As new data on truck routes and truck percentages is available, this data is loaded into the management systems. The impact of designating roads as truck routes may have an impact on the lifespan of infrastructure, which could be (to some degree) tracked by the asset management systems. The designation of a Regional road section as an official truck route may entail a different level of service target for that road and for each structure. The data collection programs for roads and structures are set up to provide projections and target budgets if a different level of service or priority was required. B4 Technical Report April 2013

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116 Region of Peel B6 Technical Report April 2013

117 Strategic Goods Movement Network Study Appendix C The Region of Peel has developed the table shown on the following pages which summarizes all the attributes of the network, including the limits of each arterial segment and where the truck restrictions change. In addition, the table indicates the current status of the road and whether there is an existing truck network or if it is a restricted route, and what type of restriction exists. The table (Table C2) also indicates the changes proposed to accommodate the SGMN, as well as the rationale for the addition and removal of routes and/or restrictions. This Summary Table is accompanied by two other documents: Figure C1 is a Reference Guide that explains the terms used in the Summary Table. Table C1 (below), which defines the Functional Criteria that were used to support the inclusion of each segment in the Summary Table. Lastly, the table begins to identify the current physical constraints of the road and the resulting action that will be required in order to add new links in the network. Table C1: Functional Criteria Definition Objective 1. Maintain or improve existing level of connectivity 2. Improve the efficiency and economic viability of existing supplychains Road Selection Criteria i) Connects important goods movement origins and destinations ii) Provides a strategic route to intermodal terminals and the airport, promoting multi-modal connectivity iii) Adds alternative routes to major destinations, increasing efficiency through the formation of a finer network, where required iv) Contributes to good connectivity with the 400-series highways v) Functions as a collector for truck traffic and decreases congestion on smaller roads i) Provides strong linkages between related industrial/commercial land uses (production and consumption sites) ii) Need can be supported by trends observed in commodity flow data (known time series origin-destination) iii) Positively impacts supply chain efficiencies (reliable, good throughput of vehicles/hour, short delays) 3. Be sensitive to existing and planned land-uses i) Minimizes impacts to neighbourhoods and other sensitive receivers, when possible ii) Preemptively provides connectivity for planned arterial roads or highways and takes forthcoming Secondary Plans into consideration iii) Provides support to emerging warehousing or industrial areas iv) Provides an alternative route to relieve hamlets, when possible v) Does not cause conflicts with designated zones, when possible 4. Provide safe and functional roadways and intersections i) Right-of-way, road geometry and alignment does, or could, support manoeuvrability of trucks ii) Bridges on the route have the ability to support the required volume of trucks iii) Soil properties support movement of trucks and the sub-base is appropriate, or can be designed to meet standards for high truck traffic iv) Does not reduce the functionality of the road for other users (or can be modified to avoid conflicts) Appendix C C1

118 Region of Peel Figure C1: Strategic Goods Movement Network Study (SGMNS): Summary Table Reference Guide Strategic Goods Movement Network Study (SGMNS): Summary Table Reference Guide Road This field describes the type, number, and name of the roadway of interest. MR Municipal Road Regional or Provincial Name of road under RR Regional Road Road Number consideration CR County Road MTO Provincial Road Limits are the starting and ending intersections of the road segment under consideration. For the purposes of this table, the major roads were segmented based on the boundaries for truck restrictions. SGMN Hierarchy describes the level of access and importance designated to each route in the Strategic Goods Movement Network (SGMN). Primary These are the most strategic roads in the Region of Peel, which offer the best routes to provincial highways, major activity centres for freight and logistics, as well as continuous paths for long-haul trips. These routes will be designed and maintained for high volume truck movements. They will be protected for Goods Movement functionality in the future and maintained or upgraded to suit the needs of the commercial vehicles that use the road. The status of Regional Roads in the network will be incorporated into the Region s existing asset management program, where primary roads will be prioritized for improvements during the regular maintenance of roads. Specifications for upgrades to the road geometry will be determined in compliance with the guidelines set through the Road Characterization Study, especially where the road is used for various modes of transportation with diverse trip classifications. Connector These are routes that add local connectivity in areas with freight supportive landuses and mixed traffic. These are meant to increase the efficiency of accessing local destinations for loading and unloading, and disperse turning movements, as well as truck volumes, from the adjacent arterial roads at key intersections. Similar to primary routes, regional connector routes and their specific needs will be included in the Region s asset management program. Not in Network Key segments of interest, that are not considered strategic, have been included in the SGMN Summary table to highlight that they are not a part of the Strategic Network. These were either truck routes previously, or were included because they are Regional Roads, in order to complete Peel s inventory of changes. Road Character Type is the character assigned to a particular segment of the road based on the designation finalized through the Regional Road Characterization Study. The table will be updated with the following classifications when the study is concluded: Rural Road Rural Main Street Urban Main Street Suburban Connector Commercial Connector Industrial Connector Truck Route Status (Existing/Restricted) describes whether trucks are currently using the segment as a regular route for other than making local deliveries. This is inferred from the restriction Partially restricted and unrestricted routes are considered existing truck routes. Truck Restriction Please see the Regional Traffic By-Law that follows for specifics, as this section provides an understanding in simpler terms. Detailed documentation of Regional Traffic By-Laws and restricted segments is available online. A truck restriction is a by-law that prohibits trucks from using the road specified under certain conditions. The table indicates truck restrictions in two ways: Heavy Truck Restrictions, and Partial restrictions. Partial truck restrictions offer higher functionality and access of the road, and have three categories: Time of Day, Axle load and Seasonal. These are described in further detail below. C2 Technical Report April 2013

