TRANSIT SERVICES Business Plan

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1 TRANSIT SERVICES Business Plan

2 TABLE OF CONTENTS Vision 1 Operating Philosophy 1 Key Services 1 Focus One: Optimizing Exisiting Resources 2 Focus Two: Exploring New Directions 4 Focus Three: Capitilizing On Growth 5 Focus four: Strengthning Our Core 7 Performance Indicators 8 Required Resources 8 Projected Current Year End Results 8 Planning and Forecasting Assumptions 8

3 VISION We are the leaders of public transit in the Alberta NW and a vital part of the Grande Prairie Transportation System. We bring citizens together for work, school and play. Transit is the first choice to move around the City. MISSION To provide a safe, efficient public transit system that is accessible for all, with an aim towards environmental responsibility. OPERATING PHILOSOPHY To conduct ourselves professionally in a courteous manner consistent with the following guidelines: The 2009 GP Transit Master Plan is the guide for service needs for today and into the future. Public safety, convenience, accessibility and affordability are priority. Strive for high quality, reliable Transit service throughout the City of Grande Prairie. GP Transit will continue to be customer focused and work in partnership with the community to provide the best service possible. Our service is efficient, while using the most appropriate technology, equipment and routing available. KEY SERVICES Safety focused, accessible for all mobility levels, affordable for all income levels and reliable during all seasons and weather conditions. Provide advertising and marketing platforms on & in buses, at bus shelters, on benches and garbage/recycling containers and in the Transit Ride Guide. Financial, administrative and industry expertise to support and liaison with the City funded, non-profit Disabled Transportation Society (DTS). Customer information via Facebook, Twitter, web site and conventional phone information line for inquiries and comments. Active partner of the Grande Prairie Regional Emergency Partnership. Page 1

4 FOCUS AREAS, GOALS, OBJECTIVES AND ACTION PLANS Council Strategic Business Plan Focus Areas: 1. Optimizing Existing Services 2. Exploring New Directions 3. Capitalizing on Growth 4. Strengthening Our Core Department Focus Area 1: Growing Transit Services (Optimizing Existing Resources) Goal 1.1: Continue implementing 2009 Transit Master Plan. Objective 1.1 Secure a location for the new Downtown Transfer Terminal (Council Direction 2012/2013) Apply for Provincial GreenTRIP funding 2014 Explore opportunities for partnerships and include information in study Explore the multiple hub concept 2015 Goal 1.2: Increase Transit Service Objective 1.2 Increase the service hours, service frequency and service coverage as recommended in the 2009 Transit Master Plan and the 2014 Community Mobility Plan or Transit staff involvement will be directed towards individual strengths. Update the Transit Master Plan to include new routes, expanded hours and increase frequency 2015 (TMP Technical Committee) Add service to the new GPRH and Grande Prairie Regional Airport 2015 Implement a special events only Park & Ride service 2015 Request additional staff: FTE s over the 4 year budget cycle if GreenTRIP funding is received for additional buses Request additional 30 foot accessible buses. 6-8 in 2015, 4-6 in cycle if GreenTRIP funding is received for additional buses Page 2

5 Work with GPRC Students Association to create a student U-Pass program Partner with AHS and other major employers to encourage the use of public transit and break the car culture mentality in GP Work with internal departments to improve transit requirements for new development, capital and rehabilitation projects Explore Centralized dispatch model integration with David s crew at Citizen Contact Centre Objective 1.3 Increasing partnerships (External) Initiate discussions with GPRC and School Boards 2015 o Student passes as a part of tuition U-Pass; increase in frequency of service; package deal with Eastlink Centre membership and bus pass County of GP 2015 Potential new route to Clairmont and other areas of the County of GP. Airport 2015 Potential new route DTS 2018 Possible amalgamation in the City of GP Corporate 2016 Identify corporate partners initiate discussions and provide educational opportunities GPRH 2017 New & existing routes to service the new regional hospital set to open in 2018 Objective 1.4 Increase Partnerships (Internal) Review with Fleet the optimal age of buses before replacement (2015) Have regular contract with: o Transportation Services Dept- information sharing and planning on: Snow Removal and Signs 2015 o Engineering Services Dept Capital projects and construction, and Traffic Signal placement, timing, and Priority Transit Signals 2015 & ongoing Work with ITS on transit initiatives & ongoing Page 3