119 Strategic Goods Movement Network Study Heavy Truck Traffic Restriction A Heavy Truck" means a Commercial Motor Vehicle having a weight, when unloaded, of three tonnes or more, or when loaded, of five tonnes or more, but does not include a passenger vehicle, an ambulance or any Vehicle of a police or fire department. Although heavy truck traffic is not permitted during the posted times or days, heavy trucks making local deliveries are still allowed to travel on the restricted segments. The road segments with such restrictions are often not built for frequent heavy truck traffic, but can safely support it for occasional trips. Heavy Truck Restrictions are usually placed for social, political or operational reasons, such as noise or maneuverability of trucks, not necessarily associated with the preexisting structural constraints of the road. Heavy Truck Traffic Restricted at All Times (No Heavy Trucks) No heavy trucks allowed at any time of the day or year. Heavy Truck Traffic Restricted by Time of Day (Partial - Time of Day) Time of Day restrictions often impose a prohibition during the late evening and nighttime, but on some roads may also restrict heavy truck traffic for a full day (such as Sunday). This type of restriction falls under the Partial category since it still offers partial functionality of the road for trucks. Axle Load Weight Restrictions An axle is a central shaft that connects two wheels in a vehicle. Many trucks have multiple axles due to the greater number of wheels required. The truck in the image on the left has five axles, indicated in blue. Two wheels and shaft are collectively referred to as an axle. Figure 1: Anatomy of a conventional 18-wheeler truck. Axles transfer the weight of a truck through the tires, onto the surface on which the truck travels. In the case of heavy trucks, each axle transfers a portion of the truck s weight onto the small area in contact between the tires and the road. This applies a great amount of pressure, and is therefore restricted on certain roads that are unable to structurally support such high point-loads. All drivers are legally responsible to know the axle weights of their trucks and can be asked to present this information, or proceed to a weigh station, if pulled over by the Regional or Provincial authority while travelling on axle load restricted roads. In general, road damage increases significantly with axle weight. As a rule of thumb, doubling the axle weight is approximated to increase road damage by 16 times. Axle load restrictions on Peel Regional Roads restrict trucks with axle weights over five tonnes. This restriction is less prohibitive of trucks when compared to heavy truck restrictions, since the total weight of the truck can be greater than five tonnes, as long as each axle meets the weight limit. Any truck with an axle weight in excess of five tonnes, however, needs to obtain a special excess load permit, even for local deliveries. Axle Load Restricted at All Times (Partial - Axle Load) This restricts all trucks with an axle load of over five tonnes at all times of the day and year. Seasonal Axle Load Restriction (Partial - Seasonal) This restricts all trucks with an axle load of over five tonnes during the months of March and April, for all times of the day. The pavement of the road is weak during this time of the year due to spring thaw since excess water is present in the base of the roadway. This reduces the strength, or load bearing capacity, of the road, thus limiting the axle weight that can be carried without causing serious damage to the road. Regional By-Law (# ) This field in the summary table provides a reference to the Regional Traffic By-Law pertinent to the truck restriction. An excerpt regarding both, heavy truck and axle load, restrictions can be found below. Heavy Truck Traffic (Schedule A - Part 18) 14. (1) Except as provided in subsection (2) of this section, when official Heavy Truck restriction signs are erected and on display, no person shall move, drive, Stop, Park or operate a Heavy Truck, on a Highway set out in Schedule A of this by-law, Part 18, Column 1 between the limits set out in Column 2 during the times or days set out in Column 3 of the said Part. (2) Subsection (1) of this section shall not apply to any Vehicle actually engaged in making a delivery to, or a collection from, premises which cannot be reached except Appendix C C3