6 Department Focus Area 2: Customer Satisfaction and Safety (Exploring New Directions) Goal 2.1: Increase the use of Transit designed technology to improve customer satisfaction, route design and scheduling (Council Approved 2014) Objective 2.1 Improve customer satisfaction, improve quality of service and track bus locations in real-time, providing to-the-minute schedule information. Implement Electronic Fare Collection technology 2016 Enhance monitoring of route data to make service adjustments when necessary Gather feedback from transit customers and potential customers via social media resources and implement a mobile app Implement real-time, automated informational electronic signs at major customer gathering centres (i.e. Downtown Transfer Terminal, Eastlink Centre, GPRC, & Prairie Mall) Goal 2.2 Explore the opportunity to increase departmental revenue by bringing the bus advertising in-house (Council Direction 2015) Objective 2.2 Improve the customer satisfaction and improve quality of service by keeping the transit shelters cleaner and providing a route map in every shelter, by having a dedicated maintenance staff for bus stop maintenance. Action Plan Prepare a cost vs benefit analysis for providing this service in-house or contracting to a third party 2015 Prepare a benefit analyses for providing better snow and ice control at bus stops 2015 Request capital funding in 2015 for Purchase a F450 Flatbed Picker Truck & vacuum system for broken glass and to move benches and trash receptacles or arrange to use Facilities Department Picker truck and Parks Department vacuum system Implement internal electronic advertisement screens to be utilized by City departments and external businesses. Display upcoming events/changes/delays/service hours of GP Transit Partner with Marketing Department, amalgamate the advertisement sales responsibility amongst someone in the transit department, or post and hire as a new position Negotiate better revenue opportunity for the City Page 4

7 Goal 2.3: Implement and monitor best practices for Transit to become more environmentally friendly and assist in reducing the carbon footprint Objective 2.3 Educate citizens by highlighting the benefits of how to participate in carbon reduction, the benefits and ease of using public transit. In continued cooperation with the Fleet department, research buses that will provide the best fuel efficiency, create the lowest emissions while maintaining fiscal responsibility Explore use of smaller buses based on service needs Work with internal departments and other public transit systems to create and share marketing tools that will educate students about the environmental benefits of using public transit Detailed refurbishment of existing accessible buses at mid-life (approx. 8-12yrs) to bus life Partner within our organization and with other community groups and organizations to create employee ride programs and incentives (i.e. City of Grande Prairie, GPRC, AHS) Achieve exemption from Idling Policy Department Focus Area 3: Service new developments (Capitalizing On Growth) Goal 3.1: Extend service to cover O Brian Lake, Signature Falls, Country Side North, Creekside, Riverstone and newly developed areas of Royal Oaks. Objective 3.1 Implement the recommendations in the updated 2014 Transit Master Plan once it is completed Plan for new areas (annexation areas) 2015 Meet with Engineering and Planning regularly to ensure Transit routes are planned during the development stages 2015 Monitor demand in new areas as required Prioritize new route inclusion based upon above demand analysis Goal 3.2: Continue to grow our Operator Development & Recruitment program Objective 3.2 Increase driver training to meet demands (2015) Page 5

8 Train new hires to know the full transit system, not just one or two routes Implement classroom training customer service & safety training Explore Bus simulator options Increased training options conflict resolution, dealing with difficult people, winter driving and ongoing Objective 3.3 Invest in Employees-Training Increase safety for employees and passengers by implementing approved bylaws, and standard operating procedures 2015 Improved methods of communication with passengers and the public 2015 Partnership with Enforcement Services/RCMP/Crime Prevention 2015 Install security cameras on buses 2015 Install panic buttons for drivers Objective 3.4 Invest in Employees- Recruitment Expand our recruitment efforts to reach a diverse job pool (Foreign workers, Horselake First Nations Reserve, College students, etc.) 2015 Working with CUPE to expand our recruitment pool to include potential new hires with class 5 license Attend job fairs/host a job fair and re-word the job descriptions and advertisements to be more appealing to job candidates and ongoing Survey other transit properties on driver demographics and to gather ideas on recruitment and ongoing Page 6

9 Department Focus Area 4: Increase the number of residents utilizing public transit. (Strengthening Our Core) (Council Direction 2014) Objective 4.1 Determine the impact that an effective public transit system that includes active transportation choices will have in meeting future travel mode share targets as outlined in the Community Mobility Plan & consider findings of Community Mobility Plan. Coordinate all work required by internal departments and study team members, direct coordination with other city projects and studies i.e., Downtown Enhancement Plan, Downtown Transit Terminal Study, Community Mobility Plan etc; Develop an implementation strategy for the Community Mobility Plan Service Standard recommendations (Council Approved 2014). Update the Transit Master Plan (2015) Review connectivity, gaps and accessibility to and from transit stops Adopt CUTA Transit Vision 2040 Review Service Standards (hours, coverage, frequency, identify peak routes, destinations and times, special event service) Identify underserviced destinations & potential high volume users (GPRC, Eastlink Centre, Airport, AB Health) Disabled Transportation Society Review safety standards (lighting at stops, onboard cameras, heated shelters, and special constable status for Transit and Transportation employees) Consider available transit technology (Passenger Apps, Next-Bus arrival time, Electronic Fare collection, Signal Priority, passenger counters) Review downtown terminal or multiple hub concept Re-enter discussions on an Integrated Student Transportation Plan Access grants where applicable Identify training and education opportunities for transit riders PERFORMANCE INDICATORS 1) Increased ridership at or higher than peer group 2) Ridership/age category determine future plans to attract under represented segments of the population 3) Ridership/subdivision determine future route and bus stop locations 4) Ridership stats before and after adding new routes or increasing hours of service increased after each service level increase Page 7

10 5) On-time performance Target will be 95% on-time as per industry standards 6) Number of service calls per category- a. Increase or decrease of the following: 7) Increased revenue i. Information requests by phone (that can be found on the website/app) ii. Bus stop complaints iii. Information on where the bus is at any given time iv. Complaints/kudos per driver v. Citizen Contact Centre 8) Customer Satisfaction Survey indicating 80%+ customer satisfaction 9) Improve R/C ratio (rides/cost) The Department has outgrown 10) Department staff compliment the current bus barn and requires an additional 6 offices. It is imperative that we begin to think of the Transit Services Depart REQUIRED RESOURCES: operating out of a standalone Transit Master Plan (all assoc. documents) Facility. Administration staff: Transit Dispatch Office & Staff Transit Analyst Additional Utility Worker New Downtown Transfer Terminal for growth Additional 30 accessible buses Contract additional retailers to sell GP Transit tickets & passes Standalone Transit Facility PROJECTED CURRENT YEAR END RESULTS Fuel and maintenance for Transit and DTS will be on par with budget in However, both of these operating costs will continue to experience increases in the future due to inflation, even if current levels of service of maintained. If service can be expanded as per the Transit Master Plan, these increases will need to be adjusted accordingly. Mobile Equipment will cost an additional $1.3 to $1.5 Million per year in during the budget. PLANNING AND FORECASTING ASSUMPTIONS 1) Council decision of a location for the new Downtown Transfer Terminal based on the Downtown Transfer Terminal Study and presentation. Page 8

11 2) Council approved Downtown Transfer Terminal Study to be used for Round II of Provincial GreenTRIP funding application process. 3) Partnerships within the City and outside organizations will make Transit innovative leaders in the public transit industry, will reduce capital and operating costs and will provide increased service. 4) Ridership should increase with education and marketing about environmental benefits of public transit. 5) New bus purchases must be researched to ensure best fuel efficiency, low emissions and fiscal responsibility. Page 9

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